arXiv subjects

Alexander Budzier

Publications and source records attributed to Alexander Budzier.

16 recordsLinked to original sources

arXiv2026

Towards a Theory of Modular Natives: Explaining Superscaling, China's Greatest Innovation Yet

First, we present a new theory of "modular natives." A modular native is a basic building block that is born modular, e.g., a solar cell. The theory predicts that using modular natives in building things reduces complexity and improves predictability, resulting in better outcomes and faster scale-up. Second, we test the theory on the largest dataset of its kind. We find, at a high level of statistical significance, that modular natives operate under a fundamentally different risk regime than other project types, with finite and predictable risk, in contrast to non-natives that have infinite and unpredictable risk. The findings help explain why modularity is key to successful building while bespokeness often leads to failure. Third, we relate our findings to economic and geopolitical development, arguing that China understands modular natives and scale-up better than any other geography and that this is key to China's swiftly growing dominance in renewables, batteries, EVs, robots, etc. We argue that China's mastery of modularity and scale-up is a major innovation in its own right, among the greatest and most impactful in human history, falsifying the common notion that China cannot innovate. Business and government outside China ignore these findings at their peril. Finally, we spell out policy and practice implications and identify areas for further research.

physics.soc-ph↗

arXiv2026

Do Projects Learn Across Space and Time? Evidence from the Olympics

Do projects learn across space and time? The Olympics, among the largest publicly funded programmes in the world, offer a unique empirical setting. Theoretically, the Games seem ideal for generating "positive learning curves," driving down costs from one iteration to the next. In practice, they do not. Drawing on the concept of "myopia of learning," we argue that spatiotemporality (geographic distance, temporal gaps, and the temporary organisational form of each host committee) combines to block higher-level learning. Our analysis of cost overruns from 1960 to 2024 reveals no sustained improvement over 64 years. Tactical learning abounds, but none aggregates into strategic improvement. We propose four strategies for overcoming the spatiotemporal barrier (incremental, centralising, decentralising, and real options), arguing that radical reform is required.

physics.soc-ph↗

arXiv2024

Uniqueness Bias: Why It Matters, How to Curb It

The paper explores "uniqueness bias," a behavioral bias defined as the tendency of planners and managers to see their decisions as singular. For the first time, uniqueness bias is correlated with forecasting accuracy and performance in real-world project investment decisions. We problematize the conventional framing of projects as unique and hypothesize that it leads to poor project performance. We test the thesis for a sample of 219 projects and find that perceived uniqueness is indeed highly statistically significantly associated with underperformance. Finally, we identify how decision makers can mitigate uniqueness bias in their projects through what Daniel Kahneman aptly called "decision hygiene," specifically reference class forecasting, premortems, similarity-based forecasting, and noise audits.

econ.GN↗

arXiv2024

The Oxford Olympics Study 2024: Are Cost and Cost Overrun at the Games Coming Down?

The present paper is an update of the "Oxford Olympics Study 2016" (Flyvbjerg et al. 2016). We document that the Games remain costly and continue to have large cost overruns, to a degree that threatens their viability. The IOC is aware of the problem and has initiated reform. We assess the reforms and find: (a) Olympic costs are statistically significantly increasing; prior analysis did not show this trend; it is a step in the wrong direction. (b) Cost overruns were decreasing until 2008, but have increased since then; again a step in the wrong direction. (c) At present, the cost of Paris 2024 is USD 8.7 billion (2022 level) and cost overruns is 115% in real terms; this is not the cheap Games that were promised. (d) Cost overruns are the norm for the Games, past, present, and future; they are the only project type that never delivered on budget. We assess a new IOC policy of reducing cost by reusing existing venues instead of building new ones. We find that reuse did not have the desired effect for Tokyo 2020 and also look ineffective for Paris 2024. Finally, we recommend that the Games look to other types of megaprojects for better data, better forecasting, and how to generate the positive learning curves that are necessary for bringing costs and overrun down. Only if this happens are Los Angeles 2028 and Brisbane 2032 likely to live up to the IOC's intentions of a more affordable Games that more cities will want to host.

q-fin.RM↗

arXiv2022

The Empirical Reality of IT Project Cost Overruns: Discovering A Power-Law Distribution

