This document presents a case study of the T-REX transportation project in Colorado, which combined highway expansion and light rail development. The project was completed two years ahead of schedule using a design-build approach. Key factors for the project's success included early risk management planning, partnering between agencies and the contractor, and highly disciplined project management to coordinate the complex funding, stakeholders, and public impacts. The case study analyzes the contract and management practices that enabled completing such a large, multi-modal project faster than traditional delivery methods.
The Construction Manager-General Contractor method for consctruction of trans...Angel Damian Rivera-Saez
The document discusses the Construction Manager-General Contractor (CM/GC) project delivery method for transportation projects in Puerto Rico. It provides background on Puerto Rico's transportation infrastructure needs and fiscal problems. It then summarizes the key characteristics and benefits of the CM/GC method seen in other states, including reduced risks, costs savings, and shortened project timelines. The document proposes implementing CM/GC for Puerto Rico projects like PR-18 reconstruction and bridge replacements. It outlines necessary changes to laws and regulations and provides a flowchart for selection and bidding processes to successfully adopt the CM/GC method in Puerto Rico.
2016 McKinsey Tim McManus Managing big projectsTim McManus
The document discusses five lessons for successfully managing large infrastructure projects: 1) Manage functional performance in addition to time and budget, 2) Apply the appropriate project delivery method based on conditions, 3) Balance risks between organizations rather than shifting all risks, 4) Involve operations and maintenance experts from the start, and 5) Consider broader community benefits as part of the project's legacy. Following these lessons can help reduce cost overruns, delays, and ensure projects meet intended goals.
This study analyzes 40 construction projects to compare the effectiveness of the traditional design-bid-build (D/B/B) project delivery method and the alternative design-build (D/B) method. The study finds that D/B provided timesaving benefits but the positive effects on cost changes were not conclusive. Statistical analysis showed that D/B/B projects experienced around 6.75% change in cost on average, while D/B projects saw around 11.66% change in cost on average. However, the impact of a contractor's project management expertise and experience may have a greater influence on project performance than the choice of delivery method alone.
This document summarizes a research paper that assessed the influence of project management competence on managing the triple constraint (scope, time and cost) of projects in Nairobi, Kenya. The study found that project managers with more experience did not manage the triple constraint better than less experienced managers. It also found that project managers with professional certification did not manage the triple constraint better than those without certification. The document provides background on project management challenges in Kenya and defines the triple constraint and competence theory used in the research.
Infrastructure and Design Build ContractingWagner College
This monograph was written for Wagner College's Hugh L. Carey Institute for Government Reform in August 2020 by Peter J. Kiernan, of counsel at Schiff Hardin in New York. Kiernan previously served as counsel to New York Gov. David Paterson, counsel to the deputy mayor for finance of the City of New York, and chief counsel to the New York State Senate Minority. As a Littauer fellow at the Kennedy School of Government at Harvard University, he wrote an analysis of the New York City fiscal crisis, which was published by Harvard. He is a graduate of John Carroll University, the Kennedy School of Government at Harvard, and Cornell Law School.
State senate transpo hearings 11 13-13 backgroundpaperpeggydrouet
This document provides background information for a Senate committee hearing on improving outcomes for large, costly infrastructure projects known as megaprojects. It discusses how megaprojects often experience significant cost overruns and schedule delays. Factors that contribute to these issues include unrealistic initial cost estimates that fail to properly account for risks, as well as political and economic uncertainties. The document uses the replacement of the eastern span of the San Francisco-Oakland Bay Bridge as a case study, noting its final cost exceeded $6.4 billion compared to initial estimates of $1.3 billion. The committee hearing aims to examine why megaprojects regularly face these challenges and identify potential solutions to improve the state's delivery of such
The document analyzes a survey of construction contractors and consultants in Jordan to identify the most important causes of delays in construction projects using traditional contracts. The survey found that contractors and consultants agreed the top causes of delay were owner interference, inadequate contractor experience, financing and payment issues, labor productivity, slow decision making by owners, improper planning, and delays caused by subcontractors. The results aim to help improve project performance in Jordan's construction industry and provide international firms insight into that market.
Public Private Partnerships - State of the Market and the Future of P3'sJonathan Hunt
This document discusses public-private partnerships (P3s) for infrastructure projects in the United States. It notes that America's infrastructure received a poor grade and an estimated $4.6 trillion is needed for repairs by 2025. P3s are growing in popularity as a way to efficiently finance and deliver infrastructure projects. However, the US still has a large funding gap for infrastructure needs across many sectors like transportation, water, and schools. The Trump administration aims to address this through proposals to expand funding programs that support P3s like TIFIA and private activity bonds.
The Construction Manager-General Contractor method for consctruction of trans...Angel Damian Rivera-Saez
The document discusses the Construction Manager-General Contractor (CM/GC) project delivery method for transportation projects in Puerto Rico. It provides background on Puerto Rico's transportation infrastructure needs and fiscal problems. It then summarizes the key characteristics and benefits of the CM/GC method seen in other states, including reduced risks, costs savings, and shortened project timelines. The document proposes implementing CM/GC for Puerto Rico projects like PR-18 reconstruction and bridge replacements. It outlines necessary changes to laws and regulations and provides a flowchart for selection and bidding processes to successfully adopt the CM/GC method in Puerto Rico.
2016 McKinsey Tim McManus Managing big projectsTim McManus
The document discusses five lessons for successfully managing large infrastructure projects: 1) Manage functional performance in addition to time and budget, 2) Apply the appropriate project delivery method based on conditions, 3) Balance risks between organizations rather than shifting all risks, 4) Involve operations and maintenance experts from the start, and 5) Consider broader community benefits as part of the project's legacy. Following these lessons can help reduce cost overruns, delays, and ensure projects meet intended goals.
This study analyzes 40 construction projects to compare the effectiveness of the traditional design-bid-build (D/B/B) project delivery method and the alternative design-build (D/B) method. The study finds that D/B provided timesaving benefits but the positive effects on cost changes were not conclusive. Statistical analysis showed that D/B/B projects experienced around 6.75% change in cost on average, while D/B projects saw around 11.66% change in cost on average. However, the impact of a contractor's project management expertise and experience may have a greater influence on project performance than the choice of delivery method alone.
