Competing Values in the Management of Innovative Projects: The Case of the RandstadRail Project

Haiko van der Voort; Joop Koppenjan; Ernst Ten Heuvelhof; Martijn Leijten; Wijnand Veeneman

doi:10.1057/9780230307520_7

Competing Values in the Management of Innovative Projects: The Case of the RandstadRail Project

Haiko van der Voort, Joop Koppenjan, Ernst Ten Heuvelhof, Martijn Leijten, Wijnand Veeneman

Public Administration

Research output: Chapter/Conference proceeding › Chapter › Academic

3 Citations (Scopus)

Abstract

Large engineering projects without late delivery, cost overruns or technical problems seem to be rare (Flyvbjerg et al., 2003). Illustrations of this statement are abundant worldwide (e.g. the French Superphenix project, the German Transrapid project, the Channel Tunnel, Denver International Airport, Boston’s Central Artery Tunnel (Dempsey et al., 1997; Bell, 1998; Altshuler and Luberoff, 2003; Flyvbjerg et al., 2003). The political and societal environments of these projects all ask for safe delivery on time and within a budget. A variety of project management tools have been developed to meet such expectations. However, these projects also have innovative elements, providing situations that implementers (e.g. managers, engineers, operators) of the projects have not met before. These elements require room for improvisation and interaction between implementers, which most project management tools typically do not provide.

Original language	English
Title of host publication	Governance and Public Management
Pages	134-154
Number of pages	21
DOIs	https://doi.org/10.1057/9780230307520_7
Publication status	Published - 2011

Publication series

Series	Governance and Public Management
ISSN	2524-728X

Bibliographical note

Publisher Copyright:
© 2011, Haiko van der Voort, Joop Koppenjan, Ernst Ten Heuvelhof, Martijn Leijten and Wijnand Veeneman.

Research programs

ESSB PA

Access to Document

10.1057/9780230307520_7

Cite this

@inbook{da74d990a42e45db930aea06eae6cd19,

title = "Competing Values in the Management of Innovative Projects: The Case of the RandstadRail Project",

abstract = "Large engineering projects without late delivery, cost overruns or technical problems seem to be rare (Flyvbjerg et al., 2003). Illustrations of this statement are abundant worldwide (e.g. the French Superphenix project, the German Transrapid project, the Channel Tunnel, Denver International Airport, Boston{\textquoteright}s Central Artery Tunnel (Dempsey et al., 1997; Bell, 1998; Altshuler and Luberoff, 2003; Flyvbjerg et al., 2003). The political and societal environments of these projects all ask for safe delivery on time and within a budget. A variety of project management tools have been developed to meet such expectations. However, these projects also have innovative elements, providing situations that implementers (e.g. managers, engineers, operators) of the projects have not met before. These elements require room for improvisation and interaction between implementers, which most project management tools typically do not provide.",

author = "{van der Voort}, Haiko and Joop Koppenjan and Heuvelhof, {Ernst Ten} and Martijn Leijten and Wijnand Veeneman",

note = "Publisher Copyright: {\textcopyright} 2011, Haiko van der Voort, Joop Koppenjan, Ernst Ten Heuvelhof, Martijn Leijten and Wijnand Veeneman.",

year = "2011",

doi = "10.1057/9780230307520_7",

language = "English",

series = "Governance and Public Management",

publisher = "Palgrave Macmillan Ltd.",

pages = "134--154",

booktitle = "Governance and Public Management",

}

TY - CHAP

T1 - Competing Values in the Management of Innovative Projects

T2 - The Case of the RandstadRail Project

AU - van der Voort, Haiko

AU - Koppenjan, Joop

AU - Heuvelhof, Ernst Ten

AU - Leijten, Martijn

AU - Veeneman, Wijnand

PY - 2011

Y1 - 2011

N2 - Large engineering projects without late delivery, cost overruns or technical problems seem to be rare (Flyvbjerg et al., 2003). Illustrations of this statement are abundant worldwide (e.g. the French Superphenix project, the German Transrapid project, the Channel Tunnel, Denver International Airport, Boston’s Central Artery Tunnel (Dempsey et al., 1997; Bell, 1998; Altshuler and Luberoff, 2003; Flyvbjerg et al., 2003). The political and societal environments of these projects all ask for safe delivery on time and within a budget. A variety of project management tools have been developed to meet such expectations. However, these projects also have innovative elements, providing situations that implementers (e.g. managers, engineers, operators) of the projects have not met before. These elements require room for improvisation and interaction between implementers, which most project management tools typically do not provide.

AB - Large engineering projects without late delivery, cost overruns or technical problems seem to be rare (Flyvbjerg et al., 2003). Illustrations of this statement are abundant worldwide (e.g. the French Superphenix project, the German Transrapid project, the Channel Tunnel, Denver International Airport, Boston’s Central Artery Tunnel (Dempsey et al., 1997; Bell, 1998; Altshuler and Luberoff, 2003; Flyvbjerg et al., 2003). The political and societal environments of these projects all ask for safe delivery on time and within a budget. A variety of project management tools have been developed to meet such expectations. However, these projects also have innovative elements, providing situations that implementers (e.g. managers, engineers, operators) of the projects have not met before. These elements require room for improvisation and interaction between implementers, which most project management tools typically do not provide.

UR - http://www.scopus.com/inward/record.url?scp=85024840722&partnerID=8YFLogxK

U2 - 10.1057/9780230307520_7

DO - 10.1057/9780230307520_7

M3 - Chapter

AN - SCOPUS:85024840722

T3 - Governance and Public Management

SP - 134

EP - 154

BT - Governance and Public Management

ER -

Competing Values in the Management of Innovative Projects: The Case of the RandstadRail Project

Abstract

Publication series

Bibliographical note

Research programs

Access to Document

Other files and links

Fingerprint

Cite this