Maasvlakte 2 Best show cases 2007 Paul Swanenvleugel and Huibert Koevoets June 27th 2007
Topics } Introduction Maasvlakte 2 } Experiences in using PRINCE2
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Port of Rotterdam
} Europe’s largest Port } World’s 3rd largest Port } 35.000 Seagoing vessels on a yearly basis } 130.000 inland vessels on a yearly basis } Port area of 10.500 ha } Rental space 5.000 ha } Average throughput growth of 4,1% between 2002 and 2006
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Development of the port in time 1400 - 1800 2008 - 2030
1960 - 1970 1920 - 1940
1800 - 1900
1970 – 2008 1946 - 1960
4
Port of Rotterdam Projections total throughput
2006 (377 million tonnes) Positie Rotterdamse haven
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Containerthrougput / available space Port sites Rotterdam: 5.000 ha Free spaces per February 2007: ± 300 ha 14,00 13,00 12,00
million TEU
11,00 10,00 9,00 8,00 7,00 6,00 5,00 4,00
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
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Transshipment of containers Port of Rotterdam
realisation vs prognostication 14,00 13,00 12,00
10,00
realisation
9,00
V2020 - DE V2020 - GCN
8,00
MLT-forecasts
7,00 6,00 5,00
10 20
09 20
08 20
06
07 20
20
05 20
04 20
02
03 20
20
01 20
00 20
98
99 19
19
97 19
96 19
95
4,00
19
million TEU
11,00
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Therefore: Construction of Maasvlakte 2 is needed
The construction of Maasvlakte 2 contributes to and strengthens the position and quality of the mainport Rotterdam 8
background
Organisation MV2 Rotterdam Mainport Development Project
Existing Rotterdam Territory project
750 ha Nature and Recreational
MAASVLAKTE 2
Area
Port of Rotterdam Authority
Province of South Holland
Municipality of Rotterdam
Landreclamation Maasvlakte 2
Environmental compensation
Project Organization Maasvlakte 2
PMR
Dunes Delfland
Marine Reserve
PMR / Public works
PMR / Public works
and Water management
and Water management
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Characteristics of Maasvlakte 2
} Access via the Yangtzehaven with a width of 600m and depth of 20m } Gross area Net area
2,000 ha 1,000 ha
(20% of current port)
} Use of area for economic activities: Containers 625 ha Distribution/empties 165 ha Chemicals 210 ha } Project costs: € 2.9 billion (Price index 2006)
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Planning parallel processes
2005
2006
2008 2007 Start construction
Construction tendering proces
2013 1st container on the quay-side Construction
Customer selection
EIA construction, EIA-Zoning, Permits
Construction of Terminals
Repair of Key Physical Decision
Nature compensation
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Maasvlakte 2: final situation 2030
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Business case directed project
BC 0
BC 1
BC 2
BC 3
BC 4
July 2004
Oct 2004
May 2005
Autumn 2006
Autumn 2007
Decision on contribution Government
(Internal update)
Share participation Government
Decision on investment
Re-calculation control method
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Business case as instrument to direct a project Not just to make forecasts Æ also market information Æ also directing the project
Cost Time
Income Risks Optimalisation Directing on:
Instruments used:
• Price
• Transfer risk to the market
• Time
• Build in Flexibility
• Risks
• Phase the investment
• Scope
• Create a market 14
The MV2 project and the environment }
The MV2 project is one of the largest infrastructural projects in the Netherlands
}
In the Netherlands a lot of discussion about large infrastructural projects
}
The public opinion about large infrastructural projects is negative because of the increasing costs
}
The government is watching large infrastructural projects very closely
}
The project has the ambition to set a ‘best practice’ for large infrastructural projects
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Reasons for the MV2 project for using PRINCE2 }
The project is primarily Business Case driven
}
The duration of the project is approximately 10 years, there was a need for product based planning
}
A need for a standard method that is widely accepted in projects
}
For the project organisation it was important to have an independent review about directing and controlling the project
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Topics } Introduction Maasvlakte 2 } Experiences in using PRINCE2
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The Implementation Process
Stage 1
Stage 2
Stage 3
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Stage 1: Unfreeze-Change-Freeze approach }
There was a short time frame for introducing PRINCE2 based working in the project organisation
}
There was the need for a project plan (PID) at the end of September 2004
}
No time for large training programs and a long implementation stage; the work was already started
}
To introduce PRINCE2 in the organisation the Lewin (1951) approach was used
}
Main focus: start with PRINCE2 and coaching on the job
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Stage 1: Unfreeze-Change-Freeze preparation change period
R E S I T A N C E
Inform the organisation
Learning on the job
Coaching MT in managing a project with PRINCE2
PID
P2 ready for use in the project
Further Developtment P2
COMMISIONING
Initiating a Project with the Project organisation
A C C E P T A N C E
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Stage 1: Accreditation 2004 }
An independent accreditation of the PRINCE2 maturity level on the Project } Confirming PRINCE2 is correctly used and that its
