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Finally, there are the dangers of “Do It Yourself” modelling—“a fool with a tool is still a fool”. We recognise that the ambition to see models on managers’ desks is a noble ambition, and one which should be encouraged. But we must recognise that DIY modelling does have its dangers, particularly in this field where intuition and seat-of-the-pants thinking are not always good guides. Chapter 12 will discuss in some detail the role of the modelling specialist in project management teams. Modelling in practice So far we’ve been fairly philosophical, and it is worth making some practical points about modelling before we look at models of specific projects.

By using a model of a complex system, more can be Why do we model? 39 learned about internal interactions than would ever be possible through manipulation of the real system” (1961). ● Finally, having a project-wide model helps project management to visualise the whole project, or to understand how the project as a whole entity behaves. And as the model informs project management: ● The model helps management to prepare the project plan, allocate contingency, and make the necessary pre-project planning.

But to help you keep track of which project is being discussed, and to study these projects further, this section gives a thumbnail sketch of each project and some references. There are a number of good books available which can act as source material for the stories behind major projects. Probably the best-known of these, and the ground-breaker in the field, is The Anatomy of Major Projects by Morris and Hough (1987). This describes the results of a long and intensive study into eight projects by the Major Projects Association at Templeton College, Oxford, UK, and the lessons that can be learned about the management of major projects.

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