Sanjiv Parekh is a seasoned project consultant and advisor with over three decades of experience in transforming complex projects, programs, and portfolios across the public and private sectors. As Director of Zerofloat, he leads with a hands-on, outcomes-focused approach to delivering value through integrated project controls, PMO governance, and performance assurance frameworks.
He is well known for successfully transforming projects, programs, and portfolios by implementing people, processes, and tools for end-to-end project delivery and brings industry practitioner experience gained in the team of owner, EPC/EPCM, consulting, and contractor organisations for their projects, function, and department at the regional, national, and global levels working with industry leaders like Defence CASG, Bechtel, Jacobs, Amentum, Ausenco, Downer, Thiess, GHD, UGL, Rio Tinto and Reliance.
He holds a Bachelor of Engineering (Mechanical), a Graduate Certificate in Business Administration, and a Certificate IV in Project Complexity from ICCPM and regular speaker, judge and volunteer at Project Controls Expo events and supports capability uplift initiatives across government and industry.
He integrates a wide spectrum of processes and practices from a variety of public and private industry sectors such as Mining and Metals, Oil and Gas, LNG, Chemical and Petrochemical, Coal, Power, and Defence.
His key value add is in the field of Project Management Office (PMO), Project Controls, Schedule, Cost, Earned Value, Project Systems, Change, and Risk Management along with reporting, governance, assurance, audit, and training within all aspects of transforming the projects, programs, portfolios.
From Defence reforms to megaproject delivery, Sanjiv Parekh consistently delivers outcomes that matter.
In the complex environment of project delivery, behavioural biases can significantly distort perception and decision-making. These biases often create an illusion of control—where project professionals believe they have more influence over outcomes than they truly do. This illusion can compromise the accuracy of cost estimates, schedules, risk assessments, and benefit projections.
Estimators, project planners, cost controllers, and project managers are particularly vulnerable to these biases. If not identified and mitigated early—both during planning and delivery—they can negatively impact project performance and contribute to consistent underperformance.
This presentation explores the ten most critical behavioural biases that frequently lead to the illusion of control in project environments:
1. Strategic misrepresentation
2. Optimism bias
3. Uniqueness bias
4. The planning fallacy
5. Overconfidence
6. Hindsight bias
7. Availability bias
8. The base rate fallacy
9. Anchoring
10. Escalation of commitment
Each bias will be clearly defined and contextualised with practical examples. Their specific impacts on planning accuracy, forecasting reliability, decision-making quality, and stakeholder engagement will be examined in detail.
Understanding these cognitive pitfalls is vital for improving project outcomes. When recognised and addressed through structured decision-making, independent reviews, and evidence-based practices, these biases can be mitigated—resulting in more realistic plans, stronger governance, and more successful project delivery.
By the end of this presentation, participants will:
1. Understand the nature and impact of key behavioural biases in projects
2. Recognise why many projects fail to meet their objectives
3. Identify the root causes of cost overruns, delays, and benefit shortfalls
4. Learn strategies to reduce the illusion of control and improve project outcomes
This session is essential for project professional aiming to deliver more predictable, evidence-based results.
More speed, less haste: a timely return to project fundamentals helps avoid illusions and deliver with clarity.
