Increase Quality through

Transcription

1 Increase Quality through

2 2

3 Inhoudsopgave Appendix A: References...Fout! Bladwijzer niet gedefinieerd. Appendix B: Success factors Information Management System (IMS)... 5 Appendix C: Success factors Quality Management Systems (QMS)... 5 Appendix D: Survey... 2 Appendix E: Answers survey Appendix F: Interviews Interview Rutger van der Noort...Fout! Bladwijzer niet gedefinieerd. Interview Herman van der Noort...Fout! Bladwijzer niet gedefinieerd. Interview Piet van Krimpen...Fout! Bladwijzer niet gedefinieerd. Interview Marjolein van Beek...Fout! Bladwijzer niet gedefinieerd. Interview Jan de Jong...Fout! Bladwijzer niet gedefinieerd. 3

4 4

5 Appendix A: Success factors Information Management System (IMS) Success factors for the implementation of an Information Management System (IMS) are derived from literature about this subject. The IMS s researched are: Information systems Web-based project management systems Web-based construction information management systems Product Data Interchange (PDI) Enterprise Resource Planning (ERP) A summary of the derived success factors can be found in Table. Chung, Skibniewski, Lucas and Kwak Chung, Skibniewski, Lucas and Kwak did research to the success factors of Enterprise Resource Planning (ERP, see chapter Fout! Verwijzingsbron niet gevonden.) in the construction and engineering industry. These success factors are summed up in Figure. Figure : ERP success model (Chung et al., 2008) The nine success factors are divided in two different categories; User related Variables and Project related variables: User related variables:. Output 2. Job relevance 3. Image 4. Result demonstrability 5. Compatability 6. System reliability Project related variables: 5

6 . Internal support 2. Function 3. Consultant support DeLone and McLean DeLone and McLean published a paper including a model in 992 to bring some awareness and structure to the Information Systems (IS) success in IS research. It was also meant to summarize previous research in a model to provide guidance for future researchers. In 2003 a new paper was published by them with an improved model, see Figure 2. Figure 2: Updated DeLone & McLean information systems success model (DeLone, McLean, 2003) The success factors of DeLone and McLean:. Information quality 2. System quality 3. Service quality 4. Intention to use / Use 5. User satisfaction 6. Net benefits Kim, Garrity and Sanders Kim, Garrity and Sanders (2003) researched success measures of information systems and created a User satisfaction-based information systems success model (SISSM), as can be seen in Figure 3. 6

7 Figure 3: User satisfaction-based information systems success model (Kim et al., 2003) The SISSM is only for the user satisfaction on individual level, further success measurements are: Individual level o User satisfaction Task support satisfaction Decision support satisfaction Interface satisfaction Quality of work life satisfaction Business process level o Operational efficiency Flexibility and scalability Consistency Productivity Cycle time o Management effectiveness Improvement in decision making Improvement in span of control Improvement in planning Organization level o Financial performance Return on investment Return on sales Cash flow Profitability o Enhancement of products and services Cost reduction Quality Responsiveness Reliability o Market share growth Market share gains Sales growth Revenue growth 7

8 Nitithamyong and Skibniewski Nitithamyong and Skibniewski (200) defined sixteen Success factors or requirements for the implementation of Web-based Project Management Systems (WPMS). They made a differentiation between Key, Important, and basic success factors: Key success factors: Top management support It is highly recommended that the client or personnel suggesting the use of WPMS must also utilise the system as their primary method of communication. They must encourage the team to use the system, ensure its effective use, and become actively involved in all major problems. Presence of a champion A champion is a strong leader within a project team who sturdily builds support for the change process by actively promoting the project and providing information, material, resources, and political support. The presence of a champion is important to every IT project because transformation occurs when a champion strongly supports a project and possesses the skills and clout needed to overcome resistance that may arise within the organization. To ensure the success of WPMS usage, the project team should identify or assign a champion who can encourage team members to use WPMS in the project as early as possible. Adequacy of training The extent of training given to users is generally recognized as influencing the productive use of an IT project and has been found to have a great impact on implementation success. If people are willing to learn and use a new system but do not have appropriate training support, their enthusiasm will disappear quickly. Formal training and guidelines explaining the folder structure and document management practices used in the project at hand are necessary. Self-learning or learning from peers is insufficient and sometimes impossible in the dynamic setting of construction project organization. Quality of the service provider s support services Team members should be able to easily contact the service provider. It is particularly important that all problems are solved within a reasonable time frame to avoid or reduce any possibility of negative effects on the project. Responses to queries by the service provider must also be quick or doubt and frustration will arise among the users. The service provider s staff should have adequate technical competency, including the ability to understand specific technical problems and to provide solutions to such problems. Ease of system use Ease of use is a fundamental aspect of the technical quality of IT systems. This factor is one of the most common barriers to WPMS adoption frequently reported in literature. System reliability How well a system performs its expected function is partly dependent on its reliability, including response time, uptime, and availability. When users face technical difficulties in using WPMS, they will be quick to revert to traditional channels of communication which will in turn reduce the usefulness of WPMS. Important success factors 8

9 User involvement during implementation planning Team members should be involved in the WPMS selection and implementation planning processes to assure that they fully understand the concept and the role of WPMS, as well as how the system can assist them in performing their jobs effectively Alignment of WPMS objectives to project objectives The WPMS implementation strategy should correspond with and support the project s team strategy and business needs. A formal presentation by the decision-makers and the service provider would help in resolving any potential conflicts regarding the use of WPMS and in ensuring that the commonality of strategies exists. Service provider s knowledge in construction Research both in IT and WPMS areas shows that a service provider must have a good understanding of an enduser s business tasks and problems to ensure the success of system implementation. By understanding various processes and challenges of a construction project, the provider would offer an important bridge between construction processes and IT solutions. Availability and reliability of data connections and WPMS access All team members should have direct access to the internet and WPMS from their work locations. High-speed connections should also be used but particular attention must be paid for their reliability. Flexibility of queries and reporting formats The system s ability to perform varied database queries and provide flexible reporting formats according to the user s needs helps in avoiding misinterpretation of project data that could potentially result in miscommunication and disputes. Data security Security is the prime concern to construction practitioners when using collaboration tools. A fully developed security system must be equipped with the system, allowing the team to decide what information is to be available at each security level and assign appropriate security levels to individuals or groups. Basic requirements Adequacy of resources An adequate fund for the use of WPMS should be allocated and agreed at the earliest time possible in the project as this would facilitate user acceptance of the system. Computer experience of team members Computer experience and skills can enhance the potential of WPMS implementation success in a project environment as several challenges may require creative IT and information management solutions. Project duration A project must be long enough to promote the use of WPMS as it is relatively difficult to get all team members to buy into using WPMS in a short-schedule project. WPMS should be commenced at the earliest possible stage of the project and should be fully tested before commissioning its actual use. Saarinen Saarinen (996) developed a multi-dimensional measurement instrument for the success of an IS investment. Therefore the reliability and validity, for each of the four main constructs we have developed, are assessed separately. The measurement instrument is about User Information Satisfaction (UIS).. Reliability A measure s reliability reflects high internal consistency 9