This document summarizes a research paper that assessed the influence of project management competence on managing the triple constraint (scope, time and cost) of projects in Nairobi, Kenya. The study found that project managers with more experience did not manage the triple constraint better than less experienced managers. It also found that project managers with professional certification did not manage the triple constraint better than those without certification. The document provides background on project management challenges in Kenya and defines the triple constraint and competence theory used in the research.
Infrastructure and Design Build ContractingWagner College
This monograph was written for Wagner College's Hugh L. Carey Institute for Government Reform in August 2020 by Peter J. Kiernan, of counsel at Schiff Hardin in New York. Kiernan previously served as counsel to New York Gov. David Paterson, counsel to the deputy mayor for finance of the City of New York, and chief counsel to the New York State Senate Minority. As a Littauer fellow at the Kennedy School of Government at Harvard University, he wrote an analysis of the New York City fiscal crisis, which was published by Harvard. He is a graduate of John Carroll University, the Kennedy School of Government at Harvard, and Cornell Law School.
State senate transpo hearings 11 13-13 backgroundpaperpeggydrouet
This document provides background information for a Senate committee hearing on improving outcomes for large, costly infrastructure projects known as megaprojects. It discusses how megaprojects often experience significant cost overruns and schedule delays. Factors that contribute to these issues include unrealistic initial cost estimates that fail to properly account for risks, as well as political and economic uncertainties. The document uses the replacement of the eastern span of the San Francisco-Oakland Bay Bridge as a case study, noting its final cost exceeded $6.4 billion compared to initial estimates of $1.3 billion. The committee hearing aims to examine why megaprojects regularly face these challenges and identify potential solutions to improve the state's delivery of such
The document analyzes a survey of construction contractors and consultants in Jordan to identify the most important causes of delays in construction projects using traditional contracts. The survey found that contractors and consultants agreed the top causes of delay were owner interference, inadequate contractor experience, financing and payment issues, labor productivity, slow decision making by owners, improper planning, and delays caused by subcontractors. The results aim to help improve project performance in Jordan's construction industry and provide international firms insight into that market.
Public Private Partnerships - State of the Market and the Future of P3'sJonathan Hunt
This document discusses public-private partnerships (P3s) for infrastructure projects in the United States. It notes that America's infrastructure received a poor grade and an estimated $4.6 trillion is needed for repairs by 2025. P3s are growing in popularity as a way to efficiently finance and deliver infrastructure projects. However, the US still has a large funding gap for infrastructure needs across many sectors like transportation, water, and schools. The Trump administration aims to address this through proposals to expand funding programs that support P3s like TIFIA and private activity bonds.
Effective Project Preparation Process: A Key Factor to a Successful PPP Infra...inventionjournals
Management of PPP project preparation process according to WEF (2013) is quite complex because it involves large team and multiple stakeholders such as ministries, regulatory organs and regulations, engineering firms, banks as well as multiple interfaces between different project functional feasibility studies. It is therefore very important at this stage to put together capable and experienced cross-functional project team supported by committed political and project leadership in order to achieve a sustainable PPP project preparation process. The main feature of a PPP project preparation process includes; project planning, project coordination and project monitoring. This process according to Adamuet al. (2015) can be cost intensive, therefore the public sector needs to ensure sufficient upfront funding of the entire process.This study is aimed at assessing the effectiveness of road project preparation process in the development of road infrastructure under PPP concession. In order to achieve this aim, the study examined the concept of PPP models for infrastructure development and project preparation process in a PPP framework. Data collection was through administration of well-structured questionnaire on the target population. Data collected were analysed using both descriptive and inferential statistic analytical techniques.The study revealed that there is urgent need to review the current Nigeria National Policy on PPP, institutional structure and individual capacity building in the area of PPP project preparation in order to encourage more private sector participation in the drive for provision and development of road infrastructure facility.
Investing in transportation: The role of value for money analysisPwC
PwC insights on the role of Value for Money (VfM) analysis and how it can help articulate the value of public-private partnerships (P3s) for delivering infrastructure projects in the US.
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS .docxlefrancoishazlett
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS 1
WOODROW WILSON BRIDGE PROJECT EVALUATION AND ANALYSIS
7
Woodrow Wilson Bridge Project Evaluation and Analysis
Plan Procurement Management Analysis
A. Inputs
1.Project management plan
This is a document which is approved to define the way activities of a project will be executed, controlled and monitored. It can contain management plan subsidiary, baseline as well as their documents of planning. In Woodrow bridge, the project management plan highlighted the requirement of procurement in executing the contract and the period in which the project will take be completed (Schweitzer & Stephenson 2016). The key objectives outlined in this plan were to construct four adjacent interchanges as well as two side by side drawbridge. Apart from other identified resources, the total estimated amount required in executing the project was $ 2.479 billion.
2.Requirements documents.
This is a document that contains all the project requirements as well as ensuring that those requirements are conforming to the needs of the stakeholders. This document aids in understanding what is required in the project so that the desired results are achieved. In the construction of this bridge, all details pertaining contract award such as requirements description needed in awarding the contract and their estimated costs, continuous updates, the contract status during the time of signing as well as the estimated time that the contract was to take, was found in these documents (Schweitzer & Stephenson 2016).
3.Risk register
Risk register can be described as a tool used in documenting risks that are occurring in the project and the possible solutions or actions that will help in managing each risk. Once the risks are identified in the project, they are documented in the risk register. Woodrow bridge project plan did not come across any risk. Though in a normal circumstance, financial risks in most cases can be experienced in a large project such as this. For instance, the estimated budget for this project might not be able to fund the whole project to the end leading to delays in the whole project activity. The conflict between the project team members or the managers can be a risk which can interfere with the project activity. Talk about the environmental issues they faced ?
4.Activity resource requirement.
This can be described as the different type of resources required in each activity in a given package of a project such as an amount, quantities, level of skills of the resource required to participate in a project. Woodrow Bridge was measured to cover 7.5 miles where each of the four approaches was allocated a different amount depending on the nature and the type of the activity so that the contractors are able to execute the project without difficulties. For instance, the district of Colombia was allocated $16 million, Virginia was allocated $ 587 million, Maryland was allocated $ .
What were they trying to achieveIn 1991, DIA attempted to remod.docxphilipnelson29183
What were they trying to achieve?
In 1991, DIA attempted to remodel and upgrade the arduous, time-consuming luggage check-in and transfer system. The idea involved bar-coded tags being fixed to each piece of luggage that went through ‘Destination Coded Vehicles’. This would fully automate all baggage transfers, integrate all three terminals, and reduce aircraft turn-around time significantly.
