Program day 1 Program day 2 Program day 3

08.00
REGISTRATION + BREAKFAST SESSION MICROSOFT (8.15 – 9.00 GOUDRIAAN ROOM)
Breakfast session by Microsoft: Project Worst Practices
Most event content focuses on ‘Best Practice’ but in reality learning mostly comes from mistakes. This session focuses on some of the commonly made mistakes around deployment
and organizational poor behavior gathered from customer around the world. Come and have your breakfast with Ian White, Project Portfolio Management lead in Western Europe for Microsoft.
Ian White, EPM & VIsio Technical Lead Western Europe, Microsoft (UK)
09.15
09.30
10.00
Introduction by Master of Ceremony Tom Taylor
Keynote: Wilma Mansveld (Minister for the Environment) & Jos Nijhuis (CEO Schiphol Group)
Pioneering in project management at Schiphol
The aviation sector is, and has always been, a world of pioneers. Amsterdam Airport Schiphol keeps that pioneering spirit alive-and the three-year renewal and renovation project that the airport is currently conducting is an excellent example. Project management, too, is the home of pioneers. Crucially, all of this is driven by our belief in progress, our desire to be the best and our awareness that we need good partners to move forward.
Wilma Mansveld: Ms. Mansveld, State Secretary for Infrastructure and the environment, will speak about her ambition and commitment in managing large, complex projects in the Netherlands, such as the construction of a new airport and large train stations. In her speech she will emphasise the importance of involving community stakeholders.
Keynote: Ricardo Viana Vargas (Director Project Management Practice, United Nations Office for Project Services, UNOPS)
How sustainability challenges traditional Portfolio Management selection criteria in development context: UNOPS Sustainability Screening Tool
Effective project management services in peacebuilding, humanitarian and development environments improve the lives of people in need.
To measure a project’s potential for longevity once donor funding ceases, project-viability criteria must include sustainability indicators besides the traditional ones.
UNOPS uses the Sustainability Screening Tool to measure project success beyond time, cost and quality to make a real, sustainable and positive difference for the people we serve.
10.30
BREAK + POSTER SESSIONS
10.30 – 10.45 Poster Session 1
Formalising the informal? – Finding a balance between formal teams and communities of practice in a project-based organisation
The paper focuses on how a Scandinavian project-based organisation utilises both formal teams and communities of practice (CoP) in order to facilitate learning and knowledge sharing.
It also looks at the challenges and opportunities that are associated with this process. The purpose of the study on which this paper is based was to see how this Scandinavian project-based
organization transformed itself into a double-knit organisation – utilising effectively both formal and informal structures.

Ronald TebogoKeikotlhaile, Anandasivakumar Ekambaram, Siri Boe Halvorsen and Ole Jonny Klakegg

SPECIALTIES
BEST PRACTICES
ACADEMIC
OUT OF THE BOX
Diamond Room 1
DIVERSITY & CONTEXT
Diamond Room 2
SUSTAINABILITY
Goudriaan Room 1 + 2
ENDURANCE
Van Oldebarneveldt Room
AGILE
Leeuwen Room 1 + 2
MANAGING MEGASTRUCTURES
Mees Auditorium
ACADEMIC 1
Penn Room 1
ACADEMIC 2
Penn Room 2
11.00

11.45
My Project is a James Bond Movie… how to get stakeholder involvement in an agile world!
Pierre E. Neis (We & Co), Luxembourg
Agile is built around first class engineering practices, quality, testing. A proven concept for years.
The challenge is to work as a team and get all stakeholders involved. With play & work techniques Pierre explains that “Diamonds are for ever” and delivers some tips to avoid “Skyfall”. You learn how to pull your stakeholders into the movie in a fun and collaborative way.
How high is your PM appeal?
Part 1
DEYvonne Schoper (University of Applied Sciences in Berlin and Shanghai), Germany
Femke Vergeest (P2 managers), The Netherlands
Steinunn Halldórsdóttir (Prime Minister´s Office), Iceland

How high is your PM appeal? Research shows differences in the conduct between female and male project managers. Men and women both make different judgments and are evaluated differently. This interactive workshop focuses on the evaluation criteria where you will get a better feeling for these differences. This will improve your own PM appeal to clients and stakeholders. Get new insights to refresh your own personal PM approach.

