Wrong, but not failed? A study of unexpected events and project performance in 21 engineering projects

Purpose Most complex engineering projects encounter unexpected events through their life cycle. These are traditionally attributed to inaccurate foresight and poor planning. Outlining a nonanticipatory alternate, the authors seek explain ability rebound from events, without foresight, using resilient systems theory. This paper seeks outline theoretical underpinnings of project resilience identify criteria for planning selecting greater resilience. Design/methodology/approach Investigating resilience, this studies relationship between performance in 21 projects. The perform systematic review ex post evaluations 3–12 years after completion. Findings First, find that all encountered even when discounting error. Second, show that, as consequence, underperformed, not necessarily relative formal criteria, but terms subjective opportunity cost, is, competing alternates – known or imagined foregone by implementation. Finally, four types superior, equivalent, compensatory convertible opportunities building Practical implications properties provide Originality/value Departing traditional efforts “de risk” plans “de-bias” planners, focuses on themselves, an alternate improved up-front