M.G.C. Bosch-Rekveldt
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1
Digital platforms are transforming sustainability transitions in the built environment by enabling collaboration, transparency, and efficiency. This study examines how these platforms are implemented, adopted by practitioners, and create value for industry stakeholders using the DART (Dialogue, Access, Risk-benefit, Transparency) co-creation framework. Using ethnographic methods and semi-structured interviews, we consider the case study of a Dutch digital platform provider specializing in modular wooden construction. The findings highlight major challenges in sustainability transitions, including industry complexities, inefficient practices, and resistance to change. Five key practices emerged: defining a clear platform vision, improving processes, leveraging digitalization, ensuring scalability, and fostering co-creation. These practices are synthesized into an iterative framework that extends the DART model, illustrating the interplay between digital, social, and physical elements in construction. By embedding DART within a sector-specific model, this study offers a novel perspective on digital platforms as enablers of sustainability. Ultimately, these platforms promote stakeholder collaboration, enhance transparency, and contribute to sustainability goals, such as carbon reduction and circular construction.
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Digital platforms are transforming sustainability transitions in the built environment by enabling collaboration, transparency, and efficiency. This study examines how these platforms are implemented, adopted by practitioners, and create value for industry stakeholders using the DART (Dialogue, Access, Risk-benefit, Transparency) co-creation framework. Using ethnographic methods and semi-structured interviews, we consider the case study of a Dutch digital platform provider specializing in modular wooden construction. The findings highlight major challenges in sustainability transitions, including industry complexities, inefficient practices, and resistance to change. Five key practices emerged: defining a clear platform vision, improving processes, leveraging digitalization, ensuring scalability, and fostering co-creation. These practices are synthesized into an iterative framework that extends the DART model, illustrating the interplay between digital, social, and physical elements in construction. By embedding DART within a sector-specific model, this study offers a novel perspective on digital platforms as enablers of sustainability. Ultimately, these platforms promote stakeholder collaboration, enhance transparency, and contribute to sustainability goals, such as carbon reduction and circular construction.
Erratum to “Orchestrated reciprocity over equilibrium
How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects”(International Journal of Project Management, (2026), 44, 1, (102796), (S0263786325001218), 10.1016/j.ijproman.2025.102796)
Journal article
(2026)
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Wenqian Guo, Sixuan Yan, Yan Liu, Hanfei Wang, Marian Bosch-Rekveldt, Yan Ning
The publisher regrets that in the above referenced paper a rendering issue meant that crossed circle symbols within the tables and certain paragraphs in the main text were not represented correctly. The tables and affected paragraphs are now reproduced correctly below. (Page 6) The intermediate solutions generated by the fsQCA software application through its standardized analysis outperform both the complex and the parsimonious solutions (Guo et al., 2022). This study provides intermediate solutions to explore configurations of relationship quality. In each configuration in the table, “Image dummy alt text” means high level of a condition, “Image dummy alt text” means low level of a condition, and a blank space indicates that the presence or absence of a condition is irrelevant. Larger circles represent core conditions, while smaller circles represent contributing conditions (Dwivedi et al., 2018). The results are grouped according to different core conditions in the configuration. As shown in Table 7 and Table 8, each high or low relationship quality has multiple configurations, and the consistency of the overall solution and the consistency of each path is greater than 0.80.
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The publisher regrets that in the above referenced paper a rendering issue meant that crossed circle symbols within the tables and certain paragraphs in the main text were not represented correctly. The tables and affected paragraphs are now reproduced correctly below. (Page 6) The intermediate solutions generated by the fsQCA software application through its standardized analysis outperform both the complex and the parsimonious solutions (Guo et al., 2022). This study provides intermediate solutions to explore configurations of relationship quality. In each configuration in the table, “Image dummy alt text” means high level of a condition, “Image dummy alt text” means low level of a condition, and a blank space indicates that the presence or absence of a condition is irrelevant. Larger circles represent core conditions, while smaller circles represent contributing conditions (Dwivedi et al., 2018). The results are grouped according to different core conditions in the configuration. As shown in Table 7 and Table 8, each high or low relationship quality has multiple configurations, and the consistency of the overall solution and the consistency of each path is greater than 0.80.
Project Steering Committee members and project success
A quantitative study on individual responsibilities, shared goals and mutual trust
Journal article
(2026)
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Jaap Stoppels, Marian Bosch-Rekveldt, Alexis Derumigny, Herman Gerardus Mooi, Hans L.M. Bakker
Purpose
Projects that pose high risks to the funding or owning organizations, or those that require support, need oversight by senior managers. This is typically conducted through a Project Steering Committee (PSC). PSC members each have individual responsibilities stemming from the permanent and temporary (project) organizations. The PSC needs shared goals and mutual trust to balance those responsibilities. The relationship between PSC members acting according to individual responsibilities, shared goals, mutual trust and project success is unclear. This paper quantitatively tests these relationships and verifies the use of roles for members.
Design/methodology/approach
A conceptual model of the relationship between PSC members acting according to individual responsibilities and project success is tested using a survey with 178 valid responses. Additionally, the survey gathers opinions of PSC members and project managers on PSCs.
Findings
PSC members acting from individual responsibilities positively affect project success regardless of the degree of shared goals and mutual trust. Four representation roles are generally covered: funders, user groups, suppliers and groups that maintain the project’s products.