Best practices in sustainable project management

A.J.Gilbert Silvius (LOI University of Applied Sciences and
Ron P.J. Schipper (Van Aetsveld project and change management), The Netherlands

The relationship between sustainability and project management is picking up momentum. Considering sustainability aspects is a ‘must’ for project managers. However, it also bears some challenges as sustainability is difficult to express in concrete, operational terms. This session presents some of the ‘best practice’ insights and practical instruments that make sustainability an added value to projects, instead of a burden.
Endurance as a competence
Jean-Paul Papamarkou, Ronald Teeuw, The Netherlands
Too often a Project Manager is faced with the challenge of solving the impossible problem. Negotiation, compromise, managing the game; it all asks for a flexible project manager. This flexibility goes hand in hand with endurance. Three speakers will put forward their case in six rounds. A highly interactive session in which the lessons learned are central to the discussion that follows.
Agile at organisational level
Jan de Baere (Cegeka), Belgium
What if a couple of scrum teams are not enough to do the job? Agile at team level is rather well understood. Next challenge for most companies is how to scale Agile and apply it outside the teams. First of all we’ll see a framework of how this could be done. Next we’ll see some real life examples.
Airport Development in New York & New Jersey
Thomas Bosco (Port Authority of New York & New Jersey), USA

Founded in 1921, the Port Authority of New York and New Jersey’s network of aviation, ground, rail, and seaport facilities is among the busiest in the country, supports over 550,000 regional jobs, and generates over $80 billion in annual economic activity. The Port Authority owns and manages the World Trade Center site, where construction crews are building the iconic One World Trade Center. Thomas Bosco will give an overview of the different challenges from the perspective of a asset owner in a public environment.

Towards more effective decision-making practices in service innovation portfolios: a service user leadership perspective
NLAnouk den Ambtman, Allard van Riel, Kristina Lauche, Wafa Hammedi, The Netherlands
In the present case study research in a semi-public service environment, we devote attention to the role of current practices and processes of portfolio decision-making in service innovation. The present study focuses on how coordination between different decision-making practices was achieved or why it failed. We look for service user leadership in terms of taking the complementary value of services for the service user into account when coordinating among projects in the portfolio.
Career Choice and the Experience of Project-Based Work

AULynn Crawford, Beverley Lloyd-Walker and Erica French, Australia
The nature and context of project-based work combines with sectoral characteristics to present both barriers and support that influence career choices and experiences. Using social cognitive career theory (SCCT) as a lens, this paper contributes to understanding of the relative involvement of women and men in project roles by exploring differences in the ways they perceive the experience of project based work and the impact this has on their careers.
12.00
Alternative Working Forms for the Dialogue with relevant Stakeholders when Initiating and Planning a Project
Dagmar Zuchi (enable2change), Austria

In the initiation and planning of a project, a commonly developed “big project picture” by the key project stakeholders is most crucial. One success factor is to decide the format of how to apply project management processes. This presentation shows alternative formats, applied in different project types. Learn how alternative working forms can enable the creation of a shared big project picture.

How high is your PM appeal?
Part 2
DEYvonne Schoper (University of Applied Sciences in Berlin and Shanghai), Germany
Femke Vergeest (P2-managers), The Netherlands
Steinunn Halldórsdóttir (Prime Minister´s Office), Iceland

How high is your PM appeal? Research shows differences in the conduct between female and male project managers. Men and women both make different judgments and are evaluated differently. This interactive workshop focuses on the evaluation criteria where you will get a better feeling for these differences. This will improve your own PM appeal to clients and stakeholders. Get new insights to refresh your own personal PM approach.

3D Modular Building Systems, Transition to a Sustainable Construction Sector
Menno de Jonge, (Ballast Nedam), The Netherlands

In this presentation, Menno discusses the five main modular building systems of Ballast Nedam: iQhome®,

Ursem®, ModuPark®, Plug and Play Core® and Plug and Play Transformation. After the introduction of each system, he will explain the effects on the business architecture of Ballast Nedam by using some multimedia examples.

Finally, Menno will focus on the main effects of modularization.

