Big dig project management

In September of when I was in Boston and walking around downtown Boston, street photographing, I came across some places which were cordoned off with blue street curtains as high as 10 ft. Apparently he thought he said something funny assuming that I would know the significance of what he said and looked at me expectantly to see me laugh or something, but well I was as clueless as a door knob, at that point of time. The lightly exasperated Passer-by just walked on shaking his head. Boston is one of the oldest cities of USA.

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Content:

• Tyner Blain
• IN THE BIG DIG’S SHADOW
• Boston's 'Big Dig' Hits a Ditch in Funds
• Professionalism/Boston's Big Dig Project
• In This Section
• Risk Assignment: Boston Big Dig Project Harvard Case Solution & Analysis
• Boston’s Big Dig: when concrete goes wrong
• Personalized, responsive and professional. Contact one of our team members today.
• Megaprojects: Lessons on Risk and Project Management from The Big Dig

Tyner Blain

The main aim of this mega project was to improve traffic flow by constructing a tunnel and 2 bridges in the centre of Boston city. This was due to management problems, incomplete construction design drawings and lack of experience. Robert W. The tunnel connects the Logan Airport in South Boston to 2 interstates: I interstate highway from west and I interstate highway from north , extending throughout the entire South Boston Industrial area.

In , construction commenced, and by , majority of this project was finished. By , this entire project was completed and opened to public. Boston Big Dig, These bridges were constructed over the Charles River. Each bridge consists of four-lane expressways which extends the I interstate highway towards the airport via the Ted Williams Tunnel. Poole, Construction for this project began in and completed in Construction commenced in Poole, Greiman, Even tough, there was no calamity or many contracts to deal with during the construction, there was wide mismanagement across the project management ultimately which led to cost escalation.

One reason was that people involved in project, had lack of experience and knowledge in managing such a highly complex project. Another was that the stakeholders underestimated the impact of Inflation on the project, which led to massive cost overruns as the stakeholders calculated the project budget according to then-current rate rather than taking future rate into consideration.

The project management team underestimated the subsurface conditions avoiding standard industrial survey practices and faced lot of consequences when construction commenced. Issues such as ground-water conditions, weak soil and many health and safety issues were not reviewed properly during the planning. Two engineering firms Bechtel Corp and Parsons were hired in for managing the project and providing designs and drawings to the contractors for the works to be carried out. These companies did not examine these regions accurately and provided the contractors with inadequate drawings.

They believed that it would be essential for the contractors to begin works on certain areas before the designs for other areas were finished.

Raphael Lewis, However, these actions proved to be quite expensive as it led to frequent design alterations. In , few months after some of Ted Williams Tunnel were opened to public, leaks along the ceilings were discovered.

This was due to inadequate designs provided to contractors and unexpected site conditions. Plus the contractors were under tremendous pressure to complete the work in hurry.

In , part of the ceiling in the tunnel collapsed and killed 2 commuters crossing the tunnel. Wrong epoxy fasteners were used for holding the ceiling concrete slabs which led to this calamity. During these scenarios, the tunnel was closed for repairs which led to delays in other works and cost escalation. Since this project was a design-bid-build model, the contractors and designers were negotiated separately during the planning stages. This led to lack of collaboration and communication between them and, many other internal and external stakeholders.

The communication channels between the government, designers and project managers were inadequate, which led to many delays. Since many tasks in the project involved complex scenarios and procedures, controlling and maintaining these operations in a uniform manner proved to be quite difficult. Social and Community costs were initially mis-calculated, the management team did not predict that it would be quite expensive to take care of community interests, communicating with the media and regulatory agencies.

I would initially set up an organizational structure which follows a design-build model. This model employs both the contractors and designers simultaneously thus allowing them to collaborate and form strong professional relationship with each other from the beginning.

I would carefully set various goals and project schedules in more systematic manner, and account for any foreseen or unforeseen problems. I would set up a more centralized communication system between the government and managers to avoid any delays. Toggle navigation Uni Assignment. Greiman, Mismanagement and Inflation Even tough, there was no calamity or many contracts to deal with during the construction, there was wide mismanagement across the project management ultimately which led to cost escalation.

