The dynamics of project performance: benchmarking the drivers of cost and schedule overrun

Kimberly Reichelt and James Lyneis

European Management Journal, 1999, vol. 17, issue 2, 135-150

Abstract: Research, design, and development projects are notorious for failing to achieve cost and schedule budgets, in spite of considerable effort over the years toward improving project management. In this paper, the authors argue that the failure to improve project performance results, in large part, from models which do not treat projects as the complex dynamic systems which they are. In particular, current planning approaches fail to consider: rework (especially undiscovered rework); feedback effects, often vicious circles, which cause productivity and work quality to change over time; and the knock-on effects of performance from one project phase to another. They present empirical evidence from a sampling of large, complex development projects.

Date: 1999
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