Endurance as a competence
Jean-Paul Papamarkou, Ronald Teeuw, The Netherlands
Too often a Project Manager is faced with the challenge of solving the impossible problem. Negotiation, compromise, managing the game; it all asks for a flexible project manager. This flexibility goes hand in hand with endurance. Three speakers will put forward their case in six rounds. A highly interactive session in which the lessons learned are central to the discussion that follows.
Delivering business success by Agile managing projects
Arie Van Bennekum (Agile in the Core (powered by Cegeka), The Netherlands
This presentation focusses on delivering business value by acceptance of all stakeholders including end-users to create a strong and swift Return on Investment. Arie will tell how, why of the how, pre conditions and how to bring this in place as project manager.
Managing and uniting a diverse group of Stakeholders (residents, government and NGO`s)
Ben Broens (Department of Waterways), The Netherlands

In the nineties, the water levels in The Netherlands were extremely high and the dikes only just managed to hold. 250,000 people had to be evacuated.
The Department of Waterways and Public Works broke the trend of reinforcing the dikes: instead, the river was given more room to be able to manage higher water levels.
Ben Broens succeeded to unite the complex network of stakeholders and will discuss this program ‘Room for the River’ during this session.

Exploring Program Management Capabilities for The Different Program Types
SEMaxim Miterev, Anna Jerbrant, Mats Engwall, Sweden
The paper questions the implicit ‘one-size-fits-all’ assumption, which dominates mainstream program management competence literature. Findings from case studies of ten various programs executed in a global company suggest that different programs require different competences of program managers. Establishing the link between the program typologies and program management competence literature streams constitutes primary theoretical contribution of the paper. Managerial implications include the potential of using the findings for making informed HR decisions in regard to e.g. staff selection, assessment and development.
Best Project Management Practices in the Implementation of an ISO9001 quality management system
ISHelgi Ingason (Reykjavik University) Iceland

The implementation of ISO 9001 quality management systems in 21 organizations was studied. The organizations seem to look at the implementation as a project and they employ standard project management tools. The commitment and direct participation of management and employees was a key success factor, as well as good preparation and goal setting. Organizations that planned for their internal cost of implementation were likely to implement their quality management systems in the time they expected—and their time of implementation was shorter than for organizations that didn’t look at this internal cost.

12.45
LUNCH BREAK

LUNCH SESSION
The innovative Social Enterprise

GBIvan Lloyd (CPS), UK; Sponsored by Microsoft

Innovation is central to business success, both to develop new and existing products and enhance organisational practices. Not all of our cultures encourage or support collaborative creative thinking, and not all of them have the enabling technology to make this simple to get going or effortlessly sustainable. Ivan Lloyd, CEO, CPS will discuss how companies can successfully create platform for social Innovation allowing organisations to harness the power of their employees, their supply chain and their customers.
LUNCH BREAK
LUNCH SESSION:
Dialogue is also increasingly needed when handling the project management activities
Morten Fangel (IPMA, Danish Project management & Fangel Consulting), Denmark
The point of the presentation is that project management is not just for project managers. The project managers role tend to be leading the management activities – meanwhile the participants and parties role tend to be more involved in dialogs when performing the management activities. The session will present a method for proactively planning the management effort as a mean for to promote dialog and allow the audience to practice the method at the session.
LUNCH BREAK
LUNCH SESSION:
Creativity
Kjell van der Giessen (HU University op applied sciences)
Trust. Creativity. Collaboration. Motivation. Leadership. Well-being. Personal Development.
How do these human factors influence your project and program management choices, behavior and attitudes? The Dutch National Research Group asked dozens of project and program managers in a national workshop series earlier this year that brought together academic and industry leaders in the field of project management. The answers will inform, motivate and inspire you. Please join us in a special series of master classes held each day in during the lunch break of the congress. More information on the series and DNRG will be provided, and opportunities for your involvement in the next stages as we create tools based on this research will be identified.
LUNCH SESSION:
Personal Development
Liesbeth Rijsdijk (Windesheim HC)
Trust. Creativity. Collaboration. Motivation. Leadership. Well-being. Personal Development.
How do these human factors influence your project and program management choices, behavior and attitudes? The Dutch National Research Group asked dozens of project and program managers in a national workshop series earlier this year that brought together academic and industry leaders in the field of project management. The answers will inform, motivate and inspire you. Please join us in a special series of master classes held each day in during the lunch break of the congress. More information on the series and DNRG will be provided, and opportunities for your involvement in the next stages as we create tools based on this research will be identified.
14.00

