Project management

Question 1

Flyvbjerg et al.

Answer 1

2009: Why do so many projects fail? E.g. Large infrastructure projects - they’re a once in a career decision, can’t learn from mistakes.

Delusion and deception hinders the manager.

Take an outside view with reference class forecasting - know the multiples you’re working with

Question 2

Smith & Keil

Answer 2

2003: People problem - reluctance to report losses up the hierarchy - psychological, social (e.g. falling out), organisational problems

Whose responsibility is it?

Question 3

Icaovou & Dexter

Answer 3

2004: “Runaways” - repeated delays and overspending

Good managers prevent problems (e.g. build in contingency), and cure them when they arise

Problems of involvement, politics, history

• E.g. public projects - know they can be renegotiated, quote them cheap to get them started*
• Depends how you define failure - meeting cost/time/initial scope, or meeting customer satisfaction?*

Question 4

Browning

Answer 4

2010: Not like business - something new, once, which you can’t see all the way to the end
* Uncertainty - can’t forecast for everything*
* E.g. what if the market isn’t ready for the product yet, as with Apple Newton? Lots of successes have failed before*

Purpose-view alignment of processes should increase success - help communication, surface assumptions

But something may be percieved as a failure but win business in another area - e.g. Channel Tunnel, HS2

Question 5

Grenny et al.

Answer 5

2007: Overcome crisis of silence through five crucial conversations

1. Plan around facts
2. Support from sponsor
3. Follow process
4. Assess honestly
5. Everyone commit

Question 6

Pitsis et al.

Answer 6

2003: Future perfect management - when planning is impossible things need constant revision and a “best for project, no blame” culture - reduces problem of limited information / lock-in

Close down what the future is like

Question 7

Schmidt & Calantone

Answer 7

2002: Escalation of commitment - managers reluctant to abandon failing projects, get entrenched in thinking, means greater costs later

Those that start a project are the most committed (but can’t always see it through)

Question 8

DeFillippi & Arthur

Answer 8

1998: Temporary organisations for projects - independent film-making

Challenges tenets of strategic management - competencies, resource power, success

Question 9

The role of the project manager

Answer 9

1. Technical role - process models
2. Social - HR, crucial conversations
3. Future perfect management
4. Don’t get entrenched in thinking
5. Be aware there’s no second chance
6. Manage trade-offs - set deadlines