How big things get done: Think slow. Act fast.

I recently read a book called How Big Things Get Done: The Surprising Factors that Determine the Fate of Every Project from Home Renovations to Space Exploration, and Everything in Between by Bent Flyvbjerg.

As I read through the examples of projects gone wrong or right, he reinforced some of the observations that we’ve made with respect to how our customers are successful on construction projects, especially large and complex builds. I think this book is a must-read for project managers, superintendents, business leaders and anyone involved in ambitious building initiatives.

Flyvbjerg, an expert in project management and decision-making, combines real-world case studies — from architecture to infrastructure and entertainment — to reveal patterns in project success and failure. He uses many examples of well-known buildings and projects that make reading the book interesting and his ideas understandable.

His data-driven approach challenges conventional wisdom, emphasizing that optimism bias and strategic misrepresentation often derail even the most well-intended initiatives. The book highlights the importance of starting small, learning from past projects and embracing modularity to avoid common pitfalls like cost overruns and delays.

What I thought was of great value was his 11 heuristics — rules of thumb for successful project completion — that he’s compiled from decades of studying big projects. Here are a few of my favorites:

Hire a master builder

Master builder is a term that historically referred to a person responsible for both the design and construction of a building or large project. In ancient and medieval times, master builders were skilled artisans, architects and engineers who oversaw all aspects of a project, from planning to execution.

Flyvbjerg discusses the idea of a master builder, emphasizing the importance of experienced leadership and integrated decision-making in ensuring large projects succeed. If you’re building a dam, you probably want someone leading the team who’s built a dam before!

Get your team right

Ed Catmull is quoted in the book as saying: “Give a good idea to a mediocre team, and they will screw it up. Give a mediocre idea to a great team, and they will either fix it or come up with something better. If you get the team right, chances are they will get the ideas right.”

It’s the job of a master builder to lead the formation of the team. Chances are pretty good that a team formed in this way will deliver.

Ask “why?”

I’m fond of asking why when working on the design of products. It forces us to focus on what matters, what the purpose is and what the end result will be. As projects progress, changes, events and details don’t shake progress toward the ultimate goal. If you ask why, you will most likely find your North Star.

Think slow, act fast

Flyvbjerg writes, “What’s the worst that can happen during planning? Maybe your whiteboard is accidentally erased. What’s the worst that can happen during delivery? Your drill breaks through the ocean floor, flooding the tunnel. You have to dynamite months of work on the opera house, clear away the rubble, and start over. Your overpass collapses, killing dozens of people. And so much more.”

We hear the same from our customers. Rework is expensive and demoralizing, and good planning is critical for predictable and controlled execution. A well-thought-out plan created by the people who are doing the work is a vital step toward a successful project outcome.

Planning tools that work

Digital tools make it easier for teams to tackle large, complex builds and avoid costly rework. Find out how we can help you plan your next project.