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| + | creator = Plan B Advies, Alieke Blom | ||
| + | &description abstract = (ID:166) Programme managing and controlling ... shared vision amongst parties. | ||
| + | ~~ | ||
| + | |||
| + | ====== (ID:166) Programme managing and controlling ... shared vision amongst parties.====== | ||
| + | |||
| + | ** Plan B Advies ** \\ // Project- and programme management // | ||
| + | |||
| + | ^ Address|Stadsring 185, 3817 BA, Amersfoort, The Netherlands | | ||
| + | ^ URL|http://planb-advies.nl/ | | ||
| + | ^ Contact|Alieke Blom, Project manager, <[email protected]> | | ||
| + | ^ Line of industry|Consulting and Design services; Other, project- and programme management | | ||
| + | ^ Area of expertise|Design; Construction, Project- and programme management | | ||
| + | ^ Size|1-10 employees | | ||
| + | |||
| + | ===== Role of company/organisation===== | ||
| + | The project managers of Plan B could do the overall programme- and project management of this programme. We can be the linking-pin between the municipality and its programme. We can help create a good project plan, combining all ideas in a sustainable and durable way, while managing the programme in a project-based and process-based way. Due to the fact that we are sensitive for the operation we can provide insight for you in what the environment and operation ask of the programme management. We have experience with a large scale, visible and strategic project in Eindhoven: Eindhoven Airport. The project managers of Plan B were responsible for the programme- and project management of the construction of a hotel and of the redevelopment of the terminal. | ||
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| + | ===== Opportunities for collaboration===== | ||
| + | Within this programme there will be a lot of parties involved at the same time. These parties differ in size, goals and power. There are a lot of challenges in dealing with so many parties. These challenges involve collaboration, knowledge sharing, communication, satisfaction etcetera. One major challenge is how to gather and combine all the different ideas that are formed by different people in different places. We can help create a good project plan, combining all ideas in a sustainable and durable way, while managing the programme in a project-based and process-based way. | ||
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| + | ===== Description of idea===== | ||
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| + | <WRAP box right minwidth:33%> | ||
| + | <userpoll Rating> | ||
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| + | + ****** | ||
| + | + **** | ||
| + | + ** | ||
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| + | </userpoll> | ||
| + | <WRAP centeralign> Please rate this idea! \\ Click on **Vote and view** to see the results. </WRAP> | ||
| + | </WRAP> | ||
| + | We believe organizing the programme-/portfolio management is one of the biggest challenges you face, due to the fact that this programme is developed within a complex field of stakeholders (1), this programme has a strategic meaning (2), the projects will disturb the daily operation of many buildings (3) and the programme has a political and public interest (4). 1. Within this programme there will be a lot of parties involved at the same time. There will be very small companies involved that develop new technologies, there will be bigger companies involved, the municipality is involved, the current and future users of the buildings, the citizens of Eindhoven and maybe even some sustainability groups. There are a lot of challenges in dealing with so many parties. These challenges involve collaboration, knowledge sharing, communication, satisfaction etcetera. One major challenge is how to gather and combine all the different ideas that are formed by different people in different places. 2. Another major challenge we see is that there is a risk that this ambition will stay the ambition of the municipality itself and that it will not become the ambition of the whole city. In order to reach the goal of an energy neutral city in 2045, there should be a collective desire to reach this goal. 3. Because the programme involves the renovation of buildings that are most of the time occupied there is a great need for sensitivity for the operation. The builders cannot just enter the building and start with their work. If the builders just enter the building it would probably create a lot of resistance from the current users and the surroundings. Therefore it is very necessary to understand the operation in the building and surrounding the building and to manage this operation very carefully. 4. The press and the public are usually looking for newsworthy events. Most of the time they are not cheering for these kinds of projects to be a success. They will focus on what is going wrong and give criticism. Expectations should be managed well. In order to do this there should be no mixed signals send out to the public, facts should be checked and honesty should be used while communicating with the external stakeholders. Our experience is that good programme- and portfolio management has a Top Down and Bottom Up approach. Bottom Up being the municipality and Top Down being the inhabitants. In order to achieve this, the management approach should be: Project-based On the one hand, the programme should be managed and controlled by steering at the hard aspects (money, time, quality etc.). Therefore it is necessary to have a clear goal, a good business case, a good plan of approach etcetera. Process-based On the other hand it is important to inspire people, create movement, have co-creation with the users and the citizens. Therefore the willingness and attitude of the people involved in this project should be influenced. A shared vision amongst all involved parties needs to be created. | ||
