The infrastructure sector is characterised by the complexity in its projects. Integral Project Management (IPM), created and used by Rijkswaterstaat, provides a project management team structure and way of working to make optimal decisions in these complex projects. It divides the team into the disciplines of project management, project control management, stakeholder management, technical management and contract management. These disciplines integrally make the decisions in projects. The infrastructure sector is shifting from a project to asset management context. This shift requires a different focus, making the application of IPM in this new context uncertain. The research focuses on the possibility to implement IPM in the asset management context. It investigates the current applications of IPM in projects and then adjusts it to the new focus. The research follows multiple methods: a literature review to understand the current field of research, a desk study on the origin of IPM, semi-structured interviews with project managers and an expert session with experts in asset management to evaluate the final advice.

The findings of the research uncovered that projects apply IPM differently in three dimensions. Projects adjust these three dimensions to fit IPM in the assignment and specifics of the project. Together the dimensions form a IPM cube that represents the area of possible IPM variations. The first dimension is the “structure to control the project” dimension and focuses on the hard team structure. Projects adjust the core team to bring in additional expertise and roles that are needed for the project. The second dimension is the “interconnectedness of the team” dimension and focuses on the way of working within the team. Teams have strict or loose application of IPM, meaning that some divide decisions while others strictly make all decision together. The third dimension is the “personal preference” dimension and focuses on the soft aspects of project management. Personalities and preferences determine if people can work together or which adjustments in the other dimensions are made.

There are possibilities for implementing this IPM cube in the asset management context. The research created an advice. Minor adjustments to the dimensions are necessary to implement the different focus, but the five disciplines also fit as a team in asset management. This means that the asset management team mirrors the project management team. The asset management team focuses on the long-term and creates the project for the project management team to realise. An information manager between the two teams ensures communication takes place and that information is shared correctly. Continuously evaluating and adjusting the three IPM dimensions ensures that IPM is optimally applied in asset management.

The research concludes with an advice that shows the possibilities of IPM in the asset management context. Further, it contributes to existing literature by providing an insight into the current practice of IPM. The research could be used as a foundation for future research on IPM.
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In this MSc thesis, the Q-methodology was used in conjunction with the TOE-complexity framework to find different perspectives on project complexity within projects and between projects. To this end, three projects were analysed. The research took both the role of an individual, and the organization type they work at into consideration at the same time.

In two projects two different perspectives were identified. Whilst in the third project, three perspectives emerged. In the two projects with two perspectives, the perspectives were split between on one hand participants that found more complexity from the experienced lack of trust and other relational sources, and on the other hand participants that found complexity stemming from project content. The perspectives in the third project were more nuanced. With one finding political influence and higher management more complex, one finding the number of subprojects and influence from external stakeholders complex, and a third finding technical and project environment elements more complex. Within this third project, the complexity from lack of trust was ranked lower. The project manager from that project expressed that they had put a lot of effort into creating and keeping trust throughout the project. It seems that putting high effort into elements that are ranked high in one or more of the perspectives could lower the perceived complexity of that element. But if this actually is the case, and if this can lead to better project results or collaboration needs to be researched further.

When looking at all projects at the same time, complexity experienced from the lack of trust was also prevalent in two of the three perspectives that emerged.

The research confirms that multiple, distinct perspectives exist within project teams, each reflecting a different understanding of which elements are most complex. These perspectives do not systematically align with project roles nor organisational boundaries. In one project, the perspective aligned more with IPM role, in one project results were similar between role and company, and in one project perspectives aligned more with organisation.

Identifying perspectives on project complexity through (for example) the Q-methodology, can be used to increase collaboration by enabling project professionals to understand each other better. This allows for perspective-taking, enhancing group performance through fostering cooperation and coordination.
Through the different perspectives on project complexity, different complexity elements emerge as adding the most complexity to the project. These emerging elements should be investigated within a team, by directing more attention to them. For example, by focussing on them more during risk analysis sessions. If everyone had thought the same about the complexity, these elements might not emerge and be overlooked. Thus, having different perspectives should be embraced.

