Projectcontrol and Riskmanagement River Meuse Program Dutch Ministry of Infrastructure and the Environment Frans M.A. Hendrikx Projectmanager
Presentation • Short introduction Rijkswaterstaat and River Meuse Program • Development in Projectmanagement and influence on – Riskmanagement – Projectcontrol • Managing the River Meuse Program (Maaswerken)
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Rijkswaterstaat s mission Rijkswaterstaat is the executive organisation that manages and develops the main national infrastructure facilities on behalf of the Minister and State Secretary for Transport, Public Works, Water Management and the Environment
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Rijkswaterstaat’s mission Rijkswaterstaat works to ensure that the Dutch have: • dry feet • sufficient clean water • a smooth and safe flow of transport on nation’s roads and waterways • reliable and useful information
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Rijkswaterstaat in a nutshell • Founded in 1798 • Around 9,000 employees • 240 locations throughout the entire country • 10 regional departments and 5 specialised departments, 35 districts, 3 project departments • Annual budget: 4 to 5 billion euros
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The Rijkswaterstaat organisation
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Rijkswaterstaat’s area of management Rijkswaterstaat manages three National Infrastructure Networks
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Program location, the river Meuse Netherlands
Germany Belgium
France Luxembourg
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Office and program location
Office in Maastricht
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World rivers River
Meuse Oder Rhone Rhine Hwang Ho Donau Wolga Ganges Mississipi Yangtse
Catchment Area [106 km2] 0,03 0,1 0,1 0,2 0,8 0,8 1,5 1,0 3,9 1,8
Average Discharge [m3/s]*
Sediment
320 530 1.700 2200 4.000 6.400 8.400 14.000 18.000 22.000
25 10 200 10 15000 330 100 3600 530 1400
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[mg/l]
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Problems and Objectives 1.
Increasing risk of flood hazard due to physical developments in the catchment area as well as climate change Flooding in 1993 and 1995
2.
Increasing road transport causing road congestion and environmental hazards
Objectives project Main • •
Flood protection a 1in 250 year chance for populated areas Improved shipping possibilities; length 195 m, 4 layer container, 3,5 m depth
Additional • •
Gravel winning (50 million tons) Nature development (1500 ha)
The river Meuse Program contents 52 different projects divided in three subprogrammes
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Sources of Financing How is the Maaswerken-program financed?
Budget made available for shipping 550,000,000
600,000,000
Budget made available for flood protection Proceeds from mineral extraction 650,000,000
Total project expenditure estimated at €1.8 billion (= $ 2.34 billion) Rijkswaterstaat 12
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The organisational development process The current situation: Rijkswaterstaat and also the River Meuse program: • • • •
is focusing more on core tasks is focusing its attention on the network users is doing more work with fewer people is cooperating more intensively and more successfully with partners/road authorities • is handing over more work to the market
Rijkswaterstaat
integral project management model
CLIENT Integral Project Management
Stakeholders
Stakeholder Management
Tender / Contract Management
Technical Management Life-cycle Management
Private Sector
Risk Management INTEGRAL Project Time Management
Configuration Management
Control Financial Management
Integral Project Support Quality Management
Safety Management
Knowledgemanagement
Office Management
Document and information mngt.
Human Resource Management
ICT-management
Communication Management
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Integral Project Management Model Rijkswaterstaat
project manager
manager project control Incl. Riskmanagement
Stakeholder manager
Contract
Technical
manager
manager Rijkswaterstaat
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Development in Projectcontrol Rijkswaterstaat • 2003/2005: TCI (parliamentary commission) • Controlmodel Large Projects: Model for management control of large projects • Why a specific regime for large projects?
