Tues PM banquet keynote featuring Virginia A Greiman

VIRGINIA A. GREIMAN PROFESSOR OF MEGAPROJECTS AND PLANNING

BOSTON UNIVERSITY

Tuesday, December 1, 2015

ENERGYTECH 2015

1 December 2015 Cleveland, OH

Virginia A. Greiman Professor of Megaprojects and Planning

Boston University

Copyright © 2015 Virginia A. Greiman

Building Boston’s Big Dig: Navigating the

Challenges of America’s Most Ambitious

Urban Megaproject

What is a Megaproject?

Any project of $1 billion or more in size, or

projects of a significant cost that attract a

high level of public attention or political

interest because of substantial direct and

indirect impacts on the community,

environment, and state budgets.

(Federal Highway Administration)

“Initiatives that are physical, very expensive,

and public" (Altshuler 2003).


4

RESEARCH

METHODOLOGIES

1. Combined Theory and Practice – 10 prepublication reviews

and comments including PMI

2. More than 600 references (275 Scholarly) and source

documents, data, government reports, policies, 9000

procedures, feasibility studies and benefit analysis

3. 58 semi-structured interviews – perceptions of risk, cost,

schedule, financing, benefit realization, quality assurance,

leadership, governance integration, sustainability, project

success and failure

4. Interviewees – Master Designer, 12 Engineers, 2 Members

of the MTA Board, Director of Executive Oversight

Coordination Commission, 2 Governors, 2 Project Directors,

Utility Task Force Chair, 2 MTA Chairs, 9 Contractors, 2

Attorneys, 3 Safety Reps, 1 Broker, 2 Insurance Reps.

Senior Affirmative Market Inspector, Human Resources

Director and Assistant Director, Claims and Changes

Director, Director, Office of Public Affairs, Director, Save the

Harbor, Assistant Attorney General, Budget Director, 2

Program Managers, FHWA Project Auditor and Quality

Control, project managers – Heathrow Terminal 5, Crossrail,

Boston Harbor, Hong Kong Airport, Euro Tunnel, New

Haven Crossing, Route 3 North, Denver Airport

5. Themes – focus on schedule, cost, team effort, inherent

internal and external uncertainties, changing nature of

political environment, continuous design development,

evolutionary and constant change, need for flexibility to

reach goals, project employees inward looking, government

outward looking toward benefits realization.

California $68 Billion High Speed Rail

California high-speed rail will connect the mega-regions of the state,

contribute to economic development and a cleaner environment, create jobs

and preserve agricultural and protected lands. By 2029, the system will run

from San Francisco to the Los Angeles basin in under three hours at speeds

capable of over 200 miles per hour.

Virginia A. Greiman © Copyright 2013

Canary Wharf Terminal One of the five £10m tunneling machines

5½ of 26 miles of tunnels now built.


Political Problems: Seabrook Nuclear

Power Plant Seabrook, NH

Megaprojects are Agents of Social

Transformation

The Planning of a Megaproject must be

different if a highway agency expects to

achieve success. Project leaders and the

management team must do more than just

manage a project; they must manage a

“public journey.”

Richard Capka, former federal highway administrator and

CEO/executive director of the Massachusetts Turnpike Authority

(Capka 2004)

Virginia A. Greiman Copyright © 2014

PMI’s 2001 and IPMA Project of the Year!!!

Mozal Aluminium Foundry Project – Mozambique

INDIA’s 100 Smart Cities Initiative

Turkey Urban Renewal Project

(Cost: $400,000,000,000)

Innovation Megaprojects

Poland’s Contribution to the Large Hadron

Collider Project at CERN

Poland Today, 2014-9-16

Wojciech Brzezinski

Innovation Megaprojects

Hsinchu City Science and Industrial Park, Taipei

Cloud Computing: Innovation

Megaprojects in Cyberspace


ARE MEGAPROJECTS REALLY

AS BAD AS EVERYONE SAYS?

“Measuring the success of a megaproject

is not linear. There are twists and turns

not only in terms of engineering and the

emergence of new technology, … but in

the moving target of pubic expectations.”

