Searching the Network Core in Mega Projects Teams

One of the aspects linked to the improvement of the performance in the project management of mega projects is linked to the leadership carried out by the organization which takes charge of it, or which plays a central role in the executive realizing. It is a question of combining the role and function performed with the aim of approving the project or assigning the project commitment with the subsequent management of the project itself until its final completion. The structural approach to the project design therefore leads to consider the number of participants and the structure of their interconnections as elements susceptible to research and experimentation, both of which can be summarized in the identification of the core of the project networks and consequently of the concrete and factual center of the design and its subsequent management. If this core is eccentric with respect to the decision-making system that supervises the project, this can lead to that loss of control of the project to which the difficulties and failures incurred are attributed. The purpose of the paper is to describe some experiences in the applying of a methodology to individuate the network core and to enforce it by a didactical approach named Practice Enterprise.