Originality/value
The study is unique in including PSC members as respondents. PSC members are agents for their stakeholder group and, at the group level, for the funding and owning organization. The study confirms the value of four stakeholder-representation roles for members. It emphasizes the importance of defining clear and distinct individual responsibilities for members, rather than focusing solely on shared goals and mutual trust. ...
Projects that pose high risks to the funding or owning organizations, or those that require support, need oversight by senior managers. This is typically conducted through a Project Steering Committee (PSC). PSC members each have individual responsibilities stemming from the permanent and temporary (project) organizations. The PSC needs shared goals and mutual trust to balance those responsibilities. The relationship between PSC members acting according to individual responsibilities, shared goals, mutual trust and project success is unclear. This paper quantitatively tests these relationships and verifies the use of roles for members.
Design/methodology/approach
A conceptual model of the relationship between PSC members acting according to individual responsibilities and project success is tested using a survey with 178 valid responses. Additionally, the survey gathers opinions of PSC members and project managers on PSCs.
Findings
PSC members acting from individual responsibilities positively affect project success regardless of the degree of shared goals and mutual trust. Four representation roles are generally covered: funders, user groups, suppliers and groups that maintain the project’s products.
Originality/value
The study is unique in including PSC members as respondents. PSC members are agents for their stakeholder group and, at the group level, for the funding and owning organization. The study confirms the value of four stakeholder-representation roles for members. It emphasizes the importance of defining clear and distinct individual responsibilities for members, rather than focusing solely on shared goals and mutual trust. ...
Purpose
Projects that pose high risks to the funding or owning organizations, or those that require support, need oversight by senior managers. This is typically conducted through a Project Steering Committee (PSC). PSC members each have individual responsibilities stemming from the permanent and temporary (project) organizations. The PSC needs shared goals and mutual trust to balance those responsibilities. The relationship between PSC members acting according to individual responsibilities, shared goals, mutual trust and project success is unclear. This paper quantitatively tests these relationships and verifies the use of roles for members.
Design/methodology/approach
A conceptual model of the relationship between PSC members acting according to individual responsibilities and project success is tested using a survey with 178 valid responses. Additionally, the survey gathers opinions of PSC members and project managers on PSCs.
Findings
PSC members acting from individual responsibilities positively affect project success regardless of the degree of shared goals and mutual trust. Four representation roles are generally covered: funders, user groups, suppliers and groups that maintain the project’s products.
Originality/value
The study is unique in including PSC members as respondents. PSC members are agents for their stakeholder group and, at the group level, for the funding and owning organization. The study confirms the value of four stakeholder-representation roles for members. It emphasizes the importance of defining clear and distinct individual responsibilities for members, rather than focusing solely on shared goals and mutual trust.
Projects that pose high risks to the funding or owning organizations, or those that require support, need oversight by senior managers. This is typically conducted through a Project Steering Committee (PSC). PSC members each have individual responsibilities stemming from the permanent and temporary (project) organizations. The PSC needs shared goals and mutual trust to balance those responsibilities. The relationship between PSC members acting according to individual responsibilities, shared goals, mutual trust and project success is unclear. This paper quantitatively tests these relationships and verifies the use of roles for members.
Design/methodology/approach
A conceptual model of the relationship between PSC members acting according to individual responsibilities and project success is tested using a survey with 178 valid responses. Additionally, the survey gathers opinions of PSC members and project managers on PSCs.
Findings
PSC members acting from individual responsibilities positively affect project success regardless of the degree of shared goals and mutual trust. Four representation roles are generally covered: funders, user groups, suppliers and groups that maintain the project’s products.
Originality/value
The study is unique in including PSC members as respondents. PSC members are agents for their stakeholder group and, at the group level, for the funding and owning organization. The study confirms the value of four stakeholder-representation roles for members. It emphasizes the importance of defining clear and distinct individual responsibilities for members, rather than focusing solely on shared goals and mutual trust.
Project steering committees are used for project governance, though their functioning has received little research attention. This study establishes roles and responsibilities of project steering committee members. Based on interviews with project steering committee members and project managers, backed by literature, we define five roles: representing funders, representing users, representing suppliers, representing the support organization of project deliverables, and quality assurance. Members’ roles help identify positions in the project steering committees and individual responsibilities, linking the temporary and permanent organizations. If trust and shared goals are present among project steering committee members, clear responsibilities sharpen decision-making, build commitment, and prevent relationship conflict, thereby improving the chance of project success.
...
Project steering committees are used for project governance, though their functioning has received little research attention. This study establishes roles and responsibilities of project steering committee members. Based on interviews with project steering committee members and project managers, backed by literature, we define five roles: representing funders, representing users, representing suppliers, representing the support organization of project deliverables, and quality assurance. Members’ roles help identify positions in the project steering committees and individual responsibilities, linking the temporary and permanent organizations. If trust and shared goals are present among project steering committee members, clear responsibilities sharpen decision-making, build commitment, and prevent relationship conflict, thereby improving the chance of project success.
Ready, steady, repeat
Unravelling repetition and its potential benefits within public construction programs
Global societal challenges and limited resources have intensified the need for solutions that accelerate innovation and increase productivity. Repetition, particularly in the construction industry, is widely recognised for achieving efficiency gains and cost reductions. Its realisation, however, remains challenging due to the project-based nature of the industry, which emphasises project uniqueness. In addition, repetition is fragmented across multiple organisations and its recognition is predominantly framed from an intra-organisational perspective. Inter-organisational programs offer a promising setting to enable repetitive activities by strategically bundling interdependent and similar projects. Based on a qualitative multiple-case analysis of three construction programs, the study shows how organisations can identify the potential benefits of repetitive activities earlier, leading to more efficient and effective execution of work and achievement of program goals. The study contributes to literature by providing a conceptual model explaining how repetitive activities manifest and can be leveraged and steered to realise their potential benefits.
