Construction projects are filled with uncertainty. Such projects are becoming more complex: Many different interrelated aspects that are subject to change play a role in the delivery of construction work. This makes it interesting to know what exactly is uncertain in these projects, and what can be done to manage uncertainty. The aim of this research is to explore what aspects of complex construction projects are uncertain and what project management teams of public clients do to manage uncertainty before it impacts projects. Four complex construction projects were studied at two large public clients in the Netherlands: Rijksvastgoedbedrijf and Rijkswaterstaat. A total of 17 interviews were carried out across the project teams of these cases. A literature study was conducted to provide a theoretical basis of uncertainty in complex projects and approaches for the management of uncertainty. Uncertainty can be present in eight aspects: Objectives, methods, market, resources, stakeholders, contract, technology and environment. And managing uncertainty can be done in three ways: Learning, representing complexity and selectionism.
The results show a variety of uncertainties present in those projects: all eight aspects were found to involve uncertainty in the cases. What especially appears as a challenge is the state of objects in renovation projects. This was a significant uncertainty that played a role in three renovation cases. Interestingly, project teams know before the start of the project that this is an uncertainty, but still face surprises during the execution phase. In addition, objectives, stakeholders and environment were uncertain in most of the cases. Given this broad spectrum of uncertainties, what do project teams do to prepare for this? Public clients mainly use approaches that represent the complexity of the project. They do this mainly by using organizational structures that focus on collaboration and integration. Organizational structures are utilized to facilitate joint risk management between the contractor and the public client. In addition, other approaches are used to represent complexity. Uncertainties are identified and discussed in a
project development process to develop new project-specific knowledge. Decision-makers are often involved to increase the decision power of the project team or to escalate matters that are beyond influence of the project team. And lastly, project teams often focus on financial reserves and creating cohesion between project parties to prepare for unforeseen situations. learning is the second most used approach to prepare for uncertainty. It is mainly used in the renovation projects that were studied, where experiments at the site, use of mockups off site and pilots are introduced to learn about the interaction between the construction method, the object and the environment.
The findings show that public clients manage a variety of uncertainties through the representation of complexity in the project organization and by learning. Selectionism was not used in the cases, and it is not clear to which extent selectionism is viable in complex construction projects. Based on the literature, it is recommendable for public clients to use integrated project teams to manage complex construction projects.

