E management of the hsa project
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e-Management of the HSA Project. Introduction: HSA as a infrastructural mega project Theoretical Considerations Organizational Paradoxes The HSA-South Project Organizational Problems and Solutions Conclusion / Discussion. e-Management of the HSA Project. Introduction

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e-Management of the HSA Project

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E management of the hsa project

e-Management of the HSA Project

  • Introduction: HSA as a infrastructural mega project

  • Theoretical Considerations

  • Organizational Paradoxes

  • The HSA-South Project

  • Organizational Problems and Solutions

  • Conclusion / Discussion


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e-Management of the HSA Project

Introduction

HSA as an Infrastructural Mega Project

O public-private cooperation, hybrid organizational structures

ofinancial problems and organizational chaos

ore-organization, contracting and (electronic) reporting systems


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e-Management of the HSA Project

Theoretical Considerations

oFlyvbjerg: cost-estimates and control in decision making of transport infrastructures are misleading

oNew Public Management (Pollitt) ideology, BOOT (build own-operate) arrangements

oe-Management and the virtualization of the HST organization


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e-Management of the HSA Project

Organizational Paradox

The formal rules of the organization to exclude uncertainty lead to a restricted knowledge exchange (a decrease of individual freedom) (Vaughan)


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e-Management of the HSA Project

  • The HSASouth Project

  • - started officially in 1996 (after decades of negotiation), estimated costs ~ 6,650 million euro

  • - aim: to be part of an integrated, European high-speed transport infrastructure

  • High Speed Alliance (KLM / NS)

  • -Consortium Infraspeed (the largest Public Private Partnership in the Netherlands ever)


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e-Management of the HSA Project

                                              <>

HSA-South Track


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e-Management of the HSA Project


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e-Management of the HSA Project


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e-Management of the HSA Project

‘Green Hearth’ Tunnel HST South:


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e-Management of the HSA Project

  • The HSA-South Project (cont.)

  • originally organized as a loose-coupled system (‘Gideons bende’) and decentral unless

  • project organization of the ‘Rijkswaterstaat’, Minister of Transport

  • more than 900 (sub)contracts


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e-Management of the HSA Project

  • Organizational Problems, External (political) Pressure

  • Budget problems, misinformation Dutch Mega Projects

  • Dutch Parliamentarian Committee (with Flyvbjerg) in 2004

  • Request for: transparency, flexibility and unambiguous reporting systems


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e-Management of the HSA Project

Organizational Solutions (?)

-    Risk Management:(ICT) monitoring on a quarterly basis

-    organizational intervention:

o      - a new top-executive

o       - new philosophy: central unless

o      - organizational development (dialogue days, team building, job rotation)


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