If managers assume a normal or near-normal distribution of Information Technology (IT) project cost overruns, as is common, and cost overruns can be shown to follow a power-law distribution, managers may be unwittingly exposing their organizations to extreme risk by severely underestimating the probability of large cost overruns. In this research, we collect and analyze a large sample comprised of 5,392 IT projects to empirically examine the probability distribution of IT project cost overruns. Further, we propose and examine a mechanism that can explain such a distribution. Our results reveal that IT projects are far riskier in terms of cost than normally assumed by decision makers and scholars. Specifically, we found that IT project cost overruns follow a power-law distribution in which there are a large number of projects with relatively small overruns and a fat tail that includes a smaller number of projects with extreme overruns. A possible generative mechanism for the identified power-law distribution is found in interdependencies among technological components in IT systems. We propose and demonstrate, through computer simulation, that a problem in a single technological component can lead to chain reactions in which other interdependent components are affected, causing substantial overruns. What the power law tells us is that extreme IT project cost overruns will occur and that the prevalence of these will be grossly underestimated if managers assume that overruns follow a normal or near-normal distribution. This underscores the importance of realistically assessing and mitigating the cost risk of new IT projects up front.

physics.soc-ph↗

arXiv2020

Regression to the Tail: Why the Olympics Blow Up

The Olympic Games are the largest, highest-profile, and most expensive megaevent hosted by cities and nations. Average sports-related costs of hosting are $12.0 billion. Non-sports-related costs are typically several times that. Every Olympics since 1960 has run over budget, at an average of 172 percent in real terms, the highest overrun on record for any type of megaproject. The paper tests theoretical statistical distributions against empirical data for the costs of the Games, in order to explain the cost risks faced by host cities and nations. It is documented, for the first time, that cost and cost overrun for the Games follow a power-law distribution. Olympic costs are subject to infinite mean and variance, with dire consequences for predictability and planning. We name this phenomenon "regression to the tail": it is only a matter of time until a new extreme event occurs, with an overrun larger than the largest so far, and thus more disruptive and less plannable. The generative mechanism for the Olympic power law is identified as strong convexity prompted by six causal drivers: irreversibility, fixed deadlines, the Blank Check Syndrome, tight coupling, long planning horizons, and an Eternal Beginner Syndrome. The power law explains why the Games are so difficult to plan and manage successfully, and why cities and nations should think twice before bidding to host. Based on the power law, two heuristics are identified for better decision making on hosting. Finally, the paper develops measures for good practice in planning and managing the Games, including how to mitigate the extreme risks of the Olympic power law.

q-fin.GN↗

arXiv2019

Quantitative Cost and Schedule Risk Analysis of Nuclear Waste Storage

This study provides an independent, outside-in estimate of the cost and schedule risks of nuclear waste storage projects. Based on a reference class of 216 past, comparable projects, risk of cost overrun was found to be 202% or less, with 80% certainty, i.e., 20% risk of an overrun above 202%. Based on a reference class of 200 past, comparable projects, risk of schedule overrun was found to be 104% or less, with 80% certainty, i.e., 20% risk of overrun above 104%. Cost risk and schedule risk are both substantial for nuclear waste storage projects.

q-fin.GN↗

arXiv2019

Report for the Commission of Inquiry Respecting the Muskrat Falls Project

This report was commissioned by the Commission of Inquiry Respecting the Muskrat Falls Project to provide the national and international context in which the Muskrat Falls Project took place. The Commission asked for the report to cover three specific topics of questions: (1) What is the national and international context of the Muskrat Falls Project with regards to cost overrun and schedule overrun? (What are the typical cost and schedule overruns of hydro-electric dam projects? How do hydro-electric dams compare to other capital investment projects? How do Canadian projects compare to other countries?), (2) What are the causes and root causes of cost and schedule overruns? (3) What are recommendations, based on international experience and research into capital investment projects, to prevent cost and schedule overruns in hydro-electric dam projects and other capital investment projects? Keywords: Hydroelectric Dams, Megaprojects, Cost Overrun, Schedule Overrun, Optimism Bias, Strategic Misrepresentation, Infrastructure, Capital Investment Projects, Canada, Muskrat Falls

q-fin.GN↗

arXiv2018

Report for the Edinburgh Tram Inquiry

This report reviews the Edinburgh tram project's risk management. Projects frequently overrun their cost and timelines and fall short on intended benefits. Cost, schedule, and benefit risk of projects need to be carefully considered to avoid this. The report describes and evaluates risk assessment and management for the Edinburgh tram. The report was produced as part of the Edinburgh Tram Inquiry. Keywords: risk assessment, risk management, infrastructure, megaprojects, optimism bias, strategic misrepresentation, planning fallacy, behavioral science.

