Project work in Project Communication AI2810 HT24
By: Lida Faramarzi, Mohamed Mahgoub, Don Manesha Dulmini Samarasundara
Task 1
Liljevalchs torg - Djurgården, Stockholm: This public project involves creating a square near
Liljevalchs Konsthall in Stockholm. Public sector clients, like the Stockholm municipality, focus on
infrastructure that meets societal needs. In this case, they are developing public spaces that blend with
urban aesthetics and serve community functions, such as art installations and logistical needs. This aligns
with Boyd and Chinyio’s description of public clients prioritizing long-term value and managing complex
stakeholder networks, including other municipal agencies. Based on Djurgården's context and the likely
focus on long-term cultural and architectural integration, Liljevalchs torg is best classified as a long-run
project.
Key characteristics
- Accountability and Scrutiny: Public sector projects often face significant regulatory oversight
and are expected to serve the public good.
- Long-term Value: The aim is to enhance public services, infrastructure, or community space
rather than generate profit.
- Complex Stakeholder Network: The project involves multiple public entities and stakeholders
such as city councils and planning committees.
Persikan - 121 rental apartments in Södermalm, Stockholm: This project involves the construction of
121 new homes in Södermalm, a private housing development, Einar Mattsson. In contrast to public
projects, private sector clients prioritize financial returns and market competitiveness. For this project, the
developer's primary goal is to create housing units that meet market demand, while potentially increasing
the value of the property and generating profit. Boyd and Chinyio (2006) highlight that private sector
clients, especially developers, are motivated by market conditions and may seek to optimize
cost-efficiency and speed in project delivery.the project is a long run project.
Key characteristics
- Profit-Driven: Private clients aim to create financial value, either through sales or long-term
leasing.
- Market-Oriented: They focus on the demand for residential housing and the potential for
profitability.
- Flexibility: Private sector clients often have more flexibility in decision-making compared to
public clients, but with a sharp focus on cost, quality, and project timelines.
Both types of clients operate within frameworks that require managing stakeholder expectations and
focusing on their unique drivers of value - public benefit in the case of public clients and profitability in
the case of private clients.
According to Newcombe (1994) and Rowlinson (1999), clients are categorized into three types:
uninformed (or naive) clients, who engage in construction projects infrequently or as one-offs; partially
informed clients, who have overseen a few projects, often spread over time; and well-informed (or
sophisticated) clients, who either build regularly or come from the construction industry (Boyd and
Chinyio, 2006). Both Stockholm Stad and Einar Mattsson are considered well-informed clients, as they
frequently commission construction projects and possess significant experience in the field.
Task 02
Liljevalchs torg - Djurgården, Stockholm: Using Shenhar and Dvir's NCTP Model, the Liljevalchs
Torg project can be classified and analyzed as follows:
The Liljevalchs Torg project at Djurgården, Stockholm, is a prime example of a high-complexity urban
planning project. Using Shenhar and Dvir's NCTP model (2004), the project can be analyzed based on its
novelty, complexity, technology, and pace. The project involved transforming a former parking area into a
functional and aesthetically appealing public square adjacent to the historic Liljevalchs Konsthall. The
design, developed in collaboration with Wingårdhs Arkitektkontor, focused on harmonizing urban
functionality with cultural and artistic priorities (Trafikkontoret, 2020).
A key method applied was urban design and planning, where traffic flow, art logistics, and pedestrian
accessibility were carefully reorganized to optimize space, particularly along Falkenbergsgatan.
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Advanced environmental management techniques, such as skeleton soil and biocarbon terraces, were
implemented to handle stormwater runoff while maintaining accessibility (Trafikkontoret, 2020).
The project’s system complexity arose from integrating multiple subsystems, including traffic
reorganization, waste management, and art installation logistics. The need to align with the heritage
requirements of the historic Liljevalchs Konsthall added further challenges, requiring compliance with
cultural preservation standards (Shenhar and Dvir, 2004). Additionally, extensive collaboration was
necessary among key stakeholders, including Trafikkontoret, Fastighetskontoret, and cultural authorities.
In terms of the NCTP framework, the project demonstrates platform-level novelty—not
groundbreaking but an evolution in urban and cultural space design. It relied on low-tech methods while
incorporating environmental innovations, making the technological uncertainty minimal. The project
proceeded at a regular pace, adhering to a defined timeline aligned with planned art exhibitions
(Trafikkontoret, 2020).
Overall, the Liljevalchs Torg project highlights the challenges of managing high system complexity
within an urban cultural framework. While the methods used were well-established, the integration of
artistic, environmental, and logistical subsystems required detailed planning and coordination, aligning
with Shenhar and Dvir's (2004) emphasis on managing platform-level projects with precision.
Persikan - 121 rental apartments in Södermalm, Stockholm: The housing development in Södermalm
is a private-sector project aimed at expanding Stockholm's residential capacity with 121 new rental
apartments. The primary motivation is profitability and meeting market demand, so the focus is on timely
delivery and cost control. According to Shenhar and Dvir, this project can be seen through the lens of
moderate technological complexity (in terms of housing construction) and a competitive pace due to
market-driven timelines.
