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Bent Flyvbjerg

Publications and source records attributed to Bent Flyvbjerg.

At least 19 recordsLinked to original sources

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

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

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

Rethinking Digitalization and Climate: Don't Predict, Mitigate

Digitalization is a core component of the green transition. Today's focus is on quantifying and pre-dicting the climate effects of digitalization through various life-cycle assessments and baseline sce-nario methodologies. Here we argue that this is a mistake. Most attempts at prediction are based on three implicit assumptions: (a) the digital carbon footprint can be quantified, (b) business-as-usual with episodic change leading to a new era of stability, and (c) investments in digitalization will be delivered within the cost, timeframe, and benefits described in their business cases. We problema-tize each assumption within the context of digitalization and argue that the digital carbon footprint is inherently unpredictable. We build on uncertainty literature to show that even if you cannot predict, you can still mitigate. On that basis, we propose to rethink practice on the digital carbon footprint from prediction to mitigation.

cs.CY

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

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

How to Solve Big Problems: Bespoke Versus Platform Strategies

How should government and business solve big problems? In bold leaps or in many smaller moves? We show that bespoke, one-off projects are prone to poorer outcomes than projects built on a repeatable platform. Repeatable projects are cheaper, faster, and scale at lower risk of failure. We compare evidence from 203 space missions at NASA and SpaceX, on cost, speed-to-market, schedule, and scalability. We find that SpaceX's platform strategy was 10X cheaper and 2X faster than NASA's bespoke strategy. Moreover, SpaceX's platform strategy was financially less risky, virtually eliminating cost overruns. Finally, we show that achieving platform repeatability is a strategically diligent process involving experimental learning sequences. Sectors of the economy where governments find it difficult to control spending or timeframes or to realize planned benefits - e.g., health, education, climate, defence - are ripe for a platform rethink.

econ.GN

Top Ten Behavioral Biases in Project Management: An Overview

Behavioral science has witnessed an explosion in the number of biases identified by behavioral scientists, to more than 200 at present. This article identifies the 10 most important behavioral biases for project management. First, we argue it is a mistake to equate behavioral bias with cognitive bias, as is common. Cognitive bias is half the story; political bias the other half. Second, we list the top 10 behavioral biases in project management: (1) strategic misrepresentation, (2) optimism bias, (3) uniqueness bias, (4) the planning fallacy, (5) overconfidence bias, (6) hindsight bias, (7) availability bias, (8) the base rate fallacy, (9) anchoring, and (10) escalation of commitment. Each bias is defined, and its impacts on project management are explained, with examples. Third, base rate neglect is identified as a primary reason that projects underperform. This is supported by presentation of the most comprehensive set of base rates that exist in project management scholarship, from 2,062 projects. Finally, recent findings of power law outcomes in project performance are identified as a possible first stage in discovering a general theory of project management, with more fundamental and more scientific explanations of project outcomes than found in conventional theory.

econ.GN

The Cost-Benefit Fallacy: Why Cost-Benefit Analysis Is Broken and How to Fix It

Most cost-benefit analyses assume that the estimates of costs and benefits are more or less accurate and unbiased. But what if, in reality, estimates are highly inaccurate and biased? Then the assumption that cost-benefit analysis is a rational way to improve resource allocation would be a fallacy. Based on the largest dataset of its kind, we test the assumption that cost and benefit estimates of public investments are accurate and unbiased. We find this is not the case with overwhelming statistical significance. We document the extent of cost overruns, benefit shortfalls, and forecasting bias in public investments. We further assess whether such inaccuracies seriously distort effective resource allocation, which is found to be the case. We explain our findings in behavioral terms and explore their policy implications. Finally, we conclude that cost-benefit analysis of public investments stands in need of reform and we outline four steps to such reform.

q-fin.GN

Four Ways to Scale Up: Smart, Dumb, Forced, and Fumbled

Scale-up is the process of growing a venture in size. The paper identifies modularity and speed as keys to successful scale-up. On that basis four types of scale-up are identified: Smart, dumb, forced, and fumbled. Smart scale-up combines modularity and speed. Dumb scale-up is bespoke and slow, and very common. The paper presents examples of each type of scale-up, explaining why they were successful or not. Whether you are a small startup or Elon Musk trying to grow Tesla and SpaceX or Jeff Bezos scaling up Amazon - or you are the US, UK, Chinese, or other government trying to increase power production, expand your infrastructure, or make your health, education, and social services work better - modularity and speed are the answer to effective delivery, or so the paper argues. How well you deal with modularity and speed decides whether your efforts succeed or fail. Most ventures, existing or planned, are neither fully smart nor fully dumb, but have elements of both. Successful organizations work to tip the balance towards smart by (a) introducing elements of smart scale-up into existing ventures and (b) starting new, fully smart-scaled ventures, to make themselves less dumb and ever smarter.

q-fin.GN

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

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

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

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

Planning Fallacy or Hiding Hand: Which Is the Better Explanation?

This paper asks and answers the question of whether Kahneman's planning fallacy or Hirschman's Hiding Hand best explain performance in capital investment projects. I agree with my critics that the Hiding Hand exists, i.e., sometimes benefit overruns outweigh cost overruns in project planning and delivery. Specifically, I show this happens in one fifth of projects, based on the best and largest dataset that exists. But that was not the main question I set out to answer. My main question was whether the Hiding Hand is "typical," as claimed by Hirschman. I show this is not the case, with 80 percent of projects not displaying Hiding Hand behavior. Finally, I agree it would be important to better understand the circumstances where the Hiding Hand actually works. However, if you want to understand how projects "typically" work, as Hirschman said he did, then the theories of the planning fallacy, optimism bias, and strategic misrepresentation - according to which cost overruns and benefit shortfalls are the norm - will serve you significantly better than the principle of the Hiding Hand. The latter will lead you astray, because it is a special case instead of a typical one.

econ.GN

Reference Class Forecasting for Hong Kong's Major Roadworks Projects

Reference class forecasting is a method to remove optimism bias and strategic misrepresentation in infrastructure projects and programmes. In 2012 the Hong Kong government's Development Bureau commissioned a feasibility study on reference class forecasting in Hong Kong - a first for the Asia-Pacific region. This study involved 25 roadwork projects, for which forecast costs and durations were compared with actual outcomes. The analysis established and verified the statistical distribution of the forecast accuracy at various stages of project development, and benchmarked the projects against a sample of 863 similar projects. The study contributed to the understanding of how to improve forecasts by de-biasing early estimates, explicitly considering the risk appetite of decision makers, and safeguarding public funding allocation by balancing exceedance and under-use of project budgets.

q-fin.GN

Do Classics Exist in Megaproject Management?

This paper asks, "Do classics exist in megaproject management?" We identify three types of classic texts: conventional, Kuhnian, and citation classics. We find that the answer to our question depends on the definition of "classic" employed. First, "citation classics" do exist in megaproject management, and they perform remarkably well when compared to the rest of the management literature. A preliminary Top Ten of citation classics is presented. Second, there is no indication that "conventional classics" exist in megaproject management, i.e., texts recognized as definitive by a majority of experts. Third, there is also no consensus as to whether "Kuhnian classics" exist, i.e., texts with paradigmatic clout. The importance of classics seems to be accepted, however, just as work to develop, discuss, and consolidate classics is seen as essential by megaproject scholars. A set of guidelines is presented for developing classics in megaproject management research.

q-fin.GN

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