Optimism Bias in Transport Planning

Professor Bent Flyvbjerg in his research identified two main causes of misinformation in policy and management: strategic misrepresentation (or lying!) and optimism bias (appraisal optimism). Strategic misrepresentation is the planned, systematic distortion or misstatement of fact in response to incentives in the budget process. Optimism bias is the demonstrated systematic tendency for people to be … Read more

How to deliver a solution addressing transport challenges

Addressing Transport Challenges – Part 5 Delivery

In the previous articles I described the first four steps in addressing transport challenges. In this article I will outline the fifth step – Delivery.

Delivery means outlining the approach to deliver a solution address a transport challenge(s), including consultation and coordination and subsequently evaluating the results.

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Use DICE to beat the odds

Successful project management use DICE factors to beat the odds.

Ask four different project managers what are the critical factors of successful delivered projects and you will probably get four different answers. This is because they each would have different lessons learned from their own experience.

Extensive research by the Boston Consulting Group found a correlation between the outcomes (success or failure) of change programs and four hard factors – referred to as DICE factors: duration between project reviews; performance integrity or the capability of the project team; commitment of both management and staff; and additional effort involved in implementation. Although originally developed at BCG, this has now become widespread in project and program management offices.

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Challenges in managing transport projects

There is increasing pressure by governments and the community for well planned and delivered transport projects that meet the agreed time, cost and quality requirements.

Infrastructure Australia in their 2013 National Infrastructure Plan [1]
outlined a number of major challenges facing transport, and in particular the need to improve project management.

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Delivering excellent projects requires freedom to innovate

Project management for transport has come a long way in recent years, with development of formal project management processes by agencies, and skilling of project managers through formal training and on-the-job mentoring.

Delivering a project, whether it be a policy or planning type project, an infrastructure project, or a service review or implementation, certainly requires a formalised process, with good checks and balances, and clear roles and responsibilities, all the way through.

But what makes the difference between a good, well-managed project and an excellent project?

Read moreDelivering excellent projects requires freedom to innovate