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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. e-Management of the HSA Project. Introduction

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e-Management of the HSA Project

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  1. 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

  2. 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

  3. 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

  4. 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)

  5. 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)

  6. e-Management of the HSA Project                                               <> HSA-South Track

  7. e-Management of the HSA Project

  8. e-Management of the HSA Project

  9. e-Management of the HSA Project ‘Green Hearth’ Tunnel HST South:

  10. 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

  11. 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

  12. 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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