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Projectmanagement van infrastructurele projecten in cases met geprivatiseerde partijen: een casestudy naar de interacties van het projectmanagement van Knooppunt Bleizo met TenneT, Rijkswaterstaat en ProRail

Veen, Mirna van der (2009) Projectmanagement van infrastructurele projecten in cases met geprivatiseerde partijen: een casestudy naar de interacties van het projectmanagement van Knooppunt Bleizo met TenneT, Rijkswaterstaat en ProRail.

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Abstract:This report contains a study into project management of infrastructural projects in cases with privatized actors. More specific this report contains a case study into the 100 mln. infrastructural junction project near the municipality of Zoetermeer in The Netherlands called ‘Knooppunt Bleizo’. This study is an assignment from the engineering bureau Pallas Advies filled out as a graduation thesis for the master of Public Administration at Twente University in The Netherlands. The central question of the study is: How can project managers maintain direction in cases with privatized actors? The study performed contains a literature study and a case study. In the literature study general principles for maintaining direction are specified for infrastructural projects involving privatized actors: what aspects deserve special attention in such cases? The case study then applies the perspective introduced by Fritz. W. Scharpf in his book ‘Games Real Actors Play’ from 1997. The interactions between project management and TenneT (Dutch high voltage network trustee), Rijkswaterstaat (Dutch national highway trustee) and ProRail (Dutch national rail infrastructure trustee) are studied. The main results of the literature study show the importance of explicating public interests of the project and private benefits for the privatized actors from the beginning. Second the results show the importance of deciding on the project organization while keeping in mind that a natural objection against working together with (local) government seems to exist. Decisions on the matter of project-organization therefore should be prepared carefully and then at the end of the definition phase put down in solid agreements on ii project responsibilities, no sooner, no later. The results from the case study show that when dealing with privatized actors the influence of projectmanagers is defined by the interactionoriënations of the involved actors and their stakes in the project. Second and most important it is suggested that although some privatised actors demand to have a strong say in projects concerning their properties that formal grounds for putting down are not all that certain. It is even suggested that the current legislation should be reconsidered. The casestudy of the interaction between the projectmanagent and the railinfrasturcture trustee ProRail shows that the customed decision making procedures limits the project results in terms of prosperity and induces risks for the realisation of project goals.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:88 social and public administration
Programme:Public Administration MSc (60020)
Link to this item:http://purl.utwente.nl/essays/60201
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