Anthony Flint, Atlantic Cities.com, September 18, 2013

Boston’s Central Artery


190,000 Vehicles

• 54 Designs

• 132 Construction Packages

• 161 Lane Miles

• 5 Major Interchanges

• Landmark Cable-stay Bridge

• Jacked Tunnels

• Immersed Tubes

• Soil Freezing

• Deep Soil Mixing

• 8 miles of Slurry Wall

• Jet Grouting

• Excavation and Parks


Boston’s Big Dig

EIS - Environmental Impact Statement ICE - Interstate Cost Estimate CSU – Cost and Schedule Update

Cost of Boston’s Big Dig

Greiman, V. (2013) Megaproject Management,

John Wiley & Sons, Inc., New York, London, Hoboken

Major Impact on Project Cost

and Schedule

Changing Stakeholder

Expectations

Continuous Design Development

and Unforeseen Subsurface

Conditions

Complex Governance Structures

and Integration

Federal Rules and Requirements


The Zakim Bunker Hill Bridge,

Boston - 26 Designs Preceded

the Final Design

Greiman, V. (2013) Megaproject

Management, Copyright © John Wiley &

Sons, Inc., New York, London, Hoboken

Fig. 2.3

Flooded Casting Basin: Central

Artery/Tunnel Project

Dry Dock Casting Basin: The Central Artery

Tunnel Project

Fig. 9.5

Fort Point Channel

Virginia A. Greiman © Copyright 2013 Megaproject Management, John Wiley & Sons Copyright © 2013

Operations Control Center (“OCC”)

Project Security and Emergency Response

CA/T Project

Project Security and Emergency Response Plan

Contractor Safety and

Security Requirements

Full time project

security force

Terrorism Risk

Assessment

Project Control Center

Fig. 9.12

copyright (c) V. A. Greiman 2015

Greiman, V. 2013. Megaproject Management, John Wiley & Sons, Hoboken, New York, London

The Big Dig’s Risk Management Mission

Zero Accident Philosophy

Operating an integrated world-class

Risk Management Program for:

– Engineering and Construction

– Loss Control

– Safety and Health

To protect the Commonwealth of Massachusetts, Big Dig contractors,

consultants, workers and the general public against catastrophic loss

by:


0

2

4

6

8

10

12

14

16

18

Rate People

5000

4500

4000

3500

3000

2500

2000

1500

500

0

Peak Manpower/Year Actuals per year

National Average

Recordable Rate Fig. 9.11

copyright (c) V. A. Greiman 2015 Greiman, V. 2013. Megaproject Management, John Wiley & Sons, Hoboken, New York, London

What is the Greatest Risk?

Unknown Knowns

Things that are within our

understanding but because of

perceptions, assumptions,

expectations and beliefs we have

not identified them as risks!

Greiman, V. Megaproject Management, John A. Wiley, Hoboken,

New York, London (2013)

The Problem of Perception

We see the world the way we do

not because that is the way it is,

but because we have these

ways of seeing. - Wittgenstein, L. (1953). Philosophische

Untersuchungen. Philosophical Investigations

(translated by G. E. M. Anscombe). Oxford:

Blackwell.

- Wittgenstein, L. (1958). Philosophical

investigations. New York: Macmillan.

Black Hawk Down

The Analysis of Black Hawk Down, found no

bad guys, no smoking guns, ‘‘no one to blame’’

It showed that the F-15 pilots ‘‘saw’’ Iraqi

helicopters because they expected to see them.

This was because the AWACS mission crew

failed to monitor the Black Hawk’s flight and to

report it to the F-15 s.

(Snook, 2000: 10).

MEGA PROBLEMS

MEGAPROJECTS


Crossrail chief says worker who died in

tunnel construction 'shouldn’t have been

where he was'

The Independent, 21 September 2014 copyright (c) V. A. Greiman 2015

Independent Safety Report

On 26 April, The Observer newspaper reported

details of a leaked internal report, compiled for the

Crossrail contractors by an independent safety

consultancy. The report was claimed to indicate poor

industrial relations over safety issues and that

workers were "too scared to report injuries for fear

of being sacked".

Boffer, Daniel (26 April 2014). "Crossrail managers accused of

'culture of spying and fear‘”, The Observer, London

Copyright © 2014 Virginia A. Greiman copyright (c) V. A. Greiman 2015

http://en.wikipedia.org/wiki/The_Observer

http://en.wikipedia.org/wiki/The_Observer

http://www.theguardian.com/uk-news/2014/apr/26/crossrail-workers-culture-spying-fear



Big Dig’s Worst Disaster


2006 Ted Williams Tunnel

Roof Collapse

Source: NTSB Report

Big Dig Tunnel Roof Collapse

National Transportation Safety Board Findings (2006)

1. Lack of understanding and knowledge in the construction

community about creep in adhesive anchoring systems.