Greiman, Design and Construction Risks The project management team underestimated the subsurface conditions avoiding standard industrial survey practices and faced lot of consequences when construction commenced. Poole, I would initially set up an organizational structure which follows a design-build model.

I would take inflation into consideration.

IN THE BIG DIG’S SHADOW

The "Big Dig" was the largest, and most expensive, highway project of its kind in the United States. The highly ambitious "Big Dig" project in Boston, Massachusetts turned out to be one of the most expensive and extensive of its kind in U. Work began in the s but wasn't completed until the mids at a cost far in excess of what was predicted. Planning began in the early s with the project finally being completed in The project involved the reroute of the Central Artery of Interstate 98 I through the city into the 1. O'Neill Jr.

Boston's 'Big Dig' Hits a Ditch in Funds

Contingency Steps should the risk materialize. The government should impose heavy penalties in case of default and revise their terms with the contractors to avoid any future breakdowns. But as a result of the change incorporated by MTA in their management structure in , which was the peak construction phase of the project, a huge communication breakdown occurred between all the parties Euchner, This had also increased conflicts among the three parties, which was only making the situation worse Hatch, ; Euchner, With the help of the above table it has been observed that what sort of risks was faced by the project, Big Dig. In order to manage these risks and This is just a sample partial case solution. Please place the order on the website to order your own originally done case solution. Social Share Share on Facebook Tweet.

Professionalism/Boston's Big Dig Project

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In This Section

The main aim of this mega project was to improve traffic flow by constructing a tunnel and 2 bridges in the centre of Boston city. This was due to management problems, incomplete construction design drawings and lack of experience. Robert W. The tunnel connects the Logan Airport in South Boston to 2 interstates: I interstate highway from west and I interstate highway from north , extending throughout the entire South Boston Industrial area. In , construction commenced, and by , majority of this project was finished.

Risk Assignment: Boston Big Dig Project Harvard Case Solution & Analysis

April 23, The "Big Dig" has become the "Big If. With expiration of federal interstate-construction funds in l, state and Federal Highway Administration FHWA officials are now negotiating various plans to carry the Big Dig through , the scheduled year of completion. The plan should be announced within several weeks and more than likely the funds will be greatly reduced. On Friday, Rep.

Boston’s Big Dig: when concrete goes wrong

Share sensitive information only on official, secure websites. It reduced traffic and improved mobility in one of America's oldest, most congested major cities. It built a framework for continued growth in Massachusetts and New England. Additionally, it improved the local environment.

Personalized, responsive and professional. Contact one of our team members today.

Fitzgerald Expressway, was a 1. Constructed in , the Central Artery was designed for 75, vehicles daily. By the s, there were , vehicles on the Central Artery everyday. If the Central Artery was still in use in , experts estimated daily traffic jams of 16 hours. By the 's the six lanes were unable to accommodate the traffic of Boston. Around this time Bostonians began to envision a system of underground tunnels and bridges to replace the Central Artery.

Megaprojects: Lessons on Risk and Project Management from The Big Dig

This work was divided into several phases and affectionately given the catchy nickname, the Big Dig 1,2,3, and 4 as these projects would be the biggest digs Kingston had seen. The main focus of this work is to separate the year old combined sewer system into storm water and sanitary sewer systems. Coupled with improving the water distribution system, these projects facilitated Urban growth and intensification initiatives and improvements to meet Provincial Environmental requirements. March to July The work included complete reconstruction from building face to building face. The first major reconstruction project to be completed without public outcry.

The Big Dig famously involved building a new highway tunnel under the city while the expressway above, which it was replacing, still carried traffic. The fact is that in an old, cramped and expensive city like Boston, many development opportunities require solving complicated challenges or head-turning designs. Of course, most major world cities today use advanced engineering and construction methods. But Carlo Ratti, an MIT professor in urban studies and planning, said Boston often retains a provincial mindset that keeps it from building the most ambitious projects and designs.