10 2. Content validity There is measured what is supposed to be measured 3. Predictive validity The measurement instrument distinguishes the successful cases from the unsuccessful ones, and converges with other alternative measures of success 4. Construct validity The underlying structure of the developed construct is found also in reality. Flexibility of queries and reporting formats 2. Data security Scott, Kwan, Cheong and Li Scott, Kwan, Cheong and Li (202) defined a checklist with features for the evaluation of Construction Information Management Systems (CIMS). They separated the features in two categories; General system characteristics and Package basic functions, see Figure 4. Figure 4: Hierarchy of features and functions in web-based CIMS selection (Scott et al., 202) General system characteristics:. Ease of use 2. Compatibility with other systems 3. Hardware requirements 4. Reliability and support 5. Cost Package basic functions:. Project team development 2. Information control 3. Communications 4. Progress control 5. Bidding 6. Centralised printing services 0

11 Teeuw, Liefting and Demkes In the Dutch book Product Data Interchange, Naar succesvolle invoering in de praktijk (towards successful implementation in practice, 994) Teeuw, Liefting and Demkes developed nine critical factors for success separated in two categories; Technical aspects of PDI and organizational aspects of PDI: Technical aspects of PDI:. Level of participation 2. Exchange concept 3. Level of product description 4. Standardization 5. Phase of implementation Organisational aspects of PDI:. Value chain 2. Value system 3. Profit margin 4. Redesign Chung et al. User related variables. Output 2. Job relevance 3. Image 4. Result demonstrability 5. Compatability 6. System reliability Project related variables 7. Internal support 8. Function 9. Consultant support Kim et al. Individual level User satisfaction. Task support satisfaction 2. Decision support satisfaction 3. Interface satisfaction 4. Quality of work life satisfaction Business process level Operational efficiency 5. Flexibility and scalability 6. Consistency 7. Productivity 8. Cycle time Management effectiveness 9. Improvement in decision making 0. Improvement in span of control

12 . Improvement in planning Organization level Financial performance 2. Return on investment 3. Return on sales 4. Cash flow 5. Profitability Enhancement of products and services 6. Cost reduction 7. Quality 8. Responsiveness 9. Reliability Market share growth. Market share gains 2. Sales growth 3. Revenue growth 2

13 Table : Success factors for the implementation of an Information Management System DeLone and McLean (2003) Saarinen (996) Nitithamjahong and Skibniewski (200) Scott et al. (202) Teeuw et al. (994) Chung et al. (2008) Kim et al. (2003) Individual level Key success factors General system characteristics Technical aspects of PDI User related variables User satisfaction Information quality Reliability Top management support Ease of use Level of participation Output Task support satisfaction Compatibility with other System quality Presence of a champion 2 2 Content validity 2 2 systems 2 Exchange concept Job relevance 2 2 Decision support satisfaction 3 Service quality 3 Predictive validity 3 Adequacy of training 3 Hardware requirements 3 Level of product description 3 Image 3 Interface satisfaction 4 Intention to use 4 Construct validity 4 Quality of the service provider s support services 4 Reliability and support 4 Standardization 4 Result demonstrability 4 Quality of work life satisfaction 5 User satisfaction 5 Ease of system use 5 Cost 5 Phase of implementation 5 Compatability Business process level Organisational aspects of Net benefits System reliability 6 6 Package basic functions PDI 6 System reliability Operational efficiency Project team development Important success factors 6 6 Value chain Project related variables 5 Flexibility and scalability 7 User involvement during implementation planning 7 Information control 7 Value system 7 Internal support 6 Consistency 8 Alignment of WPMS objective to project objectives 8 Communications 8 Profit margin 8 Function 7 Productivity 9 Service provider s knowledge in construction 9 Progress control 9 Redesign 9 Consultant support 8 Cycle time 0 Availability and reliability of data connections and WPMS access 0 Bidding Management effectiveness Flexibility of queries and reporting formats Centralised printing services 9 Improvement in decision making 2 Data security 0 Improvement in span of control Basic requirements Improvement in planning 3 Adequacy of resources Organization level 4 Computer experience of team members Financial performance 5 Project duration 2 Return on investment 3 Return on sales 4 Cash flow 5 Profitability Enhancement of products and services 6 Cost reduction 7 Quality 8 Responsiveness 9 Reliability Market share growth 20 Market share gains 2 Sales growth 22 Revenue growth 3

14 4

15 Appendix B: Success factors Quality Management Systems (QMS) Success factors for the implementation of an Quality Management System (QMS) are derived from literature about this subject. The QMS s researched are: ISO 900 Total Quality Management (TQM) Business Process Re-engineering (BPR) Lean manufacturing Six sigma A summary of the derived success factors can be found in Table 2. Sharp, Sharif, Al Haj, Kutucuoglu and Davies. Sufficient time allowance 2. Communication and awareness 3. Process mapping, integration and understanding 4. Measurement of performance 5. Resistance to change 6. Team work and team development 7. Training and learning by doing Yusof and Aspinwall. Management leadership 2. Continous improvement system 3. Education and training 4. Supplier quality management 5. Systems and processes 6. Measurement and feedback 7. Human resource management 8. Improvement tools and techniques 9. Resources 0. Work environment and culture Pheng and Teo. Top management commitment 2. Customer involvement and satisfaction 3. Employee involvement and empowerment 4. Customer-Supplier relationship 5. Process improvement and management Salaheldin Strategic factors. Leadership 2. Organisational culture 3. Top management support 4. Benchmarking 5