| + | ^ Type of idea|service| | ||
| + | ^ Category of idea|work flow| | ||
| + | ^ Enabling conditions|We do not need any specific enabling conditions.| | ||
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| + | ===== Stage of development===== | ||
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| + | Proven innovation: it has been used in practice on a small scale. | ||
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| + | ===== Substantiation stage of development===== | ||
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| + | We have experience with programme management of a large scale, visible and strategic project in Eindhoven: Eindhoven Airport. The project managers of Plan B were responsible for the programme- and project management of the construction of a sustainable hotel and of the redevelopment of the terminal. One of the successes of this programme lies in the integral development and in maintaining its integrality, getting the most synergy advantages. Besides this reference project we have experience with project- and or programme management of other large scale, visible and strategic projects. For example: datacenter for the tax collectors office (belastingdienst), powdered infant milk factories for FrieslandCampina and the Cremer Museum in Enschede in the district where there was the firework disaster. | ||
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| + | ===== Provability contribution to sustainability===== | ||
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| + | Proven contribution to sustainability; this has been shown in practice. | ||
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| + | ===== Step in the right direction===== | ||
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| + | We have proven that our method works in all of our reference projects. For example: our assignment for the project Eindhoven Airport was to create a sustainable hotel and redevelop the terminal. We realized this within budget and on time, without any incidents. | ||
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| + | ===== Flexible idea===== | ||
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| + | We see an important role of the programme management to document all acquired knowledge and to make all this knowledge available for all municipalities in this country but also in foreign countries. We would like to make the ideas as well as the whole process available for third parties, so that others can learn from Eindhoven. | ||
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| + | ===== Good investment===== | ||
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| + | Our experience is that these kinds of programmes will only be a success if programme- and portfolio management is done very well. In this type of programmes there is a strong wish for economies of scale. These economies of scale will only occur when the programme is well managed. In all of our reference projects we have proven that in co-creation with many parties (top technologists) we can make very innovative designs. We are very proficient in getting the best out of people and in translating this to feasible and successful end products. Whereby all involved parties can look back with pride to a fantastic result as well as to the way they got there. | ||
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| + | {{tag>public:outline_proposals:subdata:tags:all "public:outline_proposals:subdata:tags:contributions sustainable Eindhoven":"sustainable city" "public:outline_proposals:subdata:tags:contributions sustainable Eindhoven":"energy-neutral city" "public:outline_proposals:subdata:tags:contributions sustainable Eindhoven":"flexibility for government" "public:outline_proposals:subdata:tags:contributions sustainable Eindhoven":"attractive surroundings" "public:outline_proposals:subdata:tags:contributions sustainable Eindhoven":"visible innovation" "public:outline_proposals:subdata:tags:three principles":"quality in the long term" "public:outline_proposals:subdata:tags:three principles":"system approach" "public:outline_proposals:subdata:tags:three principles":"cooperation" "public:outline_proposals:subdata:tags:scope":"financing" "public:outline_proposals:subdata:tags:scope":"energy" "public:outline_proposals:subdata:tags:scope":"facility management" "public:outline_proposals:subdata:tags:scope":"services" "public:outline_proposals:subdata:tags:scope":"maintenance" "public:outline_proposals:subdata:tags:scope":"construction" "public:outline_proposals:subdata:tags:scope":"installations" "public:outline_proposals:subdata:tags:scope":"products suppliers" "public:outline_proposals:subdata:tags:stage of development":"proven innovation" "public:outline_proposals:subdata:tags:contribution to sustainability":"proven contribution"}} | ||
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