The increased complexity and changes in collaboration between involved actors in the realization of large infrastructure projects (LIP’s) cause major challenges. One of these challenges entails meeting stakeholders’ requirements through verification and validation (V&V) during the design phase. Coordinating the design with the stakeholders can easily lead to delays or bad relationships. The V&V process originates from systems engineering (SE) and it seems that an attempt is being made to reduce the complexity by performing the V&V process in a systematic way. However, various researchers indicate that there is a need for interaction and it is doubted if this need for interaction is taken into account in this SE approach. The V&V process half-heartedly relates to stakeholder management (SM) while they seem to be a good fit. It is expected that a successful performance of SM can fill this need for interaction in the complex environment of LIP’s. Therefore, this research sought an answer to the question: How can stakeholder management help to improve the verification and validation of the stakeholders’ requirements during the design phase of large infrastructure projects in the Netherlands? Through a literature study into SM, an evaluation tool is formulated consisting of four core values. These values are: setting goals together, assessing stakeholders, involving stakeholders in the decision-making, and continuously interacting with stakeholders. A case-study approach is used to allow a deeper understanding of the application of SM in relation to the V&V process during the design phase in practice. Through semi-structured interviews, based on the evaluation tool, the perspectives of contractors, clients, and stakeholders on SM in relation to the V&V process were investigated. Conclusively, the findings from the three cases were compared based on different themes to gain an understanding of the role SM plays in relation to the V&V process. Setting goals together, appears to be truly important in relation to the V&V process. Respondents believe that by setting goals together, parties involved become more aware of the underlying interests and concerns behind the requirements of the project and thus get a better picture of the purpose of the requirements. Consequently, it brings parties closer together from the start. Furthermore, continuously interacting with stakeholders during the process in an open way is important as this creates support among stakeholders. Through this, the contractor must discuss the progress of the design by reflecting on the overall picture and not only on the problems that arise. The stakeholders, but the client as well, find it very meaningful to be thoroughly informed about the reasoning behind the design choices of the contractor. This applies to involving stakeholders in the decision-making as well. The current way in which the stakeholders and the client actually participate in making decisions seems sufficient on condition that stakeholders and client are sufficiently informed about the motives of the contractor. In the context of the studied cases, assessing stakeholders does not appear to be important in the V&V process of the design phase. This research has not identified a clear correlation between the performance of the V&V process and a contractor or a client who is carrying out the SM related to the V&V process, the degree of collaboration seems much more important. Both the contractor and the client have substantial resources that are required to coordinate the design with the stakeholders and they have a common interest in monitoring the contract. Therefore, it is the interest of both of them to enter into good collaboration in managing the stakeholders in relation to the V&V process. The ambiguity of the V&V process is recognized in practice as well, where the contractor and client struggle to find a more SE-driven approach or a more SM-driven approach. The context in which the process takes place determines which approach is more effective. There are several directions for further research. First of all, this research uses an evaluation tool based on research into SM focusing on LIP’s in general. Therefore, this research can be seen as an exploratory study into SM specifically aimed at the V&V process. It is recommended to conduct follow-up research into further testing and specifying the evaluation tool. Furthermore, this research shows that there is a tension in the V&V process regarding monitoring the contract. Further research into contract management in relation to the V&V process is recommended as well. Based on the evaluation tool, this research has made recommendations for determining an SM strategy in relation to the V&V process. Since every V&V process takes place in a different context, no unambiguous advice can be given. However, this research has shown that setting goals together and continuously interacting with stakeholders are both very important for the performance of the V&V process, regardless of the conditions of the process.

As part of engineering projects, turnaround maintenance (TAM) projects also still suffer the issue of reusing knowledge across projects. Although TAM projects have a recurring character, the TAM projects’ schedule performance is still frequently unmet. It is also revealed that rework is one of the causes of TAM schedule overruns. Hence, this research aims to make recommendations for reducing rework events by enhancing the knowledge reuse process. This research focuses on the TAM projects in Pupuk Kaltim, a petrochemical company in Indonesia. This research draws the data from 9 interviews and examines the company’s relevant documents. The data was then used to develop a fault tree to derive the causes of rework. Among five others, rework events are caused by knowledge issues, namely worker inattention to work instructions and employee knowledge gaps. Subsequently, the activity theory was used to describe the current practice of the knowledge reuse process. It is found that knowledge reuse occurs through both person-to-person and person-to-document ways. As boundary spanners, people may arrive in different communities in different TAM projects. Thus, knowledge reuse occurs through the employee’s network. On the other hand, the documents work as the boundary object. As a tool involved in every stage of the TAM project setting, it must be well developed and maintained. Nevertheless, this is not the case. Activity theory models are also helpful to discover the enabler and the barriers of the knowledge reuse process. Those enablers are (1) people found abnormality, (2) leadership and working environment, (3) familiarity among each other, (4) a need for specifics and details, (5) assistance from an expert/knowledge producer, and (6) work’s passive by-product to record the knowledge. On the other hand, the barriers to reusing the knowledge are (1) low explicit knowledge quality, (2) it is not correctly indexed, (3) the expert lacks props, (4) lack of incentives, (5) resources, and (6) standards for reporting and evaluation meetings to reintegrate knowledge. Based on these factors, it is proposed to use new web-based tools to capture the knowledge from the execution stage and update work instructions. Moreover, it is also suggested to develop guidelines to formally capture the knowledge at the closing stage and reuse it at the planning stage, which encompasses knowledge about equipment and failures, especially previous rework events. This solution is polished through expert validation, where it must also be reinforced by strong leadership and organizational support. Through this research, it is expected to broaden empirical findings on learning in project and maintenance management. Finally, this research is also likely to enhance the knowledge reuse process in turnaround project contexts for companies who similarly conduct their turnaround projects as Pupuk Kaltim.