16 5. Quality goals and policy Tactical factors 6. Team building and problem solving 7. Employee empowerment 8. Employee involvement 9. Employee training 0. Use of information technology. Supplier quality 2. Supplier relationships 3. Assessment of performance and suppliers Operational factors 4. Product and service design 5. Enterprise performance metrics for TQM 6. Process control 7. Customer orientation 8. Management of customer relationships 9. Resources value addition process 20. Realistic TQM imp Habib Egalitarian leadership. Shared vision/information 2. Open communication 3. Confidence and trust in subordinates 4. Constructive use of subordinates' idea Collaborative working environment 5. Friendly interactions 6. Confidence and trust 7. Teamwork performance 8. Cooperative environment 9. Recognition among employees Top management commitment 0. Sufficient knowledge about the BPR projects. Realistic expectation of BPR results 2. Frequent communication with BPR team and users Change in management systems 3. New reward system 4. Performance measurement 5. Employee empowerment 6. Timely training and education Use of information technology 7. The role of IT 8. Use of up-to-date communication technology 9. Adoption of IT Al-Mashari and Zairi Change management 6

17 . Revision of Motivations and rewards system 2. Effective communication 3. Empowerment 4. People involvement 5. Training and education 6. Creating an effective culture for organisational change 7. Stimulation of receptivity of the organisation to change Management competency and support 8. Committed and strong leadership 9. Championship and sponsorship 0. Management of risk. Organisational structure 2. Adequate job integration approach 3. Effective BPR teams 4. Appropriate jobs, definition and responsibilities allocation Project planning and management 5. Alignment of BPR strategy with corporate strategy 6. Effective planning and use of project management 7. Setting performance goals and measures 8. Adequate resources 9. Appropriate use of methodology 20. External orientation and learning 2. Effective use of consultants 22. Building a BPR vision 23. Effective process redesign 24. Integrating BPR with other improvement approaches 25. Adequate identification of BPR values IT infrastructure 26. Adequate alignment of IT infrastructure and BPR strategy 27. Building an effective IT infrastructure 28. Adequate IT investment and sourcing decisions 29. Adequate measurement of IT infrastructure effectiveness on BPR 30. Proper IS integration 3. Effective Reengineering of Legacy IS 32. Increasing IT function competency 33. Effective use of software tools Bakas, Govaert and Van Landeghem. Leadership and management involvement 2. Employee involvement and sufficient participation 3. Change in organisational culture and the time factor 4. Motivation and learning 5. Performance evaluation systems 6. Communication of goals and objectives with improvement initiatives 7. Linking improvement initiatives to business strategy and customers Coronado and Anthony. Management involvement and commitment 2. Cultural change 7

18 3. Communication 4. Organisation infrastructure 5. Training 6. Linking Six Sigma to business strategy 7. Linking Six Sigma to customer 8. Linking Six Sigma to human resources 9. Linking Six Sigma to suppliers 0. Understanding tools and techniques within Six Sigma. Project management and skills 2. Project prioritization and selection 8

19 Table 2: Success factors for the implementation of a Quality Management System Sharp et al. (2005) ISO 900 Sufficient time allowance 2 Communication and awareness 3 Process mapping, integration and understanding 4 Measurement of performance 2 Yusof and Aspinwall (999) TQM 4 Supplier quality management 5 Resistance to change 5 Systems and processes 6 Team work and team 6 Measurement development and feedback 7 Training and learning by doing 3 Pheng and Teo (2004) TQM 4 Salaheldin (2008) TQM 5 Habib (203) BPR 6 Al-Mashari and Zairi (999) BPR 7 Bakas et al. (20) Lean 8 Coronado et al. (2002) Six Sigma Strategic factors Egalitarian leadership Change management Management Top management Leadership Shared vision/information Revision of Motivations and Leadership and management Management involvement leadership commitment rewards system involvement and commitment 2 Continous 2 Customer 2 Organisational 2 Open communication 2 Effective communication 2 Employee involvement and 2 Cultural change improvement involvement and culture sufficient participation system satisfaction 3 Education and 3 Employee 3 Top management 3 Confidence and trust in 3 Empowerment 3 Change in organisational culture 3 Communication training involvement and support subordinates and the time factor empowerment 4 Customer-Supplier 4 Benchmarking 4 Constructive use of 4 People involvement 4 Motivation and learning 4 Organisation infrastructure relationship subordinates' idea 5 Process improvement 5 Quality goals and Collaborative working 5 Training and education 5 Performance evaluation systems 5 Training and management policy environment Tactical factors 5 Friendly interactions 6 Creating an effective culture for 6 Communication of goals and 6 Linking Six Sigma to organisational change objectives with improvement business strategy initiatives 7 Human resource 6 Team building and 6 Confidence and trust 7 Stimulation of receptivity of the 7 Linking improvement initiatives to 7 Linking Six Sigma to management problem solving organisation to change business strategy and customers customer 8 Improvement 7 Employee 7 Teamwork performance Management competency and 8 Linking Six Sigma to human tools and empowerment support resources techniques 9 Resources 8 Employee 8 Cooperative environment 8 Committed and strong leadership 9 Linking Six Sigma to involvement suppliers 9 Employee training 9 Recognition among 9 Championship and sponsorship Understanding tools and 0 employees 0 techniques within Six Work environment and culture Use of information technology Supplier quality 0 Supplier relationships Assessment of performance and 2 suppliers Operational factors Product and service design 3 Enterprise performance metrics 4 for TQM Process control 5 Customer orientation 6 Management of customer relationships Resources value addition process 7 Top management commitment Sufficient knowledge about the BPR projects Realistic expectation of BPR results Frequent communication with BPR team and users Change in management systems New reward system Performance measurement Employee empowerment 5 Timely training and education 6 Use of information technology 7 The role of IT 8 Management of risk Organisational structure 2 Adequate job integration approach Effective BPR teams Appropriate jobs, definition and responsibilities allocation Project planning and management Alignment of BPR strategy with corporate strategy Effective planning and use of project management Setting performance goals and measures Adequate resources Appropriate use of methodology Sigma Project management and skills Project prioritization and selection 9

20 2 0 Realistic TQM imp 8 9 Use of up-to-date communication technology 9 Adoption of IT External orientation and learning Effective use of consultants Building a BPR vision Effective process redesign Integrating BPR with other improvement approaches Adequate identification of BPR values IT infrastructure Adequate alignment of IT infrastructure and BPR strategy Building an effective IT infrastructure Adequate IT investment and sourcing decisions Adequate measurement of IT infrastructure effectiveness on BPR Proper IS integration Effective Reengineering of Legacy IS Increasing IT function competency Effective use of software tools 20

