Starting a Project under Adverse Conditions

This blog is about the eurocrisis situation, which may have a large negative impact for years to come. However, it is of vital importance to be aware of the agility of mankind to survive, and show how it has been demonstrated in the past  So, the blog starts with an example and a lesson of successful human endurance under severe conditions, and the requirements it takes to tackle such a difficult situation.. 

An impossible task. A huge problem arises, with no prospect of an adequate answer, as no means are available. Yet, it has to be tackled, as it is of predominant interest. Despite such a dreadful situation, history proves, that sometimes people manage to overcome the problem. Therefore, duch an example is used to highlight the ins and outs of going through an immense struggle. Only empirical evidense can be comvincing, where conjecture or imagination will fall short.

At the end of WWII, the Allied Forces need a large port to land troops and equipmemt. As the Port of Rotterdam is defended in such a way, that capturing is out of the question, full attention is paid to the Port of Antwerp. Both by the Allied Forces, as well as the apprehensive Germans. Although the port is liberated undamaged, the Scheldt entrance is heavily defended, to prevent the use of this harbor. Especially, the island of Walcheren is fortified in such a manner, that conquering would take too long a time, and suffer many lives. For that reason, in October 1944 it is decided to bomb the Walcheren dikes in four places and flood the island, as it is situated below sea level. This approach brings the island successfully in the hands of the Allied Forces, and access to the port of Antwerp is secured.
Although in midwinter the Germans try to recapture Antwerp by means of the surprise attacks of the Battle of the Bulge, the fail to do so. However, Allied progress also stalls. North of the Rhine-branches, the Netherlands will remain in German hands until the war is over in May 1945..
Although liberated, the island of Walcheren is left with a huge problem - if not reclaimed in time, the island will be lost through strong tidal forces, widening and deepening the four vulnerable dike breaches. Hydraulic experience reveals that the island cannot survive another winter, as the dike breaches will deteriorate beyond repair.
A Head Engineer of Rijkswaterstaat, who lives in the liberated part of the Netherlands is an expert on Zuyderzee closures. He takes the initiative and goes to Walcheren to investigate the damage done to the dikes, and make an estimation of the material and equipment needed to repair them. He is also deeply aware of the damage, worsening with every tidal flow, while materials nor equipment are available.
With the collected initial information, he goes in November 1944 to the only person of higher rank in the liberated part of the country, to negotiate what has to be done and safeguard the island. As a result, he is granted permission to start the reclamation project, and establish the Service of Reclamation Walcheren, employing five people.

A high quality project manager HQPM has to be available from the very start. Any major project will be in desparate need of a fully capable leader. This person must have solid experience in the field, and a proven record of ample knowledge of the ins and outs, to be expected during the course of the project.  
(Thus, beware of the nitwit expert, often found these days in managerial, sociological, and communication graduates. They may excel in difficult terminology, but fail to come with proper disciplinary education, lest complemented by years of practical and demanding execution. Yet, their role may be useful, when focussed on advice and secretarial reporting. 
Also beware of leaders without indigenous affection to the problem and the organization. Presentday 'career pilots' are especially to be avoided as they will opt for short term successes in a questionable manner, that turn against the interests of the organization in the longer term. They will be gone elsewhere, when odds turn sour.)

Furthermore, one needs initially an empirical estimation of the problem situation plus the materials, work force, and equipment lacking, to be collected and produced by the HQPM. That way, the proper authority can be convinced of the urgency and scale of the problem. Preferably, this will lead to the establishment of an organization, that is sufficiently competent to tackle the problem. 

The severity of the task to be performed is highlighted by listing the absence of almost every need. It includes:    
A lack of time - already referred to: the dikes had to be closed before 1 november 1945
A lack of heavy equipment - most of it is unattainable in occupied country to the north
A lack of lodging - to house the thousands of workers needed on the job
A lack of proper organization - tasks are performed directly, instead of contractors
A lack of research - the Facility is at Delft in occupied area
A lack of specialized personnel - again many being in occupied Holland
A lack of money - the government in exile is in London
All efforts are concentrated from the very start on collecting necessary items. For instance, measuring instruments are lacking, but two small rowing vessels can soon be brought into action, producing vital figures on the dike breach corridors, and their deterioration.
The actual work on the dikes entails the freezing of the horizontal base of the breaches, preventing them from deepening beyond repair. Also, the dike head remnants are constantly declining, eroded by the strong tidal forces, especially during spring tides. It is an enduring fight to regain lost terrain, but  still resulting in nett losses.

