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Completing the "Big Dig" Managing the Final Stages of Boston's Central Artery/Tunnel Project (2003) / Chapter Skim
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2. Cost and Schedule Procedures
Pages 12-19

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From page 12...
... A recent review of large public works projects over the last century concluded that they are consistently underestimated, a phenomenon attributed to the desire of the project advocates to have their projects approved (Flyvbj era, 2002~. Others have reached similar conclusions (Wachs, 1989; Merrow, 1988)
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From page 13...
... inflation has indeed had a significant impact on the project cost, but the impact is difficult to assess accurately because of the dynamic interplay of the project's scope, schedule, and construction costs. ~ E=~.~:~-n :~% Trait no ~ en c~ ~4 a i Into n a n -I ~r a zag f.,l ScOpe om~h Accou~g Changes FIGURE 2.1 Cost History and Scope Evolution (Source: W
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From page 14...
... Edwards, "Project History," Presenation to the Committee on October 21, 2002)
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From page 15...
... Even without the advantage of hindsight, the risks of highly technical engineering design and construction, unknown soil conditions, existing underground utilities, and other factors that increase costs and delay schedules should and could have been anticipated and addressed through additional planning and design, site analysis, and cost and schedule contingencies. As it happened, the impact of unanticipated physical factors was often compounded by delays in making timely project decisions.
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From page 16...
... Fast-Track Construction The project used a fast track design and construction delivery method to reduce the overall project time. Typically, fast-track delivery involves dividing the project into sequential work packages and starting construction on the earlier segments before completing design of the latter segments.
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From page 17...
... The team not only identifies actions that will improve performance but also helps communicate to the public the assumptions and potential cost impacts of identified risks (WSDOT, 20021. The CA/T could have benefited from a CEVP-type process when it began in 1982, and although options are now limited such a process could still help the IPO to control cost and schedule for completing the project (see also the discussion of peer reviews in chapter 5~.
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From page 18...
... Recommendation 3: The MTA should rigorously analyze all costs associated with project acceleration, especially for completing the key critical path tasks (those in which a delay could cause critical project milestones to be missed)
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From page 19...
... 2002. "Summary of Past VE Savings Federal Aid Highway Program." Available online at http://www.~wa.dot.gov/ve/ January 22, 20033.
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Key Terms

  • cost estimate
  • million saved
  • original estimate
  • work packages
  • project team

  • project management
  • project cost
  • management team
  • stainless steel
  • potential cost

  • fast track
  • percent complete
  • aid highway
  • cost increases
  • cost index

  • estimating validation
  • steel panels
  • cost history
  • washington state
  • engineering change

  • scope evolution
  • control costs
  • building cost
  • original project
  • schedule savings

  • earlier segments
  • critical path
  • engineering changes
  • schedule risks
  • current project


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