implementation has been successful } Recommendations for further developing the use of
PRINCE2 on the Project and increasing the maturity level of the organisation
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Stage 1: Further development on the basis of the recommendations }
More integration time management, finance control, quality management and risk management
}
Improving the quality review process
}
Further formalisation of the Business Case in project organisation
}
Improve interface management
}
More proactive risk management
}
Continue update of the Business Case
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Stage 2: Focus on Change management Anger
Active
Acceptance Bargaining
Emotional Response
Denial
Testing
Shock
Depression Passive
Time
Source: Elizabeth Kubler-Ross
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Stages 2: Pragmatic implementation }
Focus on the effective tools of PRINCE2 (PRINCE2 is a means to an end)
}
‘Bottom up’ instead of ‘Top down’
}
Annual reviews and audits
}
Exemplary function of management (commitment)
}
Quality manual/ product process
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Stage 2: Some tools } Some tools we used to build, keep and enlarge commitment } Product Process Placemat } Quality meetings } Short introduction for new employees } Simple and accesible Quality Manual } PRINCE2 training for employees } ‘Fresh-up day’ for management and key-
employees
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Product process Planning the product
Production process
Productbeschrijving
Tussen product
s Be
Plannen van product Kwaliteitseisen Reviewmethode Reviewcriteria
Quality review
lis
s in
gM
T/
Product + opmerkingen review
ConceptProduct
PB
Aanpassingen ’s ico Ris
Realiseren product
Bu sin Ca ess se
Pla
Nee
Product + opmerkingen PB
Openbaar product
Ja
Goedkeuren door MT
Reviewen product
in nn
Product + opmerkingen MT
Publication
MT= Kwaliteitsreview
Kw alit eit
Issues
Ind ien Iss ue
Approval
Goedkeuren door PB
Verspreiden van product in openbaarheid
g
Tekenblad
Hoofdpuntenrapport
Planning procedure Pag. 14
Rapportage procedure Pag. 18
Issue procedure Pag 22
Kwaliteitsreview procedure Pag. 28
Productoplevering Procedure Pag. 30
Productoplevering procedure Pag. 30
Eindproduct Status 4.x
Goedkeuring MT Status 5.x
Verspreidingsbeleid procedure Pag. 35
Masterplan wijzigingen procedure Pag 25
Configuratie en versienummering Pag. 20
Change procedure Pag. 27 Vastellingsniveau is bepaald
Het faseplan beschrijft de detaillering voor de volgende fase. De op te leveren producten worden verder uitgewerkt in productbeschrijvingen.
Conceptproduct Status 3.x
Dit proces speelt zich af binnen elk deelproject. Het proces wordt aangestuurd door de deelprojectleider en heeft als doel het produceren en uiteindelijk opleveren van de geplande producten. De deelprojectleider rapporteert over de voortgang in het MT. Wijzigingen, opmerkingen, vragen, risico’s over het product ten aanzien van planning, geld, kwaliteit, interfaces, business case en risico’s worden als issue vastgelegd. Het Faseplan wordt door zowel MT PMV2 issuemanagement zorgt voor gestructureerde vastlegging, impactanalyse, besluitvorming als de PB goedgekeurd. door MT PMV2 en eventueel PB en archivering van de issues.
Voordat een product wordt opgeleverd aan het MT PMV2 is het van belang om vast te stellen dat het product voldoet aan de gestelde eisen uit de productbeschrijving. (“Is er geleverd waarom gevraagd is?”) Dit proces is vastgelegd in de zogenaamde kwaliteitsreview. De deelprojectleider geeft aan of opmerkingen verwerkt moeten worden in eindproduct dat wordt opgeleverd aan het MT PMV2 Voor een aantal vooraf aangewezen producten voert het MT PMV2 zelf de kwaliteitsreview uit.
Vaststellingsniveau bereikt Status 7
Het product wordt formeel opgeleverd door de deelprojectleider, die Het MT PMV2 geeft aan welke personen het vervolgens voorlegt aan het MT PMV2 en indien nodig de PB. goedkeuring moeten geven voor het openbaar MT PMV2 en PB geven aan of opmerkingen verwerkt moeten worden verspreiden van het document. alvorens het product wordt doorgestuurd of gearchiveerd.
Producten planning voor fase
Product beschrijving omzetten in PvA
Melding aan reviewer
Eindproduct
Uitwerken producten in productbeschrijvingen
Rapporteren over voortgang
Melding aan kwaliteitsmanagement
Reviewformulier
Detailplanning verwerken in Masterplanning
Opstellen van issue
Productbeschrijving + issues
Oplegnotitie
Ingevuld reviewformulier
Verslag en besluitenlijst MT PMV2
Bijgewerkt kwaliteitslogboek
Verslag en besluitenlijst PB
Besluiten nemen binnen Toleranties Opleveren product conform productbeschrijving
Goedkeuring PB Status 6.x
Ingevuld tekenblad
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Quality Manual
Zo werken wij … … en dat werkt! Kwaliteitshandboek PMV2 20070618 Kwaliteitshandboek PMV [7.0]
Status juni 2007
Stage 3: Challenges for today and tomorrow } To ensure the involvement of team members } Integration between the ‘subprojects’ } Integration between time management, finance control, quality management and risk control
‘I don’t see any problems!’
} Consolidation of the Maturity Level 2 Accreditation
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Lessons learned } Commitment of top management } Focus on continuous improvement } Encourage the use of PRINCE2 } Implement PRINCE2 consequently but pragmatically } PRINCE2 is a means to an end } It’s not PRINCE what makes the success, but the team members: so make it useful and fun for them!
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Thank you for your attention!
