![]() ![]() Harvard Design Magazine 22 (Spring/Summer): 50–59.įlyvbjerg B. Design by deception: the politics of megaproject approval. University of Chicago Press: Chicago.įlyvbjerg B. Rationality and Power: Democracy in Practice. Center for Urban Policy Research Press: New Brunswick, NJ, pp. In: Mandelbaum S, Mazza L, and Burchell R (eds). The dark side of planning: rationality and realrationalität. Aktstykke 16: Finansudvalget, Folketinget, October 24.įlyvbjerg B. Aktstykke om nye budgetteringsprin-cipper (Act on New Principles for Budgeting). Macmillan: London.ĭanish Ministry for Transport and Energy. The Politics of Lying: Implications for Democracy. Journal of Personality and Social Psychology 67:366–381.Ĭliffe L, Ramsey M, and Bartlett D. Exploring the “planning fallacy”: why people underestimate their task completion times. Personality and Social Psychology Bulletin 23 (3): 238–247.īuehler R, Griffin D, and Ross M. The role of motivated reasoning in optimistic time predictions. Vintage: New York.īuehler R, Griffin D, and MacDonald H. Lying: Moral Choice in Public and Private Life. The Johns Hopkins University Press: Baltimore.īok S. ![]() Forecasting: An Appraisal for Policy-makers and Planners. Transportation Research Part A 40:291–315.Īscher W. The channel tunnel: an ex post economic evaluation. JAPA Article Calls on Planners to Help End Inaccuracies in Public Project Revenue Forecasting. Adopted October 1978, amended October 1991. AICP Code of Ethics and Professional Conduct. This process is experimental and the keywords may be updated as the learning algorithm improves.Īmerican Planning Association. These keywords were added by machine and not by the authors. The result is cost overruns and/or benefit shortfalls with a majority of projects. Statistical evidence shows that such unplanned events are often unaccounted for, leaving budget and time contingencies sorely inadequate.Īs a consequence, misinformation about costs, benefits and risks is the norm. The project scope or ambition level will typically change significantly over time. Often there is “lock in” with a certain project concept at an early stage, leaving alternatives analysis weak or absent. ![]() Technology and design are often not standard.ĭecision-making and planning are typically multi-player processes with conflicting interests. Such projects are inherently risky, due to long planning horizons and complex interfaces. Major projects generally have the following characteristics: ![]()
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