21 Appendix C: Survey 2

22 22 Appendices

23 23 Appendices

24 24 Appendices

25 25 Appendices

26 26 Appendices

27 27 Appendices

28 28 Appendices

29 29 Appendices

30 30 Appendices

31 3 Appendices

32 32 Appendices

33 33 Appendices

34 34 Appendices

35 Appendix D: Answers survey Personal data. What is your age?. Wat is je leeftijd? ,57% ,29% ,43% ,29% ,00% ,86% ,7% ,86% 2. What is your highest level of education? 2. Wat is jouw hoogst genoten opleiding? 35 00,00%. MBO 2 5,7% 2. HBO 23 65,7% 3. WO 0 28,57% 35 00,00% 3. How many years of work experience do you have? 3. Hoeveel jaar werkervaring heb jij?. 0-2,86% ,7% ,57% ,43% ,43% ,4% ,86% 35 00,00%. Age 2. Level of education 3. Years of working experience MBO HBO WO At which company do you work? 4. Bij welk bedrijf werk jij?. Mobilis 7 48,57% 2. Van Gelder 4,43% 3. Geobest 2 5,7% 4. Strabag 2 5,7% 5. CFE 5,7% 6. Grontmij 2,86% 7. IV-infra 2,86% 8. Jeroen Koot 2,86% 9. Movares 2,86% 0. Nobleo 2,86%. Tauw 2,86% 2. Wiertsema 2,86% 3. Zublin 2,86% 36 00,00% 50,00% 40,00% 30,00% 20,00% 0,00% 0,00% 4. Company 35

36 5. How many years do you work at this company? 5. Hoeveel jaar werk je al bij dit bedrijf? ,7% ,43% ,7% ,57% ,00% ,57% 35 00,00% 5. Years working experience at company On which department of the company do you work? 6. Op welke afdeling werk jij?. Management board 2,86% 2. Execution 2 5,7% 3. Project preparation 6 7,4% 4. Acquisition 5 4,29% 5. Design 0 28,57% 6. HSE 3 8,57% 7. Quality 2 5,7% 8. SE 2,86% 9. Different 5 4,29% 7. On which projects did you use IMT-MS? 7. Op welke projecten heb je IMT-MS gebruikt? 35 00,00%. Centrale As Midden 2 26,09% 2. Parallelstructuur A2 9 9,57% 3. Haak om Leeuwarden 4 8,70% 4. A50 Ewijk-Valburg 3 6,52% 5. A4 Steenbergen 2 4,35% 6. Drachtsterweg 2 4,35% 7. Kustwerk Katwijk 2 4,35% 8. Radartoren Neeltje Jans 2 4,35% 9. Rotterdam CS/NSP 2 4,35% 0. Shtandart TT 2 4,35%. Stadsring Limburg 2 4,35% 2. Ecopassage Veluwe 2,7% 3. PB Nieuwegein 2,7% 4. Spoorzone Delft 2,7% 5. Station Lelystad 2,7% 8. Do you have a leadership function during projects? 8. Geef je leiding in/aan projecten? 46 00,00%. Yes 3,43% 2. No 24 68,57% 35 00,00% 30,00% 25,00% 20,00% 5,00% 0,00% 5,00% 0,00% 6. Department 7. Projects with usage of IMT-MS 8. Leadership during projects Management board Execution Work preparation Acquisition Design HSE Quality SE Different Yes No 36

37 Development IMT-MS SF: Clear and open goals and policy 0. Is the underlying policy of IMT-MS clear? 0. Is het achterliggende beleid van IMT-MS duidelijk?. Very unclear 0 0,00% 2. Unclear 4 40,00% 3. Clear 8 5,43% 4. Very clear 2,86% 5. Not applicaple 2 5,7% SF: Clear and open goals and policy. Is the goal of IMT-MS clear?. Is het doel van IMT-MS duidelijk? 35 00,00%. Very unclear 0 0,00% 2. Unclear 7 20,00% 3. Clear 24 68,57% 4. Very clear 4,43% 5. Not applicaple 0 0,00% 35 00,00% SF2: Top management support 2. Do you experience enough motivation/support from the management board to use IMT-MS? 2. Ervaar je voldoende motivatie/draagvlak vanuit de directie om IMT- MS te gebruiken?. No support 4,43% 2. Little support 4 40,00% 3. Sufficient support 8 22,86% 4. Ample support 3 8,57% 5. Not applicaple 6 7,4% 35 00,00% SF2: Top management support 3. Do you experience enough motivation/support from the head of your department to use IMT-MS? 3. Ervaar je voldoende motivatie/draagvlak vanuit het hoofd van uw afdeling om IMT-MS te gebruiken?. No support 2,86% 2. Little support 0 28,57% 3. Sufficient support 8 22,86% 4. Ample support 8 22,86% 5. Not applicaple 8 22,86% 35 00,00% SF2: Top management support 4. Do you experience enough motivation/support from your direct supervisor to use IMT-MS? 4. Ervaar je voldoende motivatie/draagvlak vanuit je directe leidinggevende om IMT-MS te gebruiken?. No support 2 5,7% 2. Little support 0 28,57% 3. Sufficient support 7 20,00% 4. Ample support 8 22,86% 5. Not applicaple 8 22,86% 35 00,00% 0. Underlying policy Very unclear Unclear Clear Very clear Not applicaple. Goal Very unclear Unclear Clear Very clear Not applicaple 2. Motivation from management board No support Little support Sufficient support Ample support Not applicaple 3. Motivation from head of department No support Little support Sufficient support Ample support Not applicaple 4. Motivation from direct supervisor No support Little support Sufficient support Ample support Not applicaple 37