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Development in projectcontrol RWS (2) Conditions for the model to work 1. Good relations in the chain “parliament-contractor” 2. Evaluate and share information Therefore: tell the real story of the project and avoid the usual story! 3. Make sure (?) that your scope is clear 4. Financial matters must be 100% reliable and consistent Be sure that you can tell the difference with the last reports you made! 5. Dealing with risks and risk management is a way of life 6. Integrate Audit & Control tools in your project plan Rijkswaterstaat 17
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Mission statement River Meuse Projectteam Our aim is to be: • • • •
Professional Client focussed Attentive to stakeholders Business-like
When is this project a success? • When the client (minister, parliament) is satisfied • When it is delivered on time, within the budget and in accordance with the plans • When risks are communicated to the client and all efforts have been made to control these risks
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Phased project control
CONTENT
Aspect of control
FINANCE
TIME
SOCIAL ENVIRONMENT ORGANISATION
Decision moment / Milestone
0
1
2
3
5
4
6
7
Phase Conditioning
19
0
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Project control at Maaswerken Scope management based on riskmanagement -> Every milestone same issues • Based on risk analyses and control of risks; • Go/no-go decision for the next phase by CEO and the recording of decisions • Discharge of the project manager from the previous phase (all documented) • In all activities and projectstages de people are working with an focus on risks
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Project control at Maaswerken (2) •
•
•
Project planning – Probabilistic (with uncertainties and risks) – The planning is quarterly reviewed new cost estimate at every milestone – Every change can be translated into money – A “considerable” (judgement) change has to be reviewed externally Reporting – A scheme and plan of the process and the meetings that are needed a year in advance – Transparent as much as we can – A simple report with little change as possible in structure and methods of representing Rijkswaterstaat
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Project control at Maaswerken (3) Project budget Control • Make sure that every member of the projectteam: – knows what is expected from him – knows the exact meaning of the project budget he is responsible for – knows the history – can explain the changes at every moment • Administering the budget because the budget can change • Administering the actual prognosis because this can also change
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Project control at Maaswerken (4) •
Control of the budget is very important but gets its real meaning when it is compared to the actual prognosis Actual prognosis
Scopebudget
550
550
500
500
450
450
Risk of scope
Risk of scope Risk of measure Unforeseen %
400
Risk of measure Unforeseen %
400
Budget 350
Budget 350
300 2007
2008 Start of year
2009
300 2007
2008 Start of year
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2009
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Riskmanagement
Riskmanagement is teamwork
The riskmanager Quantifying risks Rijkswaterstaat 24
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Risk Management at Maaswerken (2) Contracting stage Preliminary phase
Assessment
Construction stage
Operate and Maintain stage
Uitvoeren risico-analyse (RISMAN)
In all activities and project stages people are working with a focus on risks..
Actualiseren risico-analyse
Evalueren
Kiezen
beheersmaatregelen
beheersmaatregelen
Uitvoeren beheersmaatregelen
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Risk Management at Maaswerken (3) Conditions effective riskmanagement River Meuse Project • Risk management is only effective when the managers are really interested in risk control • To discuss risks it is necessary to have a climate of open and honest relations. (Risks are no personal mistakes, risks can happen everywhere, you have to deal with them.) • Needed: the combination of all the experience and knowledge in the team (risk management = teamwork). • Every team has to identify and assess risks in every phase of project
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Riskmanagement at Maaswerken (4) • Database – risks are registered in a database – Database is a formal instrument to maintain, keep and update all relevant information on risks, the control measures and the effects (accountability!) – If a risk is no longer actual, or has no effects anymore for Maaswerken, the is risk is “archived” • Database is only a tool – Because the control of risks is most important. To use limited resources well, it is important to make priorities and focus on the control of the most important risks, again on every level. – Maaswerken General: top ten of risks is reported. – Maaswerken Realization Group: top ten risks identified. – Each measure: Top ten or top five risks are identified. Rijkswaterstaat 27
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DASHBOARD RISICOMANAGEMENT MAATREGELOVERSTIJGENDE RISICO'S MAASROUTE projectrisico's
heel risicovol proces risicovol proces middelmatig risicovol proces weinig risicovol proces geen risico's voor proces
Generiek proces IPM
Werkprocessen OG
Projectmanagement
Technisch management