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Global societal challenges and limited resources have intensified the need for solutions that accelerate innovation and increase productivity. Repetition, particularly in the construction industry, is widely recognised for achieving efficiency gains and cost reductions. Its realisation, however, remains challenging due to the project-based nature of the industry, which emphasises project uniqueness. In addition, repetition is fragmented across multiple organisations and its recognition is predominantly framed from an intra-organisational perspective. Inter-organisational programs offer a promising setting to enable repetitive activities by strategically bundling interdependent and similar projects. Based on a qualitative multiple-case analysis of three construction programs, the study shows how organisations can identify the potential benefits of repetitive activities earlier, leading to more efficient and effective execution of work and achievement of program goals. The study contributes to literature by providing a conceptual model explaining how repetitive activities manifest and can be leveraged and steered to realise their potential benefits.
Journal article
(2026)
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Q.A.M. Reijtenbagh, Hsinko Cinco Yu, D.F.J. Schraven, M.G.C. Bosch-Rekveldt, H.T. Remøy
Circular urban design is vital for developing the urban environment amidst intense urbanization, resource depletion, and climate change. Recent studies indicate that using urban space effectively is a necessity to promote circularity in the built environment. Yet, so far, discussions on the use of space within the circular economy have hardly shown its value beyond financial terms and enabling the circularity of buildings. To better capture the non‐financial benefits and costs, this study uses a plural value perspective by means of a public sector circular business model lens. The model is applied to three cases of urban space use in the city of Amsterdam. In these cases, space is used for temporary storage and handling to facilitate material reuse in urban area maintenance and (re)development projects in outdoor public spaces. Our findings demonstrate that (temporary) use of urban space is a crucial resource to store materials and enable material circularity in outdoor public spaces. The findings show that more permanent use of urban space provides opportunities for value chain collaboration and professionalization of storage and handling, whereas shorter use of urban space can be utilized for temporary storage to orchestrate the reuse of materials locally. The (temporary) use of urban spaces enables reuse, repurpose, refurbish, repair, and/or remanufacture of materials and products applied in outdoor public spaces and can create public, social, environmental, and economic value. The findings guide project stakeholders, urban planners, and policy makers on how to unlock the value‐creating potential of (temporary) urban space use to create circular outdoor public spaces.
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Circular urban design is vital for developing the urban environment amidst intense urbanization, resource depletion, and climate change. Recent studies indicate that using urban space effectively is a necessity to promote circularity in the built environment. Yet, so far, discussions on the use of space within the circular economy have hardly shown its value beyond financial terms and enabling the circularity of buildings. To better capture the non‐financial benefits and costs, this study uses a plural value perspective by means of a public sector circular business model lens. The model is applied to three cases of urban space use in the city of Amsterdam. In these cases, space is used for temporary storage and handling to facilitate material reuse in urban area maintenance and (re)development projects in outdoor public spaces. Our findings demonstrate that (temporary) use of urban space is a crucial resource to store materials and enable material circularity in outdoor public spaces. The findings show that more permanent use of urban space provides opportunities for value chain collaboration and professionalization of storage and handling, whereas shorter use of urban space can be utilized for temporary storage to orchestrate the reuse of materials locally. The (temporary) use of urban spaces enables reuse, repurpose, refurbish, repair, and/or remanufacture of materials and products applied in outdoor public spaces and can create public, social, environmental, and economic value. The findings guide project stakeholders, urban planners, and policy makers on how to unlock the value‐creating potential of (temporary) urban space use to create circular outdoor public spaces.
Infrastructure systems are increasingly shaped by interdependencies and emergent behaviors. These dynamics, intensified by climate change, urbanization, and technological advancement, demand rapid, holistic, and adaptive responses that traditional models often fail to provide (Mitchell, 2009). As illustrated by the 2025 California wildfire, such emergent phenomena—ranging from immediate impacts to secondary environmental risks— underscore the need for real-time, adaptive interventions (Entcheva, 2025; Mitchell, 2009; Peter and Swilling, 2014). While current DTs provide valuable insights within specific sectors (Tang et al., 2024), their isolated nature limits their capacity to reflect and manage broader systemwide behaviors. The growing body of literature highlights that digital twins must evolve to reflect these cross-domain interdependencies. Complexity science provides a valuable lens for understanding such systems, noting properties like self-organization, emergence, and adaptive feedback loops. By treating multiple digital twins as a single complex ecosystem, the paper discusses the theoretical underpinnings of Complex Digital Twins (CoDTs), defines their structure and variants, and illustrates their potential through real-world applications, aiming to guide future research, development, and governance in complex infrastructure environments.
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Infrastructure systems are increasingly shaped by interdependencies and emergent behaviors. These dynamics, intensified by climate change, urbanization, and technological advancement, demand rapid, holistic, and adaptive responses that traditional models often fail to provide (Mitchell, 2009). As illustrated by the 2025 California wildfire, such emergent phenomena—ranging from immediate impacts to secondary environmental risks— underscore the need for real-time, adaptive interventions (Entcheva, 2025; Mitchell, 2009; Peter and Swilling, 2014). While current DTs provide valuable insights within specific sectors (Tang et al., 2024), their isolated nature limits their capacity to reflect and manage broader systemwide behaviors. The growing body of literature highlights that digital twins must evolve to reflect these cross-domain interdependencies. Complexity science provides a valuable lens for understanding such systems, noting properties like self-organization, emergence, and adaptive feedback loops. By treating multiple digital twins as a single complex ecosystem, the paper discusses the theoretical underpinnings of Complex Digital Twins (CoDTs), defines their structure and variants, and illustrates their potential through real-world applications, aiming to guide future research, development, and governance in complex infrastructure environments.
