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.

Some conclusions:

• 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.

Download 'Managing Large Infrastructure Projects' here

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.

Download 'Playing with Complexity' here