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Underground project are complex

Large Underground Projects - Project Management in a Risk Perspective Professor Håkan Stille Department of Soil and Rock Mechanics Royal Institute of Technology Stockholm, Sweden. Underground project are complex. Varying and often difficult conditions Varying demands High technical level

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Underground project are complex

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  1. Large Underground Projects - Project Management in a Risk PerspectiveProfessor Håkan StilleDepartment of Soil and Rock Mechanics Royal Institute of TechnologyStockholm, Sweden

  2. Underground project are complex • Varying and often difficult conditions • Varying demands • High technical level • Uncertainty (for example soil and rock mass) • Complex contracts • Large organisations with several actors • Political and environmental focus Stille

  3. Background • Difficult environmental acceptance • Cost and time overruns • Claim situations • Accidents of different types Stille 2002 Hongkong

  4. Accidentswith impact on the environment, excavation work or operation of the facility Many of these types of accidents have been reported in the litterature. Many of the accidents have its origin in geological risks as well as organisational shortcoming and obstacles. Stille 2002 Hongkong

  5. Stille Comprehensive View - Look at Things as a WholeA project should be considered as a process with associated risks, obstacles and decisions

  6. Risk object Soil and rock Organisation Contract Damage event Hazard Damage Initiatingevent Warning bells Time Risk From Sturk, 1998

  7. Risk - Hazards • Geological hazards • Organisational hazards • Contractual hazards • Hazards related to construction methods • Environmental hazards Stille

  8. Stille Risk - Warning bellsWarning bells always exist and it is important to notice them in due timeWarning bells exist for all types of hazards

  9. Obstacles • General obstacles • Lack of knowledge, ignorance • Contractual blocking • Wrongly defined demands • Organisation obstacles • Indistinct organisations and responsibilities • Indistinct flow of information and decisions • Indistinct working procedures • Human obstacles • Lack of competence and insight • Prestige • Human errors (carelessness and negligence) Stille

  10. Important Factors of Success • Comprehensive view • Clear common objectives • Knowledge and competence • Management/leadership and information • A dual quality system Stille

  11. Comprehensive viewDecision problems • Always under uncertainty • Always several actors involved • Continuous throughout project life Stille

  12. Comprehensive view Possibilities to Influence • Early project phase (budget) • Standards • Forms of co-operation • Project and project management concepts • Tender phase • Time and cost level • Technical solutions • Construction phase • Final standards • ”Co-operation climate” • Initiating events Stille

  13. Clear Common Objectives • Risks are unavoidable • He who can control the risk should be responsible for it • He who takes a risk should be given reasonable compensation • Shared risks should be identified and clearified • Clear organisation and contract Stille

  14. Knowledge and Competence • Technical matter (obvious) • The nature of risks • Our human obstacles • Comprehensive view - concept of projects as a process Stille

  15. Knowledge and Competence Require Increased Use of; • Project models • Risk analysis • Techniques for avoiding obstacles • team qualitfication • Techniques for assuring a compre-hensive view • technical audits Stille

  16. Project modelDefinition of project From Stille, Sturk & Olsson

  17. Risk analysis From Stille, Sturk & Olsson

  18. Technical audits( Board of experts/Soil and Rock Committee) • Independence • Knowledge • Ability to work in group • Competence Stille

  19. Team Qualification • Right man on right place • Ability to work in group • Complementary competence

  20. Information Requirements Information should be; • Related to the current situation • Clear concerning uncertainty • Understandable • Quality assured Stille

  21. Good Project Management is Quality AssuranceThe dual quality system • It is not enough to • do things right (ISO 9001) • we also have to • do the right things (risk assessment) From Stille, Sturk & Olsson

  22. ISO 9001 • Good tool for doing the thing right • Developed for manufacturers and suppliers • Underground projects cannot fully be seen as a manufacturing process Stille

  23. Quality toolsTools for risk assessment • Risk analysis and system analysis • Technical audits Stille

  24. Conclusions • Do the right thing and do the thing right • Identification of all customer needs and hazards threatening the fulfilment of these needs • Difficult to achive sufficient quality within underground projects only by using ISO 9001 Stille Hongkong 2002

  25. Conclusions • Change our behaviour • Increase knowledge and competence • Increase the degree of co-operation between actors Stille hongkong 2002

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