European Transport Megaprojects

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1 European Transport Megaprojects Activities and Progress Seville - May 16, 2015

2 Content Agenda Current Status Common Emerging Themes Developments and Further Actions

3 Agenda Meetings involving the Transport Workgroup TIMELINE Leeds, UK October 2011 Athens, Greece February 2012 Lisbon, Portugal January 2013 Bratislava, Slovakia May 2012 Brussels, Belgium June 2013 Brussels, Belgium November

4 Agenda Last Meeting of the working group Brief discussion of results and emerging themes Discussion of potential methods for analysis regarding the common emerging themes Planning and future developments Next steps, dissemination processes 4

5 Content Agenda Current Status Common Emerging Themes Developments and Further Actions

Current Status Transportation Megaprojects Transport

specific characteristics and impact on societies, which

Transport megaprojects could be infrastructural

6 Current Status Transportation Megaprojects Transport megaprojects are usually very visible due to their specific characteristics and impact on societies, which normally result in changes in mobility and land use. Transport megaprojects could be infrastructural projects such as highways and tunnels, bridges, railways and seaports. 6

7 Current Status Transportation Case Studies Czech Republic: VMO Ring Road, Brno German/Polish border: A2 Motorway, Nowy Tomvsi Germany: HSR Nuremburg-Ingolstadt Greece: Athens Ring Road Norway: Tunnel Rogfast Portugal: HSR Vigo-Oporto-Lisbon-Madrid Scotland: Edinburgh Tram Network Spain: HSR Madrid-Barcelona-Figueres Spain: HSR Seville-Madrid Sweden: Norra Lanken, Stockholm 7

VMO Ring Road A2 Motorway Athens Ring Road Tunnel Rogfast Norra Lanken HSR Nuremburg- Ingolstadt HSR Portuguese Network HSR Madrid Barcelona - Figueres HSR Seville - Madrid

8 VMO Ring Road A2 Motorway Athens Ring Road Tunnel Rogfast Norra Lanken HSR Nuremburg- Ingolstadt HSR Portuguese Network HSR Madrid Barcelona - Figueres HSR Seville - Madrid Current Status Excel Case Studies ROAD RAIL Themes Themes Statements External Stakeholders Internal Stakeholders Political Project Environment Legal Project Environment

9 VMO Ring Road A2 Motorway Athens Ring Road Tunnel Rogfast Norra Lanken HSR Nuremburg- Ingolstadt HSR Portuguese Network HSR Madrid Barcelona - Figueres HSR Seville - Madrid Current Status Excel Case Studies ROAD RAIL Themes Themes Statements Economic Project Environment Project Management Technology Project Impacts Regional / National Strategy Others 9

10 Content Agenda Current Status Common Emerging Themes Developments and Further Actions

11 Common Emerging Themes Big question: Why do the forecasts of megaprojects fail? What can we do to improve the process? Why forecasts are inadequate? Which policies have an impact on project? Main objective: which impact stakeholders have on project performance and forecasts? 11

12 Common Emerging Themes Discussion Planning process: How it influences the implementation of megaprojects? Bottom up and top down approaches: Characteristics, implications and impacts on megaprojects, as well as stakeholder management. Which megaprojects were top down and which ones were bottom up implemented? Issues of transport megaproject: o o o o o o Forecasts: how are they included in the planning process? Policies: There is any International/national/local policy? Logistic chains: Freight movements, which could influence Planning coherence: cooperation between different government bodies lack of a systemic approach (Coherence between) transportation planning, land use (spatial) planning, energy planning, ICT planning and economic planning. Context (regional, political and economic): the relation with the context during planning. How megaproject changes the context and it gives a different meaning? 12

13 Common Emerging Themes Discussion Methods: Statistical analysis (but we have small data) Qualitative analysis (why this happen? Relation it with the context) Qualitative vs. Quantitative are correlated? 13