The complexity of a project, and the perception thereof are not static, therefore identifying perspectives should be repeated. Over time the perspective of a person could drift away from what others think that person has as a perspective. By systematically repeating the exercise throughout a project lifecycle, (for example) before each project follow-up, helps project professionals to keep understanding each other, keeping perspective-taking possible. Whilst simultaneously identifying new emerging complexity elements that warrant investigation and attention. ... Read more

Knowledge management literature includes the sharing and capturing of knowledge, yet the reuse of knowledge after capture remains underexplored, particularly in project-based organisations (PBO). Moreover, reuse is not always incorporated into the working process, leading to inefficient reuse of knowledge. Ineffective reuse can lead to inefficiencies such as reinventing the wheel and repeating mistakes. Although research on knowledge reuse is increasing, limited research analyses the usefulness and how different forms of reuse are applied in practice.

This study is an exploratory research on how knowledge reuse can be useful in practice within a PBO. The research included a literature review, exploratory interviews, a case study involving three projects of different sizes, and a focus group discussion. The literature identified six forms of knowledge reuse, which provided a foundation for analysing the reuse of knowledge in practice.

The findings show that knowledge reuse already occurs in practice, mainly on individual initiative, lacking a clear structure, and not incorporated into the project process. In practice, knowledge was primarily reused through adaptation, recontextualisation, reflection, and recombination. The need for comparable projects was identified as the most important condition to reusing knowledge, while project uniqueness limited direct reuse. Overall, knowledge reuse was found to improve project efficiency by saving time, avoiding reinventing the wheel, and preventing repeated mistakes. Based on these insights, a practical framework was developed and evaluated to stimulate the reuse of knowledge by incorporating reuse into the project process.
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This research explores the role of mobility hubs as strategic interventions in the transition towards sustainable urban mobility, focusing on their effectiveness in achieving predefined policy goals. Mobility hubs are physical spaces designed to integrate various transportation modes, serving as multimodal transfer points. They are increasingly used by municipalities in the Netherlands to address urban challenges such as an increasing demand for mobility, limited public space, and the environmental impacts of private vehicle use. Despite their growing implementation, systematic ex-post evaluation of mobility hubs in relation to their policy objectives remains scarce. This research seeks to fill this gap by developing an ex-post evaluation framework for assessing the societal impacts of realised mobility hubs.

The study applies different methods, combining a literature review, policy analysis, expert interviews, and a case application. The literature review sets the theoretical foundation by examining sustainable mobility concepts and the role of mobility hubs in transport systems. Policy documents from the municipality of Amsterdam and the province of Noord-Holland were analysed to understand the goals and objectives behind the development of mobility hubs. These policy documents highlight broad ambitions such as enhancing accessibility, promoting modal shifts away from private car use, and improving public space. However, they often lack specific, measurable indicators for assessing effectiveness.

Empirical data was gathered through semi-structured expert interviews with municipal representatives, provinces and developers involved in mobility hub development. These interviews provided insights into the current practices, challenges, and expectations for evaluating the effectiveness of mobility hubs. The findings from the interviews informed the creation of the ex-post evaluation framework, which includes indicators for measuring the contribution of mobility hubs to societal goals. Further, it was revealed that current practices aimed for moving from monitoring towards evaluation.

A key aspect of this research was testing the evaluation framework through a case application of the Appeltjesmarkt mobility hub in Amsterdam. This case application examined the feasibility, relevance, and practicality of applying the framework to a real-world example. The findings revealed that quantitative data on usage is readily available, evaluating broader impacts such as changes in travel behaviour and social cohesion remains challenging. The case study also highlighted the importance of contextual factors, such as the urban setting and hub size, in influencing the evaluation process.

The research emphasises the need for adaptive, context-sensitive evaluation frameworks, that can account for the diversity of mobility hubs and their varying roles. The proposed framework provides a practical tool for municipalities and stakeholders to assess the effectiveness of mobility hubs and supports evidence-based decision-making in the development of mobility hubs. This study contributes to bridging the gap between policy ambitions and the actual performance of mobility hubs. ... Read more

In the Netherlands, urban renovation projects increasingly face the pressures of drought, severe rains, and heat stress. Vegetated roof layers offer a solution by temporarily storing rainfall in the substrate and delaying runoff, while evapotranspiration and shading moderate roof surface temperatures during warm periods. Renovation portfolios, including public buildings, combine high exposure, lengthy life cycles, and extensive roof surfaces, making rooftop choices materially relevant for climate adaptation.

