The paradox of project planning – four strategies for planning successful projects
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| + | === References === | ||
| + | BigThings: <ref name="BigThings"> Flyvbjerg, B., & Gardner, D. (2023). How big things get done: The surprising factors behind every successful project, from home renovations to space exploration. Macmillan.</ref> | ||
| + | Modular: <ref name="Modular"> Flyvbjerg, Bent, 2021, "Make Megaprojects More Modular," Harvard Business Review, November-December issue, pp. 58-63.2</ref> | ||
| + | Curb: <ref name="Curb"> Flyvbjerg, Bent. (2008). Curbing Optimism Bias and Strategic Misrepresentation in Planning: Reference Class Forecasting in Practice. European Planning Studies. 16. 3-21. 10.1080/09654310701747936</ref> | ||
| + | PMBOK: <ref name="PMBOK"> Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 3. Project Management Principles. Project Management Institute, Inc. (PMI).</ref> | ||
| + | Fuzzy: <ref name="Fuzzy">Addressing the Problem of Fuzzy Front End | PMO Advisory. (n.d.). Retrieved May 9, 2023, from https://www.pmoadvisory.com/blog/addressing-the-problem-of-fuzzy-front-end/ | ||
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== Abstract == | == Abstract == | ||
Revision as of 13:10, 9 May 2023
References
BigThings: [1] Modular: [2] Curb: [3] PMBOK: [4] Fuzzy: [5]
Cite error:
<ref> tags exist, but no <references/> tag was found