Construction activities in the built environment use a vast amount of resources, making the circular economy an attractive paradigm against the linear take-waste-dispose economy to reduce this resource consumption. Within the built environment, this transition encompasses the use of circular strategies across the product life cycle for materials. This entails efforts from multiple stakeholders across the product value chain. In this study we therefore explore how stakeholders engagement can aid the process to arrive at a common understanding of a public sector circular business model (PSCBM) in the case of a circular concrete paver. We conducted a participatory design workshop aimed to design this PSCBM with all relevant stakeholders across the product life cycle were (re)presented. We conclude that the presence of stakeholder perspectives was observed to be necessary in drafting up a PSCBM for a concrete paver, but caution is needed. Outcome-wise stakeholder engagement was necessary to sharpen the dream, indicating stakeholder value propositions, activities required, value trade-offs and to arrive at a relevant set of indicators. Process-wise, stakeholder engagement in this setting was relevant because stakeholders were enabled to share perspectives and challenge each other perspectives accordingly. This leads to the advantage that the practical feasibility of proposed ideas could immediately be challenged. However, outcomes and assumptions should always be cross-validated and updated according to new insights (e.g., relevant outcomes of tests or regulations, latest insights on reuse and recycling innovations). The outcomes are time- and context-bound and very much reliant on the perspectives shared. The findings of this study contribute to our understanding of how stakeholder engagement in a workshop setting, can potentially be useful to strategize about circular products. We conclude that this for example, could help to improve the functional and esthetical requirements for product procurement.
...
Construction activities in the built environment use a vast amount of resources, making the circular economy an attractive paradigm against the linear take-waste-dispose economy to reduce this resource consumption. Within the built environment, this transition encompasses the use of circular strategies across the product life cycle for materials. This entails efforts from multiple stakeholders across the product value chain. In this study we therefore explore how stakeholders engagement can aid the process to arrive at a common understanding of a public sector circular business model (PSCBM) in the case of a circular concrete paver. We conducted a participatory design workshop aimed to design this PSCBM with all relevant stakeholders across the product life cycle were (re)presented. We conclude that the presence of stakeholder perspectives was observed to be necessary in drafting up a PSCBM for a concrete paver, but caution is needed. Outcome-wise stakeholder engagement was necessary to sharpen the dream, indicating stakeholder value propositions, activities required, value trade-offs and to arrive at a relevant set of indicators. Process-wise, stakeholder engagement in this setting was relevant because stakeholders were enabled to share perspectives and challenge each other perspectives accordingly. This leads to the advantage that the practical feasibility of proposed ideas could immediately be challenged. However, outcomes and assumptions should always be cross-validated and updated according to new insights (e.g., relevant outcomes of tests or regulations, latest insights on reuse and recycling innovations). The outcomes are time- and context-bound and very much reliant on the perspectives shared. The findings of this study contribute to our understanding of how stakeholder engagement in a workshop setting, can potentially be useful to strategize about circular products. We conclude that this for example, could help to improve the functional and esthetical requirements for product procurement.
Orchestrated reciprocity over equilibrium
How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects
Journal article
(2025)
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Wenqian Guo, Sixuan Yan, Yan Liu, Hanfei Wang, Marian Bosch-Rekveldt, Yan Ning
Managing behavioral interactions and conflicts across organizational boundaries remains a persistent challenge in project management. Inter-organizational relationship quality is closely related to the sustainable development of future cooperation, yet prior studies have reported contradictory findings. Rooted in the field of project behavior and conflict management, this study examines how relational behavior and task conflict jointly shape inter-organizational relationship quality. This study employs fuzzy-set qualitative comparative analysis (fsQCA) to uncover multiple configurational pathways leading to different levels of inter-organizational relationship quality. It examines how situational factors (task conflict and time delay) interact with behavioral factors (the relational behavior of both parties) to shape these outcomes. Based on survey data from 212 questionnaires, this study concludes that a key factor driving high relationship quality is when the three dimensions of relational behavior of both parties are aligned or when one collaborator more closely meets the expectations of both parties. Conversely, low relationship quality occurs when both task conflict and time delay are in an unfavorable state, especially when the relational behavior of the two parties is not equal. The findings contribute to conflict management literature by advancing a configurational understanding of how behavioral reciprocity and situational stressors shape relationship outcomes. These configurations show high consistency and coverage, indicating robust and empirically relevant patterns in inter-organizational relationship quality.
...
Managing behavioral interactions and conflicts across organizational boundaries remains a persistent challenge in project management. Inter-organizational relationship quality is closely related to the sustainable development of future cooperation, yet prior studies have reported contradictory findings. Rooted in the field of project behavior and conflict management, this study examines how relational behavior and task conflict jointly shape inter-organizational relationship quality. This study employs fuzzy-set qualitative comparative analysis (fsQCA) to uncover multiple configurational pathways leading to different levels of inter-organizational relationship quality. It examines how situational factors (task conflict and time delay) interact with behavioral factors (the relational behavior of both parties) to shape these outcomes. Based on survey data from 212 questionnaires, this study concludes that a key factor driving high relationship quality is when the three dimensions of relational behavior of both parties are aligned or when one collaborator more closely meets the expectations of both parties. Conversely, low relationship quality occurs when both task conflict and time delay are in an unfavorable state, especially when the relational behavior of the two parties is not equal. The findings contribute to conflict management literature by advancing a configurational understanding of how behavioral reciprocity and situational stressors shape relationship outcomes. These configurations show high consistency and coverage, indicating robust and empirically relevant patterns in inter-organizational relationship quality.
