Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
The Ultimate Deliverable
Michael Aucoin, D. Engr., PE, PMP is president of Leading Edge Management, LLC in College Station, Texas and author of Right-Brain Project Management: A Complementary Approach. He can be reached at [email protected].
The Sydney Opera House is a stunning structure that dominates the scene in Sydney, Australia. One of the most recognizable landmarks in the world, the House is a tourist magnet that has come to represent Australia. In 2003 it earned architecture’s coveted Pritzker Prize for its designer, Jorn Utzon. The text of the award gushes, “It stands by itself as one of the indisputable masterpieces of human creativity, not only in the 20th century but in the history of humankind.” Without a doubt, the construction of the House was an overwhelmingly successful project.
Or was it?
Utzon beat out over 200 other architects in a competition for the design of the House. In reality, the design was a concept, one that was far ahead of its time as it stretched the available technology and techniques in engineering and construction. It was not yet ready to be built.
What happens when an innovative and experimental concept meets with public governance that insists on economy, control and predictability? And let’s not forget the politicians who mostly want to look good for the public. The end result could readily make for a case study of mixed and confusing agendas--a documentary would entice project managers to gawk as if they are at the scene of a bad train wreck.
&…
Please log in or sign up below to read the rest of the article.
ADVERTISEMENTS
|
We often take for granted the very things that most deserve our gratitude. - Cynthia Ozick |