1 Int. J. Project Organisation and Management, Vol. 4, No. 2, 2012. Characteristics and techniques of successful high- technology project managers Philip Crosby* *SKA Program Development Office, and International Centre for Radio Astronomy Research (Curtin University), GPO Box U1987, Perth Western Australia 6845. crosby@skatelescope.org ph +44 7825 100 167, fax +44 161 275 4049 Abstract: Despite a plethora of tools, technology and software, successful management of big science and engineering projects remains problematic, with many imperfect project outcomes. While much research focuses on management processes, characteristics of high-tech mega- project managers themselves are less well explored. What are the personal and professional attributes, skills and exemplar initiatives that are ingredients in project success? In this paper literature from the last 30 years is consulted alongside fieldwork results from several current, large, engineering and science projects in Europe and Australia. In particular, high-tech project manager success traits and initiatives are examined and discussed. Beyond personal traits - some obvious, some not - positive correlations of success are apparent around project and team management attributes, including the use of task forces, information management, a mission assurance mindset, and approaches to project complexity. The role of codified knowledge (the PMBOK® Guide) is examined, and suggestions offered for practical application of the study outcomes. Keywords: project success, project management, mega-project, taskforce, project structure, collaborative, trust, urgency, mission assurance, complexity Biographical Notes: Phil Crosby is an executive in CSIRO’s Astronomy and Space Science Division, Australia, where he is Assistant Director for WA, and manages strategic science planning, industry engagement, and CSIRO’s Project Review Board. Phil trained with ICL and BT in the UK, before operating his own medical and industrial electronics firm in Sydney. Then followed 12 years with NATA in technical management standards; leading major field assessments including reviews of Antarctic science impacts, and ANSTO’s operations. During 2005, Phil worked in Boeing Australia managing Industrial Participation. As well as engineering qualifications, he holds a BA in business Administration, and a PhD in mega-science project management. 1.0 Introduction The management of big, high-technology (high-tech) projects has been repeatedly investigated but is not well understood (Cook-Davies, 2010), especially in terms of the personal characteristics and applied techniques of the project manager. This paper looks beyond the obvious skills and qualities of high-tech mega-project managers, and seeks to reveal the less obvious characteristics, traits, and initiatives that lead to project success. In short, what are the personal and professional attributes, skills and exemplar initiatives that are ingredients in project success? In this paper, large high-tech mega- projects are defined as those involving research and development and/or application of technology, having a