Why did they fail?
The main cause of failure was the scope creep of quality and cost schedule. When the company DIA was contracted to help in BAE’s project, they failed to meet the time schedule of the company. They instead stuck to their schedule of two years. The management took unnecessary risked because the project was underscored yet the management took unnecessary risks. Another item in their agenda which the company ignored: the company ignored the airline’s planning sessions and omitted the airline as a stakeholder. The project, as a result, featured oversized sports/ski equipment luggage and separate maintenance track and another track was not designed at all. The large part of the system was not done and had to be redone. This made the airport to be delayed by 16 months and has had a loss of $2 billion were incurred as a result. The project was later scrapped.
Lesson learned in the project is stakeholder engagement in project management. From the project management principles, the two companies failed to communicate to one another during the project until it was too late. Communication is one of the pillars in for project success. Another mistake which DIA committed was failing to plan and consult regularly.
References
Hartmann, T., & Spit, T. (2016). Legitimizing differentiated flood protection levels–Consequences of the European flood risk management plan. Environmental Science & Policy, 55, 361-367.
Benson, D., Lorenzoni, I., & Cook, H. (2016). Evaluating social learning in England flood risk management: An ‘individual-community interaction’perspective. Environmental Science & Policy, 55, 326-334.
Chan, M. J., Huang, Y. B., Wen, Y. H., Chuang, H. Y., Tain, Y. L., Wang, Y. C. L., & Hsu, C. N. (2015). Compliance with risk management plan recommendations on laboratory monitoring of antitumor necrosis factor-α therapy in clinical practice. Journal of the Formosan Medical Association.
ReplyQuote
.
An Investigation into the Delays in Road Projects in BahrainIJRES Journal
This research investigated the delays in road projects in Bahrain. It studied frequency and severity of delay’s causes, as well as frequency of delay’s effects in such projects. Forty seven causes were identified and classified by responsibility into six groups. A field survey was conducted through a questionnaire including 36 contractors, 24 consultants and 84 engineers working at Ministry of Works (MOW). The researcher concluded that there are many causes of delay related to contractors such as the improper planning and scheduling. One of the major causes related to the owner, i.e. MOW is delay in decision making. The main problems related to consultants are due to lack of experience. Moreover, cost and time overruns were two of the most frequent effects of delay.
A new method called MXD was developed to more accurately estimate traffic from mixed-use developments. The conventional method overstates vehicle trips generated and understates transportation and air quality benefits. MXD analyzes household travel surveys from 239 mixed-use sites and found that mixed-use developments reduce traffic through diverse on-site activities, walkable and transit-accessible locations, and central locations with shorter trip lengths. The traffic reductions shown by MXD can demonstrate that conventional methods may exaggerate roadway impacts and the need for mitigation.
This presentation provides a keen insight into the issues that arose during the construction of the Channel Tunnel (Chunnel), that forms a 50.5 km rail lifeline between France and UK.
IRJET-Factors influencing Time and Cost Overruns in Road Construction Project...IRJET Journal
This document summarizes a review paper on factors influencing time and cost overruns in road construction projects in Addis Ababa, Ethiopia. It begins with an introduction on the importance of the construction industry to a country's economy. It then reviews literature on definitions of key terms like time overrun, cost overrun, and causes of overruns. The review found that common causes of overruns in Ethiopia included slow site clearance, contractor financial problems, inflation, payment delays, inaccurate cost estimation, and delays in project commencement. Several studies on specific road projects in Addis Ababa found time overruns ranging from 25-264% and cost overruns from 4-135%. The document concludes that identifying the main causes of
This document discusses a case study of the Richmond-Airport-Vancouver urban rail project in Vancouver, Canada, which was delivered using a design-build-finance-operate (DBFO) private-public partnership model. The DBFO model gained popularity for its ability to insert competition and accountability into infrastructure projects. However, the case study reveals some drawbacks, such as priority being given based on attracting private investment rather than public needs, lack of transparency due to confidentiality around private contracts, and cost increases during the procurement process due to scope changes. The study examines the project planning process through interviews and documents to understand issues with applying private-public partnerships to transit.
Common Characteristics Of Mega Construction Projects EssaySusan Kennedy
The London 2012 Olympics was a large-scale project that required an effective risk management framework. The framework included foundations like policies and objectives, as well as organizational arrangements like risk management processes. A key part of the framework was a clear risk hierarchy that assigned the right people to manage different risk levels. Quantitative risk analysis and sufficient contingency funding helped control risks. Regular reporting and audits promoted transparency. This comprehensive framework helped ensure the project was completed on time and budget despite risks.
This research proposal aims to use concepts from chaos theory to predict project outcomes through aligning project and team objectives. The researcher will apply the concept of self-similarity in fractals to demonstrate how sustained alignment of project goals and personal goals of project managers and teams can optimize cost outcomes. The proposal provides background on definitions of project success, highlighting differences between project management success and overall project success. It also reviews literature on high failure rates of projects in various sectors such as IT, defense acquisition, and infrastructure. The researcher proposes investigating how chaos theory concepts can be applied to model project dynamics and determine basins of possible project outcomes.
This document summarizes a study on construction sequence delays for road infrastructure projects. It begins with an abstract that outlines the objectives of studying delay causes and factors that contribute to construction sequence delays for road projects. It then reviews literature on previous studies related to construction delays, earned value management, and delay analysis methods. The document describes the methodology used, which was a questionnaire survey to identify and rank significant delay causes. It presents the results of the survey, identifying the top 10 delay causes. It then describes a case study analysis of a road project in India using earned value management to validate the questionnaire findings. The key delays identified for the case study project were related to land acquisition, environmental issues, and coordination challenges.
PPP Bankable Feasibility Study: A Case of Road Infrastructure Development in ...inventionjournals
Adequate and reliable bankable project feasibility study according to Adamuet al. (2015) determines the private sectors investment interest in a PPP transaction which centers around project demand forecast taking into account the willingness to pay, inter and intra-model competition, ramp-up effects, and long-term macro-economic effect and population growth rate. In order to achieve this, WEF (2013) noted that public sector needs to determine the project technical specifications, and also carry out a detail cost benefit analysis so as to determine the project’s commercial viability to be followed by proactive and professionalized stakeholder engagement. Efforts must also be made to mitigate the social and environmental impact of the proposed infrastructure. This is very essential in determining the bankability of any infrastructure development. This study is aimed at assessing the effectiveness of bankable feasibility study and factors affecting bankability of road infrastructure development under PPP concession. In order to achieve this aim, the study examined the concept of PPP models for infrastructure development and bankable feasibility process in a PPP framework. Data collection was through administration of well-structured questionnaire on the target population. Data collected were analysed using both descriptive and inferential statistic analytical techniques. The study revealed that there is urgent need to review the current Nigeria National Policy on PPP, institutional structure and individual capacity building in the area of PPP project preparation in order to encourage more private sector participation in the drive for provision and development of road infrastructure facility.
