| Abstract: | The building of Argentina's second nuclear power station proved to be a true test of project-management skills: the contract was to be a joint effort between an Italian and a Canadian company, to be implemented in a country thousands of miles away; the Argentinian government changed four times during the course of the project; and the local currency was always unstable and unpredictable. The various difficulties that arose, and how they were solved, are described, and the role of the project management is evaluated. |