The Dutch railway system is the most intensively used in Europe. This fact, although fascinating, it creates complexity and many interfaces in its operation. The performance of such a system is governed by many aspects and involves many parties. Furthermore, these aspects and parties will have different needs and perceive performance in a different way. In order for the system to operate as smooth as possible, performance agreements are being made in different organizational levels. These agreements guide ProRail on how to manage the railway system and what it should achieve regarding several performance aspects. However, the railway system, as well as ProRail, are not single entities. They are comprised of several organizational levels. Each of these levels has its own needs and peculiarities, which in theory should be represented by their prescribed performance requirements. This creates a coupling between the performance agreements. They should be suitable for each organizational level while at the same time connected. These interrelationships can provide an overview of how the system performs and where adjustments should be made. Nevertheless, if their coupling is too strong, the organization can become cumbersome and stagnate. On the other hand, if their coupling is too relaxed, there will be no guidance and connection to what ProRail wants to achieve regarding the performance of the system. This thesis would like to examine the interrelationships between three performance agreements of ProRail. The Management Concession, Plan and its Performance Management System. The examination is focused on how well these agreements are coupled regarding different performance areas. Its proposed advice is a framework which can potentially alleviate the weaknesses described above. Its purpose is to strengthen the coupling of performance agreements while at the same time, leave enough room for adjustments and innovation. Moreover, the structure of the framework intends to minimize shielding behaviours by providing a process-based approach in the communication of performance requirements. In order to achieve its goal, the thesis formulates one Main Research Question with three Sub Research Question to help build its line of reasoning. The following list presents these questions to the reader.

Situation: A large portion of the beneficiaries of humanitarian aid have little to no proof of their identity, this is especially the case in African countries, in which humanitarian intervention is common. In order to facilitate aid to these individuals, humanitarian organizations (HOs) leverage their on-the-ground capacity to create identity profiles and risk assessments of these people. However, in-kind aid is being increasingly replaced by Cash Transfer Programs (CTPs). In CTPs, beneficiaries are provided with funding to self-procure their necessities. Complication: For efficient CTPs, these humanitarian identities need to be accepted beyond the boundaries of humanitarian aid. However, by relying on traditional identity management systems, HOs expose the beneficiaries to security and function creep risks. In order to share beneficiary identity information in a more responsible way, HOs have started to leverage Self-Sovereign Identity (SSI) systems. These SSI systems need to be scaled up to a more foundational nature in order to facilitate private-sector services. For this a collaboration with national public- and private stakeholders is required. In order to realize that, there is a need for a process design. Which among other things ensures support from crucial stakeholders. Approach: This study used a Design Science Research inspired approach, combined with a Systems Engineering perspective to explicate the problem, define support driving and constraining circumstances and conditions, generate principles for the humanitarian sector to create support driving circumstances and conditions in Kenya and validate these principles using the input of industry experts. This research approach had a focus of practical insights over theoretical insights. Results: A set of five validated support nurturing principles were established with which humanitarian organizations can nurture support for a more foundational humanitarian SSI system in Kenya. Additionally, a framework has been composed with which local circumstances and conditions in a country can be assessed. Next steps: Further research should focus on establishing a more complete process design for a collaboration process, which also deals with participation of stakeholders, structures commitment and defines process rules for different phases of the process. Additionally, further research should explore the capacity and willingness of beneficiaries to control their own identity. And finally, the effect of international innovation initiation on the willingness of national stakeholders should be explored.

Bouwteam is a collaboration agreement in which the contracor is involved early on to work together with the client to make a design in which the knowledge of the client and the contractor is used optimally. Through the years the Bouwteam has been influenced by integrated contracts and has been changing in a variety of ways. Nowadays, there is not one standard way of using a Bouwteam anymore. In the last decade the Bouwteam has increased in popularity and is being used more and more. The Bouwteam is praised for its benefits regarding collaboration and the integrations of the design and constuction, stemming from the early involvement of the contractor. However, practice at Antea Group shows that reaching the benefits of a Bouwteam is not as easy as one would believe. Signing a Bouwteam agreement does not automatically lead to good collaboration or to project succes. More is needed, but what? This study will examine the question: How can the benefits of the Bouwteam be achieved in construction projects?