38 SF2: Top management support 5. Do you experience enough motivation/support from your colleagues to use IMT-MS? 5. Ervaar je voldoende motivatie/draagvlak vanuit je collega's om IMT- MS te gebruiken?. No support 3 8,57% 2. Little support 9 25,7% 3. Sufficient support 8 5,43% 4. Ample support 2 5,7% 5. Not applicaple 3 8,57% 35 00,00% 5. Motivation from colleagues No support Little support Sufficient support Ample support Not applicaple SF3a: User involvement development phase 6. Is the end user sufficiently involved during the development process of IMT-MS? 6. Is de gebruiker voldoende betrokken bij het ontwikkelingsproces van IMT-MS?. No involvement 7 20,00% 2. Little involvement 5 42,86% 3. Sufficient involvement 9 25,7% 4. Ample involvement 0 0,00% 5. 4,43% 35 00,00% SF3b: User involvement implementation phase 7. Is the end user sufficiently involved during the implementation process of IMT-MS? 7. Is de gebruiker voldoende betrokken bij het implementatieproces van IMT-MS?. No involvement 7 20,00% 2. Little involvement 8 5,43% 3. Sufficient involvement 6 7,4% 4. Ample involvement 0 0,00% 5. 4,43% 35 00,00% 6. Involvement development process No involvement Little involvement Sufficient involvement Ample involvement 7. Involvement implementation process No involvement Little involvement Sufficient involvement Ample involvement SF5: Adequacy of training 8. Is the training/explanation that is provided sufficient to work well with IMT-MS? 8. Is de training/uitleg die aangeboden wordt voldoende om goed te werken met IMT-MS?. No training provided 3 37,4% 2. Training provided; insufficient 3,43% 3. Training provided; sufficient 8 22,86% 4. Training provided; ample 0 0,00% ,57% 35 00,00% 8. Provided training No training provided Training provided; insufficient Training provided; sufficient Training provided; ample 38

39 SF6: Computer experience of team members 9. Is the computer experience of colleagues within your project team sufficient to work with IMT-MS? 9. Is de computerervaring van collega's binnen je projectteam voldoende om te werken met IMT-MS?. No experience 2 5,7% 2. Insufficient experience 4,43% 3. Sufficient experience 9 54,29% 4. Ample experience 7 20,00% ,57% 35 00,00% 9. Computer experience team members No experience Insufficient experience Sufficient experience Ample experience 20. Which questions/themes from this page do you think are the most important for succes of IMT-MS? ( is most important, 0 least important) 20. Welke vragen/thema's van deze pagina vind je het belangrijkste voor het succes van IMT-MS? ( is het belangrijkste, 0 het minst belangrijk) Underlying policy Goal Motivation from management board Motivation from head of department Motivation from direct supervisor Motivation from colleagues Involvement development process Involvement implementation 8. process Provided training Computer experience Score Ranking. 0. Underlying policy Goal Motivation from management board Motivation from head of department Motivation from direct supervisor Motivation from colleagues Involvement development process Involvement implementation 8. process Provided training Computer experience

40 Importance questions themes page 'development IMT-MS' 2. Comment page Development 2. Commentaar pagina 'Ontwikkeling' "Creeer draagkracht voor het gebruik van SE en een goede documentcontrol binnen het projectteam als tools om he project mee te beheersen en ga niet meteen in op de techniek van de programma's. Maak een goede homepage in relatix waarin systeemverantwoordelijken de zaken zien die voor hun van belang zijn en niet meer dan dat. Regel een goede invulling van de documentcontrol en een heldere structuur." Het is belangrijk dat collega's het ervaren als een hulpmiddel en niet als weer een nieuwe last. Daarmee zal de wil ermee te werken substantieel toenemen." 40

41 Communication SF7: Open and effective communication 22. Do IMT-MS and Chapoo lead to open and effective communication? 22. Leiden IMT-MS en Chapoo tot open en effectieve communicatie?. No communication possible 2,94% 2. Little open and effective communication 5 44,2% 3. Reasonable open and effective communication 3 38,24% 4. Very open and effective communication 3 8,82% ,88% 34 00,00% 22. Open and effective communication No communication possible Little open and effective communication Reasonable open and effective communication Very open and effective communication SF8: Exchange of data by team members 23. Do IMT-MS and Chapoo promote the exchange of information between project team members? 23. Bevorderen IMT-MS en Chapoo de uitwisseling van informatie tussen projectteam leden?. No exchange possible 2,94% 2. Deteriorates exchange 4,76% 3. Exchange does not change 4 4,8% 4. Improves exchange 2 35,29% ,82% 34 00,00% 23. Exchange of information No exchange possible Deteriorates exchange Exchange does not change Improves exchange SF9: Improvement of collaboration 24. Does IMT-MS have effect on the collaboration within a project? 24. Heeft IMT-MS effect op de samenwerking binnen een project?. No collaboration possible 0 0,00% 2. Deteriorates collaboration 5 4,7% 3. Collaboration does not change 20 58,82% 4. Improves collaboration 5 4,7% 5. 4,76% 34 00,00% 24. Collaboration within project No collaboration possible Deteriorates collaboration Collaboration does not change Improves collaboration SF0: Assigning of responsibilities 25. Are the roles and permissions clearly assigned within IMT- MS? 25. Zijn de rollen en rechten binnen IMT-MS duidelijk toegewezen?. Very unclear 3 8,82% 2. Unclear 9 55,88% 3. Clear 0 29,4% 4. Very clear 2,94% 5. 2,94% 34 00,00% 25. Clearness roles and permissions Very unclear Unclear Clear Very clear 4

42 SFa: Quality of support service 26. Is the support for IMT-MS from the building process department sufficient? 26. Is de ondersteuning van IMT-MS vanuit de afdeling Bouwproces voldoende?. Largely insufficient 2,94% 2. Insufficient 5 4,7% 3. Sufficient 20 58,82% 4. Ample 0 0,00% ,53% 34 00,00% 26. Support Building Process department Largely insufficient Insufficient Sufficient Ample SFa: Quality of support service 27. Is the support for IMT-MS from the Quality department sufficient? 27. Is de ondersteuning van IMT-MS vanuit de afdeling Kwaliteit voldoende?. Largely insufficient 3 8,82% 2. Insufficient 6 7,65% 3. Sufficient 4 4,8% 4. Ample 2 5,88% ,47% 34 00,00% 27. Support Quality department Largely insufficient Insufficient Sufficient Ample SFb: Knowledge of support provider in construction 28. Has the Building Process department sufficient affinity with the construction industry to provide support for IMT-MS? 28. Heeft de afdeling Bouwproces voldoende affiniteit met de bouw om ondersteuning van IMT-MS te bieden?. Largely insufficient 2,94% 2. Insufficient 5 4,7% 3. Sufficient 7 50,00% 4. Ample 2,94% ,4% 34 00,00% 28. Affinity construction industry BP department Largely insufficient Insufficient Sufficient Ample SFb: Knowledge of support provider in construction 29. Has the Quality department sufficient affinity with the construction industry to provide support for IMT-MS? 29. Heeft de afdeling Kwaliteit voldoende affiniteit met de bouw om ondersteuning van IMT-MS te bieden?. Largely insufficient 2 5,88% 2. Insufficient 6 7,65% 3. Sufficient 3 38,24% 4. Ample 2,94% ,29% 34 00,00% 29. Affinity construction industry Quality department Largely insufficient Insufficient Sufficient Ample 42