However, although green roofs are frequently marketed as climate-adaptive solutions, their uptake in projects often hinges on broad pledges, isolated pilots, or aesthetic ambition rather than decision-ready justification. Post-occupancy evidence regarding cooling, water retention, and other effects remains fragmented, and the links between measured performance and actual decisions are weak. The core problem is therefore not a lack of technical options, but a decision and governance gap. Projects struggle to translate mixed evidence into choices that stakeholders accept, can resource, and can follow through on, with clear responsibilities and feasible routines. This thesis asks how evidence for climate-adaptive green roofs in Dutch renovation projects can be structured to better support decision-making.

The research shows that thermal and hydrological effects are supported by relatively robust and repeatable quantitative findings. In contrast, ecosystem services and planning or governance aspects remain less consistently measured, often staying at the level of qualitative claims. While indicators exist, they are rarely translated into decision rules for renovation portfolios, and roof-level measurements are seldom tied to responsibility allocation or follow-through. Stakeholder perspectives confirm this pattern: respondents value clear, conservative performance indicators for water retention and basic financial performance, but they also rely heavily on qualitative signals such as perceived cooling, user satisfaction, and the symbolic value of greenery. Structural barriers, including limited budgets, fragmented responsibilities, and limited data processing capacity, reinforce a preference for simple, repeatable checks that can be integrated into existing routines and clarify responsibilities at handover.

Building on these insights, the thesis develops a Structured Decision Making (SDM) model that organizes justification around a compact objectives hierarchy and archetypal roof alternatives. The model makes explicit which evidence reduces which uncertainty at key decision points, linking technical, financial, experiential, and governance evidence to the relevant organizational levels. Monitoring is redefined as a minimal, decision-driven practice that supports decision traceability and basic performance assurance.

By proposing this SDM-based model, the thesis provides decision-ready justification criteria and minimal monitoring commitments. It integrates robust hydrological indicators with qualitative drivers, making responsibilities explicit. This context-informed prototype offers a practical starting point for municipalities, consultants, and portfolio managers to justify green roof decisions in a transparent and learning-oriented way. ... Read more

This dissertation covers research on Project Steering Committees (PSCs). A PSC is a temporary body that oversees a project and to which the project manager reports. The project’s daily operations are managed by a project manager. The organizations that fund and own the project will take measures to ensure that the project is executed in line with their interests. They will therefore direct project managers and hold them accountable, which literature refers to as project governance. This project governance can be carried out by a single person, referred to in this dissertation as the project owner. Alternatively, the funding or owning organizations might establish a governing body. The body can be a permanent committee that governs several projects. Another option observed in practice is a temporary group of senior managers who, together and part-time, govern the project, referred to as a Project Steering Committee (PSC). ... Read more

Circular Material Hubs (CMHs) are emerging as pivotal infrastructures for managing secondary construction components and reducing Construction and Demolition Waste (CDW). Despite their growing relevance, their performance remains insufficiently understood in relation to broader Circular Economy (CE) objectives. Existing monitoring approaches, typically limited to physical throughput such as stored or processed quantities, fail to capture systemic impacts and feedbacks. Consequently, municipalities lack suitable tools to evaluate whether CMHs genuinely advance circular ambitions or remain isolated pilot initiatives. This thesis addresses this gap by developing a framework that integrates Qualitative System Dynamics Modelling (QSDM) with a multi-level indicator set to assess the contribution of CMHs to Circular Urban Metabolism (CUM). Amsterdam serves as the case context. The framework builds on the concept of monitoring the CUM of Outdoor Public Space Projects (OPSPs) by conceptualising the city, OPSPs, and CMHs as a nexus of interdependent systems. A Causal Loop Diagram (CLD) maps the dynamic interactions between these subsystems and reveals both reinforcing and balancing feedback loops. Centrality analysis is applied to identify structurally influential variables and potential Leverage Points (LPs) where interventions can have the greatest systemic effect. The results highlight that reuse-oriented design, supply-chain efficiency, and material availability exert the strongest network influence and therefore represent strategic LPs. Building upon these insights, an integrated indicator framework is proposed to link micro-, meso-, and macro-level assessment scales. The micro level monitors CMH operational efficiency, the meso level tracks project outcomes, and the macro level assesses city-wide effects. Through a backcasting logic, the framework allows policymakers to start from long-term circularity objectives and trace them back through LPs to specific variables and indicators. This design enables municipalities to monitor both direct operational outcomes and indirect systemic impacts, thereby aligning local interventions with city-wide circular goals. Methodologically, the research combines systems thinking and design by analogy. Systems thinking provides the analytical structure for mapping interconnections and understanding complexity, while design by analogy enables the transfer of insights from established fields, such as logistics and warehouse management, to the emerging practice of CMHs. The study demonstrates that CMHs should be evaluated not as static facilities but as systemic mediators that link design, logistics, policy, and cultural acceptance within urban resource cycles. Their effectiveness depends equally on technical performance and on the governance structures that enable reuse, including procurement regulations, standards, and information transparency. While the framework remains exploratory and qualitative, it establishes a foundation for quantitative extensions using stock-and-flow modelling and digital traceability. Future research should investigate how the framework can be utilised as an engagement platform for municipal and industry stakeholders. In conclusion, the thesis delivers a structured monitoring framework that enables municipalities to link daily CMH operations with long-term sustainability targets and to guide the transition toward circular urban systems. ... Read more

