Successful transport decision-making - Osmose

Vol 1 - Table of Contents
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CONTEXTUAL FACTORS
Institutional
Institutional barriers often result from deficiencies in the cooperation between politicians, local authorities and other
agencies that are involved in the project. Typical problems include: over-complex bureaucratic systems or conflicts of
competence between different departments and agencies. The key to overcoming these barriers is first, to identify the
source of the barriers and then to cultivate a culture of cooperation through dialogue. It may be necessary to create a
structure for dialogue, as this may not be present within the existing hierarchy.
Legal
Legal barriers are amongst the most rigid barriers a project might face and can involve significant time delays. Through
careful planning obvious constraints imposed by the law can be avoided. For example, the avoidance of conflicts with
property rights by building infrastructure mainly on public land. Where legal barriers are encountered it is often necessary
to revise the plan to conform with the existing laws, but on some occasions the transport project can become the catalyst
for changing the law.
Financial
Financial constraints are a common occurrence for many projects and can become a serious barrier leading to delays,
cancellation or a change of course for the project. There are two main issues concerning financial barriers. First, raising
sufficient funds for the full life of the project and second, ensuring that the funds available are used appropriately and
efficiently. Both these issues require good planning skills and the ability to predict and monitor financial flow data.
PROCESS BARRIERS
Management
Management barriers often derive from project planning errors, such as unclear roles and responsibilities, blurred tasks, an
unrealistic time plan, etc. This is often the hidden cause behind other barriers, such as running out of time and budget, poor
communication, mutual mistrust, etc. Thus, a clear work plan is extremely important. It requires a manager and a project
management team with relevant skills and experiences. If these qualities are not yet available in the project team, then this
may require specific training or the use of external consultants. Good project management is based on a detailed yet flexible
planning approach, enabling a quick response to unexpected barriers.
Communication
Communication barriers can exist at all levels and at any point in the decision-making process. These barriers can emerge
within the project team, between project partners and with stakeholder groups. In all cases, overcoming these barriers
requires a communication strategy that encourages dialogue that is open and informative. There are some specific
approaches that can be employed to address communicational barriers. Within the project team it is important to ensure
that there are clear definitions of roles, responsibilities, tasks and decision-making powers. Communication barriers
between project partners and stakeholders need to be addressed through the engagement strategy and by ensuring that
all project partners follow the strategy.
Potential problems
A critical factor for the success of a transport decisionmaking
process is the ability to avoid, identify and
overcome barriers.
Avoiding barriers
Clear roles and responsibilities should be assigned
in the project team to avoid confusing
communication and unclear decision-making
structures.
Sound analysis of the legal, financial and institutional
framework, to avoid contextual restrictions appearing
unexpectedly in the project’s life.
Thorough identification and early involvement of key
stakeholders. If stakeholders are not brought into the
process at an early stage, there is a real risk that
they will create more immovable barriers at a later
stage in the project.
A detailed work plan that shows all decisions to be
taken, by whom and when, and clear tasks for the
project staff.
Allocation of sufficient funds for project management
and engagement.
Overcoming barriers
Rigorous tracking of progress to identify barriers
early on. An early warning system should result in a
quicker and more efficient solution to overcome the
barriers.
Ensure that you have identified the real cause of the
barrier, as otherwise efforts to resolve the problem
will have been wasted.
It is not always possible to achieve complete
consensus, but having better informed stakeholders
is more likely result in the acceptance of compromise
solutions.
Set aside a contingency budget to deal with barriers
as they arise.
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