- Novelty: The project is a derivative type in terms of novelty. It does not introduce entirely new
concepts but expands and modifies existing residential building designs.
- Complexity: Although the organizational complexity is somewhat lower compared to the public
project, there is still a need for coordinated efforts across contractors and design teams. It falls
under a system project due to the large scale of the development.
- Technology: Like the Liljevalchs project, the Södermalm housing project involves low-tech
technologies because it utilizes established construction methods.
- Pace: The project likely operates under a fast-competitive pace, where time to market is critical
to capitalize on housing demand.
Both projects fit within Shenhar and Dvir's frameworks, highlighting the differences in management style
and technological application based on their novelty, complexity, and urgency.
Task 03
Liljevalchs torg - Djurgården, Stockholm: The life cycle of a construction project from a client’s point
of view starts when there is a formal recognition of project objectives, generally termed inception, when a
project team is assembled, through to the delivery of these objectives, called completion of project
delivery (Fewings and Henjewele,2019).
1. Inception: Liljevalchs torg project life cycle starts with the decision to expand Liljevalchs
Konsthall with the construction of Liljevalchs Torg.
2. Feasibility & Strategy
- Funding Analysis and Risk Assessment
- Development of a Project Execution Plan (PEP): This document laid out the strategy for how
Liljevalchs Torg would be executed, including time, cost, and quality management.
- Organizational Structure: Establishing roles and responsibilities among the stakeholders.
3. Design & Tendering
- Design Development: This included detailed architectural and engineering plans.
- Tendering Process: Major Contractor was Skanska.
- Regulatory Approvals: building permits and compliance with local regulations
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- Contractual Considerations: Risk: Choosing a contract form in this case design-build.
4. Construction: Focus on managing time, cost, and quality while coordinating subcontractors and
logistics. Compliance with Swedish safety regulations and environmental standards was strictly
prioritized.
5. Engineering Commissioning: Regulatory Compliance and System Testing and Verification:
6. Completion and handed over: The project manager certified practical completion, allowing the
Liljevalchs Konsthall extension to be handed over to the facilities team.
7. A post-project review evaluated: How well Liljevalchs Torg met the project brief and the
client’s business objectives.
Risk Transfer: The Liljevalchs extension project, managed by Skanska under a design-build (DB)
contract, saw the contractor handle both design and construction.
Persikan - 121 rental apartments in Södermalm, Stockholm:
1. Inception: The life cycle of the Persikan project begins with the decision to develop a residential
building consisting of 121 rental apartments.
2. Feasibility & Strategy
- Funding Analysis and Risk Assessment
- Development of a Project Execution Plan (PEP): outlined the execution strategy, focusing on
timelines, cost management, and quality assurance.
- Organizational Structure: Defined roles and relationships among project stakeholders.
3. Design & Tendering
- Design Development:Architects Mikael Djurberg.
- Tendering Process: Main contractor is Einar Mattsson Byggnads AB.
- Regulatory Approvals: local regulations related to zoning and environmental impact was
essential.
4. Construction: Physical work began with a focus on managing time, cost, and quality.
Coordination of subcontractors, logistics, and adherence to Swedish safety and environmental
regulations remained a priority throughout the construction.
5. Engineering Commissioning: Efficient Functioning of Systems,Regulatory Compliance, System
Testing and Verification
6. Completion and Handover: Upon reaching practical completion, the project was handed over to
the facilities management team.
7. Post-Project Review: A comprehensive post-project evaluation of the Persikan project assessed
its success in meeting objectives, focusing on the original brief, business goals & tenant
satisfaction.
Risk Transfer: Utilizing a design-build contract allowed for efficient risk management throughout the
project, ensuring that potential uncertainties were addressed proactively.
Task04
Liljevalchs torg - Djurgården, Stockholm:
Internal Stakeholders:
- Client: as the client, is essential for initiating and funding the project, ensuring it aligns with
urban planning and cultural goals. interest is very high, focusing on creating a space that
enhances community life and reflects public values. With very high power, they control budget
allocations, design approvals, and project timelines, shaping the project's overall direction and
success.
- Project Delivery Team:Their interest is high, as they focus on delivering the project within time,
cost, and quality constraints to uphold their professional reputation. Their power is moderate, as
they influence the project's technical and aesthetic quality through their design and
implementation expertise.
- Suppliers: Their interest is moderate, focused on timely payments and securing future contracts.
While their power is low, they can gain influence if delays or quality issues occur.
- Users: are important as they will use and maintain the finished square. Their interest is high,
focusing on usability, aesthetics, and maintenance needs. However, their power is low, with
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limited influence during the construction phase.
External Stakeholders:
- Local Community: important as residents and businesses near the site are directly affected by
construction impacts and will use the space long-term. Their interest is high, as they are
concerned about disruptions during construction and the quality of the final outcome. Their power
ranges from low to moderate, as they can voice concerns through public forums or local councils.
- Cultural and Art Community: is important as the square enhances cultural access and serves as
a venue for exhibitions and events. Their interest is high, focusing on the quality and suitability of
the space for cultural purposes. Their power is moderate, as they can influence the project
through advocacy and shaping public opinion..
