The Liar's Club: concealing rework in concurrent development
D. FORD, and J. STERMAN. Concurrent Engineering: research and applications, 11 (3):
211-219(2003)
Abstract
Successfully implementing concurrent development has proven difficult
for many organizations. However, many theories addressing concurrent
development treat either technical aspects of the development process
(e.g., precedence relationships) or behavioral issues (e.g., creating
effective cross-functional teams), but not their linkages. We argue
that much of the complexity of concurrent development�and the implementation
failures that plague many organizations�arises from interactions
between the technical and behavioral dimensions. We use a dynamic
project model that explicitly represents these interactions to investigate
how a ��Liar�s Club���concealing known rework requirements from managers
and colleagues�can aggravate the ��90% syndrome,�� a common form
of schedule failure, and
disproportionately degrade schedule performance and project quality.
We discuss the role of the incentives on and behavior of engineers
and managers in concurrent development failure and explore policies
to improve project performance.
%0 Journal Article
%1 Ford2003
%A FORD, D. N.
%A STERMAN, J. D.
%D 2003
%J Concurrent Engineering: research and applications
%K concealment, concurrent cycle development, dynamics. engineering, iteration, management, project rework, system time,
%N 3
%P 211-219
%T The Liar's Club: concealing rework in concurrent development
%V 11
%X Successfully implementing concurrent development has proven difficult
for many organizations. However, many theories addressing concurrent
development treat either technical aspects of the development process
(e.g., precedence relationships) or behavioral issues (e.g., creating
effective cross-functional teams), but not their linkages. We argue
that much of the complexity of concurrent development�and the implementation
failures that plague many organizations�arises from interactions
between the technical and behavioral dimensions. We use a dynamic
project model that explicitly represents these interactions to investigate
how a ��Liar�s Club���concealing known rework requirements from managers
and colleagues�can aggravate the ��90% syndrome,�� a common form
of schedule failure, and
disproportionately degrade schedule performance and project quality.
We discuss the role of the incentives on and behavior of engineers
and managers in concurrent development failure and explore policies
to improve project performance.
@article{Ford2003,
abstract = {Successfully implementing concurrent development has proven difficult
for many organizations. However, many theories addressing concurrent
development treat either technical aspects of the development process
(e.g., precedence relationships) or behavioral issues (e.g., creating
effective cross-functional teams), but not their linkages. We argue
that much of the complexity of concurrent development�and the implementation
failures that plague many organizations�arises from interactions
between the technical and behavioral dimensions. We use a dynamic
project model that explicitly represents these interactions to investigate
how a ��Liar�s Club���concealing known rework requirements from managers
and colleagues�can aggravate the ��90% syndrome,�� a common form
of schedule failure, and
disproportionately degrade schedule performance and project quality.
We discuss the role of the incentives on and behavior of engineers
and managers in concurrent development failure and explore policies
to improve project performance.},
added-at = {2011-08-05T23:55:24.000+0200},
author = {FORD, D. N. and STERMAN, J. D.},
biburl = {https://www.bibsonomy.org/bibtex/2d6b39da4a489150e486ba672d4df99f7/lgmarujo},
file = {:PhD Files\\Project Management\\Ford_Sterman ConcEng (2003) 11(3)
211-220.pdf:PDF},
interhash = {fa1566d19d38f266a977bb3be3d0e9e5},
intrahash = {d6b39da4a489150e486ba672d4df99f7},
journal = {Concurrent Engineering: research and applications},
keywords = {concealment, concurrent cycle development, dynamics. engineering, iteration, management, project rework, system time,},
number = 3,
owner = {Lino},
pages = {211-219},
timestamp = {2011-08-05T23:55:24.000+0200},
title = {The Liar's Club: concealing rework in concurrent development},
volume = 11,
year = 2003
}