Summaries
Introduction
The Delta Works have lasted thirty years and
have cost 12 milliard guilders. During the last
ten year period 8 milliard guilders have been
spent. The work involved in building the storm
surge barrier in the Oosterschelde contained
many innovations and required a whole new
form of management. Its various aspects will
be dealt with individually in the following.
Project management
The traditional organisation set-up of the
Rijkswaterstaat was inadequate for such a
complicated task as the building of the
Oosterschelde barrier. New forms of team
work were set up between the Delta Services
management and the managements of
Bruggen and Sluizen en Stuwen. Framework
contracts were signed with two combination
groups of contractors. This meant that the
contractors participated in the design to a
much greater extent than had been customary.
In retrospect it may be said that the works
were technically a success; however, the
project has been accomplished in 10% more
time than the original estimate and at 30%
more cost.
Planning
The project manner of approach which was
chosen for the Oosterschelde works differs
from the so-called functional management by
its simultaneous development of research,
preparation and execution and also because
the coordination lies in the hands of a project
team instead of in the hands of the line
management. In this way the interaction
between all concerned is greatly intensified.
The coordination plan is of great importance
and in many ways resembles a network
planning whose critical progress requires
special supervision. A risk analysis is a further
expedient.
Plans of execution for the different work
phases emerged form this principal planning.
A similar planning system was put to use on
the compartment works.
Contract forms and contract strategy
About half of the cost lay out involved in the
Oosterschelde works was spent on framework
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contracts. This was necessary considering the
extent and the complexity of the works and
also because design and execution would
partly overlap each other.
Terms for long term teamwork between a
principal and a head contractor - in this case
contractor combinations 'Dosbouw' and
'Ostem' - are laid down in an framework
contract and regulations for establishing a
price are agreed on when a detailed contract
is negotiated later on. It is also intended that
incentives be included in the contract for
efficient conduct of business.
The repetition effect was put to good use for
the price fixing of the concrete and the wet
works. In other cases a probation period was
agreed on in which the time factor involved
could be explored. Nevertheless negotiations
over the budget could still be very lengthy.
Financial reporting was also an essential
instrument for budget control.
A more traditional form of contract could be
used for the compartment works.
Spin-off effects
A survey research on the possible spin-off
effects of the Oosterschelde works has been
carried out. Market and production structures
can be permanently influenced by such a
large-scale project.
The majority of business managers and heads
of services who were questioned were of the
opinion that such effects had occurred but
were unable to back this up with hard figures.
A significant growth has only been observed
in the survey and underwater inspection.
Personnel
3500 employees, contractor and building
management personnel, were involved during
the height of the execution of the Oosterschel
de works. The bureaucratic regulations
governing formation, budgeting and salaries
made it a difficult task for the Rijkswaterstaat
to attract temporary, qualified personnel for
not longer than necessary. This problem has
been partly solved by temporary transfers,
and partly by hiring externals experts.
The contractors have not met with any
problems in the steel sector. Personnel for the
concrete and wet sectors had to be brought
right over to the Oosterschelde, thus making
great demands on the local labour market
As the works were nearing completion the
regional economy was recovering so that
unemployment figures did not rise.
