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Transport for London’s Signal Failure – £886m more than planned*

Ron Rosenhead

. · Neither TfL nor Bombardier’s management teams were up to the task of managing the programme. · On this programme, a culture seems to have grown whereby TfL’s management was only interested in presenting good news. The Assembly experienced this first-hand. Optimistic planning bias strikes again?

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Cognitive Blind Spots in Team Collaboration

LiquidPlanner

In recent years, Professor Bent Flyvbjerg, Chair of Major Programme Management at Oxford University’s Saïd Business School, has helped highlight such blind spots or biases in project delivery. In short, project failure is primarily attributed to the underestimation of risk and “ the biggest risk is you ”.² . 190, 2018. ³D.

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