This document discusses the legal issues that transit agencies face when obtaining insurance for large transit capital projects. It identifies challenges such as assessing and allocating risks, understanding insurance options, and complying with statutory limitations. It also explores risk management approaches, types of insurance programs and coverages available, and management and procurement considerations. The document provides an overview of these topics to help transit attorneys and others involved in insuring large transit projects.
Running Head PROJECT MANAGEMENT-ROAD REHABILITATION PROJECT.docxcharisellington63520
Running Head: PROJECT MANAGEMENT-ROAD REHABILITATION PROJECT
1
PROJECT MANAGEMENT-ROAD REHABILITATION PROJECT
8
Project Management-Road Rehabilitation Project
Name
Institutional Affiliation
Roles and responsibilities of the project manager of the Road Rehabilitation Project
A project manager has overall responsibility over the successful initiation, planning, design, execution, monitoring, controlling and closure of the Roadway Rehabilitation Project. He should have the ability to ask penetrating questions, detect unstated assumptions and resolve conflicts which are important skills in project management. He develops the definition of the project in conjunction with the project sponsor. He ensures that the project is effectively and efficiently resourced to support its success. He, therefore, manages the relationships with wide range of project contributors (Burke, 2013).
The project manager must recognize that risk directly impacts the likelihood of success and that this risk must be both formally and informally measured throughout the lifetime of the project. Risks must arise due to uncertainties and a project manager must focus on this. He must adhere to open communication and ensure that every stakeholder has an opportunity to express their opinions and concerns which lessens risk significantly (Burke, 2013).
During project initiation, the project manager must document a high level project scope, timeline and budget accompanied with proper planning for each. He must also obtain project sponsor approval and sign off. He must also prepare planning strategies. This is where he develops, assesses and selects proper strategy for the project. In this phase, he considers performance, cost, time, scope and constraints of the Road Rehabilitation Project. He is also responsible for creating a project milestone schedule that is usually based on work breakdown structures, the list of work activities and network diagram (Burke, 2013).
During implementation of the planning strategies he must develop a communication and risk management plan. The risk management plan includes risk identification, monitoring and response. This ensures proper mitigation of risks if they occur. In executing the project, the project manager must direct the approved plan, and monitor its execution. He must also report on the performance of the project and manage the expectations of the stakeholders. During the closure of the project he must incorporate the lessons learnt from the project implementation and close procurement (Burke, 2013).
The responsibilities are also key for the project manager in project management for the success of the project. He must recruit the project staff and consultants. These stakeholders must be competent in their area of specialization. He must also manage the coordination of the partners and working groups engaged in the project work. Project deliverables should also be managed within the project plan. He should also identify th.
Critical Success Factors of Sustainable Research Paper.pdfEngr_Emad Khan
This document discusses critical success factors for sustainable project management in China Pakistan Economic Corridor projects in Pakistan. It first provides background on sustainable project management and discusses previous research identifying factors important for project success. It then describes the methodology used to identify critical success factors, which involved a literature review, survey of 51 experts from Chinese firms working on CPEC projects, and statistical analysis of the survey results. The analysis identified three critical success factors for sustainable project management: project organization structure, project competitive strategy, and project description. The document concludes that incorporating these critical success factors can help construction companies better manage projects and improve outcomes.
The document discusses the poor performance of megaprojects, which are defined as projects valued over $1 billion. Only one Australian resource project out of the last seven years came in on time and budget, with most experiencing substantial cost overruns and schedule delays. The poor performance is attributed to political interference, unrealistic optimism, lack of accountability, and inadequate risk management. Megaprojects face risks such as political and regulatory changes, environmental impacts, deception and unrealistic forecasts, and technological challenges given their large scale and long timelines. Improved planning, risk management, and contracting strategies are needed to enhance megaproject performance.
The Election Process Of US President -. Online assignment writing service.Jose Katab
The document provides instructions for requesting writing assistance on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete a 10-minute order form providing instructions, sources, and deadline. 3) Review bids from writers and select one based on qualifications. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with the option of a full refund for plagiarized work.
Writing A Descriptive Essay Help Essay Online WritersJose Katab
The document provides instructions for getting writing assistance from the website HelpWriting.net. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the paper and authorize payment if satisfied. 5) Request revisions until fully satisfied, with a refund option for plagiarized work.
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Management of PPP project preparation process according to WEF (2013) is quite complex because it involves large team and multiple stakeholders such as ministries, regulatory organs and regulations, engineering firms, banks as well as multiple interfaces between different project functional feasibility studies. It is therefore very important at this stage to put together capable and experienced cross-functional project team supported by committed political and project leadership in order to achieve a sustainable PPP project preparation process. The main feature of a PPP project preparation process includes; project planning, project coordination and project monitoring. This process according to Adamuet al. (2015) can be cost intensive, therefore the public sector needs to ensure sufficient upfront funding of the entire process.This study is aimed at assessing the effectiveness of road project preparation process in the development of road infrastructure under PPP concession. In order to achieve this aim, the study examined the concept of PPP models for infrastructure development and project preparation process in a PPP framework. Data collection was through administration of well-structured questionnaire on the target population. Data collected were analysed using both descriptive and inferential statistic analytical techniques.The study revealed that there is urgent need to review the current Nigeria National Policy on PPP, institutional structure and individual capacity building in the area of PPP project preparation in order to encourage more private sector participation in the drive for provision and development of road infrastructure facility.
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PwC insights on the role of Value for Money (VfM) analysis and how it can help articulate the value of public-private partnerships (P3s) for delivering infrastructure projects in the US.
