THE BIG DIG BOSTONS CENTRAL ARTERY TUNNEL PROJECT

THE BIG DIG BOSTON’S CENTRAL ARTERY / TUNNEL PROJECT EGMT 620 PROJECT PRESENTATION Presented by Team 4 Dennis Farley, Thomas Demana, Chetan Rao, Carlos Arguello-Mirazo, Jim Varghese August 29, 2011

Project Overview Central Artery / Tunnel = The Big Dig of Boston Largest infrastructure project in the U. S. Planning Starts, 1987; Construction begins, 1991; Complete, 2007 Original estimate $2. 6 B; Actual Completion: $14. 7 B ($5. 6 B in constant $) Organizations Involved Persuading the public Mitigation – the key to sell it and the Achilles heel How to pay for it? The “ 10 -cent dollar” (90% Federal Funding) The technological barriers BEFORE Problems Historic congestion The elevated Central Artery – out of date when it was completed Fred Salvucci’s brain child: a subterranean highway The Challenges Mass. Department of Transportation and Mass. Turnpike Authority Bechtel and Parsons Brinckerhoff – “management consultants” Origin – The Need Replace the elevated Central Artery with Tunnel Two Bridges over the Charles River Extend I-90 to Logan Airport Thousands of leaks Fatal Ceiling collapse Corruption Results / Benefits Reduced traffic congestion Increased property values The North End reunited AFTER Andy Demana

Outcome of Project and major issues All of the original project scope and all of the project’s construction goals were achieved The budget and schedule were not close to meeting the original estimates Largest Issue was a very large cost overrun Several factors contributed: Environmental Mitigation/Compliance - $3 billion Scope Creep - $2. 7 billion Public Image Problems Dennis Farley

Retrospective: Risk Management State’s Responsibility was unclear Unreliable Cost Estimates New technology Health and Safety The EGAP Principle Mitigating Risk Transferring Risk Sharing Risk Carlos Arguello-Mirazo

Management Style Issues • Collaborative/Integrated Project Management • Late integration • • After 99 percent design was complete After 45 percent construction was complete - • Organizational Structure • Separated design from construction • Traditional design-bid-build model • James Kerasiotes assumed the role of Project Manager Jim Varghese

Unknown Known BIG DIG TEAM KNOWLEDGE Major issues: Known’s, Known Unknowns, Unknowns Sub-Surface Conditions Final construction Design from preliminary design with amendments Flawed designs Geological & archaeological barriers Constant water leaks Fatal ceiling collapse Sept. 11 2001 terrorist attacks Maintaining Traffic Flow during construction Public Safety Coordination between 110 contractors Funding for Contingencies Inflation Known Unknown FACTORS AFFECTING THE PROJECT OUTCOMES Chetan Rao

Lessons Learned Planning Politics Integrated Project Management is essential Project status disclosures Timely and accurate Risk Management Highly technical designs require contingencies Unknown soil conditions, existing underground utilities Lack of risk oversight Ignoring safety warnings Andy Demana