{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,7,30]],"date-time":"2026-07-30T20:53:59Z","timestamp":1785444839551,"version":"3.56.0"},"reference-count":41,"publisher":"SAGE Publications","issue":"3","license":[{"start":{"date-parts":[[2003,9,1]],"date-time":"2003-09-01T00:00:00Z","timestamp":1062374400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/journals.sagepub.com\/page\/policies\/text-and-data-mining-license"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Concurrent Engineering"],"published-print":{"date-parts":[[2003,9]]},"abstract":"<jats:p>Successfully implementing concurrent development has proven difficult for many organizations. However, many theories addressing concurrent development treat either technical aspects of the development process (e.g., precedence relationships) or behavioral issues (e.g., creating effective cross-functional teams), but not their linkages. We argue that much of the complexity of concurrent development\u2014and the implementation failures that plague many organizations\u2014arises from interactions between the technical and behavioral dimensions. We use a dynamic project model that explicitly represents these interactions to investigate how a \u201cLiar's Club\u201d\u2014concealing known rework requirements from managers and colleagues\u2014can aggravate the \u201c90% syndrome,\u201d a common form of schedule failure, and disproportionately degrade schedule performance and project quality. We discuss the role of the incentives on and behavior of engineers and managers in concurrent development failure and explore policies to improve project performance.<\/jats:p>","DOI":"10.1177\/106329303038028","type":"journal-article","created":{"date-parts":[[2003,11,3]],"date-time":"2003-11-03T17:14:51Z","timestamp":1067879691000},"page":"211-219","source":"Crossref","is-referenced-by-count":82,"title":["The Liar's Club: Concealing Rework in Concurrent Development"],"prefix":"10.1177","volume":"11","author":[{"given":"David N.","family":"Ford","sequence":"first","affiliation":[{"name":"Department of Civil Engineering, Texas A&M University, College Station, TX 77843-3136, USA,"}],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"John D.","family":"Sterman","sequence":"additional","affiliation":[{"name":"Sloan School of Management, Massachusetts Institute of Technology, 50                        Memorial Drive, E53-351, Cambridge, MA 02142 USA"}],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"179","published-online":{"date-parts":[[2003,9,1]]},"reference":[{"key":"atypb1","doi-asserted-by":"publisher","DOI":"10.1016\/0164-1212(88)90015-5"},{"key":"atypb2","doi-asserted-by":"publisher","DOI":"10.1287\/mnsc.41.3.458"},{"key":"atypb3","unstructured":"3. Axelrod, R. (1984). The Evolution of Cooperation, New York: Basic Books ."},{"key":"atypb4","unstructured":"4. Backhouse, C.J. and Brookes, N.J. (1996). Concurrent Engineering, What's Working Where, Gower, Brookfield, VT: The Design Council ."},{"key":"atypb5","doi-asserted-by":"publisher","DOI":"10.1109\/17.797964"},{"key":"atypb6","doi-asserted-by":"crossref","unstructured":"6. Baldwin, C.Y. and Clark, K.B. (2000). Design Rules: The Power of Modularity, MIT Press, Cambridge, MA .","DOI":"10.7551\/mitpress\/2366.001.0001"},{"key":"atypb7","unstructured":"7. Brehmer, B. (1998). Effects of Time Pressure on Fully Connected and Hierarchical Architectures of Distributed Decision-making, In: Yvonne Waern (ed.), Co-operative Process Management, Cognition and Information Technology, London: Taylor & Francis, Ltd."},{"key":"atypb8","unstructured":"8. Brooks, F.P. (1978). 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