Schiphol Airport, a critical hub for international travel, operates in a highly unpredictable environment, influenced by economic instability, changing regulations, resource shortages, and geopolitical tensions. Despite these challenges, Schiphol remains one of the world’s leading airports, with plans for continued growth, including a six-billion-euro investment in future maintenance and projects. Managing this dynamic landscape requires a resilient approach to project portfolio management (PPM), which has traditionally focused on aligning projects with broader organizational goals. However, increasing uncertainty poses significant challenges. Traditional PPM can be extended through the application of two types of capabilities: Dynamic and Ad-hoc. Dynamic capabilities are structured, formalized capabilities that enable organizations to sense uncertainties, seize opportunities, and reconfigure portfolios to adapt to disruptions. In contrast, ad-hoc capabilities provide flexible, improvised responses grounded in situational judgment to address unforeseen challenges. By integrating these capabilities, a hybrid approach could balance different responses, enhancing resilience in dynamic environments. Therefore, this research explores the hybrid application of dynamic capabilities (DCs) and ad-hoc capabilities (AHCs) to manage disruptions within Schiphol’s project portfolio.

Using Schiphol Airport as a case study, the research investigates when and how dynamic capabilities are complemented by ad-hoc capabilities to manage disruptions. The study aims to answer the main research question: In what context can ad-hoc and dynamic capabilities complement each other to manage disruptions in project portfolios?

This question is addressed through a comprehensive literature review, document analysis, interviews with 11 decision-makers, and an expert judgment session with seven professionals. The research explores how these capabilities are applied in practice and offers recommendations for managing uncertainty in complex environments.

The case study of Schiphol Airport identified 13 disruptions, stemming from different sources of uncertainty, namely single-project (e.g., unexpected weather), organizational complexity (e.g., resource shortages), and environmental (e.g., COVID-19 impacts) disruptions. The analysis revealed 24 capabilities employed to manage these disruptions. Dynamic capabilities included sensing capabilities (e.g., resource monitoring), seizing capabilities (e.g., prioritization, escalation), and reconfiguration capabilities (e.g., workforce adjustments, project postponements). Ad-hoc capabilities comprised situational data gathering and improvised problem-solving, which addressed immediate challenges when structured approaches were insufficient.

The findings illustrate how a hybrid approach integrates ad-hoc and dynamic capabilities to manage both foreseen and unforeseen disruptions through two types of hybrid approaches. Type 1 involves ad-hoc data gathering complementing dynamic sensing and seizing by providing situational insights during critical decision-making. Type 2 involves ad-hoc problem-solving, offering immediate responses to challenges such as resource shortages and severe weather impacts, filling gaps when dynamic capabilities alone are inadequate.

Schiphol Airport’s hybrid approach to managing disruptions also demonstrates the complementary roles of dynamic capabilities (DCs) and ad-hoc capabilities (AHCs) under different conditions:

Impact and Capabilities: AHCs are used for localized disruptions, like security lane shortages or weather-related issues, where quick adjustments are needed without portfolio-wide coordination. In contrast, when disruptions affect broader operations, DCs are essential for coordinated, strategic responses, as seen with the pandemic or security personnel shortages.

