Search

Transportinfrastruktursystem spelar en viktig roll i stadsutvecklingen. Nyttjandet av underjordiska utrymmen för transportsystem ökar alltmer och används som potentiella lösningar för att lösa urbaniseringsproblem. För att möta den snabba befolkningstillväxt som Stockholm står inför initierade regeringen Stockholmsöverenskommelsen 2013 som innebar en omfattande utbyggnad av tunnelbanenätet samt en ökad bostadsbebyggelse. Tunnelbaneutbyggnaden är i Sverige den första att genomföras på trettio år och projektet har i det tidiga skedet redan ändrats i omfattning i två etapper. Syftet med studien är att bidra till en ökad förståelse inom området inför framtida projekt av samma karaktär. Målsättningen är att undersöka vilka faktorer som påverkar projektets benägenhet att ändras och hur dessa faktorer i sin tur påverkar projektledarens möjligheter att leda projektet. Problemet avgränsas till ett beställarperspektiv i tidiga skeden och studeras i en svensk kontext. Forskningen har genomförts som en kvalitativ fallstudie. Fallstudien består av dels en intervjustudie dels en dokumentstudie. Det studerade fallet representerar projekt Akalla-Barkarby som är ett av de delprojekt som ingår i Stockholmsöverenskommelsen. Studien har identifierat ett antal faktorer som antas påverka projektomfattningen till en större benägenhet att ändras. Dessa faktorer är relaterade till dels de förutsättningar som låg till grund för projektet i och med investeringsbeslutet dels komplexiteten i projektsystemet. Dessa faktorer skapar osäkerheter och begränsar projektledarens möjligheter att leda projektet., Transportation infrastructure systems play an important role in urban development. The use of underground spaces for transport systems is increasing and is viewed as a potential solution to solve urbanization problems. To meet the rapid population growth that Stockholm is facing, the government initiated the Stockholm Agreement in 2013, which entailed an extensive expansion of the metro system and an increased housing development. The metro system expansion in Sweden is the first to be completed in thirty years and the project has in the early stages already changed in scope twice. The purpose of the study is to contribute to an increased understanding in the field for future projects of the same nature. The aim is to investigate the factors that affect the project's propensity to change and how these factors in turn affect the project manager's opportunities to lead the project. The problem is limited to a Client perspective in the early stages and is studied in a Swedish context. The research has been carried out as a qualitative case study. The case study consists partly of an interview study and partly of a document study. The case represents the Akalla - Barkarby project, which is one of the sub-projects included in the Stockholm Agreement. The study has identified several factors that are assumed to influence the project scope to a greater tendency to change. These factors are related partly to the preconditions of the project based in the investment decision and partly to the complexity of the project system. These factors create uncertainties and limit the project manager's opportunities to lead the project.

One of the most common hurdles especially in large infrastructure projects is scope change. Scope changes negatively affect time, quality and usually lead to cost overruns due to underestimating the change order impacts on the project. There are two main categories through which the impacts could be quantified: the first and second order effects. The first order effect is the impact of the change, cost, time, quality, and risk related. The second order effects are the impacts that resulted as consequences of the first order effects such as lower labour productivity and increase in errors. The purpose of this research was to analyse and quantify the second order effect due to scope change in large infrastructure projects. The approach that was used to create the model is system dynamics modelling (SDM), since several studies confirmed the success of system dynamics modelling in solving similar projects’ problems in different industries. Through the literature review and the case study, it was found that the second order effects of scope change are rework, schedule pressure, morale, overtime, productivity, hiring new staff, and office congestion. It was observed through the created dynamic hypothesis that productivity was directly impacted by morale, office congestion, schedule pressure and overtime. The simulated model showed that productivity and morale were the two mostly influenced factors by the scope change. The main question of "How could second order effects of the project scope change be quantified through system dynamics modelling?" was answered as follows: First, a dynamic hypothesis should be created and confirmed through literature and continuous interviews till the hypothesis reflects the project case. Second, formulas should be created for the defined variables and values should be inserted in the model based on the case data. Third, the model should be simulated, and the perceived progress should be compared with planned prog, Afsluitdijk, Master Project Report, Civil Engineering | Construction Management and Engineering

__Abstract__ An important contributor to cost overruns of infrastructure projects is contract changes after the construction contract has been concluded. Using mainly descriptive statistics and non-parametric tests, real project data were analyzed from forty-five Dutch transportation infrastructure projects with a total construction contract value of over € 8.5 billion. First it was explored if we could find evidence for the presumption that contractors bid low on contracts to recover the loss of bid profit by claiming contract change costs in the project implementation. We conclude that we could not find evidence for the opportunistic behavior of contractors. Second, the different sizes and reasons for the contract changes were explored. We conclude that: scope changes are the most significant reason for contract changes, followed by technical necessities; smaller projects tend to have higher relative contract change costs; and contract changes due to omissions in the contract are more present in smaller projects than in larger projects. The results of the analysis suggest among other things that policymakers and planners should pay more attention to flexible contracting, and to the contract management of smaller projects.