Schedules play a pivotal role in engineering projects and are used primarily to manage time, but also costs, labor, and other resources. Managing schedules can be challenging due to the frequent impact of risks and uncertainties on planned activities, resulting in deviations from expected progress. In addition to risks, today’s large-scale engineering projects also face complexities. Therefore, it is important to identify complexities, incorporate them into schedule risk analysis and manage them flexibly, along with risks, in accordance with the dynamics of such projects. Traditional approaches of project management, however, are relatively rigid and plan-driven, and lack sufficient managerial flexibility to cope with the challenges and dynamics of complex projects. In this regard, the aim of this study is to propose a flexible and integrated procedure for co-managing risks and complexities that affect project schedules. The procedure was developed using complexity assessment and schedule risk analysis methods, along with a set of flexibility-enabling principles of project management identified through relevant literature. This way, it is aimed to bridge between theory and practice and to extend the territory of traditional project risk management. The proposed procedure was then implemented on a project, both retrospectively and hypothetically, using actual project information. The main reasons identified for the delays in the project included insufficient interaction with stakeholders, lack of involvement in processes, failure to adopt perception-based management, and the lack of a shared mental model regarding perceived complexities. It was concluded that, in response to schedule risks, embracing complexity to exploit opportunities rather than attempting to reduce complexity (which is not easy to achieve in general) would be an appropriate strategy to pursue to establish fit-for-purpose management and achieve enhanced risk responses. Consequently, the co-management of risks and complexities was suggested to improve schedule management in large-scale engineering projects.
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Schedules play a pivotal role in engineering projects and are used primarily to manage time, but also costs, labor, and other resources. Managing schedules can be challenging due to the frequent impact of risks and uncertainties on planned activities, resulting in deviations from expected progress. In addition to risks, today’s large-scale engineering projects also face complexities. Therefore, it is important to identify complexities, incorporate them into schedule risk analysis and manage them flexibly, along with risks, in accordance with the dynamics of such projects. Traditional approaches of project management, however, are relatively rigid and plan-driven, and lack sufficient managerial flexibility to cope with the challenges and dynamics of complex projects. In this regard, the aim of this study is to propose a flexible and integrated procedure for co-managing risks and complexities that affect project schedules. The procedure was developed using complexity assessment and schedule risk analysis methods, along with a set of flexibility-enabling principles of project management identified through relevant literature. This way, it is aimed to bridge between theory and practice and to extend the territory of traditional project risk management. The proposed procedure was then implemented on a project, both retrospectively and hypothetically, using actual project information. The main reasons identified for the delays in the project included insufficient interaction with stakeholders, lack of involvement in processes, failure to adopt perception-based management, and the lack of a shared mental model regarding perceived complexities. It was concluded that, in response to schedule risks, embracing complexity to exploit opportunities rather than attempting to reduce complexity (which is not easy to achieve in general) would be an appropriate strategy to pursue to establish fit-for-purpose management and achieve enhanced risk responses. Consequently, the co-management of risks and complexities was suggested to improve schedule management in large-scale engineering projects.
Change to Care
Transforming Our Education and Focus on Students’ Identity Development
Book chapter
(2025)
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S.M. Flipse, I. Akay, Jorge Martinez, A.E. Roseboom, M.G.C. Bosch-Rekveldt, P.W. Chan, W. Chu, T. Geydan, E. Kalmar, J. van Keulen, H. Khodaei, M. Leijten
At TU Delft, we are not just educating engineers; we are shaping the future of engineering and engineering education. We are empowering our students to become the kind of leaders who can navigate complexity, embrace change, and build a better world, also under VUCA conditions. In this manifesto, we develop a line of reasoning to rethink our education, moving away from ‘professional problem solvers’ to ‘individuals who care for our collective future from an engineering background.’
We believe that TU Delft has a unique opportunity to lead the way in reimagining engineering education for the VUCA world. By embracing the principles outlined in this manifesto, we can empower our students to become the future-proof engineers that our society needs. We invite all members of the TU Delft community – faculty, students, and staff – to join us on this exciting journey. ...
We believe that TU Delft has a unique opportunity to lead the way in reimagining engineering education for the VUCA world. By embracing the principles outlined in this manifesto, we can empower our students to become the future-proof engineers that our society needs. We invite all members of the TU Delft community – faculty, students, and staff – to join us on this exciting journey. ...
At TU Delft, we are not just educating engineers; we are shaping the future of engineering and engineering education. We are empowering our students to become the kind of leaders who can navigate complexity, embrace change, and build a better world, also under VUCA conditions. In this manifesto, we develop a line of reasoning to rethink our education, moving away from ‘professional problem solvers’ to ‘individuals who care for our collective future from an engineering background.’
We believe that TU Delft has a unique opportunity to lead the way in reimagining engineering education for the VUCA world. By embracing the principles outlined in this manifesto, we can empower our students to become the future-proof engineers that our society needs. We invite all members of the TU Delft community – faculty, students, and staff – to join us on this exciting journey.
