Reframing Project Value Generation
Across Two Millennia
PEER REVIEWED PAPER
By Arvin Prem Kumar and Idris A. Adelakun
School of Applied Professional Studies
College of Integrative Sciences and Arts
Arizona State University
Arizona, USA
Abstract
The Colosseum is not simply an ancient relic, but a two-thousand-year-old experiment in value generation. This paper examines the construction of the Colosseum from a perspective of modern project management literature to assess whether ancient megaprojects can be understood in terms of modern definitions and governance structures. The research will begin by situating the Colosseum within the evolving definitions of a project, as defined by the PMBOK®® Guide Seventh and Eighth Editions, and determine whether these definitions are applicable to the construction of the Colosseum. Next, the research will analyze the project management approach used for the construction of the Colosseum and determine whether it is predictive, adaptive, or hybrid. Additionally, the research will analyze whether the historical objectives for the construction of the Colosseum align with contemporary benefits realization and determine whether the Colosseum’s construction is an example of project management success or project success.
Keywords: ancient megaprojects, hybrid project management approach, Project vs Project Management success, benefits realization, value generation
1.0 Introduction
If the Colosseum is a project to be succeeded by, it starts with how modern project management refers to a project. According to the PMBOK®® Guide Seventh Edition (PMI, 2021), a project is defined as a temporary endeavor carried out to create a unique product, service, or result, placing project management within a framework of principles focused on value, systems thinking, and adaptability. The Colosseum fits straight into this definition as a project. Its construction was time-bound it began under Vespasian in A.D. 72 and, to some extent, was completed under Titus by A.D. 80. The amphitheatre was a special architectural creation, unprecedented in Rome, both in its size and construction, as well as in its role as a symbol of Rome’s political goals. It was by no means a permanent enterprise, but rather a finite undertaking with a start, resources mobilized, and an ultimate ceremonial climax in the inaugural games. In addition, it was situated within a larger nexus of stakeholder expectations that ranged from imperial authority to senatorial oversight and popular reception. As such, the Colosseum is a reflection of a project from a PMBOK®® 7 perspective, the characteristics of a temporary value-based endeavour defined by context and stakeholder demand.
The principles emphasized in the Seventh Edition include focusing on value, a holistic approach, and integration of quality into deliverables. From this perspective, the Colosseum can be viewed as a project aimed at creating value beyond its physical output. The conversion of Nero’s private lake into a public amphitheater was a metaphor for restoring public space to the Roman citizenry. The Colosseum served as a tool for political consolidation in the aftermath of the upheaval in A.D. 69 and as a symbol of Flavian legitimacy. In this regard, the Colosseum can be viewed as a project in the principles-based architecture of PMBOK® 7, where success is not measured by conformance to constraints but by value and systems impact.
Nevertheless, the PMBOK® Guide Eighth Edition provides a more detailed and enhanced framework for definition. According to this edition, a project is defined as a temporary undertaking in a special context for the creation of value, and it is embedded in a system for value delivery (PMI, 2025). This edition also connects project management to governance, domains, and results, making it clear how organizational governance is linked to project governance. If this definition is analyzed, the Colosseum is seen to be an even better fit with modern definitions.
The temporality of the construction is still seen in the Colosseum, although the Eighth Edition’s focus on contextual uniqueness offers greater depth in terms of analysis. The amphitheater was born in a very particular political context marked by the aftermath of Nero and the legitimacy crisis that came with civil war. The fact that it was built on the site of the Domus Aurea was not coincidental; it was strategic and marked a political U-turn. The Eighth Edition recognizes that projects are unique in the environmental conditions and strategic intentions that shape them, as well as the stakeholders involved. In this sense, the Colosseum was not simply a construction project; it was a state-level project as part of an imperial strategy.
More significantly, however, Eighth Edition introduces the idea of projects as components of an integrated value delivery system that ties portfolios, programs, projects, and operations together in an organization or business (PMI, 2025). Such a systemic approach enables us to understand the Colosseum not just as a completed project but as a strategically invested part of Rome’s imperial governance system. The success of the Colosseum was not just about completing it as a project but also about its long-term political and social impact on Rome. The results, benefits, and value delivery of Eighth Edition provide a more operational approach to analyzing these results in comparison to the principle-centric approach of Seventh Edition.
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How to cite this paper: Prem Kumar, A. & Adelakun, I.A. (2026). Was the Colosseum a Successful Project? Reframing Project Value Generation Across Two Millennia; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Kumar-Adelakun-Was-Colosseum-a-Successful-Project.pdf
About the Authors
Arvin Prem Kumar
Instructor, School of Applied Professional Studies,
College of Integrative Sciences & Arts
Arizona State University, USA
Arvin Prem Kumar, MPM, PMP, PMI-ACP, GPM-b, PMI-PMP is an Instructor at Arizona State University with industry experience spanning engineering, construction, and project delivery environments prior to transitioning fully into academia. His professional background includes applying structured project controls, schedule development, cost management, and stakeholder coordination within technical and infrastructure-focused settings, providing him with practical insights that inform his teaching. He holds a master’s in project management from Arizona State University and a Bachelor of Engineering in Civil Engineering from Anna University, Chennai, India. Arvin maintains multiple industry-recognized credentials, including Project Management Professional (PMP)®, PMI Agile Certified Practitioner (PMI-ACP)®, Certified Green Project Manager (GPM-b™), and PMI’s PMP® Train the Trainer designation.
Arvin also actively contributes to the profession through volunteer leadership, serving as a facilitator for the PMI-Arizona Chapter’s inaugural PMI-ACP® certification study group and supporting initiatives that advance professional development within the project management community. At ASU, he has worked at scale to systematically rebuild and modernize project management courses, leading comprehensive curriculum redesign efforts that strengthen alignment of learning outcomes, scaffold competency development across modules, integrate predictive and agile methodologies, enhance assessment rigor, and ensure vertical alignment across program levels. His work emphasizes instructional coherence, industry relevance, measurable learning performance, and sustainable course architecture designed to support long-term program quality and student success. He can be contacted at anola259@asu.edu
Idris Adelakun, Ph.D.
Assistant Teaching Professor,
Arizona State University, USA
Idris Adelakun, Ph.D., P.Eng., PMP, CPEM, SFC, GPM-s, CSPM-s, CAC, CPBA, SFC is an Assistant Teaching Professor at Arizona State University. Idris holds a PhD in Leadership (High Distinction) with a specialization in Organizational Management from Carolina University, USA, an MSc in Biosystems Engineering and a certificate in Supervisory Management from University of Manitoba. He also earned a BSc in Agricultural and Environmental Engineering from University of Ibadan and a diploma in Agricultural Engineering from the Polytechnic Ibadan. Idris serves as a Sustainability Champion with PMI-GPM.
Idris holds professional certifications including Project Management Professional (PMP), Professional Engineer of Manitoba (P.Eng.), Certified Professional in Engineering Management (CPEM), Certified Sustainable Project Manager Specialist (CSPM-s), Scrum Fundamentals Certified (SFC), Certified Agile Coach (CAC), and Certified Professional Business Analyst (CPBA). He can be contacted at idris.adelakun@asu.edu