This thesis researched the possible use of agile project management for infrastructure project through the use of a serious research game. The thesis showed that there are different serious games and created a serious research game. By playing the serious research game with agile and traditional project management experts a hypothesis was created to use agile project management in the realisation of infrastructure projects. It showed that by using agile thinking at the start of project conception stakeholders are more seen as design experts. By using a minimal viable design and frequent collaboration and communication with the stakeholders a design is made through iterations. This design is than build.

Agile management has revealed itself as a management approach that copes with an unclear product scope and fast-changing circumstances. This approach has gained popularity by projects in fast changing environments, such as the information technology (IT) industry. Nevertheless, many companies that adopted agile methods are still structured according to a traditional, non-agile form of organization. Projects with an agile project management approach embedded in a non-agile organization might face numerous difficulties. What these difficulties exactly encompass is not fully understood yet and therefor this research strives to fulfil the following objective: “Explore the interaction between agile project management and its organizational context.”
In this way this research aims to contribute to literature about the implementation of agile within an organization. Next to that, this research provides insight to organizations about how an organization is best aligned with agile. This research uses the term software delivery, since this includes projects as well as on-going activities. This results in the following research question: “What kind of adjustments can an organization make to better facilitate agile software delivery?”
The literature study resulted in a compilation of eleven aspects that are relevant to examine the interaction between agile software delivery and the organizational context. These aspects are used as guidance during the interviews. The interaction of agile with the organizational context is discussed with the interviewees in relation to these eleven aspects, in that way creating an image of the alignment of agile within the organization.
Multiple commonalities are observed over the different cases. Interpretation of the results of the cross-case analysis resulted in three patterns.
The first pattern shows how organizations tend to focus on team level when implementing agile and have the tendency to neglect the organizational adjustments around teams. The organizational surrounding is in this research described as the governance structure around the teams and includes the division of tasks, responsibilities and other governance mechanisms. Several of the interview observations can be explained by an insufficient adjustment of the governance structure.
A second pattern is to what extend agile is understood and how it is interpreted. Some of the interview observations can be explained by an insufficient understanding of agile. Adjustment of the governance structure around the software delivery teams should be aligned with agile concepts.
The third pattern shows that several observations can be explained by the fact that change needs time. Every organization undertakes a transition when implementing agile software delivery to change the governance structure and to understand agile. Alignment of agile within the organization depends on the stage an organization is in during this transition.
Based on these patterns, this research concludes that an organization could consider adjusting its governance structure to better facilitate agile software delivery. When making these adjustments, a sufficient understanding of agile is required to ensure that adjustments of the governance structure are aligned with agile software delivery. Next to that, the implementation of agile and the adjustments of the governance structure can be considered as a transition that needs to be managed pro-actively.

Despite continuous efforts to improve, the construction industry is prone to failure of large infrastructure projects in terms of time and cost overruns. It is believed good interface management is contributing to the success of infrastructure projects. The research has been executed at Heijmans, a major contractor in the Netherlands. The purpose of this research is to explore which organizational interfaces are related to project success, from a contractor's perspective, and how this can be improved. In order to assess which organizational interfaces are present on infrastructure projects an exploratory case study of four road infrastructure projects with integrated contracts, has been performed. Current literature shows that the definition of project success is different for each stakeholder on the project. Clients are mainly interested in indicators related to the outcome of the project. End users find a project successful when it meets their expecations. Contractors continue to value indicators related to costs, time and quality, most important. The research identified a number of organizational interfaces present on road infrastructure projects with integrated contracts at Heijmans, namely internal relations within Heijmans, the relation with the client and the relations with subcontractors. The case study has revealed there is a difference with respect to client type. In general, projects in cooperation with Rijkswaterstaat were more successful in comparison to projects with lower government organizations. The root cause for this difference in relationship is the level of knowledge and experience from the client. This difference results in controlling behaviour from the client which frustrates the process for the contractor, resulting in less control and lower project success. A good relationship between client and contractor is essential for project success.