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This case uses the design and construction of the billion-dollar Long Island Lighting Company''s Shoreham nuclear power plant to illustrate the challenges associated with the planning and implementation of a mega-project. Late design changes, use of unproven technology, poor contract administration and inadequate site management contributed to massive cost over-runs and disastrous schedule slippages during project implementation. Since completion of the construction phase of the project, public concerns about safety, environmental issues and significant increases in utility rates imposed external pressures which prevented the operation of the facility. The case provides a good illustration of the likely pitfalls in planning and implementing large engineering projects and can be used to develop general recommendations for project managers.