43 30. Which questions/themes from this page do you think are the most important for succes of IMT-MS? ( is most important, 8 least important) 30. Welke vragen/thema's van deze pagina vind je het belangrijkste voor het succes van IMT-MS? ( is het belangrijkste, 8 het minst belangrijk) Open and effective communication Exchange of information Collaboration within project Clearness roles and permissions Support Building Process department Support Quality department Affinity construction industry BP department Affinity construction industry Quality department Score Ranking. 22. Open and effective communication Exchange of information Collaboration within project Clearness roles and permissions -9 4/ Support Building Process department -9 4/ Support Quality department Affinity construction industry BP department Affinity construction industry Quality department Importance questions themes page 'communication' Comment page 'Communication' 3. Commentaar pagina 'Communicatie' "De ondersteuning vanuit bouwproces heeft een veel te hoog abstractiegehalte voor de meeste medewerkers. Zolang het beleid en het doel er achter onvoldoende duidelijk is gaat het implementatieproces moeizaam." 43

44 Possibilities SF2: Project duration 32. Does the duration of the project have influence on the usage of IMT- MS? 32. Heeft de tijdsduur van het project invloed op het gebruik van IMT- MS?. Yes 2 37,50% 2. No 20 62,50% 32 00,00% 32. Influence duration of project Yes No SF2: Project duration 33. If yes, what is the minimum duration of a project, where IMT-MS is effective? (in weeks) 33. Zo ja, wat is dan de minimale tijdsduur van een project waarbij IMT- MS effectief is? (in weken) ,57% ,43% ,7% ,00% ,00% ,29% 4 00,00% Minimum duration project (weeks) SF2: Project duration 34. Does the size of the project have influence on the usage of IMT-MS? 34. Heeft de omvang van het project invloed op het gebruik van IMT-MS?. Yes 7 53,3% 2. No 5 46,88% 32 00,00% 34. Influence size of project Yes No SF2: Project duration 35. If yes, what is the minimum size of a project, where IMT-MS is effective? (in million euro) 35. Zo ja, wat is dan de minimale omvang van een project waarbij IMT-MS effectief is? (In miljoen euro) ,00% ,00% ,00% ,00% ,00% 0 00,00% SF9: Decision support 36. Does IMT-MS support the decision making during a project? 36. Ondersteunt IMT-MS de besluitvorming binnen een project?. No support 9 28,3% 2. Little support 6 8,75% 3. Support 0 3,25% 4. Much support 0 0,00% ,88% 32 00,00% Minimum size project (million euro) Support decision making No support Little support Support Much support 44

45 SF9: Decision support 37. Are there sufficient possibilities to store the decision making in IMT- MS and Chapoo? 37. Is er voldoende mogelijkheid om besluitvorming vast te leggen in IMT-MS en Chapoo?. Largely insufficient 3 9,38% 2. Insufficient 0 3,25% 3. Sufficient 3 40,63% 4. Ample 3,3% ,63% 32 00,00% 37. Storing of decision making Largely insufficient Insufficient Sufficient Ample SF20: Compatibility with other systems 38. Is the compatibility of IMT-MS with other software/programmes sufficient? 38. Is de compatibiliteit van IMT-MS met andere software/programma's voldoende?. Largely insufficient 5 5,63% 2. Insufficient 9 28,3% 3. Sufficient 0 3,25% 4. Ample 2 6,25% ,75% 32 00,00% 38. Compatibility IMT-MS Largely insufficient Insufficient Sufficient Ample SF2: System quality SF22: Flexibility of queries and reporting formats 39. Do IMT-MS and Chapoo offer sufficient possibilities on these fields: 39. Bieden IMT-MS en Chapoo voldoende mogelijkheden op de volgende onderdelen: Project management Technical management Surroundings management Project control Project support Reporting Queries. Largely insufficient 2 6,25% 2 6,25% 2 6,25% 2 6,25% 2 6,25% 2 6,25% 6 8,75% 2. Insufficient 4 2,50% 4 2,50% 4 2,50% 5 5,63% 6 8,75% 0 3,25% 6 8,75% 3. Sufficient 9 59,38% 20 62,50% 5 46,88% 7 53,3% 8 56,25% 4 43,75% 6 50,00% 4. Ample 3,3% 3 9,38% 2 6,25% 3 9,38% 2 6,25% 3,3% 2 6,25% ,75% 3 9,38% 9 28,3% 5 5,63% 4 2,50% 5 5,63% 2 6,25% 39. Possibilities 00,00% 80,00% 60,00% 40,00% 20,00% 0,00% Largely insufficient Insufficient Sufficient Ample 45

46 SF2: System quality SF22: Flexibility of queries and reporting formats 40. Are there modules/parts/processes missing in IMT-MS and Chapoo? If yes, which? 40. Zijn er modules/onderdelen/processen die u mist in IMT-MS en Chapoo? Zo ja, welke? "Risicomanagement en raakvlakmanagement" "Handmatig beheren versienummers" "Zoeken in documenten naar tekst (inhoud)" "Vastleggen kansen/optimalisaties. Koppeling 3D" "Open editing in Windows omgeving (zoals bijv. mogelijk is in Sharepoint)" "Overzicht en duidelijkheid in documenten" SF23a: System possibilities: Document management 4. Do IMT-MS and Chapoo offer sufficient possibilities for document management on these fields: 4. Bieden IMT-MS en Chapoo voor het document management voldoende mogelijkheden op de volgende onderdelen: Internal document distribution External document distribution Project correspondens e management Drafting/Testing internal documents Testing external documents Archiving/Sto ring Version control Who-readswhat list. Largely insufficient 2 6,25% 2 6,25% 2 6,25% 3 9,38% 2 6,25% 2 6,25% 5 5,63% 3,3% 2. Insufficient 4 2,50% 3 9,38% 6 8,75% 5 5,63% 6 8,75% 2 6,25% 5 5,63% 3 9,38% 3. Sufficient 6 50,00% 4 43,75% 4 43,75% 3 40,63% 3 40,63% 8 56,25% 34,38% 6 50,00% 4. Ample 4 2,50% 4 2,50% 2 6,25% 2 6,25% 3,3% 6 8,75% 5 5,63% 2 6,25% Not 5. applicable 6 8,75% 9 28,3% 8 25,00% 9 28,3% 0 3,25% 4 2,50% 6 8,75% 0 3,25% 00,00% 80,00% 60,00% 40,00% 20,00% 0,00% 4. Document management possibilities Largely insufficient Insufficient Sufficient Ample 46