Response Time and Capabilities: Delayed responses limit the applicability of DCs, leading to an increased reliance on AHCs. For example, delays in addressing security personnel shortages or weather conditions required Schiphol to use reactive, ad-hoc measures. Timely identification of disruptions is crucial to fully leverage DCs, while delays necessitate improvised solutions.

The expert judgment session reinforced these findings, suggesting the need to integrate lessons from AHCs into structured decision-making at the portfolio level. This integration could strengthen the hybrid approach, offering a more cohesive strategy for managing disruptions across both project and portfolio levels. ... Read more

The Dutch government aims for a fully circular built environment by 2050, transitioning from a linear to a circular economy. This involves establishing construction hubs, divided into circular hubs (focusing on closed-loop material chains) and non-circular hubs (focusing on efficient transportation). Currently, only a small fraction of construction and demolition waste is reused, making the role of circular construction hubs crucial.

This study investigates how to stimulate the realisation of urban mining hubs in the Netherlands. The primary research question is: How can the realisation of urban mining hubs in the Netherlands be stimulated? Data was collected through a literature review and semi-structured interviews with key stakeholders in the construction sector.

Findings highlight the undefined role of hubs within the urban mining process and the advantages they offer, including resource conservation, financial savings, and employment opportunities within a circular economy. Barriers include insufficient material supply and demand, inventory uncertainties, and inadequate legislation. An actionable framework was developed, consisting of three phases: initiation, optimisation, and expansion, with a focus on innovation, education, and collaboration among stakeholders. ... Read more

The complexity inherent in large infrastructure projects often results in project delays, cost overruns, and failures. Managing this complexity, particularly in the construction industry, is essential for improving project outcomes. This research aims to contribute to the body of knowledge on project complexity by exploring the interdependencies between elements of complexity in infrastructure projects. Using a case study of the Zuidas-Tunnels project in the Netherlands, this study applies a hybrid fuzzy method to identify the most significant elements contributing to project complexity and analyze their interdependencies.

A literature review and exploratory interviews were conducted to assess existing complexity management strategies. The research utilizes the TOE (Technical, Organizational, Environmental) framework to categorize 47 complexity elements. The Decision Making Trial and Evaluation Laboratory (DEMATEL) and Interpretive Structural Modelling (ISM) methods were applied to model and analyze these interdependencies between these elements.

The results reveal that understanding the relationships between complexity elements is crucial for effective complexity management. This insight can help project managers develop more targeted strategies to mitigate complexity's impact, thus improving the performance of large-scale infrastructure projects. The study concludes by recommending that such methods be integrated into project management practices for dynamic assessment and management of complexity throughout the project lifecycle. ... Read more

Infrastructural construction projects in the Netherlands, such as roads, bridges, and tunnels, have become increasingly complex. This complexity introduces various risks, which are further compounded by human biases during risk management processes. This thesis investigates the influence of heuristics and biases on risk assessment in infrastructure projects, with a particular focus on Dura Vermeer, a major Dutch construction firm. The primary research question addressed is: "How do heuristics and biases influence project risk assessment, and what role can serious gaming play in enhancing awareness and management of these cognitive factors?"

The study employs a mixed-methods approach, combining literature review, semi-structured interviews with risk and project managers at Dura Vermeer, and a serious game designed to simulate decision-making processes.

The study identifies several common biases, such as the representativeness heuristic, affect heuristic, and optimism bias, which significantly impact risk assessments. The literature review provides a theoretical framework on the impact of heuristics and biases on risk management. Interviews reveal that while risk assessment at Dura Vermeer follows structured methodologies, biases still influence the decision-making processes. The serious game, incorporating real-life scenarios from Dura Vermeer's projects, demonstrates its effectiveness in engaging participants and fostering a collaborative environment where biases can be identified and addressed. The serious game also highlights discrepancies between perceived and actual use of biases, indicating a lack of self-awareness among professionals.

