The first blog I posted (https://www.projectmanagement.com/blog-post/29357/Successful-projects----predicted-) dealt about whether a reliable model could be developed in order to predict project success. The motivation of this second blog is to share a few thoughts about a project that will be soon completed in Amsterdam, where I relocated almost two years ago. I take this opportunity to encourage everyone to discover this wonderful gem in Western Europe. Also known as the Venice of the north, Amsterdam has a lot more to offer aside from the well-known coffeeshops and windows populated with women in skimp lingerie.
Every since I moved here I heard the story of a new metro line, Noord-Zuid lijn, which completion was planned for 2011 and that will be finally opened in July 2018. Not only that; the original budget exploded from €1.46 bn to €3.1 bn! I had to read more about the reasons that caused the massive delay. The list below summarizes the main findings:
- Cracks appeared in a building adjacent to new Rokin station
- Failures in the slurry diagram support walls at Vijzelgracht station causing a loss of large volumes of soil and the evacuation of seriously damaged adjacent building
- Bankruptcy of two contractors
- Lack of coordination in the acquisition of required software
- Unrealistically low bid (similarly to the famous Panama Canal expansion project)
A poor management of project procurement, risks and requirements, just to name a few, seem to be the most obvious causes that led to the massive delay and budget overrun. This is a good example of how important is to follow what Abraham Lincoln stated already on the XIX century “Give me six hours to chop down a tree and I will spend the first four sharpening the axe”.
In 2009, Alex Sheerazi was hired as Head of Communication Officer. His first mission was to fix project’s reputation. He stated “A very strong reputation is like a mattress, a cushion that can soften a blow. Small incidents then have a negligible impact. But in 2009 the reputation was down the drain. Every small incident was blown out of proportion. We needed to get some air into our reputation mattress again”.
Sheerazi saw transparency as key. First off, he admitted that the project had turned out badly on several levels. However, also some positive and interesting aspects were worth sharing with the media. By placing positive images next to the negative ones, balance was created. In addition, by involving the media in every event, the project gained a better reputation. Next to it, Sheerazi connected the project to the city by engaging the Amsterdammers. For instance, excavation boxes were opened regularly for public tours and an underground lookout point was set up, with a great success (over 200k visitors in two years). Project managers and engineers changed their ways of communicating by creating project co-ownership with the citizens, or, as Dale Carnegie would put it, by providing them a feeling of importance.
Several questions may arise, now that the project is about to be closed off. May the project be considered a success despite of the colossal deviations in budget and schedule? Did the communications strategy make up for the project shortcomings? What could have been done differently? I look forward to your comments in the section below.