Project management for the Vienna Main Station

Transcription

1 Project management for the Vienna Main Station Dr. Karl-Johann Hartig

2 Foreword If you want to build a system that is in operation only in twenty years and generations to meet all possible needs, then you know the requirements at the time of order only in part, since they do not all interests involved, all stakeholders and all impacts of their know the project. And if you want to use as little material and immaterial resources on the way to their goal, then they must also take care of the way they go around the obstacles they encounter and the signposts that can help them. That is, they must do what is the most appropriate based on their individual experience or the common experience of the team in the concrete situation in order to achieve secured the remotely located, often shrouded in fog or mist can always target. If they do, what opportune them temporarily appears when they expire without hesitation to the lure of " quick and cheap ", they run time, cost and purpose of it very quickly 2

3 Situation and challenges located within densely built urban area dominated by other modes of transport ( without operating restriction) biased in terms of noise and air pollutants? Many stakeholders have different requirements, five districts Creation of accurate, cumulative simulation calculations of the traffic, the noise and the air pollution situation? Deadlines / confined space? Appointment coordination of projects / parts? " Altitude " ( EU by bedroom window ) 2 terminal stations (South / East Railway Station ) from post-war period, approximately 50 ha station area ( partially brown fields)

4 Planning Think diversity of future requirements ahead make the project accordingly. Vote variety of specialized topics early on closely spaced enforce adequate planning time! thorough preparation of the construction phase ( " whistle, then it s too late " )

5 Characteristics of project management long -term project goals vs. short-term management objectives long -term effect of the finished project vs. short-term success of the company in the next year systemic- cybernetic approach is the basis for sustainable project success systemic thinking, cybernetic action and confidence holistically active self-assembly context- oriented control at the scene in complex construction projects damaged the primacy of the individual utility optimization system of individual participants, the overall system = > Prisoner's Dilemma Complex projects require environment in which the congruence between task, responsibility and competence is comprehensively and effectively ensured Result holistic management style = dense network of knowledge and procedures, whereby the project management can link the diverse requirements together and reconcile The project's success is indivisible and joint possession of all participants in a project. The collective work includes wages and a reward at the same time

6 critical review Expertise among planners and construction companies more due to rampant price pressure from increasing. professional project management on client side comes increasingly under the wheels cost -driven rationalizations Tenders are increasingly unbalanced and faulty Schedule and cost targets are increasingly unrealistic. the price-driven competition leads to more and more strongly covered under Deals. the follow-up management is booming and is becoming more complex. between the parties, there is often mistrust and latent trench warfare the number of intractable conflicts and disputes is increasing rapidly No one is more satisfied with the situation " bad " and finally: The actual project objectives are often completely missed

7 Mandatory requirements (1) Content, scope and conditions for implementation are set early and described on the basis of sound project development and project suitable recycled materials. Project contracting give no unrealistic targets for project costs, savings potentials and implementation dates but are determined by the project management on an objective basis. Transfer function as a client to an appropriate project management, which has accordingly practice - tested management tools ( systems, processes, etc. ). Complexity of the project determines management structures, organizational and management models. Project management for all fees associated with the task responsibilities and powers it is bound. = > Congruence to all relevant sections of the project (technical, economic, legal, communications, etc. ) to control directly

8 Mandatory Requirements (2) This project autonomy ( resource, organizational and methodological competence ) remains fully guaranteed on all phases of a project. Project management has at all times the necessary leadership and expertise as well as the appropriate practical experience for the proper management of the project task. Project targets ( cost, schedule, quality ) are entirely defined, preceded by any individual goals and adapted to each progressive level of knowledge appropriate appropriate Project management can always find the current depth of planning, based on this cost, the current project knowledge, the latent risks and opportunities available to assess qualified. Project management has the necessary management tools and accordingly professionally qualified human resources in the field of Project -cost engineering.

9 ONE language

10 Simplicity is the ultimate art Leonardo Da Vinci Overall project[0] information density Project[1, 2, 3, 4, 5, 6] Subproject 1.1, 1.2, 2.1, 2.2, Complexity 10

11 Dealing with risks Project managers have to live with uncertainty and ignorance, but not with unpredictability Project managers must accept to know only a part of the entire project scope at the beginning In our cost planning there is no account for contingencies Assessment : How much of our project, we think we know and what is the proportion of what we do not know today? Implementation in costs based on years of experience ( not at the overall project level, with a total hammer price, but very differentiated in all the many sub-elements of the project ) qualified determining the cost of those parts of the project that we know is just as important as dealing with the risks and the degree of ignorance and the resulting potential costs or losses required

12 Project phases project costs cumulative costs start of construction works completion use construction site Impact on costs Planning Initiation, design, construction, project management, marketing, use

13 Project-network Transport Station Operational concept Architecture City development Housing Working Shopping

14 Information and Public Relations 14

15 Public relations Why : Public funding, that is, from taxpayers Auditors control Provisions of the Public Procurements therefore : Limited capabilities of the project applicant even in the budgets Quelle: Hoffmann for / project OLN communication Pressure to justify even in the budgets for project communication therefore : particularly careful handling of content and cost of public relations Information and transparency HBFW Präsentation

16 Strategic Goals Active involvement of the population in a comprehensive, timely and transparent flow of information, so that positive attention, understanding and acceptance is created. The project Hauptbahnhof Wien is made to " your " project We achieved this by current information in all phases of the project Highlighting the importance of traffic engineering Representation of the economic effects Statement of urban development policy relevance Take it seriously and listen to the person concerned HBFW Präsentation

17 Strategy of public relations Principles of information strategy dialogue-oriented communication participatory communication approach Debt collection and delivery flexible concept Comprehensive and proactive monitoring function of the project phases : from the planning to environmental impact assessment ( EIA ) to the construction phase Focusing on target groups Continuously informed and up to date : multipliers ( eg journalists ) reach the widest possible range HBFW Präsentation

18 When? cumulative costs start of construction works completion? use construction site Impact on costs Planning Initiation, design, construction, project management, marketing, use

19 Who does public relations? Basically, information policy matter for the project applicant in compliance with the political aspects of a major project, and over time the newly added project partners ( ÖBB, Vienna, investors ) The strategic coordination of the fundamental line of information policy is therefore imperative, but not every single measure Quelle: Hoffmann / OLN Consideration of " political events " and no contradictions between project developers and policy This means for the project Vienna Main Station Construction of the new transit station AND emergence of a new district ( " more than a station " ) Close coordination of communication with all stakeholders HBFW Präsentation

20 More than a Station