Findings suggest that although biases are acknowledged, there is a preference for objective risk assessment methods. Serious gaming emerges as an effective tool for increasing awareness of biases, thereby improving risk management practices. The study concludes with recommendations for integrating serious gaming into risk management training at Dura Vermeer, emphasizing its potential to enhance team dynamics and decision-making processes. This research contributes to both theoretical and practical understanding of risk management in construction, offering insights into how biases can be managed to improve project performance. The insights gained provide a foundation for further research and practical applications in the construction sector.
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A construction project is inherently complex, involving numerous stakeholders, lengthy timelines, and intricate relationships, leading to significant risk potential. The increased complexity of construction projects and the fact that a large percentage of projects are still delivered with significant delays and cost overruns has led to the necessity of applying different methods by the project managers and the teams. Agile project management is an example of that as its implementation in construction projects can help increase flexibility, achieve continuous improvement, help the project stay on track without schedule overruns and achieve an overall improved quality through effective collaboration and constant feedback. Despite agile project management's flexibility and continuous improvement benefits, its integration with risk management remains underexplored in the construction industry.

The objective of this study is to propose a framework that could help improve the risk management project by offering a more proactive approach and at the same time enhance people’s engagement with risks. The goal of this thesis project is to support construction companies in approaching risk management in a way that incorporates agile methods.

Implemented in a project and evaluated through questionnaires and a focus group, the framework showed promise in elevating risk awareness and fostering interdisciplinary collaboration. However, incomplete implementation of some elements limited definitive effectiveness assessments. Subsequent expert judgment sessions confirmed the framework's potential in proactive risk identification and management, alongside the initial findings of heightened awareness and collaboration. Recommendations for improvement include clearer risk impact depiction and explicit framework objectives communication. Essential for success are targeted risk training, clear vision articulation, and structured step-by-step implementation supported by project managers and risk coordinators.

In summary, the proposed framework merges agile principles with risk management, aiming to cultivate a proactive risk culture, enhance team communication, and mitigate increase engagement with risks. While showing significant benefits, it also highlights the need for adjustments to fully realize its effectiveness in the construction industry's risk management practices. This study underscores the importance of agile methodologies in enhancing traditional risk management approaches, offering insights for future application and refinement. ... Read more

Hospitals are part of the vital and vulnerable infrastructure in the Netherlands. Failure of such infrastructure may have severe consequences on a national scale. The Dutch flood risk management approach aims to prepare hospitals for floods through spatial adaptation. However, the current policy does not prescribe concrete guidelines for consistent decision-making and implementation of flood strategies to increase flood preparedness of hospitals. The engagement of stakeholders in this process is also arbitrary.

The main research question is: “How can flood preparedness of hospitals in the Netherlands be assessed and improved?” The main aim of this research is to quantitatively assess the flood preparedness of hospitals to enable comparison between flood strategies and to make recommendations on which stakeholders should be engaged for the implementation of flood strategies and how this can be achieved.

Six different flood preparedness indicators were selected that together describe flood preparedness of hospitals. Based on these indicators, the impact of several flood scenarios on the Reinier de Graaf Gasthuis (RdGG) and Erasmus Medical Centre (EMC) was quantitatively assessed. The costs per flood strategy are highest for “shelter in place with additional measures”, followed by both “shelter in place without additional measures” and “preventive evacuation”. “Accept” is least expensive. The number of fatalities per flood strategy for the RdGG (0,2 to 2,1 fatalities) is much lower than for the EMC (18,8 to 195,3 fatalities). Furthermore, it was determined which stakeholders should be engaged for the implementation of each flood strategy. Experts who have experience with hospital floods were interviewed to obtain their view on how these stakeholders could be engaged.

In conclusion, essential hospital functions can be categorised based on the flood preparedness indicators and flood strategies can be quantitatively compared. For the RdGG and EMC, "shelter in place with additional measures" yield the least amount of fatalities and is therefore the "best" flood strategy. The Executive Board of a hospital, hospital personnel, water boards, municipalities and safety regions should be engaged to realise the implementation of flood strategies. Experts with lived experience recommended to engage stakeholders through legislation or creating awareness.

It is recommended to calibrate the number of fatalities based on historical flood events and to analyse the vulnerability of the regional healthcare system to supplier failure during floods.
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Organisational learning has been essential to the success of project-based organisations, especially in the construction sector, where complex infrastructure projects require effective knowledge sharing, retention, and application. However, many organisations have been struggling to fully utilising their accumulated knowledge of the organisational memory, leading to inefficiencies and improvement opportunities have been missed. In this research has been investigated how social learning is activating organisational memory and is being applied within project-based organisations.