- Regulatory Bodies: are important for ensuring compliance with zoning laws, safety standards,
and heritage preservation. Their interest is high, as they focus on maintaining legal and cultural
integrity. They hold high power, with the ability to delay or halt the project if requirements are
not met.
Persikan - 121 rental apartments in Södermalm, Stockholm:
Internal Stakeholders:
- Client: focus on achieving financial returns with very high interest, prioritizing market
competitiveness, cost efficiency, and timely delivery. Holding very high power, they oversee the
project lifecycle and make key decisions shaping its outcome.
- Project Team: Their interest is high, as their professional success depends on delivering a
high-quality and efficient project. While their power is moderate, they control technical and
design decisions but operate under the guidance of the client.
- Suppliers: Their interest is moderate, driven by contracts and payment terms. Their power is low,
with limited influence unless supply issues arise.
- Future Residents: they will live in the apartments and indirectly influence design and
functionality choices. Their interest is high, focusing on comfort, affordability, and amenities.
However, their power is low, as their influence is limited to feedback and market demand.
External Stakeholders:
- Local Community: Directly affected by construction disruptions and long-term neighborhood
changes, they have high interest in minimizing noise, traffic, and environmental impact. Their
power is low to moderate, influencing the project through local discussions and feedback.
- Stockholm City Planning Authority: regulate zoning laws, building permits, and environmental
compliance, ensuring the project aligns with city development goals. With high power and
interest, they can approve, delay, or reject plans, significantly impacting project progress.
- Environmental and Sustainability Groups: They advocate for environmental standards and
sustainability goals, with high interest in minimizing the project's environmental impact. Their
power is moderate, influencing public opinion and lobbying regulators to ensure compliance.
Task 05
Liljevalchs torg - Djurgården, Stockholm:For Liljevalchs torg, as a public project, several regulations
apply based on the Swedish Planning and Building Act, Environmental Code, and other legislation
governing public infrastructure projects.
- Detailed Development Plan (Detaljplan): According to the Planning and Building Act (PBL),
any public project within or adjacent to urban areas typically requires a detailed development
plan. For Liljevalchs torg, this plan will outline specific land use regulations, including the layout
of public spaces (such as the square), streets, green areas, and infrastructure requirements like
water and sewerage systems (Hedström & Lundström (2013) and Kalbro (2013)).
- Municipal Responsibilities: Since the project involves public land, the municipality is
responsible for designing and constructing public spaces and infrastructure. The municipality
must also cover the costs of public amenities such as streets and green spaces, though they may
levy charges on property owners within the area to cover infrastructure construction costs (Kalbro
(2013)).
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- Environmental Regulations: Liljevalchs torg is subject to environmental impact assessments as
part of the development process. The Planning and Building Act mandates these assessments to
ensure that projects do not negatively affect the environment. The Environmental Code also plays
a role in determining how the project adheres to environmental quality standards and shore
protection, particularly given the proximity of Liljevalchs torg to water (Hedström & Lundström
(2013) and Kalbro (2013)).
- Building Permits: Any construction or changes to the public spaces in Liljevalchs torg will
require building permits, which are regulated by the detailed development plan. The municipality
is responsible for issuing these permits, ensuring that construction aligns with local zoning laws
and urban design criteria (Hedström & Lundström (2013) and Kalbro (2013)).
Persikan - 121 rental apartments in Södermalm, Stockholm: For the private project Persikan, different
regulations apply, particularly involving land ownership and development agreements.
- Developer Involvement: In this private development project, the developer plays a significant
role in the planning process. A "Land Development Agreement" is typically signed between the
developer and the municipality, outlining the developer’s responsibilities in providing
infrastructure, financing, and complying with the detailed development plan (Kalbro (2013)).
- Land Acquisition: Persikan likely involves a formal process of land acquisition, where the
municipality may allocate land to developers through a land allocation agreement. This
agreement often includes provisions for planning and design collaboration between the
municipality and developer (Kalbro (2013)).
- Detailed Plan Requirements: As with Liljevalchs torg, Persikan will require a detailed
development plan. The developer is responsible for ensuring that buildings conform to the zoning
regulations outlined in this plan, including the building size, design, and land use specifications.
The detailed plan governs how residential and commercial spaces are organized, particularly for
larger projects like Persikan(Kalbro (2013)).
- Development Agreements: Development agreements define the specific responsibilities of the
developer, such as constructing roads, sewage systems, and other infrastructure necessary for the
project. These agreements also regulate financial obligations and timelines for project completion
(Kalbro (2013)).
For both projects, adherence to Swedish land-use planning laws, detailed development plans, and
environmental codes are critical for successful implementation.
Task 06
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Reference list
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Einar Mattsson, 2024. Persikan – 121 Rental Apartments in Södermalm, Stockholm. [online] Available at:
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Fewings, P. and Henjewele, C., 2019. Construction Project Management. 3rd ed. London: Routledge.
Hedström, R.T and Lindström, M.J., 2013. Swedish Land-use Planning Legislation. [online] Available at:
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