q-fin.GN↗

arXiv2017

Big is Fragile: An Attempt at Theorizing Scale

In this paper we characterise the propensity of big capital investments to systematically deliver poor outcomes as "fragility," a notion suggested by Nassim Taleb. A thing or system that is easily harmed by randomness is fragile. We argue that, contrary to their appearance, big capital investments break easily - i.e. deliver negative net present value - due to various sources of uncertainty that impact them during their long gestation, implementation, and operation periods. We do not refute the existence of economies of scale and scope. Instead we argue that big capital investments have a disproportionate (non-linear) exposure to uncertainties that deliver poor or negative returns above and beyond their economies of scale and scope. We further argue that to succeed, leaders of capital projects need to carefully consider where scaling pays off and where it does not. To automatically assume that "bigger is better," which is common in megaproject management, is a recipe for failure.

econ.GN↗

arXiv2016

Does Infrastructure Investment Lead to Economic Growth or Economic Fragility? Evidence from China

The prevalent view in the economics literature is that a high level of infrastructure investment is a precursor to economic growth. China is especially held up as a model to emulate. Based on the largest dataset of its kind, this paper punctures the twin myths that, first, infrastructure creates economic value, and, second, China has a distinct advantage in its delivery. Far from being an engine of economic growth, the typical infrastructure investment fails to deliver a positive risk adjusted return. Moreover, China's track record in delivering infrastructure is no better than that of rich democracies. Where investments are debt-financed, overinvesting in unproductive projects results in the buildup of debt, monetary expansion, instability in financial markets, and economic fragility, exactly as we see in China today. We conclude that poorly managed infrastructure investments are a main explanation of surfacing economic and financial problems in China. We predict that, unless China shifts to a lower level of higher-quality infrastructure investments, the country is headed for an infrastructure-led national financial and economic crisis, which is likely also to be a crisis for the international economy. China's infrastructure investment model is not one to follow for other countries but one to avoid.

q-fin.GN↗

arXiv2016

The Oxford Olympics Study 2016: Cost and Cost Overrun at the Games

Given that Olympic Games held over the past decade each have cost USD 8.9 billion on average, the size and financial risks of the Games warrant study. The objectives of the Oxford Olympics study are to (1) establish the actual outturn costs of previous Olympic Games in a manner where cost can consistently be compared across Games; (2) establish cost overruns for previous Games, i.e., the degree to which final outturn costs reflect projected budgets at the bid stage, again in a way that allows comparison across Games; (3) test whether the Olympic Games Knowledge Management Program has reduced cost risk for the Games, and, finally, (4) benchmark cost and cost overrun for the Rio 2016 Olympics against previous Games. The main contribution of the Oxford study is to establish a phenomenology of cost and cost overrun at the Olympics, which allows consistent and systematic comparison across Games. This has not been done before. The study concludes that for a city and nation to decide to stage the Olympic Games is to decide to take on one of the most costly and financially most risky type of megaproject that exists, something that many cities and nations have learned to their peril.

econ.GN↗

arXiv2014

Should we build more large dams? The actual costs of hydropower megaproject development

A brisk building boom of hydropower mega-dams is underway from China to Brazil. Whether benefits of new dams will outweigh costs remains unresolved despite contentious debates. We investigate this question with the "outside view" or "reference class forecasting" based on literature on decision-making under uncertainty in psychology. We find overwhelming evidence that budgets are systematically biased below actual costs of large hydropower dams - excluding inflation, substantial debt servicing, environmental, and social costs. Using the largest and most reliable reference data of its kind and multilevel statistical techniques applied to large dams for the first time, we were successful in fitting parsimonious models to predict cost and schedule overruns. The outside view suggests that in most countries large hydropower dams will be too costly in absolute terms and take too long to build to deliver a positive risk-adjusted return unless suitable risk management measures outlined in this paper can be affordably provided. Policymakers, particularly in developing countries, are advised to prefer agile energy alternatives that can be built over shorter time horizons to energy megaprojects.

