Metro andTram - Netlipse Cliff Krijnen – Project Manager Metro andTram city of Amsterdam October 2019 31-10-2019
Amsterdam Metro and Tram: Challenges regarding capacity and Finding the golden approach “In project management we have to react at an increasingly faster rate to both external influences as well as internal limitations within our own organization. While the expectation is that everything is feasible. This is not expected to decrease in the coming years. As such, it is desirable for an organization to have the space and maneuverability to be able to quickly deploy high-quality capacity efficiently and at the right moment. And how do you do this during a boom period? We will shed a light on our perspective, but are also deeply curious as to how these challenges are tackled within other organizations. Does anybody have the golden approach?” 31-10-2019 | 2
Metro andTram, City of Amsterdam Background ◼ Mobility challenges in the increasingly dense Amsterdam metropolitan area ◼ Young organization arisen from the project organization of the North-South metro line → 20% permanent staff 80% temporary staff ◼ Currently we aim for a healthier mix of permanent and temporary staff ◼ New constructions, renovations and large scale maintenance ◼ More than 30 projects ◼ Project budgets up to 400 million / max 5 years. ◼ Funded by different agencies
Metro andTram, City of Amsterdam Example: Amstelveenlijn In six weeks ◼ 1,000 employees ◼ 29 different nationalities ◼ 7 days a week, 16 hours a day We built ◼ Two overpasses. ◼ Five stops ◼ Five new elevators ◼ 60,000 m³ of soil excavated and removed. ◼ 16,000 m³ of concrete poured Timelapse film: https://www.youtube.com/watch?v=ahXxGrv_nc8
Metro andTram, City of Amsterdam Dutch Job Market Field Vacancies versus available personnel Wellness and Youth care 5:4 Spatial planning and Environment 2:1 Finance and economics 5:2 Automation and IT 6:1 Architecture and civil engineering 8:1 Source: ArbeidsmarktgedragsOnderzoek (AGO), Intelligence Group (2018) 31-10-2019 | 5
Metro andTram, City of Amsterdam Challenges ◼ Complex stakeholder environment ◼ Financing in phases per project ◼ Programming / portfolio management ◼ Shortage of qualified permanent personnel with Metro andTram knowledge – Temporary staffing (by European Tender) – Permanent staffing
Metro andTram, City of Amsterdam Measures taken ◼ Shortened the duration of the recruitment process – Permanent = 3 months – Temporary = 4 to 6 weeks ◼ Retained knowledge and staff from the North-South metro line within our own organization ◼ Educating: Everyone fishes in the same waters → educating personnel (for example: technical traineeship and MET Academy) ◼ More permanent staff (as opposed to temporary staff)
True or False In the current job market there is an (increasing) shortage of qualified infrastructure personnel. In your opinion are these statements true or false? Government organizations can compete with commercial parties, 1. as employers on the labor market. My organization has done far too little with regard to increasing 2. the availability of infrastructure personnel (i.e. educating people). Werken met IPM | Jacco Zwemer 31-10-2019 | 8
Metro andTram, City of Amsterdam Golden approach? Golden approach: How does a government organization ensure sufficient staffing capacity, now and in the future? Cliff.Krijnen@amsterdam.nl
Metro andTram, City of Amsterdam Golden approach? Brainstorm during Network Meeting ▪ Golden salery ▪ Scale down project planning ▪ Link your education to the demand (internal education and at school) ▪ Promoting your people upwards ▪ Use your own people as ambassadors ▪ Connect with universities ▪ Mentor-trainee couple ▪ Make your projects visible (marketing) ▪ Exchange programme government – design firm ▪ Trainee pool > switch between different organisations ▪ Management game with students ▪ Be more flexible ▪ …
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