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E-Management of the HSA Project 1)Introduction: HSA as a infrastructural mega project 2)Theoretical Considerations 3)Organizational Paradoxes 4)The HSA-South.

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Presentation on theme: "E-Management of the HSA Project 1)Introduction: HSA as a infrastructural mega project 2)Theoretical Considerations 3)Organizational Paradoxes 4)The HSA-South."— Presentation transcript:

1 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

2 e-Management of the HSA Project Introduction HSA 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

3 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

4 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)

5 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)

6 e-Management of the HSA Project <> HSA-South Track

7 e-Management of the HSA Project

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9 Green Hearth Tunnel HST South:

10 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

11 e-Management of the HSA Project Organizational Problems, External (political) Pressure - Budget problems, misinformation Dutch Mega Projects - Dutch Parliamentarian Committee (with Flyvbjerg) in Request for: transparency, flexibility and unambiguous reporting systems

12 e-Management of the HSA Project Organizational Solutions (?) - Risk Management: (ICT) monitoring on a quarterly basis - organizational intervention: o - a new top-executive o - new philosophy: central unless o - organizational development (dialogue days, team building, job rotation)


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