By Virginia A. Greiman
Project administration classes realized at the immense Dig, America's greatest megaproject, by way of a center member liable for its day-by-day operations
In Megaproject Management, a relevant member of the massive Dig group finds the varied hazards, demanding situations, and accomplishments of the main complicated city infrastructure venture within the historical past of the U.S.. Drawing on own event and interviews with undertaking engineers, government oversight fee officers, and middle managers, the writer, a former deputy tips and danger supervisor for the massive Dig, develops new insights as she describes the realities of day by day administration of the undertaking from a undertaking manager's point of view.
The publication comprises either concept and perform and is accordingly hugely advised to policymakers, teachers, and undertaking administration practitioners. concentrating on classes discovered, this insightful coursebook provides the large Dig as an immense case research within the administration of threat, rate, and time table, fairly the interrelation of technical, felony, political, and social components. It offers an research of the problems in handling megaprojects in the course of every one section and over the lifestyles span of the venture, whereas offering worthwhile classes on why initiatives get it wrong and what might be performed to avoid venture failure. It additionally bargains new principles to reinforce venture administration functionality and innovation in our worldwide society.
This exact consultant:
- Defines megaproject features and frameworks
- Reviews the massive Dig's heritage, stakeholders, and governance
- Examines the project's administration scope, scheduling, and price management?including undertaking delays and value overruns
- Analyzes the large Dig's hazard administration and caliber management
- Reveals how one can construct a sustainable venture via integration and alter introduction
Chapter 1 advent to Megaprojects and the massive Dig (pages 1–37):
Chapter 2 heritage and Financing of the large Dig (pages 38–78):
Chapter three Stakeholders (pages 79–109):
Chapter four Governance (pages 110–151):
Chapter five Megaproject Scope administration (pages 152–184):
Chapter 6 agenda (pages 185–213):
Chapter 7 price heritage (pages 214–234):
Chapter eight price administration (pages 235–263):
Chapter nine Megaprojects and Megarisk (pages 264–315):
Chapter 10 caliber administration (pages 316–348):
Chapter eleven construction a Sustainable venture via Integration and alter (pages 349–390):
Chapter 12 management (pages 391–413):
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Additional info for Megaproject Management: Lessons on Risk and Project Management from the Big Dig
Some projects may take as few as 3 years, while others may take more than 13 years. Because there was no gold standard on time to complete projects set by the FHWA, the Big Dig’s completion date evolved over time. While original projections predicted the year 1998, in 1995 the ﬁnish date ofﬁcially crept to 2001, with many observers anticipating further changes to the schedule at that time, resulting in a new estimated completion date of 2004 and a ﬁnal completion date of 2007—almost ten years later than originally predicted.
The active role of third parties, including local communities, may create conﬂict and disputes that must be addressed in a timely manner to avoid damage to the reputation of the project and its leaders. The ability to maintain the support of multiple and diverse stakeholders over a long period of time requires tremendous resources and an ability to address the ever-changing demands of stakeholders and the project environment. Researchers and practitioners have noted the public opposition to the likely social, economic, political, and environmental impacts of largescale projects (Sykes 1998).
The dramatic increase in cost on the Big Dig and the payments for debt that continue until 2039 illustrate the unique funding issues in megaprojects and the challenges that projects face in remedying these problems. 6. Life Cycle The project management literature characterizes projects by various phases known as the project life cycle. Complex projects are much more difﬁcult to deﬁne in terms of the traditional project life cycle, as the processes are repetitive and recurring throughout the life of the project and it is difﬁcult to deﬁne where one phase ends and the next begins.