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
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Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS .docxlefrancoishazlett
WOODROW BRIDGE PROJECT EVALUATION AND ANALYSIS 1
WOODROW WILSON BRIDGE PROJECT EVALUATION AND ANALYSIS
7
Woodrow Wilson Bridge Project Evaluation and Analysis
Plan Procurement Management Analysis
A. Inputs
1.Project management plan
This is a document which is approved to define the way activities of a project will be executed, controlled and monitored. It can contain management plan subsidiary, baseline as well as their documents of planning. In Woodrow bridge, the project management plan highlighted the requirement of procurement in executing the contract and the period in which the project will take be completed (Schweitzer & Stephenson 2016). The key objectives outlined in this plan were to construct four adjacent interchanges as well as two side by side drawbridge. Apart from other identified resources, the total estimated amount required in executing the project was $ 2.479 billion.
2.Requirements documents.
This is a document that contains all the project requirements as well as ensuring that those requirements are conforming to the needs of the stakeholders. This document aids in understanding what is required in the project so that the desired results are achieved. In the construction of this bridge, all details pertaining contract award such as requirements description needed in awarding the contract and their estimated costs, continuous updates, the contract status during the time of signing as well as the estimated time that the contract was to take, was found in these documents (Schweitzer & Stephenson 2016).
3.Risk register
Risk register can be described as a tool used in documenting risks that are occurring in the project and the possible solutions or actions that will help in managing each risk. Once the risks are identified in the project, they are documented in the risk register. Woodrow bridge project plan did not come across any risk. Though in a normal circumstance, financial risks in most cases can be experienced in a large project such as this. For instance, the estimated budget for this project might not be able to fund the whole project to the end leading to delays in the whole project activity. The conflict between the project team members or the managers can be a risk which can interfere with the project activity. Talk about the environmental issues they faced ?
4.Activity resource requirement.
This can be described as the different type of resources required in each activity in a given package of a project such as an amount, quantities, level of skills of the resource required to participate in a project. Woodrow Bridge was measured to cover 7.5 miles where each of the four approaches was allocated a different amount depending on the nature and the type of the activity so that the contractors are able to execute the project without difficulties. For instance, the district of Colombia was allocated $16 million, Virginia was allocated $ 587 million, Maryland was allocated $ .
What were they trying to achieveIn 1991, DIA attempted to remod.docxphilipnelson29183
What were they trying to achieve?
In 1991, DIA attempted to remodel and upgrade the arduous, time-consuming luggage check-in and transfer system. The idea involved bar-coded tags being fixed to each piece of luggage that went through ‘Destination Coded Vehicles’. This would fully automate all baggage transfers, integrate all three terminals, and reduce aircraft turn-around time significantly.
Why did they fail?
The main cause of failure was the scope creep of quality and cost schedule. When the company DIA was contracted to help in BAE’s project, they failed to meet the time schedule of the company. They instead stuck to their schedule of two years. The management took unnecessary risked because the project was underscored yet the management took unnecessary risks. Another item in their agenda which the company ignored: the company ignored the airline’s planning sessions and omitted the airline as a stakeholder. The project, as a result, featured oversized sports/ski equipment luggage and separate maintenance track and another track was not designed at all. The large part of the system was not done and had to be redone. This made the airport to be delayed by 16 months and has had a loss of $2 billion were incurred as a result. The project was later scrapped.
Lesson learned in the project is stakeholder engagement in project management. From the project management principles, the two companies failed to communicate to one another during the project until it was too late. Communication is one of the pillars in for project success. Another mistake which DIA committed was failing to plan and consult regularly.
References
Hartmann, T., & Spit, T. (2016). Legitimizing differentiated flood protection levels–Consequences of the European flood risk management plan. Environmental Science & Policy, 55, 361-367.
Benson, D., Lorenzoni, I., & Cook, H. (2016). Evaluating social learning in England flood risk management: An ‘individual-community interaction’perspective. Environmental Science & Policy, 55, 326-334.
Chan, M. J., Huang, Y. B., Wen, Y. H., Chuang, H. Y., Tain, Y. L., Wang, Y. C. L., & Hsu, C. N. (2015). Compliance with risk management plan recommendations on laboratory monitoring of antitumor necrosis factor-α therapy in clinical practice. Journal of the Formosan Medical Association.
ReplyQuote
.
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This research investigated the delays in road projects in Bahrain. It studied frequency and severity of delay’s causes, as well as frequency of delay’s effects in such projects. Forty seven causes were identified and classified by responsibility into six groups. A field survey was conducted through a questionnaire including 36 contractors, 24 consultants and 84 engineers working at Ministry of Works (MOW). The researcher concluded that there are many causes of delay related to contractors such as the improper planning and scheduling. One of the major causes related to the owner, i.e. MOW is delay in decision making. The main problems related to consultants are due to lack of experience. Moreover, cost and time overruns were two of the most frequent effects of delay.
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IRJET-Factors influencing Time and Cost Overruns in Road Construction Project...IRJET Journal
This document summarizes a review paper on factors influencing time and cost overruns in road construction projects in Addis Ababa, Ethiopia. It begins with an introduction on the importance of the construction industry to a country's economy. It then reviews literature on definitions of key terms like time overrun, cost overrun, and causes of overruns. The review found that common causes of overruns in Ethiopia included slow site clearance, contractor financial problems, inflation, payment delays, inaccurate cost estimation, and delays in project commencement. Several studies on specific road projects in Addis Ababa found time overruns ranging from 25-264% and cost overruns from 4-135%. The document concludes that identifying the main causes of
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Common Characteristics Of Mega Construction Projects EssaySusan Kennedy
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This document summarizes a study on construction sequence delays for road infrastructure projects. It begins with an abstract that outlines the objectives of studying delay causes and factors that contribute to construction sequence delays for road projects. It then reviews literature on previous studies related to construction delays, earned value management, and delay analysis methods. The document describes the methodology used, which was a questionnaire survey to identify and rank significant delay causes. It presents the results of the survey, identifying the top 10 delay causes. It then describes a case study analysis of a road project in India using earned value management to validate the questionnaire findings. The key delays identified for the case study project were related to land acquisition, environmental issues, and coordination challenges.