q-fin.GN↗

arXiv2013

Overspend? Late? Failure? What the Data Say About IT Project Risk in the Public Sector

Implementing large-scale information and communication technology (IT) projects carries large risks and easily might disrupt operations, waste taxpayers' money, and create negative publicity. Because of the high risks it is important that government leaders manage the attendant risks. We analysed a sample of 1,355 public sector IT projects. The sample included large-scale projects, on average the actual expenditure was $130 million and the average duration was 35 months. Our findings showed that the typical project had no cost overruns and took on average 24% longer than initially expected. However, comparing the risk distribution with the normative model of a thin-tailed distribution, projects' actual costs should fall within -30% and +25% of the budget in nearly 99 out of 100 projects. The data showed, however, that a staggering 18% of all projects are outliers with cost overruns >25%. Tests showed that the risk of outliers is even higher for standard software (24%) as well as in certain project types, e.g., data management (41%), office management (23%), eGovernment (21%) and management information systems (20%). Analysis showed also that projects duration adds risk: every additional year of project duration increases the average cost risk by 4.2 percentage points. Lastly, we suggest four solutions that public sector organization can take: (1) benchmark your organization to know where you are, (2) de-bias your IT project decision-making, (3) reduce the complexities of your IT projects, and (4) develop Masterbuilders to learn from the best in the field.

q-fin.GN↗

arXiv2013

Why Your IT Project Might Be Riskier Than You Think

Out-of-control information technology (IT) projects have ended the careers of top managers, such as EADS CEO Noel Forgeard and Levi Strauss' CIO David Bergen. Moreover, IT projects have brought down whole companies, like Kmart in the US and Auto Windscreen in the UK. Software and other IT is now such an integral part of most business processes and products that CEOs must know their IT risks, which are typically substantial and overlooked. The analysis of a sample of 1,471 IT projects showed that the average cost overrun was 27% - but that figure masks a far more alarming 'fat tail' risk. Fully one in six of the projects in the sample was a Black Swan, with a cost overrun of 200%, on average, and a schedule overrun of almost 70%. This highlights the true pitfall of IT change initiatives: It's not that they're particularly prone to high cost overruns on average - it is that there are a disproportionate number of Black Swans. By focusing on averages instead of the more damaging outliers, most managers and consultants have been missing the real risk in doing IT. In conclusion, the article outlines ideas as to what can be done to avoid Black Swans.

q-fin.GN↗

arXiv2013

Double Whammy - How ICT Projects are Fooled by Randomness and Screwed by Political Intent

The cost-benefit analysis formulates the holy trinity of objectives of project management - cost, schedule, and benefits. As our previous research has shown, ICT projects deviate from their initial cost estimate by more than 10% in 8 out of 10 cases. Academic research has argued that Optimism Bias and Black Swan Blindness cause forecasts to fall short of actual costs. Firstly, optimism bias has been linked to effects of deception and delusion, which is caused by taking the inside-view and ignoring distributional information when making decisions. Secondly, we argued before that Black Swan Blindness makes decision-makers ignore outlying events even if decisions and judgements are based on the outside view. Using a sample of 1,471 ICT projects with a total value of USD 241 billion - we answer the question: Can we show the different effects of Normal Performance, Delusion, and Deception? We calculated the cumulative distribution function (CDF) of (actual-forecast)/forecast. Our results show that the CDF changes at two tipping points - the first one transforms an exponential function into a Gaussian bell curve. The second tipping point transforms the bell curve into a power law distribution with the power of 2. We argue that these results show that project performance up to the first tipping point is politically motivated and project performance above the second tipping point indicates that project managers and decision-makers are fooled by random outliers, because they are blind to thick tails. We then show that Black Swan ICT projects are a significant source of uncertainty to an organisation and that management needs to be aware of.

q-fin.GN↗