Project Management Fundamentals Explained for Success

What has been corrected on this page?

Every accepted correction to this page is recorded with the exact change, so readers can see how the page improved over time.

1. 31 July 2026 · corrected by Emir Baycan

   A review of the research and case-study section of this project management article found that most of the specific statistics cited, while drawn from real reports, researchers, and organizations, did not match the real published figures: some combined numbers from different years of the same report as if from one survey, some cited the wrong journal, and some case-study figures (a researcher name, a cost figure, a contractor count) could not be verified against the real record. The section was rewritten to keep the real people, books, and organizations while correcting or removing the specifics that did not hold up.

   What the page claimed

   The article cited a single-year PMI Pulse of the Profession figure combining an '$97 million per $1 billion' statistic with an '11.4 percent' waste figure that actually come from two different report years, gave Bent Flyvbjerg's findings as 86%/88% over budget/schedule with a 73% IT overrun figure, attributed a Denver International Airport baggage-system analysis to a researcher named Caleb Racicot, cited Heathrow Terminal 5's cost as 4.2 billion pounds with specific but unverifiable figures for risk budget and contractor count, cited a $100 million dollar figure for the Toy Story 2 production rescue, and attributed the UK Government Digital Service's savings figures to the Prime Minister's Delivery Unit.

   What was corrected

   The section now presents the PMI waste figures as separate statistics from different report editions rather than one combined figure, gives Flyvbjerg's real published statistics (about half a percent of projects hitting all targets, a 62 percent median cost overrun, and the well-known 'one in six' black-swan statistic for IT project overruns), correctly identifies Ramiro Montealegre as a researcher who has written on the Denver International Airport case, gives Heathrow Terminal 5's real cost of 4.3 billion pounds while describing its risk-management practices in accurate general terms, describes the Toy Story 2 rescue without an unverifiable dollar figure, and describes GDS's cost savings without attributing them to the Prime Minister's Delivery Unit, which had already been abolished before GDS existed.

   Why: Web searches for each specific statistic and case-study detail either found the real figure differed from what was cited, found the figure came from a different year or source than stated, or found no evidence the specific detail exists. Since the underlying reports, researchers, and organizations are real and the general lessons drawn from them are sound, the section was rewritten rather than removed, correcting the specifics while preserving the legitimate substance of each case.

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2. 11 July 2026 · corrected by Emir Baycan

   The Toy Story 2 reboot occurred roughly 8-9 months before the Nov 1999 release, not eighteen months.

   Before

   eighteen months before release - a scope reset that cost $100 million but saved the film.

   After

   nine months before release - a scope reset that cost $100 million but saved the film.

   Why: Verified live: body text already reads 'a complete restart nine months before release - a scope reset that cost $100 million but saved the film'. FAQ field decoded and checked, no reference to the timeline figure. No further action needed.

   View the full record →

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