Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives.
Risk management is the identification, evaluation, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events or to maximize the realization of opportunities.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
A project is any undertaking, carried out individually or collaboratively and possibly involving research or design, that is carefully planned to achieve a particular goal.
Getlink, formerly Groupe Eurotunnel, is a European public company based in Paris that manages and operates the infrastructure of the Channel Tunnel between France and the United Kingdom, operates the LeShuttle railway service, and earns revenue on other trains that operate through the tunnel.
Scope creep in project management is continuous or uncontrolled growth in a project's scope, generally experienced after the project begins. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful. It is related to but distinct from feature creep, because feature creep refers to features, and scope creep refers to the whole project.
A public–private partnership is a long-term arrangement between a government and private sector institutions. Typically, it involves private capital financing government projects and services up-front, and then drawing revenues from taxpayers and/or users for profit over the course of the PPP contract. Public–private partnerships have been implemented in multiple countries and are primarily used for infrastructure projects. Although they are not compulsory, PPPs have been employed for building, equipping, operating and maintaining schools, hospitals, transport systems, and water and sewerage systems.
Build–operate–transfer (BOT) or build–own–operate–transfer (BOOT) is a form of project delivery method, usually for large-scale infrastructure projects, wherein a private entity receives a concession from the public sector to finance, design, construct, own, and operate a facility stated in the concession contract. The private entity will have the right to operate it for a set period of time. This enables the project proponent to recover its investment and operating and maintenance expenses in the project.
The planning fallacy is a phenomenon in which predictions about how much time will be needed to complete a future task display an optimism bias and underestimate the time needed. This phenomenon sometimes occurs regardless of the individual's knowledge that past tasks of a similar nature have taken longer to complete than generally planned. The bias affects predictions only about one's own tasks. On the other hand, when outside observers predict task completion times, they tend to exhibit a pessimistic bias, overestimating the time needed. The planning fallacy involves estimates of task completion times more optimistic than those encountered in similar projects in the past.
Rationality and Power: Democracy in Practice is a 1998 book by Bent Flyvbjerg, published by the University of Chicago Press. The book focuses on "the application of critical theory to urban and community development". Flyvbjerg here deploys the methodology for doing social science, which he developed in Making Social Science Matter (2001). Upon publication, the International Journal of Urban and Regional Research called Rationality and Power, "a notable addition to the literature," the reviewer adding, "I cannot think of a better account of how power relations are embodied in local governance."
A megaproject is an extremely large-scale investment project. According to the Oxford Handbook of Megaproject Management, "Megaprojects are large-scale, complex ventures that typically cost $1 billion or more, take many years to develop and build, involve multiple public and private stakeholders, are transformational, and impact millions of people". However, $1 billion is not a constraint in defining megaprojects; in some contexts a relative approach is needed, such as in developing countries, where a much smaller project could constitute a megaproject. Therefore, a more general definition is "Megaprojects are temporary endeavours characterised by: large investment commitment, vast complexity, and long-lasting impact on the economy, the environment, and society".
A cost overrun, also known as a cost increase or budget overrun, involves unexpected incurred costs. When these costs are in excess of budgeted amounts due to a value engineering underestimation of the actual cost during budgeting, they are known by these terms.
Bent Flyvbjerg is a Danish economic geographer. He was the First BT Professor and Inaugural Chair of Major Programme Management at Oxford University's Saïd Business School and is the Villum Kann Rasmussen Professor and Chair of Major Program Management at the IT University of Copenhagen. He was previously Professor of Planning at Aalborg University, Denmark and Chair of Infrastructure Policy and Planning at Delft University of Technology, The Netherlands. He is a fellow of St Anne's College, Oxford.
Reference class forecasting or comparison class forecasting is a method of predicting the future by looking at similar past situations and their outcomes. The theories behind reference class forecasting were developed by Daniel Kahneman and Amos Tversky. The theoretical work helped Kahneman win the Nobel Prize in Economics.
In software development, effort estimation is the process of predicting the most realistic amount of effort required to develop or maintain software based on incomplete, uncertain and noisy input. Effort estimates may be used as input to project plans, iteration plans, budgets, investment analyses, pricing processes and bidding rounds.
Infrastructure asset management is the integrated, multidisciplinary set of strategies in sustaining public infrastructure assets such as water treatment facilities, sewer lines, roads, utility grids, bridges, and railways. Generally, the process focuses on the later stages of a facility's life cycle, specifically maintenance, rehabilitation, and replacement. Asset management specifically uses software tools to organize and implement these strategies with the fundamental goal to preserve and extend the service life of long-term infrastructure assets which are vital underlying components in maintaining the quality of life in society and efficiency in the economy. In the 21st century, climate change adaptation has become an important part of infrastructure asset management competence.
Antifragility is a property of systems in which they increase in capability to thrive as a result of stressors, shocks, volatility, noise, mistakes, faults, attacks, or failures. The concept was developed by Nassim Nicholas Taleb in his book, Antifragile, and in technical papers. As Taleb explains in his book, antifragility is fundamentally different from the concepts of resiliency and robustness. The concept has been applied in risk analysis, physics, molecular biology, transportation planning, engineering, aerospace (NASA), and computer science.
Making Social Science Matter: Why Social Inquiry Fails and How It Can Succeed Again is a 2001 book by Bent Flyvbjerg, published by Cambridge University Press. The author is critical of social sciences to the extent they try to emulate natural science. First, he argues that social sciences have failed as science, that is, in producing predictive theory. Second, he develops an argument that in order to matter again, social sciences must model themselves after phronesis. Finally, he develops methodological guidelines and shows practical examples of how a phronetic social science may be employed for research purposes.
The hiding hand principle is a theory that offers a framework to examine how ignorance intersects with rational choice to undertake a project; the intersection is seen to provoke creative success over the obstacles through the deduction that it is too late to abandon the project. The term was coined by economist Albert O. Hirschman.
Infrastructure is a platform for governance, commerce, and economic growth and is "a lifeline for modern societies". It is the hallmark of economic development.