14.45
A musical journey into the undercurrent of your project
Jervis Groeneveld (Business Harmonics), The Netherlands
To set up a project for cutting-edge teamwork, in which creativity is unleashed, a project manager will have to consider another domain: the undercurrent of projects. This contains the domain of emotions, associations, intuition and inspiration. During this session participants practice with tools and distinctions which will help them influence the undercurrent in their projects.
IT projects and government: A combination that can work

Jacques Snel and Indra Henneman (I-Interim Rijk), The Netherlands

In the public opinion IT projects and government do not always go well together and big failures end up often in newspapers. I-interimrijk, Ministry of Interior and Kingdom Affairs in the Netherlands, tries to change that. Two experienced project managers discusses how i-interimrijk face challenges along their realizing this change and the difference they make on improving project quality and competence deployment.
Implementing CSR: lessons learned
Ragna Sara Jónsdóttir, Director of Corporate Responsibility,
Landsvirkjun (National Power Company of Iceland), Iceland
Landsvirkjun`s role is to produce renewable power utilizing natural resources in Iceland. The company`s policy on corporate social responsibility is to create value, to respect and proctect natural resources and the environment and to share its expertise in order to effectively contribute to society. In this presentation, Ragna Sara Jonsdottir will discuss the basis of Landsvirkjun`s CSR policy and how it is executed.
The Value of Learning by Simulations, 2020 – Achieving Sustainable Change
Hans van Leeuwen, The Netherlands
Today, Project Managers have to achieve their goals in continuously changing conditions. The business simulation ‘2020, achieving sustainable change’ addresses multiple challenges. It requires excellent strategy and perfect execution as well as splendid communication and of course top level teamwork. Explore the value of the business simulation 2020 during this workshop.
Workshop: Creating children book in 45 minutes thanks to SCRUM
Vladimirs Ivanovs (IPMA Latvia), Latvia
Creating a book by applying Agile principles to the process might make it much more easier to manage and give you better results. During the workshop we will create a children’s book of “Goldilocks and the three bears” by using SCRUM techniques. You will get familiar with Product Backlog, Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective.
London Heathrow Airport Terminal 2
Sean Horkan (London Heathrow Airport), United Kingdom

In June 2014, Heathrow opened Terminal 2. The departure of the first United Airlines flight on 4th of June marked the culmination of a £2 bln investment, undertaken in the middle of a live operational airport.
It required many years of effort from a wide range of stakeholders. Sean will discuss how stakeholders were engaged from the creation of the idea through to the successful opening.

Project Governance – The Definition and Leadership Dilemma
ZAGiel Bekker (university of Pretoria), South Africa

The definition of project governance frameworks often fail due to differences among project practitioners and theorists regarding the interpretation of governance principles and its application to the field of project management. These differences create a leadership dilemma when attempting to apply project governance in practice. This paper attempts to contextualise these differences and propose an inclusive, conceptual project governance framework with principles and elements to be converted in project and organisational specific project governance frameworks and guidelines for project leaders as reference.

The Early Warning Procedure in an International Context
NOSara Haji-Kazemi, Bjorn Andersen, Ragnhild Eleftheriadis, Alvaro Capellan (Norwegian University of Science and Technology), Norway

The globalized business and organizational environment is creating a growing need for project managers that can operate in a variety of cultural and socio-economic settings and are capable of handling the complexities. Identifying the early warning signs of problems timely enough to take preventive actions in order to avoid undesired consequences, is a crucial prerequisite of success in such contexts. In this study we endeavour to scrutinize the early warning identification process as part of the management system in international projects and the possible obstacles within this procedure. A real ongoing international R&D project is used as an example for better clarifying the concept.

15.00
What Gap? A Communication Tool Box’ – A Master Class given by the author Jessie Gordon
Jessie Gordon (Executive Performance Training BV), The Netherlands
‘What Gap?’ is a guide, with no answers. This Masterclass provides you with a Toolbox that you will find yourself getting back to for a long period of time. Acquire insight into the communication building blocks required to create quality contact, trust and mutual understanding. This session is a realization of the importance of inspirational communication and how pivotal (crucial) it is to your success.
Overcoming unenforceable contracts in Latin America
Bernhard Haidacher (Facultare), Guatemala
Enforcing contracts takes on average over 2 years. 56% of the Latin American work force operates in the informal economy. News about Latin America is plagued with scandals and corruption. The other side of the coin is opportunity. If handled correctly enduring business relationships can be established. Let me show you how.
Project Managers are Global Citizens
Joel Carboni (Green Project Management), USA
Manfred van Veghel (Oppidum), The Netherlands

The United Nations Millennium Development Goals are set to expire in 2015 and will give way to the Post-2015 Engagement Architecture, a framework that is expected to define priorities and approaches for the next era. This session will focus on measurement practices, and how portfolios, programs, and projects can support and in some cases even drive corporate standards.

