211 research outputs found
Developing a partnership in the Schiphol-Amsterdam-Almere megaproject
No full textThe aim of this chapter is to investigate new trends in managing megaprojects in the Netherlands and to identify lessons learned from the personal view of a megaproject manager. Insights into the personal biography of program director, Hans Ruijter, contribute to the understanding of his success as program director in the Netherlands’ largest infrastructure project, Schiphol-Amsterdam-Almere. His personal learning experiences, developed in diverse complex public projects, run parallel with institutional changes in the Dutch construction sector. Over the years the topic of collaboration between commissioning authorities and contractors in the realization of infrastructure works has become central. Hans Ruijter developed a strong emphasis on reflection, acknowledging the co-existence of multiple perspectives and the need to discuss different project narratives
'Monsters' and 'Mess' on the Railways: Coping with Complexity in Infrastructure Breakdowns
Get PDFVeenswijk, M.B. [Promotor]Marrewijk, A.H. van [Promotor
Cross Culture Work: Practices of Collaboration in the Panama Canal Expansion Program
Get PDFVeenswijk, M.B. [Promotor]Marrewijk, A.H. van [Promotor
Insights from personal perspectives
Get PDFThis chapter contains the analysis of the biographical life stories presented in the 14 chapters of section II. To analyze these stories, we used a matrix of clusters and temporal categories as presented in the analytical framework in chapter 2. The findings from the analyses allow us to better understand and highlight the personalities of megaproject leaders and how their biographical life stories influenced their learning to manage the challenges they faced during these projects. The findings show that leaders have been influenced by family values, significant others, study, events and incidents, cultural context and political challenges. The path towards becoming a capable megaproject leader was never straight forward but included temporal steep learning curves, multicultural experiences, philosophical insights, and increasing reflexivity of their own role
Conclusions and reflections: what have we learnt about megaproject leaders?
Get PDFThis book focuses upon the central research question: what we can learn from the personal views of megaproject leaders in managing their projects? To answer this question a group of 18 authors used the biographical research method to collect data on the individual lives and work of 16 leaders of megaprojects from all over the world. This gave us an opportunity to learn about their family backgrounds, important mentors, family and personal values, turning points in their careers, and frustrations they had to overcome. The cases contribute to valuable lessons from the reflective management practices of these leaders for improving the management of megaprojects. Based upon our research findings we come to three contributions to the theoretical debate on the management of megaprojects: new trends in managing and governing megaprojects; lessons learned from biographical narratives; and the value of the biographical methods in project studies
A biographical research approach
Get PDFThis chapter explains the methodological foundations of the study on the personal lives of megaproject leaders studied in this book. To capture an in-depth understanding of career transitions and work identities of people leading megaprojects we used a biographical research method. Biographical research method is defined as research undertaken on individual lives and work, employing autobiographical documents, interviews or other sources. As life stories are real stories, their analysis must be closely linked to narrative analysis, focusing on time, social relations and place. We combine these three clusters with the concepts of past, present and future. This created a matrix by which the life stories of the studied megaproject leaders have been analyzed
Advancing Theory and Debate in Project Studies
Get PDFEditorialGreen Open Access added to TU Delft Institutional Repository 'You share, we take care!' - Taverne project https://www.openaccess.nl/en/you-share-we-take-care Otherwise as indicated in the copyright section: the publisher is the copyright holder of this work and the author uses the Dutch legislation to make this work public.Design & Construction Managemen
Publieke Opdrachtgever als Lerende Organisatie: Een Handreiking
No full textDe bouwsector is een projectensector: van woningbouw tot gebiedsontwikkeling, we organiseren onze activiteiten in projecten. Die projectstructuur blijkt – zowel in de praktijk als volgens de theorie – het structureel leren niet eenvoudig te maken. Voor vernieuwing in de bouwsector wordt leren echter als belangrijk en essentieel gezien. Enerzijds omdat zo het wiel niet steeds opnieuw wordt uitgevonden en er aandacht kan zijn voor innovatie. Anderzijds omdat het eenvoudigweg efficiënter werkt als je eerdere ervaringen mee kunt nemen. In deze handreiking kijken we naar hoe het leren in project georiënteerde organisaties in de bouw verbeterd kan worden. Dat is relevant voor publieke en semipublieke opdrachtgevers, zoals gemeenten, corporaties en waterschappen, maar zeker ook in het private domein, waaronder het bouwbedrijfsleven.Deze publicatie is gebaseerd op eerder onderzoek van de TU Delft (prof.dr.ir. Marleen Hermans, ir. Lizet Kuitert, dr.ir. Leentje Volkert) en de VU Amsterdam (prof.dr. Alfons van Marrewijk, Thijs Willems (MSc)).Public Commissionin
Constructieve cultuurverandering:Kritische reflectie op bestaande praktijken van samenewerking in complexe bouw en infraprojecten
No full textCatwalking a Bridge : A Longitudinal Study of a Transnational Megaproject
No full textTransnational bridges are a special kind of mega-project with strong symbolic power and a complex set of stakeholders. The long Oresund bridge is a good example of this. It links the cities of Malmoe, Sweden and Copenhagen, Denmark and was opened in 2000. I will use the bridge construction to demonstrate the ways in which a mega-construction project does symbolic and ritual work during the long planning stage, the actual construction years, the grand opening ceremonies as well as in its later life as an everyday transport mechanism. The bridge was built not only by engineers but also by event managers, media consultants and brand builders. It was a project not only of transport logistics but also of urban development and aimed to facilitate political, economic and cultural integration across a national border – the making of a transnational metropolis. The interdisciplinary study of the bridge is a longitudinal one, which makes it possible to explore how changing economic and political climates affect a mega-project and what happens when visions and great expectations are confronted with everyday realities at different stages
- …