PPP Bankable Feasibility Study: A Case of Road Infrastructure Development in ...inventionjournals
Adequate and reliable bankable project feasibility study according to Adamuet al. (2015) determines the private sectors investment interest in a PPP transaction which centers around project demand forecast taking into account the willingness to pay, inter and intra-model competition, ramp-up effects, and long-term macro-economic effect and population growth rate. In order to achieve this, WEF (2013) noted that public sector needs to determine the project technical specifications, and also carry out a detail cost benefit analysis so as to determine the project’s commercial viability to be followed by proactive and professionalized stakeholder engagement. Efforts must also be made to mitigate the social and environmental impact of the proposed infrastructure. This is very essential in determining the bankability of any infrastructure development. This study is aimed at assessing the effectiveness of bankable feasibility study and factors affecting bankability of road infrastructure development under PPP concession. In order to achieve this aim, the study examined the concept of PPP models for infrastructure development and bankable feasibility process in a PPP framework. Data collection was through administration of well-structured questionnaire on the target population. Data collected were analysed using both descriptive and inferential statistic analytical techniques. The study revealed that there is urgent need to review the current Nigeria National Policy on PPP, institutional structure and individual capacity building in the area of PPP project preparation in order to encourage more private sector participation in the drive for provision and development of road infrastructure facility.
This document discusses the legal issues that transit agencies face when obtaining insurance for large transit capital projects. It identifies challenges such as assessing and allocating risks, understanding insurance options, and complying with statutory limitations. It also explores risk management approaches, types of insurance programs and coverages available, and management and procurement considerations. The document provides an overview of these topics to help transit attorneys and others involved in insuring large transit projects.
Running Head PROJECT MANAGEMENT-ROAD REHABILITATION PROJECT.docxcharisellington63520
Running Head: PROJECT MANAGEMENT-ROAD REHABILITATION PROJECT
1
PROJECT MANAGEMENT-ROAD REHABILITATION PROJECT
8
Project Management-Road Rehabilitation Project
Name
Institutional Affiliation
Roles and responsibilities of the project manager of the Road Rehabilitation Project
A project manager has overall responsibility over the successful initiation, planning, design, execution, monitoring, controlling and closure of the Roadway Rehabilitation Project. He should have the ability to ask penetrating questions, detect unstated assumptions and resolve conflicts which are important skills in project management. He develops the definition of the project in conjunction with the project sponsor. He ensures that the project is effectively and efficiently resourced to support its success. He, therefore, manages the relationships with wide range of project contributors (Burke, 2013).
The project manager must recognize that risk directly impacts the likelihood of success and that this risk must be both formally and informally measured throughout the lifetime of the project. Risks must arise due to uncertainties and a project manager must focus on this. He must adhere to open communication and ensure that every stakeholder has an opportunity to express their opinions and concerns which lessens risk significantly (Burke, 2013).
During project initiation, the project manager must document a high level project scope, timeline and budget accompanied with proper planning for each. He must also obtain project sponsor approval and sign off. He must also prepare planning strategies. This is where he develops, assesses and selects proper strategy for the project. In this phase, he considers performance, cost, time, scope and constraints of the Road Rehabilitation Project. He is also responsible for creating a project milestone schedule that is usually based on work breakdown structures, the list of work activities and network diagram (Burke, 2013).
During implementation of the planning strategies he must develop a communication and risk management plan. The risk management plan includes risk identification, monitoring and response. This ensures proper mitigation of risks if they occur. In executing the project, the project manager must direct the approved plan, and monitor its execution. He must also report on the performance of the project and manage the expectations of the stakeholders. During the closure of the project he must incorporate the lessons learnt from the project implementation and close procurement (Burke, 2013).
The responsibilities are also key for the project manager in project management for the success of the project. He must recruit the project staff and consultants. These stakeholders must be competent in their area of specialization. He must also manage the coordination of the partners and working groups engaged in the project work. Project deliverables should also be managed within the project plan. He should also identify th.
Critical Success Factors of Sustainable Research Paper.pdfEngr_Emad Khan
This document discusses critical success factors for sustainable project management in China Pakistan Economic Corridor projects in Pakistan. It first provides background on sustainable project management and discusses previous research identifying factors important for project success. It then describes the methodology used to identify critical success factors, which involved a literature review, survey of 51 experts from Chinese firms working on CPEC projects, and statistical analysis of the survey results. The analysis identified three critical success factors for sustainable project management: project organization structure, project competitive strategy, and project description. The document concludes that incorporating these critical success factors can help construction companies better manage projects and improve outcomes.
The document discusses the poor performance of megaprojects, which are defined as projects valued over $1 billion. Only one Australian resource project out of the last seven years came in on time and budget, with most experiencing substantial cost overruns and schedule delays. The poor performance is attributed to political interference, unrealistic optimism, lack of accountability, and inadequate risk management. Megaprojects face risks such as political and regulatory changes, environmental impacts, deception and unrealistic forecasts, and technological challenges given their large scale and long timelines. Improved planning, risk management, and contracting strategies are needed to enhance megaproject performance.
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1. A Case Study in Complex Project Management: T-REX
Lopez del Puerto, C., Shane, J. and Gransberg, D.
ISEC-7, Honolulu, June 18-23, 2013
1
A CASE STUDY IN COMPLEX PROJECT
MANAGEMENT: T-REX
CARLA LOPEZ DEL PUERTO, PH.D.1
, JENNIFER SHANE, PH.D.2
, and DOUGLAS
GRANSBERG, PH.D.2
1
Department of Construction Management, Colorado State University, Fort Collins, USA
2
Department of Civil, Construction, and Environmental Engineering, Iowa State University,
Ames, USA
This paper presents a case study of the T-REX design-build project in Colorado. The project
manager had to integrate the design and construction of this very complex multi-modal project.
This project was the first design-build project that combined major highway and transit
elements. If the project had been built using the traditional design-bid-build it would have taken
between 15 and 20 years to complete. By selecting design-build project delivery, the owner was
able to reduce the schedule to 7 years. The contractor completed the project two years ahead of
the design-build owner-developed schedule. The paper analyzes the major features of the
contract that were pertinent to project success and compares them with traditional design-bid-
build contracts. It finds that the cost and time savings was directly related to the early risk
management planning. It also concludes that the combination of partnering and highly
disciplined project management were key tools used to deal with the complexity of the funding,
the many stakeholders, and the traveling public.
Keywords: Project management, design-build, transportation case study, complex projects
Introduction
For rapid renewal transportation
projects, the schedule constraints create
logistic challenges that may only be
overcome by strong integration of
design and construction (FHWA 2006).
Statutory limitations, public
procurement regulations, and
contractually mandated compliance
requirements all require intense levels
of coordination, planning, and
communication from project leaders.
