Samenvatting - Projectmanagement (2113MDOGCP)

Inhoudsopgave
Lecture 1: Complex projects........................................................................................................................................................................................................... 2
Lecture 2: Project management, the bigger picture........................................................................................................................................................................ 5
Lecture 3: Initiating projects............................................................................................................................................................................................................ 7
Lecture 4: Defining projects............................................................................................................................................................................................................ 9
Lecture 5: Planning and preparing projects.................................................................................................................................................................................. 13
Lecture 6: Implementation & aftercare.......................................................................................................................................................................................... 15
Lecture 7: Managing time............................................................................................................................................................................................................. 16
Lecture 8: Project finance & budget management – process & project management................................................................................................................... 19
Lecture 10: Managing uncertainty & risk...................................................................................................................................................................................... 24
Lecture 11: Managing quality........................................................................................................................................................................................................ 30

,Lecture 1: Complex projects
Project Actionable parts of plans ( structureplans, spatial policy)
3 requirements:
 Timing
 Place (bv project zone, project study area)
 Budget
Strategic projects Projects embedded in strategic plans
Spatial Development Infrastructure projects
Projects (SDP’s)
Type of actors within SDP’s  Public projects (bv. Scheldekaaien)
 Private projects
 Public – private projects
Differentiation between main actors that run the project.
Type of goals SDP’s Single goal or multiple goal
Type of field for SDP’s  Greenfield
o Producing not developed land
 Brownfield
o Producing on developed land (sanitizing before building, more consistent projects)
o More shifting to these types of projects because greenfield is limited.
Type of landscape SDP’s  Urban: landscape projects
 Rural: non-urban projects
Type of SDP’s  Strategic
o Once in a lifetime project
o No routines in place to manage kind of projects
 Operational
o Series of projects that always have the same processes
o With a team that’s always working on those projects.
Management
characteristics of
SDP’s
Complex systems theory  Systems with many components
 Systems with high distinction (= onderscheid) between components
 Mutual dependent  things can go easily wrong. Bv. Parkeerplaats te klein / te groot
dat een effect kan hebben op leven, winkelen, milieu.
Different types of complexity  Technological complexity
o Design & Engineering
o Unicity (= zeldzaam) & nieuwigheid (novelty) v technology  (= overall anders, de
techn. Op de ene locatie is niet hetzeflde als op de andere)

, o Functional interdependencies  (sommige markten kunnen achterlopen met techn.)
o Uncertainty regarding the impact
o Technological dynamics during the project
 Societal complexity
o Many actors involved with different goals  differential impact thus winners &
losers, so projects result in societal struggle
o Bv de ring: port area more infrastructure to use, but less space to live.
o Large societal impact
 Political complexity
o Multi-level governance (te maken met verschillende lagen met een groot project ivm
budget)
o Effect of elections and political volatility (onzekerheid)
o Political strategic behaviour: political actors block each other
o Political logic is different from technological logic: political horse-trading in projects.
 Organizational complexity
o Organizational complexity  public, private, civil society
o Mutual dependency (resource dependency)
o Obliged to cooperate
 Juridical-administrative complexity
o Lot of procedures, environmental legislation, contracts
Megaprojects A separate specie of SDP’s
 Cost > 1 billion
 Many years to build
 Involve multiple stakeholders
 Impact millions of people
Performance of megaprojects shows: Systematic
 Cost overrun
o Cost escalation
 Time slippage
 Non-implementation
 Underperformance or underuse
 Decreasing ambition levels over time.
Theoretical causes of failures  The sublime of megaprojects (= drivers from megaproject initiation)
o 4 sublimes:
 Technological: possibilities in longest-highest-fastest projects
 Political: happy to have monuments and being visible in media & public.
 Economic: happy to get money & jobs from megaprojects.

,  Aesthetic: happiness from design lovers when buildings are beautiful/stylish.
 Optimism bias and deception (= drivers for mega project commitment)
o Pattern of errors is always skewed to the right (cost overrun)
o Their errors are intentional due cost underestimation
o Project promotors are too optimistic about costs & benefits (optimism bias)
 Accountability & Risk
o Ignoring uncertainties by different groups who are involved in decision making of a
megaproject because of no responsibility when things go wrong (accountability =
responsibility)
o Types of risk in megaprojects:
 Cost risk
 Demand risk
 Financial market risk (future interest rates)
 Political risk (regulation, parallel public investment)
o Studies are biased because of no accountability by actors in the decision-making
process.
o Traditional approaches to project management & better approaches
 Sunk costs and the escalation of commitment (= drivers for megaproject escalation)
o Escalation of commitment = tendency to keep investing in “bad” investments (fi old
car, waiting in line)
o Because of:
 Psychological mechanism
 Social drivers
 Project & economic drivers


 Transfer of risk and impacts to outside parties
 Fail
Questions: 1. What are SDP’s 1. Infrastructure projects
2. What are the different forms of 2. Technological, societal, political, organizational, juridical-adminstrative
complexity in Spatial development 3. ?Uncertainties & risks?
projects? 4. drivers from megaproject initiation: 4 types: technological, politic, economic, aesthetic.
3. What are the typical fail factors in Spatial 5. (4) sublimes, optimism bias and deception, accountability & risk, sunk costs and the
development projects? escalation of commitment
4. What is the megaproject sublime?
5. What are causes of megaproject failure?