To explore this, the research has been structured into three parts. In part 1 the theoretical groundwork has been laid through a literature review on social learning, organisational learning, organisational memory in project-based organisations, and memory activation dynamics. In part 2 practical insights from semi-structured interviews with ten tender experts at Count & Cooper have been gathered. The thematic analysis of these interviews has been revealed how organisational memory, organisational learning, and social learning are interconnected within the dynamic environment of project-based organisations. In part 3 a problem-based learning (PBL) workshop simulating a portion of the tender process has been involved, providing practical observations on how social learning practices are influencing organisational memory use in decision-making.

The findings have been revealing a complex, dynamic flow within organisational memory, showing how it is being accessed and is being activated in non-linear ways through social learning practices. This research has been challenging the view of organisational memory as a static repository, showing it is continually being reshaped within project-based organisations (PBOs). Pattern recognition, emotional triggers, and competing memories have been shaping how organisational memory is being activated and being used. Through social learning, members are engaging with various forms of conscious, automatic, objectified, and collective knowledge, often uncovering overlooked or competing knowledge of the organisational memory. Social learning has been facilitating knowledge retention and application while guiding members through these diverse memory flows, aiding them in navigating and learning from organisational challenges.

The research has been highlighting a shift toward more structured social learning practices to ensure systematic sharing of insights across the organisation. While unstructured practices, such as informal mentorship, have been remaining essential for collaboration, time pressures in PBOs have often been limiting the revisiting of prior knowledge, causing insights to become siloed and leading to organisational forgetting. Yet, this process has also been promoting growth by discarding outdated knowledge, allowing room for innovation. Consequently, organisational memory has been emerging as both a valuable resource and a potential liability, depending on how it is managed and have being used.

In conclusion, this research has been providing insights into how social learning practices are generating and activating organisational memory, allowing organisations to capitalise on it as a resource. Through social learning, members have been using pattern recognition, emotional triggers, and the resolution of competing memories to increase awareness of organisational memory’s facets, ensuring relevant knowledge is being accessed, being applied, and being used for learning. This approach has been supporting decision-making, has been reducing corporate amnesia and has been fostering continuous learning across the organisation, preventing the reinvention of the wheel by drawing on different parts of organisational memory. By fostering environments where social learning is being encouraged where knowledge is being exchanged, validated, and applied by which organisations have been reducing knowledge fragmentation and forgetting, enhancing accessibility, and preventing silos. The findings are suggesting that project-based organisations would be benefitting from a hybrid social learning model combining structured and unstructured approaches.
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Governments worldwide are planning car-free policies to increase the livability of cities. However, car-free policies often face opposition from local stakeholders, and policy-makers often lack relevant model indicators to represent all stakeholder interests in their ex-ante car-free policy evaluations. Well-being (Dutch: Brede Welvaart) indicators can be more relevant for the various stakeholder interests in car-free policies by covering aspects in the domains of living environment, accessibility, safety and health. This thesis investigates how relevant well-being indicators can be selected and operationalised for the ex-ante evaluation of car-free policies. A well-being indicator selection process was developed and applied to a case study in the Oude Westen neighbourhood in Rotterdam. This process involved conducting thirteen semi-structured stakeholder interviews. The resulting stakeholder interests were analysed to determine the relevant aspects of well-being and the relevant indicators for these aspects. From the shortlist of relevant indicators, three indicators were selected and operationalised in this thesis. At last, two validation interviews were conducted to validate the results of this case study and the developed indicator selection process.

The most relevant stakeholders - municipality, local residents, and local business owners - were selected to be involved in the well-being indicator selection process in the case study. Based on their interests, the most relevant aspects of well-being were found to be the use of space, accessibility of mobility options, accessibility of activities, traffic safety, and noise pollution. This resulted in the operationalisation of three indicators: the use of space for car parking, the number of mobility options, and the traffic mix safety warning.