We believe that TU Delft has a unique opportunity to lead the way in reimagining engineering education for the VUCA world. By embracing the principles outlined in this manifesto, we can empower our students to become the future-proof engineers that our society needs. We invite all members of the TU Delft community – faculty, students, and staff – to join us on this exciting journey.
Een gepaste aanpak van grand challenges?
Sturing bij integrale gebiedstransformaties betekent omgaan met complexiteit en onzekerheid
In dit artikel trekken wij lessen uit de opzet en contractuele en relationele sturing van een integrale gebiedstransformatie. We onderzochten of en hoe er bij de aanpak van een dergelijke grote maatschappelijke uitdaging (‘grand challenge’) in de gebouwde omgeving rekening gehouden wordt met complexiteit en onzekerheid. Ons onderzoek toont het belang aan van een integrale programmatische aanpak, waarin verschillende beleidsvraagstukken, actoren en middelen worden samengebracht om gemeenschappelijke doelstellingen te behalen. Om meer waardecreatie te realiseren moet de aanpak de complexiteit van de opgave onderkennen. Daarvoor zijn gezamenlijke visievorming tussen partners, aandacht voor verschillende waarden en belangen, en overkoepelende sturing op deelinspanningen noodzakelijk. Onder financiële druk kan gemakkelijk de behoefte ontstaan om complexiteit te reduceren, en meer controle en beheersing te introduceren door te focussen op individuele deelprojecten via strikt contractuele sturing. Dat dient echter het gezamenlijke doel niet. Naast contractuele sturing is voor succes relationele flexibiliteit nodig om onzekere omstandigheden in de toekomst het hoofd te kunnen bieden. Publieke opdrachtgevers moeten meer aandacht hebben voor sturing op samenhang en integraliteit, het onderlinge vertrouwen tussen partners, het gezamenlijk oplossen van problemen en conflictmanagement.
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In dit artikel trekken wij lessen uit de opzet en contractuele en relationele sturing van een integrale gebiedstransformatie. We onderzochten of en hoe er bij de aanpak van een dergelijke grote maatschappelijke uitdaging (‘grand challenge’) in de gebouwde omgeving rekening gehouden wordt met complexiteit en onzekerheid. Ons onderzoek toont het belang aan van een integrale programmatische aanpak, waarin verschillende beleidsvraagstukken, actoren en middelen worden samengebracht om gemeenschappelijke doelstellingen te behalen. Om meer waardecreatie te realiseren moet de aanpak de complexiteit van de opgave onderkennen. Daarvoor zijn gezamenlijke visievorming tussen partners, aandacht voor verschillende waarden en belangen, en overkoepelende sturing op deelinspanningen noodzakelijk. Onder financiële druk kan gemakkelijk de behoefte ontstaan om complexiteit te reduceren, en meer controle en beheersing te introduceren door te focussen op individuele deelprojecten via strikt contractuele sturing. Dat dient echter het gezamenlijke doel niet. Naast contractuele sturing is voor succes relationele flexibiliteit nodig om onzekere omstandigheden in de toekomst het hoofd te kunnen bieden. Publieke opdrachtgevers moeten meer aandacht hebben voor sturing op samenhang en integraliteit, het onderlinge vertrouwen tussen partners, het gezamenlijk oplossen van problemen en conflictmanagement.
In this chapter, obstacles and enablers for the implementation of sustainable project management are identified. Focus is given to the missing link between formulation of the sustainability strategy-corporate sustainable ambitions and vision-and the implementation on project level. Focussing on a large engineering company, the factors affecting the implementation of sustainability on six projects are studied. This exploratory empirical study suggests that the clients largely determine the level of sustainability and that there is a gap between ambitions and intentions of the engineering company and actual implementation. A more pro-active approach of the engineering company revolves around the alignment of sustainability ambitions with the client, the explicit discussion of sustainability in the company and in project teams to stimulate a sustainability mind-set and show casing earlier sustainability achievements. A framework is provided giving sustainability a more central role in the practice of the engineering company.
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In this chapter, obstacles and enablers for the implementation of sustainable project management are identified. Focus is given to the missing link between formulation of the sustainability strategy-corporate sustainable ambitions and vision-and the implementation on project level. Focussing on a large engineering company, the factors affecting the implementation of sustainability on six projects are studied. This exploratory empirical study suggests that the clients largely determine the level of sustainability and that there is a gap between ambitions and intentions of the engineering company and actual implementation. A more pro-active approach of the engineering company revolves around the alignment of sustainability ambitions with the client, the explicit discussion of sustainability in the company and in project teams to stimulate a sustainability mind-set and show casing earlier sustainability achievements. A framework is provided giving sustainability a more central role in the practice of the engineering company.
Early project phases are crucial for the chance of project success, yet uncertainties stemming from the dynamic context of projects are difficult to manage in a pure waterfall approach. Marian Bosch-Rekveldt, Hans Bakker and Marcel Hertogh explore how the feasibility and planning phases could benefit from a more flexible approach, specifically focusing on interaction, collaboration and adopting a change mindset. The real-life example of the complex Zuidasdok project illustrates that uncertainties are part of the project manager’s job and these uncertainties have to be dealt with rather than reduced. This implies additional requirements for individual and team competencies. In addition to affinity with the content and more flexible project management tools, collaborative skills are becoming more and more crucial as ‘People are Key’. These skills create a pole position for the later stages of the project and allow us to act upon any changes in the context.
