Table 2: Overview of findings SAA SP...

Table 2:

Overview of findings

	SAA	SP	HWPP	R&R	SNL

Programme features
Aim	Improve financial control, Optimise accessibility and liveability	Learn from each other, increase efficiency and early involvement of infrastructure asset manager	Controlled realisation while remaining sufficiently flexible	Signal dilemmas, remove obstacles and speed-up decision-making	Strengthen regional economy and international connectivity, Realise a smarter mobility system
Intensity	Shared service centre	Knowledge management	Integrated development	Monitor, signal, escalate, intervene	Integrated development
Learning focus	Efficient use of resources, Securing programme culture	Efficient use of resources, Optimising infrastructure asset management	Incorporating innovations, Ensuring quality through formal education and knowledge communities	Increasing actors’ learning capacity, Experimenting, Monitoring learning (individual, team, organisational)	Early implementation of innovations to learn from the effects and enable improvement
Learning levels and interaction between the levels
Intra-project	All programmes: team meetings, discipline-oriented sub-teams
Inter-project Individual group	Storytelling, Sense of unity		Sense of unity, Education programme	Education programme	Education programme
	All programmes: discipline-oriented meetings, communities-of-practice, moving people
Inter-project Group group	Core values, Joint office	Temporary collaborations	Learning groups		Core values
	All programmes: programme-wide events, thematic sessions, sharing documents
Meta-project Individual organisation			Creating learning awareness, Relations officers	Creating learning awareness
	All programmes: learning on the job, learning platforms
Meta-project Group organisation	Sharing good practices	Intranet, Presentations to departments	Innovation projects	Innovation projects	Innovation projects, Sharing good practices
	All programmes: communities-of-practice, professional events
Role of a PMO
Responsible for	Budget, progress, scope	No PMO	Improve main programme processes	Signal cross-project trends and impediments in organisation	Budget, progress, scope, Coordinate coherence
Learning	Stable project environment, Temporary extra capacity and knowledge for projects, Gather and transfer lessons	Learning between projects, specifically regarding procurement and project control, Knowledge transfer to parent organisation	Guide project transcending explorations and implementation of innovations, Knowledge broker between projects, Facilitate communities-of-practice	Monitoring and facilitating learning on individual, group and organisational level	Simulate implementation of smart mobility innovations in infrastructure projects, Knowledge centre
Openness
Embedded projects	Fixed	Adaptive	Adaptive	Adaptive	Adaptive
Objectives	Fixed	Fixed	Adaptive	Fixed	Fixed
Environment	Not involved	Involved	Involved	Involved	Involved
In general	Closed	Open	Open	Open	Open

	SAA	SP	HWPP	R&R	SNL

Programme features
Aim	Improve financial control,Optimise accessibility and liveability	Learn from each other, increase efficiency and early involvement of infrastructure asset manager	Controlled realisation while remaining sufficiently flexible	Signal dilemmas, remove obstacles and speed-up decision-making	Strengthen regional economy and international connectivity,Realise a smarter mobility system
Intensity	Shared service centre	Knowledge management	Integrated development	Monitor, signal, escalate, intervene	Integrated development
Learning focus	Efficient use of resources,Securing programme culture	Efficient use of resources, Optimising infrastructure asset management	Incorporating innovations, Ensuring quality through formal education and knowledge communities	Increasing actors’ learning capacity, Experimenting, Monitoring learning (individual, team, organisational)	Early implementation of innovations to learn from the effects and enable improvement
Learning levels and interaction between the levels
Intra-project	All programmes: team meetings, discipline-oriented sub-teams
Inter-projectIndividual group	Storytelling,Sense of unity		Sense of unity,Education programme	Education programme	Education programme
	All programmes: discipline-oriented meetings, communities-of-practice, moving people
Inter-projectGroup group	Core values,Joint office	Temporary collaborations	Learning groups		Core values
	All programmes: programme-wide events, thematic sessions, sharing documents
Meta-projectIndividual organisation			Creating learning awareness,Relations officers	Creating learning awareness
	All programmes: learning on the job, learning platforms
Meta-projectGroup organisation	Sharing good practices	Intranet,Presentations to departments	Innovation projects	Innovation projects	Innovation projects,Sharing good practices
	All programmes: communities-of-practice, professional events
Role of a PMO
Responsible for	Budget, progress, scope	No PMO	Improve main programme processes	Signal cross-project trends and impediments in organisation	Budget, progress, scope,Coordinate coherence
Learning	Stable project environment, Temporary extra capacity and knowledge for projects,Gather and transfer lessons	Learning between projects, specifically regarding procurement and project control, Knowledge transfer to parent organisation	Guide project transcending explorations and implementation of innovations,Knowledge broker between projects, Facilitate communities-of-practice	Monitoring and facilitating learning on individual, group and organisational level	Simulate implementation of smart mobility innovations in infrastructure projects, Knowledge centre
Openness
Embedded projects	Fixed	Adaptive	Adaptive	Adaptive	Adaptive
Objectives	Fixed	Fixed	Adaptive	Fixed	Fixed
Environment	Not involved	Involved	Involved	Involved	Involved
In general	Closed	Open	Open	Open	Open

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