Revisiting Project Delivery Performance: Evidence from Swedish Transport Infrastructure

IF 5.1 2区管理学 Q1 MANAGEMENT

Project Management Journal Pub Date : 2024-05-25 DOI:10.1177/87569728241257391

Paul Chapman

引用次数: 0

Abstract

This study of Swedish road and rail project performance challenges understanding of project success and presents findings that run counter to the widely held position that transport infrastructure delivery performance and outcomes are persistently poor. Both road and rail investments proved economically profitable and were typically delivered to budget, evidence that questions theory claiming optimism bias and malicious agency dynamics such as strategic misrepresentation are endemic in decision-making during planning and persistently cause poor project performance. Summary findings on the performance of Swedish transport infrastructure projects are: 93% of road projects achieved intended benefits, 86% returned positive net present value, and cost overrun was typically 2.7%. Road projects typically achieve a net present value of 1.6 against an estimate of 0.6. 70% of rail projects achieved intended benefits, 63% returned positive net present value, and typical cost performance was -1.8% underrun. This contribution opens new avenues for research by scholars to explain this apparent success and why some projects, even in Sweden, fail.

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重新审视项目交付绩效：瑞典交通基础设施的证据

这项对瑞典公路和铁路项目绩效的研究挑战了人们对项目成功的理解，并提出了与人们普遍认为交通基础设施交付绩效和结果长期不佳这一观点背道而驰的结论。事实证明，公路和铁路投资在经济上都是有利可图的，而且通常都能按预算交付，这些证据质疑了一些理论，这些理论认为乐观主义偏见和恶意代理动态（如战略失实）在规划期间的决策中普遍存在，并一直导致项目绩效不佳。关于瑞典交通基础设施项目绩效的研究结果总结如下93% 的公路项目实现了预期效益，86% 的项目实现了正净现值，成本超支通常为 2.7%。公路项目的净现值通常为 1.6，而估计值为 0.6。70% 的铁路项目实现了预期效益，63% 的项目实现了正净现值，成本超支率通常为-1.8%。这一贡献为学者们的研究开辟了新的途径，以解释这种表面上的成功，以及为什么有些项目，甚至是瑞典的项目会失败。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Project Management Journal MANAGEMENT-

CiteScore

9.30

自引率

14.00%

发文量

期刊介绍： Project Management Journal (PMJ) is the academic and research journal of the Project Management Institute and features state-of-the-art research, techniques, theories, and applications in project management. Projects represent a growing population of human activity in large, small, private, and public organizations. Projects are used to execute and sustain today's organizational activities. They play a fundamental role as the engine of tomorrow's innovation, value creation, and strategic change. However, projects often fail to deliver their promise. PMJ addresses these multiple challenges and opportunities by encouraging the development and application of novel theories, concepts, frameworks, research methods, and designs. PMJ embraces contributions both from within and beyond project management to augment and transform theory and practice.