Months of hard work against the odds go by, until execution looms. A curious, but often experienced mechanism shows. It becomes 'vulture time'. As time elapses without visible results (most work is done underwater), questions arise about the management of the project.. At the end of the preparation phase, just before the execution phase, almost any project will be confronted with attacks on its soundness and authority. The offense is likely to come from an often inferior person in the organization, may be a temporary.participant, who secretively slanders the project managemnt at a higher level, arguing that the project is not able to produce substantial results. In the Walcheren reclamation case a contractor (disguised in temporary military assignment and dress), accompanied by higher officials from the exiled government, visits the project office, with the aim to oust the HQPM. Also with the intention to postpone the project with one year, which will lead to its abandonment.
However, at the meeting the contractor is exposed as such, leaving the officials in a state of embarassment, not having been aware of his status in time. No decision is made, although the contractor continues to stay at the office for a couple of days to try and get the vital collected sttaistics. As he is ignored by the staff, he leaves empty-handed and the vulturous intrusion blows over without damage done.

Crucial core questions arising from the situation can only be answered by the Delft Hydraulics Research Unit, using calibrated physical models. However, the unit is inaccessable in German occupied area. Main research answers, such as about the priority of the closures and the optimal approach of the four breaches, had to wait. Calibration is based on actual measurements at the breach locations, to be fed into the models. These breaches were rapidly declining, enlaerging in widths and depths, without the possibility of defense measures.
At the end of war, it will prove that the tidal erosion effects highlight more flooding coming in at the Nolle, than ebb tide coming out, while Veere shows the reverse. So, a nett flow is going across the flooded 'lagoon'. Hydraulic models produce experiments with different approaches to closing the breaches, considering the alternaretives available. Also, calculations are carried out to compare the outcomes with model results.

In March 1945 the Nolle is enlarged to 340 yards, Westkappelle to 650 yards, Veere to 1070 yards, and Rammekens to 820 yards. Attacking them is not only a matter of application of means available. The work is also greatly hampered throughout the entire project by extensive mine fields around the breaches, while demining shows to be an extremely slow process.
A contingency report is sent to the military authorites in Brussels. As a result, it is still wartime, no caissons are provided, but German torpedonets, some trucks, and clothes are delivered. Although the torpedonets are considered of no use at the moment, they will play a vital surprise role at a later stage.
An American officer makes 5 tug boats available in April, which is highly appreciated as now a first full range of equipment is available. Be it far short of the total equipment actually needed .Yet, defense work to consolidate the dike breaches (as good as possible) can start.

As soon as the war is ended at the beginning of May 1945, efforts are made immediately to detect heavy equipment in the now liberated part of the Netherlands. These lead to successful discoveries, although much recuperation is necessary.
The tentative organization of the reclamation is also reconsidered, and normalized by reverting the role of the Service for Reclamation from execution to Direction, while the former Zuyderzee Combination of contractors is attracted and revived in its execution role.
The British, now relieved of their war efforts, provide large scale help. All heavy equipment needed becomes available, including the 'Third Normandy Mulberry Harbor', which is not used - its caissons still in stock near London. They also produce experience, in using the caissons, concerning the tricky matter of keeping them in place, as they are easily dislocated by the force of tidal flows.
The equipment is fully leveled up to its tasks now, and consists of 80 trucks, 12 dukws, 4 landing craft, 8 suction dredgers, 40 excavators, 80 tugboats, 120 barges, and 3000 personnel.

The execution of the most difficult Flushing closure of Nolle is tackled from the south by traditional dike construction, while from the north caissons are applied. in a sort of John Henry contest. Still troublesome, as the traditional approach lacks good clay and enough stones; while the caisson handling lacks sufficient fastening, to withstand the extremely strong spring tides in this coastal region.. However, the Nolle breach is closed in August. While the participants in the project are quite relieved, disaster strikes with the next spring tide. The provisional closure happens to breach again, taking with it its indispensable foundations. Especially for the latter, the situation seems completely hopeless, as all known approaches did fail. It is 12 bar blues time.
Several days, in a desparate mood, the alternatives are discussed inconclusively. Then, at decision day, a British innovative proposal is put forward. It suggests to close the gap from the seaside with a caisson just big enough, and to consolidate it from within with three small caissons, brought in in advance. To prevent the construction and gap filling clay from washing away again, the gaps should be filled with a mixture of German torpedonets and clay. Throughout the night, all preparations for the new approach are made. In particular converting the cranes for moving the torpedonets. The unusual and innovative approach works out favorably, and makes 29 september 1945 a memorable day in the hydraulic history of the Netherlands..
 