2. Prior Incident - Failure to determine that the anchor

displacement that was found in the high-occupancy vehicle

tunnel in 1999 was a result of anchor creep.

3. Failure of the owner to implement a timely tunnel inspection

program that would likely have revealed the ongoing anchor creep.


Fig. 10.7 I-35 Highway Bridge Collapse, August 1, 2007

Minneapolis, MN

p. 19 copyright (c) V. A. Greiman 2015

The Elephant in the Room Sustainability

October 14, 2002

14 Elephants Cross Leonard Zakim Bunker Hill Bridge

Copyright © 2013 Megaproject Management, John Wiley & Sons, Publisher

Megaproject Success

Sustainability!

Realizing the holistic benefits of a

project and the anticipated return

on this investment that

demonstrates the value added in

the long term.

Greiman, V. (2013) Megaproject Management, Copyright © John Wiley & Sons, Inc., New York,

London, Hoboken

EMERGING: SUSTAINABILITY OF ECONOMIC, SOCIAL, ENVIRONMENTAL AND

INSTITUTIONAL BENEFITS

• OPEN SPACE, PARKS AND ISLANDS

• RE-KNITTING NEIGHBORHOODS AND ENTRY POINTS

• EXPANSION OF THE SHELLFISH POPULATION

• VENTILATION / AIR QUALITY

• SMART HIGHWAY SYSTEM

• ECONOMIC OPPORTUNITY/TRAINED WORKFORCE/MINORITY/WOMEN BUSINESS DEVELOPMENT

• UTILITY CORRIDOR

• INCREASED PROPERTY VALUES

• INTERMODAL



The Rose Kennedy Greenway

Integration on Large and Complex Projects: Managing the Four Ps

T

The People

Program Integration

The

Processes

Program

Methodologies



The Processes

Project Organization

Central Artery / Tunnel Project

Interface

MTA Positions

MTA Chairman

MTA

Headquarters

MTA General

Counsel MTA Project

Director

Quality

Procurement

Internal

Controls

Accounting

Risk

Management

Public

Information

Fiscal

Administrative

Services

B/PB Program

Manager

Design

Design Chiefs

Geotech

Civil/Structural

Bridge

Engr. Services

Architecture

IPCS

Traffic Engr.

Traffic Mgmt.

Environmental

Elect./Mech.

Rowars

Information Tech.

Design Mgmt.

Area

P.E.

P.E.

P.E.

P.E.

Area

P.E.

P.E.

P.E.

P.E.

Legal

Claims &

Changes

Human

Resources

Construction

Metals

Safety

Cost &

Schedule

Construction

Services

Tech Support

Lab

Experts -

Means/Methods

Closeout/Training

Utility Maint./Cond. T.O.

Special Projects

Maint. of Traffic

Area

R.E.

R.E.

R.E.

R.E.

Area

R.E.

R.E.

R.E.

R.E.

Area

R.E.

R.E.

R.E.

R.E.

Area

R.E.

R.E.

R.E.

R.E.

Construction

Management

Contractors

Milestone

Managers

SE and PM Integration


Partnering/

Dispute Resolution

Stakeholder Participation

Claims & Changes

Audit and

Oversight (OCC)

Knowledge Transfer and Innovation

Utility

Protection

Safety and Health

Quality Assurance

Risk Management

Technology

Advancement

The Top Ten Programs! Central Artery/Tunnel

Project Integrated Programs

Greiman, V. (2013) Megaproject Management, Copyright © John Wiley & Sons, Inc., New York, London, Hoboken

What Have We Learned?

Megaproject investments are for future generations

Megaprojects should focus on the Program Domains –

Governance – Stakeholder Engagement –

Organizational Alignment – Benefit Analysis and not

just the iron triangle!

Megaprojects require “greater integration” due to their

complex, interrelationships with stakeholders and the

citizens they serve

Megaprojects can be Transforming – Seize the

Moment!!!! Copyright © 2015 Virginia A. Greiman

The difficult is what takes a little

time; the impossible is what takes

a little longer.

—Fridtjof Nansen, Nobel Peace

Prize Winner, 1922

Final Thoughts

You must put your head into the

Lion’s Mouth if the Performance is

to be a Success!

—Sir Winston Churchill

Moreover…….

Virginia A. Greiman

Professor Megaprojects

and Planning

Boston University

617-353-6860

[email protected]


Thank You!

Questions???