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I’ve researched and consulted on megaprojects for more than 30 years, and I’ve found that two factors play a critical role in determining whether an organization will meet with success or failure: replicable modularity in design and speed in iteration. If a project can be delivered fast and in a modular manner, enabling experimentation and learning along the way, it is likely to succeed. If it is undertaken on a massive scale with one-off, highly integrated components, it is likely to be troubled or fail.

That is from Bent Flyvbjerg in HBR.

Two things this article pointed out that I hadn’t considered before:

• Long timelines in a project create risk because it leaves more time for things to go wrong. I’ve rushed to ship a product before for fear of the competition, but the concern is more general than that. The longer it takes to get going, the more likely that the environment changes — a project sponsor leaves the company or an interested beta customer changes their plans. Even more so for public works.

• Projects that are useful in stages are more resilient. I’ve prioritized shipping a project in iterative chunks as a way of testing a hypothesis about my product before, but never considered that the faster you get a project producing, even partially, the more time its benefits compound and the faster it pays back it’s costs.

The entire article is worth a read, especially if you’re in the midst of planning or executing a major project. The example of the Madrid subway is both obvious and eye opening.

One more thing it made me consider: modularity creates resiliency. One of the ways cathedrals like Notre Dame were able to be built over hundreds of years was by using patterns that were easily understood and able to be extended. Calamities could come and derail projects, leaders could die, but new ones could take their place and take up the work again because of the modularity of the system.

Thanks to The Browser for bringing this one to my attention.