Considering the mainstream activities during the entire project, the first half of the year-round period shows mainly data collection, next to the attraction of (extremely hard to get) equipment, materials, and personnel. Not a single day is wasted. Furthermore, core questions for research are coined concerning alternative solutions to be investigated as soon as the research unit is accessible. 
The second half of mainstream activities concerns the optimal distribution of means available, and the right courses of actions to be decided upon. During this period the focus shifts from mainly internal affairs of preparation, to external issues, that require extensive communication as a variety of matters emerge during execution work. A head engineer with excellent  capabilities of communication takes care of this Direction job..

Now the most difficult closure has succeeded, the project seems more of a straightforward job to be done within the tight schedule. Answers are provided by Delft Hydraulics when needed. German invasion vessels, never used as such, serve as caissons, now these latter were not in stock anymore, After three closures realized, the water masses can be drained from the larger and most populated part of the island. A controlled breach is made in the Walcheren canal dike, and most of the water runs out at ebb tide via the open canal locks at Flushing and Veere. The remaning water is being pumped out,  down to normal groundwater level. Most of the non-evacuated people living on their upper floors, descend to their ground floors again. The closure of the Rammekens breach will take some other months, so the last (minor) flooded part is also reverted to dry land. A great relief to the village people living there.

Summarizing

The HQPM is vital to the project. The quality, and substantial results of the project are related directly to the abilities of the person in charge. Thus, such a difficult project must start with the appointment of an excellent leader, mastering all implications to be expected. The leader must possess all necessary qualifications and experience; moreover, the person must be ciommitted with heart and soul to the project, knowing its workings from the very bottom of the laborers, to the top of the intricate research outcomes, produced by the best researchers in the field, on his demand. Also, some addtional managerial knowledge is useful, especially in the initial design stage of the project. His experience will show, which academic elements may practically fit, and which are too far-fetched.
A tentative estimation of means needed is to be made. Therefore, preceding the initial decision to go forward, a prior task must be to collect the professional information of all relevant aspects. 
The role of Direction must be understood well. This implies not only full disciplinary knowledge of the field, but also a helicopter view of all potential interventions, that may affect positively or negatively the progress of the project. 
The superior role of the Direction over the contractors means full understanding of their specific contribution as well. I.e., the knowledge of the contractor necessary to complete a job in all its demands, including the management of the equipment, materials, and personnel. The aim of the contractor is to perform the tasks in an optimal way, that is in a cost-saving manner, without hampering the quality of the results.
Continuous monitoring efforts during the project are made to collect precise information and time lines on all project aspects. Researchers are to be provided with proper data. Viable assignments for (sub)contractors have to be produced. As the project carries on, the need for smoothing crucial external relations will emerge, so a highly qualified liaison officer (head engineer) must be appointed to get the project means available, and answer emerging questions.
Halfway the project planning stage a contingency report may become necessary to highlight the setbacks in the project progress. It should make all relevant people aware of the situation. Especially of the danger, that deterioration of the situation may grow out of control. At the end of the preparation phase, also expect the familiar vulture intrusion, intended to replace the HQPM and eventually jeopardize the project. It is advisable to be prepared, and have a defense strategy ready.
As soon as the execution phase starts up, all participants must be reminded or made aware of the primary goals of the project in progress. Questions that will arise have to be answered, clearly to prevent derailing of particular parts.of the project.
During the execution disasters may develop unexpectedly, asking for brainstorming by all relevant participants, experienced and subordinate. The outcome should be a workable solution in order to prevent postponing the project or even result in permanent failure. Once decided upon, each and everyone's new role has to be discussed, in a clear and obvious manner.
As soon as new approaches prove to be satisfactory, they should be formalized in procedures, made known to all participants of the project. As a project may aim towards provisional goals to be achieved, such as producing emergency closures, the definite goals should be known in time and distributed among participants. 

Of course, one may object, and argue that the example used in this context is not applicable in general. Especially, while the end of the war produces the means for the solution - just in time. However, first of all, it should be reminded, that without the efforts of the half-year preparation phase, the project would have failed anyway. Not a single day is lost. Then, more importantly, the preparation period also brings about full external awareness of the severity of the problem, and the urge to contribute and help solving eventually the situation. 
The project may start with a pessimistic mood internally, but requires an optimistic exposition towards the external partners - it has to reveal the air of an outstanding project fully worth pursuing. Therefore, the goals must become widely recognized and honored. 
The drive of any appealing prioject will make it viable, whatever its practical objections in the short term. The usual and unavoidable vulture attack, at the most vulnerable stage of any project (just short of visible results), may strand the project. However,  in my experience, this sad fate did only succeed in a minority of cases.