Book: 10 Years of Managing Large Infrastructure Projects in Europe
Lessons Learnt and Challenges Ahead
From 2006 to 2008 the NETLIPSE project researched fifteen large infrastructure transport projects in Europe looking for good practices in the management and organisation of these rail, road and waterways projects. Since then, NETLIPSE has evolved into a client sponsored knowledge network where project clients, sponsors, project delivery organisations and researchers meet on a regular basis to discuss challenges and new approaches in their projects. Main goal of the network is to improve the delivery of the large infrastructure projects and infrastructure programmes.
Now, ten years later, several members of the network have looked back at the results of 2008 to determine what has happened to the lessons described then. It is interesting to see to what extent issues that were relevant then in terms of objectives & scope, stakeholders, _ nancial management, organisation & management, risks (and opportunities), contracting, legal consents and knowledge & technology are still relevant today, or have become part of everyday project management activities. In addition, contributors provide their view on current challenges in managing and organising their projects and strategies as well as their expectations for the next ten years.
This book provides an overall as well as personal perspectives on the different topics, provided generously by members of the NETLIPSE network.
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Book: Managing Large Infrastructure Projects
Research on Best Practices and Lessons Learnt in Large Infrastructure Projects in Europe
In total 15 transport infrastructure projects with a total investment of more than € 50 billion were studied in depth during a two-year research period, by a consortium of private, public and research institutes. Infrastructure projects often experience delays, cost overruns and face challenges with technological developments. The research identified the causes of such problems and established "best practice" methods, to help improve the management of future projects. Despite the different political, legal and financial frameworks, the Netlipse consortium found that many projects have similar, if not identical, problems.
- managing the "hard" factors is of equal importance as the "soft" factors, such as coping with stakeholder management and political influence;
- project organisations often focus on the building phase rather than on the larger scope of the project and the very purpose of their construction.
Marcel Hertogh, Netlipse Project Manager: "…an enormous amount of research material has been obtained resulting in numerous best practices and lessons learnt that could be of benefit to other projects. However, our research shows that projects do not focus on learning from others." A shame, because these lessons could help improve the management of these projects." Netlipse offers valuable experiences, as well as a active network to exchange knowledge.
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Book: Playing with Complexity
Management and Organisation of Large Infrastructure Projects
The need for mobility in current society seems to be ever growing. At the same time we notice that the large infrastructure projects set-up to meet this need, often produce disappointing results in terms of costs (increases) and schedule (overruns); as well as stakeholder dissatisfaction. To overcome this conflict, management quality in the delivery of large infrastructure projects needs to improve. In their thesis, six major European projects have been investigated and approaches are set out to deal with the complexity that underlies the problem.
Based on their findings, the authors construct an approach, which in their view offers the best chance of success in the management of these large projects: dynamic management. Dynamic management is based on an intricate balance between control and interaction. In addition, dynamic management embraces 5 X-factors that are keys in the successful management of complexity in LIPs.
On March 4 2010 the Dutch Minister of Transport, Public Works and Water Management formally accepted the PhD Disstertation of mr. Marcel Hertogh (NETLIPSE Programme Manager) and mr. Eddy Westerveld (IPAT Development). The Minister, Mr. Camiel Eurlings, displayed a great interest in the international results as published in the dissertation.
Both Marcel and Eddy succesfully defended their PhD dissertation in a public questioning and obtained their PhD title. The PhD research has played an important role in the start and development of NETLIPSE. It is therefore the opinion of the authors that this dissertation should be electronically available to all members of the European Community.
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Book: Conflicts between Institutional Frameworks and Managerial Project Practice
Results of the first European Infrastructure Procurement Symposium
On May 8th 2012 in Copenhagen the first European Infrastructure Procurement Symposium (EIPS) took place organized by the Network for Large Infrastructure Projects (NETLIPSE) and Next Generation Infrastructures (NGInfra). The Danish Road Directorate was the main sponsor of the event.
The EIPS was part of the 12th bi-annual NETLIPSE Network Meeting which focused on implicit and explicit benchmarking of present and future procurement experience from project clients, practitioners, researchers and scientists from different European countries active in the field of public transport projects. Keynote speakers provided historical and future perspectives on the impact of regulation on current project practice. Participants also discussed emerging topics in Business Arenas that were coordinated by representatives from different member states. In addition, strengths, weaknesses, opportunities and threats on procurement development were gathered for future research.
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Book: Public Project Management in Europe
Perspectives on project success
This research is executed in cooperation with the NETLIPSE organisation. It is a research on perspectives on management success of European public project managers, involved in major infrastructure projects. The scope is to improve understanding between public and private parties within the project, ease goal alignment and by this open the way to more international, competitive tenders. The following three perspectives are included:
- Product – oriented management
- Management in politicized/ decision making context
- Process – oriented management
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