Problem Budget exceeding is a topical subject in semi-public and public projects such as the ‘Noord-Zuidlijn’, the ‘Rijksmuseum’ and 3ME & Industrial Design. The cause(s) of this problem is not clear yet, however the indication is that the project approach could have a contribution to this. The phrasing of the question of this research is therefore: Research method To be able to answer the research question, project approach has to be defined. Initially aspects as: decision-making, rganizational structure, hierarchy, number of layers (Executive Board, steering committee, project group, design group), the way to draw up the programme of requirements and budget determination, are subject to project approach in this research. After the literary study and case studies the content of project approach became even more clear. The following three cases were selected: case renovation 3ME & new housing Industrial Design, case expansion Civil Engineering & Geosciences and case new estate Applied Science. The cases were selected at the campus of Delft University of Technology and were based on the literary study and orientation interviews. Each case has been subjected to three in?depth interviews with actors who were involved in the process. The findings of the analysis of the three cases are compared with the results of an extra case: BK City. This case is included with the assumption that this project is completed within budget. In contradiction with the other cases, this case was not studied in-depth, but a comparison was made about the similarities and / or differences of the project approach. Based on the outcome of this comparison a final conclusion about project approach and budget compliance is drawn. Findings The cross case analysis and comparison shows the following causes for budget exceeding: drawing up the programme of requirements, which consisted of - trouble while drawing up the programme of requirements and accuracy of drawing up this document - change of the scope of the ambition level - desiring a certain appearance / investing more in the design for an international appearance - adding a department unforeseen circumstances (risks) politics and time pressure (risks) project organization, which consisted of - two-hat-problem - decision-making - communication lines Conclusion After studying the cases, it can be concluded that within an organization as such, project approach cannot be defined in one clear notion, but has to be divided into three categories: strategic, tactical and operational. On strategic level the following questions arises, for example: what are the agreements concerning the project organization and hierarchy, how are the responsibilities divided and based on what criteria are budget requests being approved or denied? On tactical level it concerns the consistency of filling-in the project organization and the implementation. It also concerns, in what way are the programme of requirements drawn up and which aspects are taken into account (like risks and future expectations)? At an operational level it concerns the accuracy in which this document is drawn up? In addition, how is the communication when it comes to alterations in the programme or requirements? After analyzing the cases it can be established, there is no clear line in the project approach regarding the project organization. The hierarchy, decision-making and communication lines differs significant per project. So a conclusion about this subject is, that there is neither consistency nor structure in the project organization. Based on the results of this research it can be concluded that (a great deal of) the budget exceeds also due to the current project approach. Recommendation Regarding drawing up the programme of requirements in the definition phase, a few items have to be added to the current method. The most likely ambitions have to be elaborated more extensively and in addition: new education concepts, workplace concepts, IT development, etc. must be adopted. This document has to contain the basic requirements that are most likely needed and in a business case the investments will be justified. In the business case the cost will be weighed against the benefits. The same counts for the pro’s and the cons. Based on this document an estimate of the basic investment cost will be made. In addition two other elements have to be added: an ambition analysis and a risk analysis. The ambition analysis contains: ambition levels that are not specified yet, future expectations of the university or / and faculty, future developments, etc. Moreover, it also contains a business case with a research, explanation and foundation why the (indirect) benefits will compensates for the cost. The risk analysis consists of an enumeration of all probable risks and unforeseen circumstances the project could face. On a strategic level (policy) changes have to be made regarding the decision-making, agreements and arrangements. For example: the denial or approval for the budget in the definition phase has to be based on the situation of the project. Regarding the project organization, the filling-in of the layers in the temporary organization chart must be done consequently and one of the most important aspects is to observe of the agreements made on a higher level.