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Early project phases are crucial for the chance of project success, yet uncertainties stemming from the dynamic context of projects are difficult to manage in a pure waterfall approach. Marian Bosch-Rekveldt, Hans Bakker and Marcel Hertogh explore how the feasibility and planning phases could benefit from a more flexible approach, specifically focusing on interaction, collaboration and adopting a change mindset. The real-life example of the complex Zuidasdok project illustrates that uncertainties are part of the project manager’s job and these uncertainties have to be dealt with rather than reduced. This implies additional requirements for individual and team competencies. In addition to affinity with the content and more flexible project management tools, collaborative skills are becoming more and more crucial as ‘People are Key’. These skills create a pole position for the later stages of the project and allow us to act upon any changes in the context.
Journal article
(2024)
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Önder Ökmen, Martijn Leijten, Theodora Strattona, Marian Bosch-Rekveldt, Hans Bakker
In addition to the tools and techniques available, project risk management also depends on the attitudes of people in an organisation, how the available tools are used, and how the procedures are followed. Therefore, efforts to improve the project risk management capacity of organisations may fail if the diversity of people (characters, traits etc.) involved is neglected. Based on this argument, the aim of this study is to demonstrate that companies can improve project risk management using the perspectives of their key experts. In this context, an approach was proposed based on Q-Methodology and a case study has been conducted in a construction company in the Netherlands. The quantitative output obtained through Q-Methodology application was evaluated in conjunction with the qualitative data gathered from interviews conducted with the managers of different units within the company. As a result of this evaluation, three common perspectives were identified among the respondents under the names of ‘Experience and Belief’, ‘Procedures and Management’ and ‘Culture and Communication’, respectively. Then, a number of recommendations were made to the company. First, customized management approaches that integrate and balance the identified perspectives should be adopted. Second, a mature organisational risk management culture should be promoted. Project charters that specifically target risk management culture in projects can be used for this purpose. Third, risk management should be integrated into other activities, making it a normal part of employees’ daily work. Finally, but not exclusively, the employees should be instructed on the use of risk registers and guidance should be put in place on how often they are expected to update the risk registers. This study demonstrates the benefit of considering employee diversity and leveraging perspectives in unlocking the potential of construction companies in terms of project risk management.
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In addition to the tools and techniques available, project risk management also depends on the attitudes of people in an organisation, how the available tools are used, and how the procedures are followed. Therefore, efforts to improve the project risk management capacity of organisations may fail if the diversity of people (characters, traits etc.) involved is neglected. Based on this argument, the aim of this study is to demonstrate that companies can improve project risk management using the perspectives of their key experts. In this context, an approach was proposed based on Q-Methodology and a case study has been conducted in a construction company in the Netherlands. The quantitative output obtained through Q-Methodology application was evaluated in conjunction with the qualitative data gathered from interviews conducted with the managers of different units within the company. As a result of this evaluation, three common perspectives were identified among the respondents under the names of ‘Experience and Belief’, ‘Procedures and Management’ and ‘Culture and Communication’, respectively. Then, a number of recommendations were made to the company. First, customized management approaches that integrate and balance the identified perspectives should be adopted. Second, a mature organisational risk management culture should be promoted. Project charters that specifically target risk management culture in projects can be used for this purpose. Third, risk management should be integrated into other activities, making it a normal part of employees’ daily work. Finally, but not exclusively, the employees should be instructed on the use of risk registers and guidance should be put in place on how often they are expected to update the risk registers. This study demonstrates the benefit of considering employee diversity and leveraging perspectives in unlocking the potential of construction companies in terms of project risk management.
Project management is known for its tools and techniques that are used to plan and deliver projects in a controlled context. Megaprojects don't always fit well into this paradigm due to their size, complexity and longevity. Megaprojects often start without precisely defined goals and without a detailed knowledge of how the project will progress or the outcomes will be delivered. We examine the requirements for governance of megaprojects by reviewing the literature and reflecting on practice. We use the analytical model of where, how and what to illustrate different units of analysis (i.e., context, governance and goals) in megaprojects in three countries and to illustrate how goals and governance move. Building upon the governance and performance management literature, the paper contributes to the understanding of moving goals and governance for ensuring performance. We propose a framework for diagnosing goals and we list six systemic errors that result in a misfit.
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Project management is known for its tools and techniques that are used to plan and deliver projects in a controlled context. Megaprojects don't always fit well into this paradigm due to their size, complexity and longevity. Megaprojects often start without precisely defined goals and without a detailed knowledge of how the project will progress or the outcomes will be delivered. We examine the requirements for governance of megaprojects by reviewing the literature and reflecting on practice. We use the analytical model of where, how and what to illustrate different units of analysis (i.e., context, governance and goals) in megaprojects in three countries and to illustrate how goals and governance move. Building upon the governance and performance management literature, the paper contributes to the understanding of moving goals and governance for ensuring performance. We propose a framework for diagnosing goals and we list six systemic errors that result in a misfit.
Project Risk Management helps with achieving project objectives, especially those concerning cost, time and quality. In the current APM definition, project risks are uncertain events or circumstances that may or may not happen. Risks are either threats that hurt the project objectives, or opportunities that are positive for the project objectives. Over time, project professionals have expressed concern with the idea that risks can be ‘positive’, since it does not align with the thinking in the non-project world, where risks are always negative. There was also the feeling that opportunities are often not identified, or treated differently from threats.
