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This is a preview of the Shortform book summary of How Big Things Get Done by Bent Flyvbjerg and Dan Gardner.
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1-Page Summary1-Page Book Summary of How Big Things Get Done

In How Big Things Get Done (2023), Bent Flyvbjerg and Dan Gardner explore why large projects often fail and how to improve their success rates. They argue that most big projects exceed their budgets and timelines while delivering fewer benefits than promised. They attribute this to cognitive biases, political pressures, and systemic issues. To address these challenges, they recommend strategies such as reference-class forecasting, modularity, and rigorous testing.

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How Big Things Get Done Summary Patterns of Failure in Large Projects

Flyvbjerg and Gardner highlight a common issue with big projects: they often exceed their budgets and timelines while delivering fewer benefits than promised. They refer to this as the "Megaproject Iron Law." It's very likely that a big project will fail in these ways. Only 8.5% of projects meet financial and time targets, and just 0.5% succeed in terms of budget, schedule, and rewards. This means that 91.5% of projects exceed their budgets or schedules, and 99.5% fall short in at least one of these areas.

(Shortform note: Some experts disagree with the Megaproject Iron Law, arguing that big projects aren’t doomed to fail. In Industrial Megaprojects, Edward W. Merrow argues that a significant minority of big projects succeed. He explains that his company, Independent Project Analysis, has a database of several hundred big projects in the oil, gas, chemical, and mineral industries. He claims that a significant minority of these projects succeed, which is a much higher success rate than the 0.5% that Flyvbjerg and Gardner cite.)

Next, Flyvbjerg and Gardner discuss the cognitive and political drivers of project failure, along with the...

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How Big Things Get Done Summary Strategies for Success in Big Projects

The authors assert that successful large-scale endeavors require meticulous preparation and a cohesive group. While it's vital to plan in order for a project to run smoothly, the most effective plan will still fail without a strong team to execute it. The most successful teams have experience and have worked together before. They deeply understand the undertaking and trust each other.

(Shortform note: To create a cohesive group, try to work with the same people on multiple projects. After each project, hold a debriefing session to discuss what went well and what could be improved. This will help your team learn from each experience and build trust. Even short, 10-minute debriefs can make a big difference in how well your team works together.)

Next, Flyvbjerg and Gardner discuss core strategies for planning and forecasting, as well as execution and delivery.

Core Strategies: Planning & Forecasting

Flyvbjerg and Gardner emphasize the importance of starting with a clear understanding of your goal and working backwards. The objective is fundamental to a project’s success. Without a clear goal, you can become caught in the details...

How Big Things Get Done

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Shortform Exercise: Understanding Optimism Bias in Project Management

Optimism bias is a key factor that can lead to unrealistic assessments in large projects, as described by Flyvbjerg and Gardner. This exercise explores how optimism bias can affect project planning and execution.

Reflect on a time when you were overly optimistic about an outcome. How did your expectations differ from reality, and what factors contributed to your optimism?

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