While the small sample size does not allow for generalisation of the case study results, the results of this thesis do show that the well-being indicator selection process can yield relevant indicators of well-being and that this process can be applied in practice. The operationalised indicators can be relevant to represent stakeholder interests in car-free policy evaluation and can be applied to other cases as well. However, the relevance of the indicators does depend on the type of policy and the stage of the planning process. Using well-being indicators in policy evaluation can enhance the relatability of the evaluation results for stakeholders and potentially increase stakeholder support for policies. ... Read more

Innovative projects have a high failure rate, which is costly in terms of wasted raw materials and technical resources if the facility does not operate. In this master's thesis, the applicability of modular design for reusing the equipment is evaluated in an effort to decrease this waste and improve the circular market.
To encourage businesses to employ modular design and reuse the equipment in their projects, multiple suggestions are offered. One of the most important first steps for adopting this method seems to be raising awareness and developing a culture where new ideas are encouraged and accepted.
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This Matster thesis explores the topic of Culture in the built enviroment and how raising awareness should be implemented in future EPC Projects. Literature data combined with Interviews produces a recomendation to implement in Future projects. ... Read more

As the effects of climate change have been negatively impacting the environment, several industries have started to work towards minimizing them. The construction industry is responsible for 40% of the global carbon emissions and many companies are currently working on net-zero and other sustainability goals. As several sustainability practices are implemented in sustainable construction projects, complexity, as well as opportunities, can arise in the front-end phase of projects. The positive impact that complexity can have on projects, as well as the link between complexity and opportunity are overlooked in the literature. The main objective of the study is to fill these two knowledge gaps by developing a framework which illustrates how complexity can generate opportunities. This is achieved by using three main qualitative research methods: literature review, case study analysis, and expert evaluation, in the context of sustainable construction fit-out projects in the private construction sector, with the focus on the front-end phase of projects. The current study shows that complexity in sustainable construction projects is different from general construction projects, due to factors such as the project sustainability scope and goals, sustainability strategies that are implemented, and required team and knowledge. By comparing four projects in the Netherlands, Ireland, and the UK, it is found that the most common elements of complexity in sustainable construction projects are fixed project schedule, project team’s lack of expertise in implementing sustainability, difficulties in implementing sustainable project management, and stakeholders’ lack of understanding of sustainability. The link between complexity and opportunity is illustrated through the connection between complexity and risk, while the way to generate opportunities from complexities is suggested by using management strategies to deal with complexity. The main management strategies found in the study are analysed in terms of the control and interaction allowed in each of them. Some of the strategies are the clear understanding of sustainability requirements, engaging the relevant stakeholders early upfront, and analysing and suggesting different scenarios and methods. Some of the most common opportunities in sustainable construction projects are related to sustainability management, work processes, lifestyle, training and education, costs, and quality. The CMO opportunity-identifying framework is developed, which shows that project members can generate opportunities from complexities in sustainable construction projects by using combinations of management strategies based on control and interaction. A few recommendations for project members in the industry are to be aware of complexity and to actively look for opportunities. Clients are advised to clearly translate sustainability into project requirements and to allow flexibility in the project schedule and budget. Further research can be conducted to test the CMO framework and analyse complexity, opportunities, and management strategies in different types of projects, countries, and by considering other stakeholders. ... Read more

This study aims to evaluate the effects of the two-phase delivery method, focusing specifically on its potential to address integrated project delivery challenges, and to propose improvements to the use of the delivery model. Using two Rijkswaterstaat-projects as a case study, the research question seeks to enhance the use of the two-phase delivery model in mitigating current procurement issues. The main question of this research is: How can the two-phase delivery model be enhanced to address the prevalent issues in the procurement of construction projects? By evaluating the effects of the two-phase delivery method on (procurement) challenges, recommendations for the improvement of the application at Rijkswaterstaat are given. ... Read more

In the last decade, the Bouwteam concept has become increasingly popular in the construction industry. A Bouwteam agreement is a bilateral agreement between a client and a main contractor, in which the main contractor is involved at an early stage. An advantage of a Bouwteam collaboration is that risks which occur in the construction phase are mitigated in the design phase. In practice, both the client and the main contractor can employ third parties to transfer parts of their design responsibilities. In the recent Bouwteam models, there is the possibility that a substantial part of the design responsibility is passed on to the main contractor and his third parties. These third parties have an increasing influence on the achievement of project goals, which are usually the design quality, design costs, design planning and client satisfaction. Hence, this research is focused on the implementation of contractual incentives for the designing third parties, who are employed by the main contractor in a Bouwteam. The contractual incentives are used to influence the performance of these third parties, in such a way that Bouwteam goals are achieved. ... Read more