The Value of Learning by Simulations, 2020 – Achieving Sustainable Change
Hans van Leeuwen, The Netherlands
Today, Project Managers have to achieve their goals in continuously changing conditions. The business simulation ‘2020, achieving sustainable change’ addresses multiple challenges. It requires excellent strategy and perfect execution as well as splendid communication and of course top level teamwork. Explore the value of the business simulation 2020 during this workshop.
Stakeholder Engagement between Agile and Traditional Project Management
Simone Onofri (Techub S.p.A.), Italy
If you are Agile or Traditional, or a mix of two, you cannot survive without (engaging) your stakeholder. After a “big picture view” on how stakeholders can be managed referring in Traditional Management and how this is vital in the Agile approach.
Managing Airport Expansion and modernization projects around the world

Paul Govaerts (Netherlands Airport Consultants), The Netherlands


Managing airport expansion projects starts with understanding the context of the project, the stakeholders involved and all the complexities of the project that are unique to airports. Dr. Prins will introduce a strategic management approach to the delivery of successful airport projects, including project complexity and its effects on stakeholder management, using cases from Asia, Europe and South America.

The feasibility of public projects in Iceland
Haukur Ingi Jonasson, Iceland

In the context of the public sector, there will always be more demand for projects than available resources. The portfolio of possible projects is restricted since investment capital is limited. To ensure the optimal use of investment capital, it is essential to select the most promising projects only. In order to support this goal the correct procedures must be in place and applied consistently. The subject of the study presented here is the preparation of feasibility studies for public projects in Iceland. In this study, six projects were screened from the perspective of how the initial feasibility is determined in relation to notional best practice. The findings show that there is a disparity between best practice and current practice in Iceland to an extent that should be of concern to all stakeholders, not least taxpayers.

Global Projects: A Conceptual Review on Execution Attitude in Multinational Corporations
Mounir Mossolly, France
This article is intended to be a conceptual paper in which project management and execution process of “Global Projects” is explored from a literature review perspective. Through this conceptual research, the gap in knowledge on the subject is highlighted and areas for potential academic research are suggested. The paper also proposes a series of research questions that are formulated from the literature review conclusions.
15.45
BREAK + POSTER SESSIONS
15.45 – 16.00 Poster Session 2
Developing countries’ enterprises those are willing to improve their employees’ capabilities which would lead them to have innovative organizations and bring them a permanent competitive advantage,
can form strategic alliances with other successful enterprises to share their knowledge and learn from each other indeed. however to have a successful learning process, we should know the factors which influence
this process and to recognize these factors we can review the studies which have been done by expert researchers in this field and derive a list of critical success factors (CSFs), which is the aim of this paper.

Razieh Tavallaei, Mujtaba Hosseinali pour and Amirhossein Mohebifar

16.15
Humor driven innovation
Jeske Eenink, Severin Ince (CHO), The Netherlands
Still, many companies struggle with innovation, its metrics and the culture to accelerate innovation. Jeske and Severin provide insights on the biggest future trends and how to act on those trends. The answer may be surprising: humanism will be an important factor in future innovation.
Rapid organizational changes using project-based dialog: a case study for financial sector using D3 framework

Alexey Chumakov (CEO, Tolk Group) Russian Federation, Russia

Нow to add a decent amount of proactivity to a steady financial sector organization? Keeping the project management approach in mind as the key? In this case study of the successful 2-year programme:

• Starting with a programme-based strategy

• Changing the permanent organigram

• Choosing basic PM techniques

• Let’s add portfolios now!

• Laying 2-Stage Product Management on top

• To conclude: the top challenges and benefits of the approach while using D3 framework

.