Opdrachtrealisatie Projectsturing en samenwerking Kwaliteitsmanagement Capaciteitsmanagement Integrale veiligheid Baseline- en wijzigingenbeheer Financieel beheer Planningbeheer Documentbeheer Risicobeheer Stakeholdermanagement Communicatie Verkeersmanagement Conditionering Definitie
Contractmanagement
Ontwerpen Bouwen Overdracht aan beheer Marktstrategie
Projectbeheersing
Omgevingsmanagement
feb-2010 jun-2010 aug-2010 dec-2010 opmerking nieuw risico 30184 bij dit proces
geen wijziging
gevolgen moeten nog steeds ingeschat worden (Rob)
Nieuw risico 30342 (handhaving) toegevoegd aan proces nog roder kan niet, maar risico areaalkennis verhoogd, machinerichtlijn toegevoegd, Maasroute niet geschikt voor Vb
druk op inzet personeel blijft aanwezig, steeds meer toetsers worden ingehuurd, dat zou verlaging druk opleveren, maar DLB werk komt erbij
Inkoop Contractbeheer Van invloed op de kleur is:
grootte van de risico's vallend onder het desbetreffende proces (kans en gevolgen) aantal risico's in het proces gevoel van de managementteamleden
Rijkswaterstaat
Risk top 10 based on trends Top 10 risico’s RWS Maaswerken Derde kwartaalrapportage 2010 RWS Maaswerken
Concept vierde kwartaalrapportage 2010 RWS Maaswerken
Marktsituatie delfstoffen zand en grind (ZM/GM) / Uitstel oplevering CG van mijlpalen 2017 en 2022
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Marktsituatie delfstoffen zand en grind (ZM/GM) / Uitstel oplevering CG van mijlpalen 2017 en 2022
Julianakanaal: aspecten m.b.t. voorbereiding en uitvoering
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Areaalkennis kunstwerken: sluiscomplexen
Areaalkennis kunstwerken: sluiscomplexen Financiering Projectbudget Maasroute Verkeerscentrale zuid: ontwikkeling ICTaspecten Kostenneutrale uitvoering HWG Well Aijen niet mogelijk Tegenvallers die worden opgevoerd door Consortium Grensmaas tijdens de uitvoering (onvoorziene omstandigheden) Discussie scope Sluitstukkaden
Grondverwerving (mede i.r.t. behalen natuurdoelstelling) Potentiële grote risico’s met kleine kans (KRW, Natura-2000, NKL, nieuw beleid)
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Julianakanaal: aspecten m.b.t. voorbereiding en uitvoering
Vierde kwartaalrapportage 2010 Grensmaas
Vierde kwartaalrapportage 2010 Zandmaas
Vierde kwartaalrapportage 2010 Maasroute
Marktontwikkelingen grindmarkt: temporisering werkzaamheden
Realisatie natuurdoelstelling blijft achter.
Areaalkennis kunstwerken
Tegenvallers die worden opgevoerd door CG tijdens de uitvoering (onvoorziene omstandigheden)
Vertraging van uitvoering ZMmaatregelen door tegenvallende zandmarkt.
Regiocentrale: wijzigingen op objecten en verantwoordelijkheden
Andere oplevering deellocaties dan door de omgeving verwacht
Gevolgen van niet gesprongen Explosieven ZBV Grave en Sambeek
Planning realisatie MR in relatie tot TENsubsidie
Kostenneutrale uitvoering HWG Well Aijen niet mogelijk *
Julianakanaal: aspecten planvorming, voorbereiding en technische knelpunten
Aanvullende maatregelen scope CGkaden 2005+ (WoWK CG-SSK * .
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Financiering Projectbudget Maasroute
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Verkeerscentrale zuid: ontwikkeling ICTaspecten
. Uitstel oplevering CG van mijlpalen 2017, 2018 en 2022
Meerkosten i.v.m. bodemsamenstelling LKW-zuid.
Problematiek rond waterkwaliteit
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Grondverwerving (mede i.r.t. behalen natuurdoelstelling)
Verminderde zekerheidsstelling (organisatie en financieringsstructuur
Juridische claims gericht op niet doorvoeren Peilopzet
Afstemmingsproblematiek inzake landelijke vaarweglogistiek
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Tegenvallers die worden opgevoerd door Consortium Grensmaas tijdens de uitvoering (onvoorziene omstandigheden)
Positie waterschappen inzake RGMmaatregelen
Vergunningsvoorwaar den grondstromen / Besluit Bodemkwaliteit.
Maasroute algemeen: veiligheidsvoorzieningen
Rechter past exploitatie beginsel toe bij onteigening grond t.b.v CG
Logistieke afhandeling grondstromen bij Lomm.
Maasroute algemeen: Proces vergunningverwerving en handhaving
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Andere oplevering deellocaties dan door de omgeving verwacht
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Gevolgen van niet gesprongen Explosieven ZBV Grave en Sambeek
NKL houdt niet stand bij rechterlijke procedure in de AL-case
Bodemsamenstelling wijkt af (Sambeek / Grave).
Limmel: onzekerheden definitiefase
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Potentiële grote risico’s met kleine kans (KRW, Natura-2000, NKL, nieuw beleid)
Potentiële grote risico’s met kleine kans (KRW, Natura- 2000, onvoorziene verontreinigingen, Grondverzet)
Overdracht Zuidgeul Well Aijen.
Risico’s kleine kans, grote gevolgen
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Risk Management at Maaswerken (5) Concluding: • Riskmanagement is a necessary part of our projectcontrol, everyone is aware of that • But also, riskmanagement is fun. You learn everything of the project by doing it and you do not have to report everything when this proces works: you can focus • It gives you the necessary information for the planning, the budget, scope an finally our report to the board • We show that at each milestone, with updates every quarter Fun in riskmanagement means to us that a very important part of the projectcontrol is ok. And when the project is in control, everybody has fun in the project: the team, the contractor, the board and at the end, the minister Rijkswaterstaat 30
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Thank you for your attention !
Rijkswaterstaat
