Lessons learned

The change in approach turned out to be crucial for the later success of the project (Table 7.1). The following lessons can be learned from this case:

• A centralised management culture does not match with a company with a sophisticated product and know-how, such as Schiphol Airport.

• Information exchange and communication are essential: avoid taboos, make sure everything is debatable.

• Don't be afraid of uncertainties, identify and learn to deal with them.

• Senior management should take decisions on policy and provide frameworks. Middle management should work within these frameworks using their experience and know-how. The organisation then becomes a cell structure in which each cell is responsible for a clear task. It is important that senior management creates an atmosphere of freedom and encourages the cells to be productive.

• There should be a relationship between problem identification, proposals for solution and implementation towards results. All three should be close to employees.

• Goals and objectives must be adjusted when new insights so require.

Table 7.1 Application of best practices in the expansion of Amsteram Airport

Aspect:

PI/PII:

2. Leadership

boss focused vs. stakeholder focused

PI/PII*

5. Communication

information oriented vs. decision oriented

PI/PII*

7. Progress control

hard info oriented vs. soft info oriented

PI/PII*

* Transition from PI to PII effected by new project manager

* Transition from PI to PII effected by new project manager

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