Megaproject Management: Lessons on Risk and Project Management from the Big Dig
Virginia A. Greiman
Format: PDF / Kindle (mobi) / ePub
Project management lessons learned on the Big Dig, America's biggest megaproject, by a core member responsible for its daily operations
In Megaproject Management, a central member of the Big Dig team reveals the numerous risks, challenges, and accomplishments of the most complex urban infrastructure project in the history of the United States. Drawing on personal experience and interviews with project engineers, executive oversight commission officials, and core managers, the author, a former deputy counsel and risk manager for the Big Dig, develops new insights as she describes the realities of day-to-day management of the project from a project manager's perspective.
The book incorporates both theory and practice and is therefore highly recommended to policymakers, academics, and project management practitioners. Focusing on lessons learned, this insightful coursebook presents the Big Dig as a massive case study in the management of risk, cost, and schedule, particularly the interrelation of technical, legal, political, and social factors. It provides an analysis of the difficulties in managing megaprojects during each phase and over the life span of the project, while delivering useful lessons on why projects go wrong and what can be done to prevent project failure. It also offers new ideas to enhance project management performance and innovation in our global society.
This unique guide:
- Defines megaproject characteristics and frameworks
- Reviews the Big Dig's history, stakeholders, and governance
- Examines the project's management scope, scheduling, and cost management—including project delays and cost overruns
- Analyzes the Big Dig's risk management and quality management
- Reveals how to build a sustainable project through integration and change introduction
strategies were used to accomplish the goals of the project’s owner, but a few of the more important strategies are summarized as follows. 1. Develop a Project Vision Key to the success of the project was a strategy aligned with the vision of the project owner, which was to develop an infrastructure that included a roadway, bridges, and tunnels that were safe, reliable, and affordable for the beneﬁt of the public stakeholders. Reaching that vision required a strategy from the conceptual phase of
Kingdom’s Engineering and Physical Sciences Research Council, highlights the signiﬁcance of the focus on delivery strategy and the beneﬁts of a systematic benchmark study in developing an effective, collaborative governance structure. LESSONS LEARNED 1. Strategically Plan Governance Governance requires strategic planning from the inception of the project. The ﬁve-step process described in this chapter provides a framework for determining the structures, the roles of the participants, the
leadership and drive the project forward. 7. Ensure that the owner or project sponsor retains decision-making responsibility throughout the life of the project, since the sponsor owns both the project budget and the business case for the project. This is particularly important where projects are funded entirely by the government owner. 8. Understand the important distinction between project governance and organizational governance, and clearly separate the decision making of each structure. If
objective of this chapter is for readers to learn the beneﬁts of studying megaprojects, as well as to explore typical characteristics of megaprojects and how projects like the Big Dig are conceived and developed. This chapter provides a brief overview of the characteristics of megaprojects generally and the unique characteristics of a megaproject built through an inner-city as well as the impact and beneﬁts of this monumental endeavor for future project managers. While the primary goal of this
the unique requirements of a contract, including construction means and methods, the topography, and special environmental concerns. Speciﬁcations are used to allocate risk among the various project participants. Serious problems can arise when these clauses contain errors, omissions, or inconsistencies. A review of the extensive case law that has arisen in construction contracting shows three areas of potential conﬂict that can seriously impact construction cost, schedule, quality and risk.