14 Content Agenda Current Status Common Emerging Themes Developments and Further Actions

15 Developments and Further Actions Next steps: Gather all the common emerging themes worksheet and disseminate them Create a horizontal group Regarding to risks, uncertainties in forecasts and how they are dealt within the planning and management process of a megaproject RISK IN THE FRONT END OF MEGAPROJECTS 15

16 References ADNAN, H. and RALPH, D. E. Jr. (2010). Analysis and Improvement of Megaprojects Performance. Engineering Project Organizations Conference (EPOC 2010 Conference). ANAGNOSTOPOULOS, K. et al. (2006). Critical review and comparative study of three major Greek PPP contracts. 7th International Conference on Organisation. Technology and Management in Construction in Zadar September 2006 ATKINSON, R. et al. (2006). Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management. 24: BRUZELIUS, N. et al. (2002). Big decisions, big risks. Improving accountability in mega projects. Transport Policy. 9: FLYVBJERG, B. (2007). Cost Overruns and Demand Shortfalls in Urban Rail and Other Infrastructure. Transportation Planning and Technology. 30 (1): 9-30 FLYVBJERG, B. et al. (2003). Megaprojects and Risk: An Anatomy of Ambition. Cambridge University Press. Cambridge. UK FRICK, K. T. et al. (2008). Decision-Making on Mega-Projects. Cost-Benefit Analysis, Planning and Innovation. Transport Economics, Management and Policy. pp KENDRA K. and TAPLIN, T. (2004). Project success: a cultural framework. Project Manage Journal. 35(1): KORELIAS, P. et al. (2010). Application of Advanced Analysis Tools for Freeway Performance Measurement. 12th WCTR. July Lisbon, Portugal LEISTNER, M. and JOHNSTON, B. (2000). The Athens Ring Road. The Journal of Structured Finance. 6(2): MERROW, E. W. (1988). Understanding the Outcomes of Megaprojects: A Quantitative Analysis of Very Large Civilian Projects. The RAND Corporation. Santa Monica. CA. US. OLANDER, S. (2007). Stakeholder impact analysis in construction project management. Construction Management and Economics. 25 (3): PARK, H. et al. (2008). Approaches for performance measurement of urban renewal megaprojects. The 25th International Symposium on Automation and Robotics in Construction. June PHILLIPS, R. (2003). Stakeholder Theory and Organizational Ethics. Berrett-Koehler Publishers Inc. San Francisco, CA PRIEMUS, H. (2010). Decision-making on Mega-projects: Drifting on Political Discontinuity and Market Dynamics. EJTIR 10(1): ROBERT W. et al. (2011). Transportation Mega-Projects and Risk. Reason Foundation Policy Brief 97 STUART, I. et al. (2002). Effective case research in operations management: a process perspective. Journal of Operations Management. 20: Van MARREWIJK, A. et al. (2008). Managing public private Megaprojects: Paradoxes, Complexity, and Project Design. International Journal of Project Management. 26(6): VOSS, C. et al. (2002). CASE RESEARCH IN OPERATIONS MANAGEMENT. IJOPM. 22(2): YIN, R. (2003). Case Study Research: Design and Methods. Sage Publications. Third edition. Vol. 5. WARD, S. and CHAPMAN, C. (2003). Transforming project risk management into project uncertainty management. International Journal of Project Management. 21(2): WEAVER, P. (2010). MEGA PROJECTS, MEGA PROBLEMS. The Critical Need for Effective Stakeholder Management. Conference Challenges of Global Mega Projects, Innovations & Creativities For Project Excellence in Kuala Lumpur October 2010 WILLIAMS, T. M. et al. (1995). The effects of design changes and delays on project costs. Journal of the Operational Research Society. 46: ( ) 16

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SPE working group. by Corrado lo Storto

SPE working group. by Corrado lo Storto 1 SPE working group by Corrado lo Storto members: Naomi Brookes Vit Hromadka Jana Korytarova Corrado lo Storto Agnieszka Lukasiewicz Tristano Sainati Daniela Spirkova Tomas Urbanovsky 2 Main questions