e-Management of the HSA Project

1) Introduction: HSA as a infrastructural mega project

2) Theoretical Considerations

3) Organizational Paradoxes

4) The HSA-South Project

5) Organizational Problems and Solutions

6) Conclusion / Discussion

e-Management of the HSA Project

IntroductionHSA as an Infrastructural Mega Project

  O public-private cooperation, hybrid organizational structures o  financial problems and organizational chaos o  re-organization, contracting and (electronic) reporting systems

e-Management of the HSA Project

Theoretical Considerations o Flyvbjerg: cost-estimates and control in decision making of transport infrastructures are misleading o New Public Management (Pollitt) ideology, BOOT (build own-operate) arrangements o e-Management and the virtualization of the HST organization

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)

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) 

e-Management of the HSA Project

                                               <>

HSA-South Track

e-Management of the HSA Project

e-Management of the HSA Project

e-Management of the HSA Project

‘Green Hearth’ Tunnel HST South:

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

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

e-Management of the HSA Project

Organizational Solutions (?)

-    Risk Management: (ICT) monitoring on a quarterly basis -    organizational intervention: o       - a new top-executiveo       - new philosophy: central unlesso       - organizational development (dialogue

days, team building, job rotation)