Bent Flyvbjerg's How Big Things Get Done examines the consistent failures of large-scale projects and attributes them to flawed planning and decision-making processes. 

The book contrasts successful projects, like the Empire State Building, which prioritized meticulous planning and rapid execution, with failures characterized by rushed commitments and optimistic forecasts. 

Flyvbjerg introduces the concept of "reference-class forecasting," which uses historical data to create more realistic project estimations. He also advocates for modularity, which involves creating large projects from smaller, manageable components to improve efficiency and reduce risk. 

Finally, he emphasizes the crucial role of experienced leadership and teamwork in successful project delivery.