Closing Remarks

Asbjørn Rolstadås (), Per Willy Hetland (), George Farage Jergeas () and Richard E. Westney ()
Additional contact information
Asbjørn Rolstadås: Norwegian University of Science and Technology
Per Willy Hetland: Norwegian School of Management
George Farage Jergeas: University of Calgary
Richard E. Westney: Westney Consulting Group, Inc.

Chapter Chapter 14 in Risk Navigation Strategies for Major Capital Projects, 2011, pp 173-175 from Springer

Abstract: Abstract This book began with the authors challenging the notion that projects are inherently predictable and that it is therefore a reasonable management goal to insist that project leaders and teams demonstrate predictable outcomes. We note that the history of major capital projects, in every category, demonstrates that this is a false hypothesis; in fact, the nature of major capital projects creates a foundation for significant unpredictability.

Keywords: Predictable Outcome; Project Leader; Slow Learner; Project Organization; Base Alliance (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:spr:ssrchp:978-0-85729-594-1_14

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DOI: 10.1007/978-0-85729-594-1_14

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