Increasingly, rapid renewal projects
involve innovative designs and
construction technologies that create the
need for engineering expertise across
project life cycles. The composition of
the labor force, scarcity of skilled labor
in some trades, and the growth in
transparency and stakeholder
involvement create managerial issues
that many project managers are often
poorly trained to deal with (CCPM
2006). In short, the integrated project
team in a rapid renewal environment
must be able to meet both the task
objectives associated with careful
planning and execution of scope, cost,
schedule, quality, and technical design
2. A Case Study in Complex Project Management: T-REX
Lopez del Puerto, C., Shane, J. and Gransberg, D.
ISEC-7, Honolulu, June 18-23, 2013
2
issues while at the same time carefully
managing the administrative and human
relation tasks of contract compliance,
stakeholder communication and
negotiation, team member motivation,
and labor recruitment and retention
(Jugdev and Muller 2005). The
technical and relational skills required
from project managers need to be active
from the very earliest stages of the
project through to construction
completion. Adding to the challenge is
the fact that complexity can evolve
from the interaction of many factors.
Rapid renewal projects cover a wide
spectrum of projects, varying in
engineering complexity, size, modality,
jurisdictional control, financing
approach, contract type, and delivery
method. Each project calls for a distinct
project management style with multi-
disciplinary teams to successfully
complete the project (Thomas and
Mengel 2008).
Successfully managing complex
projects require that all project
stakeholders work together
cooperatively as contributing partners
with the overarching goal of project
success, rather than in the self-
interested pursuit of individual
organizational goals (Leicester 2009;
Jugdev and Muller 2005). This requires
a fundamental change in how projects
are planned, developed, designed,
procured, and constructed. Standard
practices and traditional contract
language do not suffice in the new era
of complex renewal projects (Joham et
al. 2009). Changes in standard practices
and processes and the use of custom,
hybrid contracts lead to new roles and
responsibilities for many project
partners (Thomas and Mengel 2008).
The required role redefinition can span
from issues involving primary design
responsibility to issues regarding which
party is responsible for quality control
and assurance, who makes
maintenance-of-traffic decisions, or
which organization holds responsibility
for maintaining long-term performance
of the finished transportation
infrastructure segments. The typical
project management systems in many
transportation agencies lack integration
and are not designed to promote fast,
efficient decision-making (Whitty and
Maylor 2009). Goal conflict and lack of
shared commitment often present
significant barriers to cooperative
problem solving. Changing these
entrenched systems requires strong
project leadership, which must be
developed around a new set of best
management practices for successful
completion of complex transportation
projects (CCPM 2006).
The Case Study Project
The objective of this paper is to analyze
a very complex case study project and
identify those management practices
that led to project success. The case
study project is the Transportation
Expansion Project, familiarly called T-
REX built through the center of the
metropolitan Denver, Colorado area. It
consists of 17 miles of highway
expansion and improvements to
Interstate 25 from Logan Street in
Denver to Lincoln Avenue in Douglas
County and Interstate 225 from Parker
Road in Aurora to a newly configured
I25/I225 interchange as well as 19 miles
of light rail developments along these
routes. The project was projected to
cost $1.67 billion at its outset. It was
ultimately completed almost two years
3. N A Case Study in Complex Project Management: T-REX
Lopez del Puerto, C., Shane, J. and Gransberg, D.
ISEC-7, Honolulu, June 18-23, 2013
3
ahead of the owner-developed schedule.
This is even more impressive when one
considers that the project “owner” was
not a single public agency. The project
was completed via collaboration
between the Colorado Department of
Transportation (CDOT) and the
Regional Transportation District (RTD).
Additionally, there were a number of
federal, state, and local agencies that
participated in both the project
financing and the project’s permitting.
The project was divided into two main
phases: the planning and procurement
phase and the execution phase.
Project Planning and Procurement
Phase
The planning and procurement phase
started in 1998 when the Colorado
Department of Transportation (CDOT)
and the Regional Transportation District
(RTD) signed an Intergovernmental
agreement to design and build a
corridor together between the Denver
Central Business District and the
Southeast Business District. They
announced their Environmental Impact
Statement (EIS) and started a public
involvement program to allow the
public to provide input about the
project. The design-build project
delivery was selected due to its ability
to reduce schedule and assign a single
point of responsibility. The EIS was
completed in 18 months. The speedy
process was attributed to having a
multi-modal project (highway capacity
improvement and transit). Both the
transit and anti-transit people had in
interest in the project (Larry Warner
2010). A two phase selection process
was used: in the first phase, a request
for qualifications (RFQ) was issued and
three bidders were qualified based on
financial ability. In the second phase, a
request for proposals (RFP) was issued.
In June, 2001 Southeast Corridor
Constructors (SCC), a joint venture
between Kiewit Construction Company
and Parsons Transportation Group, was
awarded the project and given notice to
proceed. SCC proposed a schedule that
was 22 months shorter than the original
schedule by CDOT (AASHTO 2010).
CDOT and RTD took some pro-active
steps to ensure that the project was
successful. They hired a consultant to
help with contract formation and risk
analyses. They also formed a Dispute
Resolution Board and formal partnering
that were incorporated into the contract.
T-REX was a public project financed
by FTA, FHWA, CDOT, RTD and
local agencies. Voters had to approve
House Bill 1325 (TRANS) to be able to
issue transportation revenue
anticipation notes.
Table 1. T-REX Funding Sources
(Colorado Department of
Transportation & Regional
Transportation District)
Source Amount
RTD $331.8 million
FTA $525.0 million
FHWA $397.5 million
CDOT $397.5 million
Local Agencies $22.5 million
Total $1.674 billion
The total project cost was $XXX.XXX.
The cost included 4% separate
contingencies for highway and transit.
One of the main aspects that made T-
REX complex was that every dollar had
to be tracked to determine whether it
4. A Case Study in Complex Project Management: T-REX
Lopez del Puerto, C., Shane, J. and Gransberg, D.
ISEC-7, Honolulu, June 18-23, 2013
4
was highway or transit. Cost splits
between highway and transit on items
like bridges were complicated due to
the need for documentation to justify
the split.