47 SF23b/c/d/e/f/g/h: System possibilities: Planning/Costs/Administration/Procurement/Human Resources/Safety department/quality department 42. Do IMT-MS and Chapoo offer sufficient possibilities on these departments: 42. Bieden IMT-MS en Chapoo voor de onderstaande onderdelen voldoende mogelijkheden: Planning Costs Administration Procurement Human Resources HSE Quality. Largely insufficient 2 6,25% 3 9,38% 3,3% 3,3% 3,3% 3,3% 3,3% 2. Insufficient 3 9,38% 3 9,38% 2 6,25% 2 6,25% 3,3% 0 0,00% 0 0,00% 3. Sufficient 0 3,25% 7 2,88% 2 37,50% 0 3,25% 7 2,88% 2 37,50% 5 46,88% 4. Ample 3,3% 0 0,00% 0 0,00% 0 0,00% 3,3% 2 6,25% 4 2,50% ,00% 9 59,38% 6 50,00% 8 56,25% 22 68,75% 7 53,3% 2 37,50% 42. Department possibilities 00,00% 80,00% 60,00% 40,00% 20,00% 0,00% Largely insufficient Insufficient Sufficient Ample 44. Which questions/themes from this page do you think are the most important for succes of IMT-MS? ( is most important, 8 least important) 44. Welke vragen/thema's van deze pagina vind je het belangrijkste voor het succes van IMT-MS? ( is het belangrijkste, 8 het minst belangrijk) Influence duration of project Influence size of project Support decision making Storing of decision making Compatibility IMT-MS Possibilities Document management possibilities Department possibilities Score Ranking. 32. Influence duration of project -7 5/ Influence size of project Support decision making Storing of decision making Compatibility IMT-MS Possibilities Document management possibilities Department possibilities -7 5/6 0 47

48 Importance questions themes page 'possibilities' 44. Comment page 'Possibilities' 44. Commentaar pagina 'Mogelijkheden' "bij delen die ik niet gebruikt heb ik n.v.t. ingevuld. Dat wil niet zeggen dat het misschien bruikbaar was. Verder is het niet gebruikt om de eigen documenten op te stellen, alleen om een eindrapportage op te nemen. Dit was altijd een pdf en dit is niet bruikbaar binnen het ontwerpproces. Dan moet je (tussen)resultaten opslaan in een werkbare versie ( tekening of berekening)" Processes SF5: Adequate alignment of IT infrastructure with QMS strategy 45. Are the processes of the Management System of Mobilis sufficiently integrated in IMT-MS? 45. Zijn de processen van het Management Systeem van Mobilis voldoende geïntegreerd in IMT-MS?. Largely insufficient 0 0,00% 2. Insufficient 3 9,68% 3. Sufficient 2 38,7% 4. Ample 3 9,68% ,94% 3 00,00% 45. Integration of processes Largely insufficient Insufficient Sufficient Ample SF24: Process support 46. Does IMT-MS support the processes of the Management System sufficiently? 46. Ondersteunt IMT-MS de processen van het Management Systeem voldoende?. Largely insufficient 0 0,00% 2. Insufficient 2 6,45% 3. Sufficient 2 38,7% 4. Ample 3 9,68% ,6% 3 00,00% 46. Process support Largely insufficient Insufficient Sufficient Ample 48

49 SF25: Process improvement 47. Does IMT-MS improve the usage of the processes used by Mobilis? 47. Verbetert IMT-MS het gebruik van de door Mobilis gebruikte processen?. No usage possible 0 0,00% 2. Decreases usage 3,23% 3. Usage remains the same 5 6,3% 4. Improves usage 35,48% ,6% 3 00,00% 47. Improvement usage of processes No usage possible Decreases usage Usage remains the same Improves usage SF26: Process mapping 48. Are the Management System' processes clearer because of IMT-MS? 48. Zijn de processen uit het Management Systeem overzichtelijker door IMT-MS?. No overview possible 3,23% 2. Decreases overview 4 2,90% 3. Overview remains the same 5 6,3% 4. Improves overview 0 32,26% 5. 35,48% 3 00,00% SF26: Process mapping 49. Is IMT-MS arranged in that way that the Management System' processes are justified? 49. Is IMT-MS zo ingericht dat de processen uit het Management Systeem goed tot hun recht komen?. Largely insufficient 0 0,00% 2. Insufficient 5 6,3% 3. Sufficient 35,48% 4. Ample 3 9,68% ,7% 3 00,00% 48. Clarity processes 49. Arrangement processes No overview possible Decreases overview Overview remains the same Improves overview Largely insufficient Insufficient Sufficient Ample SF6: Redesign of QMS processes for integration in IMS 50. Are the Management System' processes sufficiently redesigned to be integrated in IMT-MS? 50. Zijn de processen uit het Management Systeem voldoende herontworpen om geïntegreerd te worden in IMT-MS?. No redesign necessary 0 0,00% 2. Insufficient 2 6,45% 3. Sufficient 2 38,7% 4. Ample 2 6,45% ,39% 3 00,00% 50. Redesign of processes No redesign necessary Insufficient Sufficient Ample 49

50 5. Which questions/themes from this page do you think are the most important for succes of IMT-MS? ( is most important, 6 least important) 5. Welke vragen/thema's van deze pagina vind je het belangrijkste voor het succes van IMT-MS? ( is het belangrijkste, 6 het minst belangrijk) Integration of processes Process support Improvement usage processes Clarity processes Arrangement processes Redesign of processes Score Ranking. 45. Integration of processes 4 / Process support 4 / Improvement usage processes Clarity processes Arrangement processes Redesign of processes Integration of processes 5. Importance questions themes page 'processes' 46. Process support 47. Improvement usage processes 48. Clarity processes 49. Arrangement processes 50. Redesign of processes 50

