Gallons of rocky road? Soeters project management picks them up for you!
THEMES AND SOLUTIONS
Rob Soeters is ready to help you gain ‘drive’ for your project. Read more about his process.
Rob’s process is based strongly on his practical experience: what works and what doesn’t? Through the years he has developed his own approach, especially in the subject area of mobility and accessibility. These are the most important starting points.
> Read more about project management
Foundation & enthusiasm:
- Know your target market and what moves it
- Find a connection with existing developments. For example a ‘hook’ in the policy where you can ‘hang’ the project on. Or look for the interests of the target market and ally with these.
- Map it out: who can exercise influence and with what?
- Use stakeholders who have their own interests
- Aim at your stakeholders and areas that hold potential for conversion. Aim at a concrete bottleneck, energy, high organisation degree, personal and financial capacity.
- Public-private cooperation is done together
Professional & solid:
- Ensure a solid business case and check regularly during a project whether it’s still valid
- A collective approach works, because it is effective and permanent.
- When it comes to behaviour influence: offering the ‘sec’ of alternatives doesn’t lead to change of behaviour.
- When it comes to mobility: the perfect employer doesn’t exist, every employer has a different business. With that, every employer assigns a different value to the concept accessibility and every employer has a different vision of the investment potential that is in mobility.
With mobility management, employers try to influence the travel behaviour of employees and visitors. With that they work on the following goals:
- saving of costs;
- improving the health of employees;
- warrant the accessibility and hospitality of the work location for visitors, client suppliers and employees;
- work on sustainability- or environment policy.
> Read more about mobility management
Mobility management is not about an anti-car policy, it is about travellers consciously choosing for a method of transport that fits best with their travel motive of that day. That can be a choice for (1) a different way of travelling (car, train, bicycle, …), (2) a different route, (3) a different time or (4) not travelling at all (homeworking). Therein the points of focus are the demands and wishes of the people who travel (employees, visitors, suppliers, visitors of big box office hits). Same as the interests of the employers. And to complete the picture: mobility management is something different that working on infrastructure or traffic management.
Behaviour influence is a central theme within mobility management. The question is every time: how do you get people (literally) to move? It has been discussed a lot and studied. Every time the question returns: does this really work in practice? And how then? What can we do to access the motivation of those involved?
> Read more about behaviour influence
Soeters Project Management also busies itself with this question and has found a number of answers over the years. His success-ingredients for behaviour influence are:
- Ensure that you can expand and operationalize knowledge
- Make the transition from theory to practice
- Know how it works, so that you know what you want. With that, you can be a better client
- Create effects that ‘stick’
- Work on a subtle influence on behaviour.
For a practical translation of these starting points please read ‘do’s & dont’s’.