Inexorably Entangled: Sustainability and Project Management
Rich Maltzman & David Shirley (Earth PM), USA

This session brings sustainability into practice and will therefore be delivered via live streaming

Sustainability, like quality, is an inherent characteristic of every project. Sustainability must permeate every aspect of PM and must not be extracted nor segregated from project management. To contribute to organizational success, sustainability thinking must be inherently part of PM’s “DNA”.

Participants learn how this can be done in each aspect via focused discussions aimed at answering key questions about this intersection of PM and Sustainability.

The Value of Learning by Simulations, 2020 – Achieving Sustainable Change
Hans van Leeuwen, The Netherlands
Today, Project Managers have to achieve their goals in continuously changing conditions. The business simulation ‘2020, achieving sustainable change’ addresses multiple challenges. It requires excellent strategy and perfect execution as well as splendid communication and of course top level teamwork. Explore the value of the business simulation 2020 during this workshop.
How to use agile PM on a project like the Hoekse lijn (new metro line)?
Arjan Boer (RET), The Netherlands
RET is currently in the preparation phase of the “Hoekse lijn project”, which creates a light rail (metro) line connecting the centre of Rotterdam with the beach. This line will operate without any government support. The project is carried out as a Prince2 project, with some MSP elements. How can we apply an agile approach? Join this session and learn about agile PM in a infrastructural project.
How to score the World Cup in Brazill
Henk Markerink (Amsterdam
Arena), The Netherlands

Brazil being the only country to have nominated itself as a candidate for the FIFA World Cup 2014, in 2005, the consultancy department of the Amsterdam ArenA cleverly set foot in Brazil for the first time and involved itself in minor consultancy jobs. Since 2007, Amsterdam ArenA has management contracts in three different Brazilian stadiums, of which two were built especially for the World Cup.

“One very much needs local ears and eyes in cases like this”.

Project Management in Small to Medium-sized Enterprises: the case of the Netherlands
Rodney Turner, United Kingdom
Ariane Moussault, The Netherlands
Previous research has shown that small to medium sized enterprises require other project management practices than do larger organizations. Following this research we have studied the Netherlands. Our aim was to identify the nature of project practices adopted and see how the Netherlands differs to the other countries studied to date. We interviewed nine organizations, eight from the private sector and one from the public sector. They ranged in size across four sizes of organization, micro, small, medium and large.
Requirements management tools and designers motivation on use: a case study at a university design office
Camila Pegoraro, Istefani Carisio den Paula, Brasil

To check how building designers behave in relation to the requirements management tools found in literature, it was investigated their benefit perception and their declared motivation on use. The results indicated that participants have high motivation to use new tools and that they are interested in tools that deal with images, not focused on data. Participants mentioned critical points to promote acceptance and commitment. The main contribution is the indication of gaps for the tools improvement considering the designers perspective.

 

16.40
Classification of Multi-project Resource Allocation Approaches
Albert Ponsteen, Rob Kusters, The Netherlands

Multi-project management requires different management skills and tools than managing a single project management. This research gives an overview of many multi-project management approaches from scrum-of-scrums, critical chain to advanced scheduling algorithms. Practitioners can use the presented overview to select the one that matches their management style. An interesting aspect of this research is to which extend management relies on sophisticated scheduling tools, their own insight or on the insight of their resources to manage the multi-project environment.

17.00
Keynote: Dirk Draulans (Biologist, TV-producer, Author & Scientific Editor) – Innovation as an evolutianary obligation
Innovation as an evolutionary obligation
The success of the human species is the result of a few key innovations that popped up accidently, but were reinforced by the initial advantages they generated.
It is clear that our evolved knack of elaborate collaboration was crucial in creating the mental framework necessary for advanced innovation.
However, our rational capacity has limitations, which has consequences for the grip we have on our future.
Closing Ceremony
18.15
DRINKS AT THE WTC
19.15
FAREWELL PARTY
Farewell Party (separate registration needed)
To conclude our ambitious World Congress we are going to celebrate three inspiring days of learning, sharing and connecting in style.
In industrial setting characteristic for the City of Rotterdam, we will enjoy food, drinks, music and off course great company.
With an amazing band, who can play (almost) every request and a DJ who will guarantee get you moving.

Time: Wednesday October 1, 19.30
Place: Maassilo, Rotterdam (Maashaven Zuidzijde 1-2, 3081 AE Rotterdam)