The New York City accountant, John C. Liu, in the month of January 2013, wrote to the inhabitants of the city in particular about audit of New York City Department of Parks and Recreation. Liu condensed his office discoveries: “The examination concluded that DPR was not conducting and supervising capital construction projects in a timely and cost effective fashion."
New York City Department of Parks and Recreation Case Study Solution
To investigate the presence of the "planning fallacy" in organizations, information from almost 1,800 capital projects undertaken between 1998 and 2008 was got from the office of the chief engineer of the New York City DPR. In light of the data, how intense was could it be used for beating the planning fallacy and the planning fallacy during this time?
PUBLICATION DATE: February 17, 2014 PRODUCT #: UV7018-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
VaxGen Inc. Fighting the AIDS Epidemic
Revitalize Your Mature Company to Sustain Market Leadership
Volkswagen Navarra, 8th Collective Agreement (A)
Responsibilities to Customers, Module Note
Jones Schilling Employee Coaching Workshop
Mayo Clinic: The 2020 Initiative
The Analytics Mandate
What’s Next for the Chinese Economy?
Chung and Dasgupta: Information for Casey Clark
Donglegate: Candour Through Social Media