CDOT and RTD established early on
during the planning phase of the project
that the number one goal was to reduce
inconvenience to the public. It was
determined that in order for the project
to be a success in the public’s eyes,
completing the project on time and on
budget was not enough. Due to the lack
of alternative travel routes and the
duration of the project, keeping the
public content was essential. During the
planning phase of the project a
marketing consultant was hired to
develop an aggressive marketing
campaign. The original name of the
project “Southeast Corridor Project”
was changed to “T-REX”, to increase
name recognition. The project’s public
involvement program included four
rounds of open houses as well as the
opportunity to participate in the
environmental planning process
(Colorado nd).
Since T-REX was an expansion to an
old urban corridor, existing utilities
were one of the biggest risks in the
project. CDOT and RTD worked with
45 utility companies that were
responsible for over 800 separate
utilities to develop agreements prior to
the procurement phase. Utility
companies and qualified contactors
completed $2.5 million dollars of utility
relocation work prior to the contractor
received notice to proceed (Colorado
Department of Transportation &
Regional Transportation District).
Identifying existing utilities and
relocating them early on provided less
risk to the contractor. The widening of
the highway and construction of the
light rail transit required some right-of-
way purchases. Relocation experts
worked one-on-one with homeowners
and tenants. They explained
homeowner/ tenant rights and provided
help with financing and locating
replacement housing. Relocation
benefits included home buying
assistance, money to supplement rent
and moving costs. The T-REX project
required 30 total acquisitions and 172
partial acquisitions (Colorado nd).
Project Execution Phase
T-REX was awarded and SCC was
given notice to proceed before the
unfortunate event of 9/11. The T-REX
groundbreaking ceremony took place on
September 24, 2001. SCC completed
construction on September 1, 2006
(Colorado Department of
Transportation & Regional
Transportation District). 9/11 had a
positive impact on the project due to the
increase of labor availability and
reduced inflation during the project
execution phase. Because of the
owner’s resource constraints and ability
to supervise the contractor at all times
there was a great importance placed on
trusting the contractor. This is seen in
in assigning Quality assurance/ quality
control (QA/QC) responsibilities to the
contractor, but all of the owner’s staff
were trained to conduct quality audits.
There are even examples where the
quality of a specific portion of work
met CDOT’s criteria but the contractor
decided to redo it because they were not
happy with it. (Colorado nd).
During the construction phase, CDOT
and RTD focused on public outreach
and public emergency services. T-REX
was in the news daily with both the
5. N A Case Study in Complex Project Management: T-REX
Lopez del Puerto, C., Shane, J. and Gransberg, D.
ISEC-7, Honolulu, June 18-23, 2013
5
owner and contractor speaking to the
media as “one voice” (Warner 2010).
This extensive and sophisticated
outreach allowed the public to see
progress and avoided many of the
common public complaints since people
like seeing progress and how public
funds are being spent. The contractor
maintained a website that contained a
real time map showing traffic
conditions, closures, and actual travel
time. Hotel vouchers were given to
residents for excessive noise at night
construction. Due to the lack of
alternative travel routes and highway
night closures, CDOT created an
emergency services task-force. The task
force of emergency providers helped
develop the emergency procedures
manual. CDOT informed emergency
services of closures and detours.
Conclusions
T-REX was a very successful project
from many perspectives. The project
team’s greatest challenges were
constantly adapting to a challenging
work environment, due to need to keep
highway open during the construction.
The use of design-build project delivery
allowed SCC to design the project
around the constraints of maintaining
adequate throughput. The constructors’
input to the maintenance of traffic plans
was invaluable to the success of this
project feature. The project team also
faced difficulties with tracking the
funding during project planning and
execution. Maintaining the identity of
the funding source during the design
process added a layer of administrative
complexity that had never been done
before. Finally, the need to develop and
retain bipartisan political support
throughout the project had a large
impact on the way with was
administered. No political party wanted
to lose elections due to sour public
opinion generated by T-REX
congestion and subsequent negative
publicity.
Despite the extreme contractual/
political environment in which the
project was delivered, the project team
achieved many successes. The major
ones are as follows:
• Genuine partnering between owner
and design-builder: This allowed
an environment of trust to be
developed through the co-location
of staff, and permitted decisions to
be made at the lowest possible
level.
• Zero claims: Partnering fostered an
environment where issues could
be discussed and resolved out of
court.
• Constrained budget at the start
allowed scope to be consistent.
• Very disciplined project
management: The team agreed to
a set of ground rules up front and
then obeyed them throughout the
project.
• Public outreach: The design-builder
and owner spoke to the media as
“one voice,” which created the
impression of unified project
delivery.
• In-depth project planning phase:
Time, resources, and creative
energy investments made at the
early stages of planning paid
dividends in the ability to finish
early and on budget during the
project execution phase.
• Use of specialty consultants: The T-
REX team was brutally honest
6. A Case Study in Complex Project Management: T-REX
Lopez del Puerto, C., Shane, J. and Gransberg, D.
ISEC-7, Honolulu, June 18-23, 2013
6
with itself regarding those areas
where it needed added expertise.
Since this was the first design-
build project, a contract consultant
was retained to assist the team in
developing the project’s contract.
The team also recognized the need
“brand” the project and hired a
marketing consultant to facilitate
that effort.
• Early utility agreements: The
magnitude of the utility location/
relocation/ expansion effort was
large and as a result the team
tackled this thorny problem early
in the planning phase.
Given the above discussion, the
primary conclusion drawn from the case
study analysis is that T-REX was a
success because the project delivery
team committed to identifying and
resolving problems as early as possible.
This was evidence by the way utility
and right-of-way issues were
aggressively addressed at very early
stages in the project. The bullet list in
the previous paragraph can be viewed
as a set of tools available for use in
complex project management.
References
AASHTO Center for Project
Excellence, Transportation
Expansion (T-REX), [Online]
[Cited: July 5, 2010]
http://transportation-
finance.org/projects/t_rex.aspx
College of Complex Project Managers
and Defense Materiel Organization
(CCPM). Competency Standard for
Complex Project Managers,
Version 2.0. Australia, Dept. of
Defense. Canberra, Australia, 2006
Colorado Department of Transportation
& Regional Transportation District.
Transportation Expansion Project
(T-REX): Project Fact Book, n.d.
Federal Highway Administration
(FHWA). Design-build
effectiveness study. FHWA,
Washington DC. 26-29, 2006
Inside T-Rex, bi-weekly communique,
[Online] [Cited: July 5, 2010]
http://www.denvergov.org/Portals/
523/documents/InsideTREXMay7.
pdf
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31, December, 2005
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[Cited: July 5, 2010]
http://www.kiewit.com/projects/tra
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