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Project Risk Management helps with achieving project objectives, especially those concerning cost, time and quality. In the current APM definition, project risks are uncertain events or circumstances that may or may not happen. Risks are either threats that hurt the project objectives, or opportunities that are positive for the project objectives. Over time, project professionals have expressed concern with the idea that risks can be ‘positive’, since it does not align with the thinking in the non-project world, where risks are always negative. There was also the feeling that opportunities are often not identified, or treated differently from threats.
Project Risk Management helps with achieving project objectives, especially those concerning cost, time and quality. In the current APM definition, project risks are uncertain events or circumstances that may or may not happen. Risks are either threats that hurt the project objectives, or opportunities that are positive for the project objectives. Over time, project professionals have expressed concern with the idea that risks can be ‘positive’, since it does not align with the thinking in the non-project world, where risks are always negative. There was also the feeling that opportunities are often not identified, or treated differently from threats.
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Project Risk Management helps with achieving project objectives, especially those concerning cost, time and quality. In the current APM definition, project risks are uncertain events or circumstances that may or may not happen. Risks are either threats that hurt the project objectives, or opportunities that are positive for the project objectives. Over time, project professionals have expressed concern with the idea that risks can be ‘positive’, since it does not align with the thinking in the non-project world, where risks are always negative. There was also the feeling that opportunities are often not identified, or treated differently from threats.
Asset management of flood defences as a co-production
An analysis of cooperation in five situations in the Netherlands
Journal article
(2023)
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Frank den Heijer, Jeroen Rijke, Marian Bosch-Rekveldt, Annemargreet de Leeuw, María Barciela-Rial
Flood defences are in practice often multi-used, multi-managed and multi-financed. Flood defence asset management contains technical, organizational and spatial complex issues involving multiple organizations. In the literature, little attention has been given to the conditions for successful cooperation between organizations in flood defence asset management. This paper elaborates on this aspect of mature asset management from a practical point of view. Although the importance of a fit-for-purpose cooperation seems trivial, practice shows that the shape of cooperation is often the coincidental result of implicit or ad-hoc choices and is not deliberately designed. This paper reports on empirical data gathered in a case consisting of five different situations related to collaboration in flood defence management. The management context consists of three main tasks: performance assessment, reinforcement and daily management, and three decision levels: strategic, tactical and operational, resulting in nine different management environments and related interfaces. For effectively achieving desired outcomes, the shape of cooperation has to be explicitly chosen dependent on the complexity of content and organizational context, and relevant external circumstances: situational cooperation.
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Flood defences are in practice often multi-used, multi-managed and multi-financed. Flood defence asset management contains technical, organizational and spatial complex issues involving multiple organizations. In the literature, little attention has been given to the conditions for successful cooperation between organizations in flood defence asset management. This paper elaborates on this aspect of mature asset management from a practical point of view. Although the importance of a fit-for-purpose cooperation seems trivial, practice shows that the shape of cooperation is often the coincidental result of implicit or ad-hoc choices and is not deliberately designed. This paper reports on empirical data gathered in a case consisting of five different situations related to collaboration in flood defence management. The management context consists of three main tasks: performance assessment, reinforcement and daily management, and three decision levels: strategic, tactical and operational, resulting in nine different management environments and related interfaces. For effectively achieving desired outcomes, the shape of cooperation has to be explicitly chosen dependent on the complexity of content and organizational context, and relevant external circumstances: situational cooperation.
Journal article
(2023)
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Frank den Heijer, Maarten Podt, Marian Bosch-Rekveldt, Annemargreet de Leeuw, Jeroen Rijke
Flood defences are often situated in public spaces and are mostly multi-functional, multi-financed and multi-managed. Cooperation in flood defence asset management is important because roles and responsibilities are fragmented within and between organisations. This complex context calls for mutual understanding from responsible role-holders. Research has shown that serious games are instrumental to reflect situations in which technical and social complexity both play a role. Serious games motivate participants to learn and to change the way they learn. This paper presents the development, application, and results of a serious game ‘Dike Dilemmas Under Pressure' that aims to create better mutual understanding between actors in flood defence asset management. The game was played with 67 professionals that fulfil a diversity of roles related to flood defence asset management in the Netherlands. The analysis of the results in this paper clearly shows different preferred cooperative attitudes between different groups of role-holders and indicates potential misperceptions. The game participants were enthusiastic about the insights gained. They indicated that it helped them to recognise the broad variety of asset management dilemmas and become aware of their own cooperative attitudes and those of their colleagues towards dealing with these dilemmas. Future application of the game is recommended to monitor the cooperative attitudes of professionals in flood defence and to support the development of teams.
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Flood defences are often situated in public spaces and are mostly multi-functional, multi-financed and multi-managed. Cooperation in flood defence asset management is important because roles and responsibilities are fragmented within and between organisations. This complex context calls for mutual understanding from responsible role-holders. Research has shown that serious games are instrumental to reflect situations in which technical and social complexity both play a role. Serious games motivate participants to learn and to change the way they learn. This paper presents the development, application, and results of a serious game ‘Dike Dilemmas Under Pressure' that aims to create better mutual understanding between actors in flood defence asset management. The game was played with 67 professionals that fulfil a diversity of roles related to flood defence asset management in the Netherlands. The analysis of the results in this paper clearly shows different preferred cooperative attitudes between different groups of role-holders and indicates potential misperceptions. The game participants were enthusiastic about the insights gained. They indicated that it helped them to recognise the broad variety of asset management dilemmas and become aware of their own cooperative attitudes and those of their colleagues towards dealing with these dilemmas. Future application of the game is recommended to monitor the cooperative attitudes of professionals in flood defence and to support the development of teams.