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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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Executive Summary
Pages 1-6

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From page 1...
... It must also be noted that extensive construction has taken place in a dense urban area with minimal damage to existing structures and utilities, traffic has been kept flowing through a busy city for over a decade, and a major railroad yard continued operations while a tunnel was built beneath it. Accomplishments have not been limited to the technological.
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From page 2...
... The committee considers all of its conclusions to be relevant to the issues confronting the MTA, but it also believes that two matters of overarching importance merit special emphasis and priority attention: · The uncertain financial burden and potential for delay posed by the excessive number and monetary value of outstanding contract claims and related issues. · The need for the transition process from construction to operation and maintenance to be properly organized and managed.
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From page 3...
... Published completion dates should be developed around realistic workflows and schedule risks, with modest allowances for unmown issues. Cost Management 3 Finding 2: The project has had large cost increases resulting from changes in scope, design, and project limits, as well as from deficiencies coordinating contracts.
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From page 4...
... Recommendation 6: The MTA should initiate contingency-management procedures that include continual comprehensive risk analysis to quantify and refine contract contingencies, individual-contract contingency tracking, and a contingency drawdown plan that includes contingency-use forecasts. Cost Recovery Finding 7: The current cost-recovery program emphasizes legal issues prior to resolution of engineering issues.
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From page 5...
... structure currently utilized by the MTA to direct the design and construction of the CA/T project appears to be functioning reasonably well. Although most of the contracts are now under way or completed, the committee observed that a detailed plan for downsizing and ultimately eliminating the management-consultant staff was not in place.
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From page 6...
... Transition from Construction to Operations Public Education Finding 13: Information transfer to the motoring public has been minimal thus far and not well timed for the scheduled opening of the first completed sections of the project. Recommendation 13: MTA should have a media team, with technical assistance provided by the project staff, to develop and immediately implement an innovative plan for educating the public to use the CA/T.
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Key Terms

  • massachusetts turnpike
  • integrated project
  • project organization
  • resolving claims
  • project reports

  • project management
  • project milestones
  • strategic issues
  • mta staff
  • immediately implemented

  • schedule risks
  • scheduled opening
  • comprehensive risk
  • financial burden
  • paying contractors

  • negligible amount
  • badly deteriorated
  • issues confronting
  • contract claims
  • outstanding contract

  • risk analysis
  • recognized claims
  • staff productivity
  • contract contingencies
  • firms involved

  • turnpike authority
  • affect staff
  • insurance program
  • metrics currently
  • functioning reasonably


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