51 Ease of use SF7a: System reliability: Availability and reliability of data connections and IMT acces 53. Are there enough connection possibilities to IMT-MS? 53. Zijn er voldoende verbindingsmogelijkheden tot IMT-MS?. Largely insufficient 0 0,00% 2. Insufficient 2 6,67% 3. Sufficient 8 60,00% 4. Ample 3 0,00% ,33% 30 00,00% 53. Connection possibilites Largely insufficient Insufficient Sufficient Ample SF7a: System reliability: Availability and reliability of data connections and IMT acces 54. Is the connection to IMT-MS sufficiently fast and stabile? 54. Is de verbinding tot IMT-MS voldoende snel en stabiel?. Largely insufficient 4 3,33% 2. Insufficient 6 20,00% 3. Sufficient 4 46,67% 4. Ample 2 6,67% ,33% 30 00,00% 54. Speed/Stability connection Largely insufficient Insufficient Sufficient Ample SF7b: System reliability: Data security 55. Do you trust the safety of stored data in IMT-MS and Chapoo? 55. Heb je vertrouwen in de veiligheid van opgeslagen data in IMT-MS en Chapoo?. Very unsafe 0 0,00% 2. Unsafe 3 0,00% 3. Safe 8 60,00% 4. Very safe 4 3,33% ,67% 30 00,00% 55. Safety of data Largely insufficient Insufficient Sufficient Ample SF7b: System reliability: Data security 56. IS IMT-MS sufficiently shielded for outsiders? 56. Is IMT-MS en Chapoo voldoende afgeschermd voor buitenstaanders?. Largely insufficient 0 0,00% 2. Insufficient 6 20,00% 3. Sufficient 7 56,67% 4. Ample 3,33% ,00% 30 00,00% 56. Shielding for outsiders Largely insufficient Insufficient Sufficient Ample 5

52 SF8: Ease of system use 57. Is IMT-MS easy to use? 57. Is IMT-MS makkelijk te gebruiken?. Very difficult 2 6,67% 2. Difficult 4 46,67% 3. Easy 0 33,33% 4. Very easy 2 6,67% ,67% 30 00,00% 57. Ease of use Very difficult Difficult Easy Very easy SF8a: Ease of system use: Interface satisfaction 58. Is the homepage of IMT-MS clear? 58. Is de startpagina van IMT-MS overzichtelijk?. Very unclear 0 0,00% 2. Unclear 7 23,33% 3. Clear 20 66,67% 4. Very clear 0 0,00% ,00% 30 00,00% 58. Clarity homepage Very unclear Unclear Clear Very clear SF8a: Ease of system use: Interface satisfaction 59. Is the total arrangement of IMT-MS clear? 59. Is de totale indeling van IMT-MS overzichtelijk?. Very unclear 2 6,67% 2. Unclear 2 40,00% 3. Clear 4 46,67% 4. Very clear 0 0,00% ,67% 30 00,00% 59. Clarity IMT-MS Very unclear Unclear Clear Very clear 52

53 60. Which questions/themes from this page do you think are the most important for succes of IMT-MS? ( is most important, 6 least important) 60. Welke vragen/thema's van deze pagina vind je het belangrijkste voor het succes van IMT-MS? ( is het belangrijkste, 6 het minst belangrijk) Connection possibilities Speed/Stability connection Safety of data Shielding for outsiders Ease of use Clarity homepage Clarity IMT-MS Score Ranking. 53. Connection possibilities Speed/Stability connection Safety of data Shielding for outsiders Ease of use Clarity homepage Clarity IMT-MS Importance questions themes page 'development IMT-MS'

54 54 Appendices

55 Appendix E: Interviews After the survey five employees have been interviewed, partly based on the results of the survey. The following person have been interviewed: Rutger van der Noort Building process specialist Herman van der Noort Head of design department Piet van Krimpen Head of project preparation department Marjolein van Beek Head of quality department Jan de Jong Managing director These employees are the managing director and the heads of the different departments that are responsible for the development and implementation of IMT-MS. All of the interviewees are Dutch, so the language used in the interviews is Dutch. A summary of the questions in chapter 5.5 is in English. The questions of the interview: Interview implementatie IMT-MS Duidelijkheid doel IMT-MS. Wat is het doel van IMT-MS Mobilis-breed? 2. Wat is het doel van IMT-MS binnen uw afdeling? 3. Zijn er meetbare doelstellingen vastgelegd? Motivatie vanuit verschillende managementlagen 4. Is er vanuit elke managementlaag motivatie nodig om goed met het systeem te werken? 5. Hoe kan de motivatie verbeterd worden? Uitleg/training 6. Is een cursus/opleiding nodig om goed met IMT-MS te werken? 7. Wat dient er aan bod te komen tijdens een eerste uitleg over IMT-MS? 8. Dient er verschil te zijn tussen de uitleg/training van werknemers van Mobilis en werknemers van combinanten? Ondersteuning IMT-MS 9. Is de ondersteuning vanuit de afdelingen Bouwproces en Kwaliteit voldoende? 0. Wat is de toekomstvisie op deze ondersteuning; dient er zulke intensieve ondersteuning te blijven? Ondersteuning besluitvorming. Dient de ondersteuning van besluitvorming één van de functies van IMT-MS te zijn? 2. Wat voor besluiten dienen er op basis van IMT-MS genomen te worden? Op welk niveau? Verschillen tender- en realisatiefase Budget 3. Wat zijn in het kort de grootste verschillen tussen de tender- en realisatiefase? 4. Is IMT-MS voldoende op deze verschillen aangepast? 5. Is er een budget vastgesteld voor de volledige ontwikkeling en implementatie van IMT-MS? Opdrachtgevers/Combinanten/Onderaannemers/Leveranciers 55

56 6. Wat zijn de eisen van opdrachtgevers aan een dergelijk systeem? 7. Wat is de mening tot nu toe van opdrachtgevers over IMT-MS? 8. Wat zijn de eisen van Combinanten/Onderaannemers/Leveranciers aan een dergelijk systeem? 9. Wat is de mening tot nu toe van Combinanten/Onderaannemers/Leveranciers over IMT-MS? 20. Is er een aansluiting bij de rest van TBI met dit systeem? Teamopbouw 2. Hoe wordt een projectteam opgebouwd? 22. Hoe zijn de verantwoordelijkheden verdeeld binnen een projectteam? 23. Dient een projectteam anders opgebouwd te worden door IMT-MS? Nieuwe contractvormen 24. Wijziging ontwerpproces door nieuwe contractvormen? 25. Helpt IMT-MS mee aan dit gewijzigde ontwerpproces? Kennismanagement 26. Wat gebeurt er met de opgeslagen informatie na de afronding van een project? 27. Wordt de werkwijze met IMT-MS na een project ook geëvalueerd? The reports of the interviews contain confidential information and are only available at Mobilis B.V., the concerned graduation committee members and the author. The reports of the interviews are not included in the public version of the thesis. 56