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A Project Delivery Subsystem (PDS)

This chapter comes up with a high-level description of a project delivery subsystem (PDS) that is supposed to match the project structure subsystem (PSS). If PDS has long-term ‘chronic’ system issues that serve as causes of project risks, the static PSS–PDS mismatch is inevitable leading to internal risk amplifications of corresponding risks. Additional dynamic PSS–PDS mismatches can result from risk interactions and even from standalone unamplified project risks. Two primary PDS factors are considered: adopted project development procedures and consistency of their implementation. Procedures related to opportunity shaping, project team design/shaping, engineering, contracting, construction, stakeholder management, and change and risk management are overviewed. Factors influencing procedure’s implementation—available skills and realizations of bias are discussed. The importance of risk quantification, scheduling, and estimating procedures and their implementation is accentuated. Various realizations of relevant bias—from strategic misrepresentation, to the Hiding Hand, to 10% syndrome—are revealed.