PPMP20010: Cost & Time Overruns in Boston's Central Artery Project

This report critically analyzes Boston's Central Artery/Tunnel Project, a major infrastructure project plagued by cost and time overruns. It examines the project's background, including its goals to reroute Interstate 93 and improve rail connections. The analysis focuses on the effectiveness of cost, schedule, scope, and quality control systems employed during the project. The report identifies reasons for the project's failures, such as inaccurate estimations, design errors, scope creep, and management issues. It also assesses the role of the project execution team and stakeholders in contributing to the overruns. The analysis explores the relationship between these problems and suggests actions for project management to improve project control and increase the chances of successful project delivery, including better planning, risk management, and the use of project management software. Recommendations are provided for future projects, emphasizing the importance of proper planning, resource management, and technical studies.

Boston's Central
Artery/Tunnel
Project

Introduction
• Boston's Central Artery/Tunnel Project was a
megaproject within Boston which rerouted its
central Artey of Interstate 93
• The plan is also included rail connection
among Boston’s two major terminals of train.
The planning of tunnel project began in the
year 1982
• This project was considered as expensive
highway project in US and it was failed
because of cost overrun and time overrun
(Artery, 2017).

Range of used control system for cost
• The cost control system cuts the cost to improve the bottom line of the
project
• The budget cost is higher than standard cost and lower than the
standard cost (Harris, 2017).
• It is calculated that the project was completed by December 2007, and
cost was being estimated at $14.8bn
• After five years, the actual cost of this project is estimated more than
$24bn
• There is extra of over $100m for the project plan

Range of used control system for
schedule
• The schedule control system address things as processes
to schedule performance tracking of all the project activities
• In tunnel construction project, the schedule changes are
caused due to failure to attain planned date (Larson et al.,
2014).
• The schedule control system provides baseline needs for the
system and supports contractor for better planning

Range of used control system for
scope
• The scope control system is used to monitor and control
process group and focused on project management
• scope of this project is to complete the work on scheduled
time and estimated cost
• The project takes significant time to produce project scope
• Tunnel Project is not able to control its scope, and there is
scope creep

Range of used control system for
quality
• The quality control system collects the business processes
required to meet with client’s requirements
• Inspection is an element for quality control where there is
examination of physical products (Svejvig & Andersen, 2015).
• ISO 9000 standard fulfills quality requirements of the
construction project
• This construction project is consisted of quality control team
focused on area of construction

Analysis of reasons of
cost and time overrun
• Inaccurate project estimation
• Serious project design errors
• Improper planning for changing
orders
• Administration errors
• Plan of construction are not
received on time

Analysis of reasons of
cost and time overrun
(Contd.)
• Scope creep
• Improper management
• Inadequate resources
• Improper financial management
• Weather conditions
• Increase in cost of materials
• Wastage of available resources

Analysis role of project execution team
for incurred time and cost overruns
• Reduce congestion of traffic and improve mobility in oldest America’s and congested
cities of US
• The project manager can make control over both time and cost
• The team can develop and maintain project requirements documentation
• The organizational structure of the project organization is also analyzed by the team so
that they can determine the change in project budget and project schedule (Kerzner,
2018).
• The team can focus on ensuring that the business mission as well as assets of IT is
aligned
• The project execution team has properly analyzed the project time as well as schedule
so that there is no possibility of delay of the project plan (Svejvig & Andersen, 2015).

Analysis role of project
execution team for incurred
time and cost overruns (Cont.)Role of
stakeholder
Responsibilities Number of
stakehold
ers
Project
manager
Plan, design and execute entire
constriction project plan
1
Project team
members
Ensure that project proceed in
schedule time and cost with
achieving project objectives
25
Equipment
supplier
Supplying required equipment's
for the construction work
10
Contractors Responsible to provide materials
and equipment's and services
required
9
Subcontracto
rs
Perform construction tasks and
services provided to the project
30
Financial
service
Collect project fund and estimate
entire project budget
3

Analysis of the relationship between the
problems
• High increase in complexity of project as the project is large and
there is high demand to deliver the work on scheduled time
• Improper project planning is done in the project as the project
manager is not interested to plan the work (Chih & Zwikael,
2015).
• It is main responsibility of project manager to complete the work
on time and meet with client’s requirements for successful
project completion.

Analysis actions of project management for
controlling project and increasing chance for
successful project delivery
• The project manager should come across the changes which are
occurred throughout the plan (Serra & Kunc, 2015).
• The project management actions taken should cause change in
plan, project baseline, project charter and statement of the
project work
• The project control systems are controlling cost, project schedule,
scope control and quality control
• Project management software such as Ms Project is used to
schedule the project plan

Conclusion
• This project is targeted towards finance, design, and
implementation and operating of IT infrastructure
facilities plus services
• Delay in the construction contract is an issue in the
construction of tunnel projects.
• Delay is occurred throughout negotiation plus sign of
concession agreement as compared to construction
phase.

Recommendations
• It is recommended that the construction parties should
develop plan and program to train the staffs.
• Effective road construction is important aspect which can
influence project lifetime
• It is recommended that the project owner makes sure that
there are funds which are available for the project before it
is commissioned.
• It is recommended to make a technical study related to
project characteristics before introduction of tender.

References
• Artery, B. (2017). The most complex urban transportation project in U.S.
history. Retrieved from https://www.bechtel.com/projects/boston-central-
artery/
• Chih, Y. Y., & Zwikael, O. (2015). Project benefit management: A conceptual
framework of target benefit formulation. International Journal of Project
Management, 33(2), 352-362.
• Harris, E. (2017). Strategic project risk appraisal and management. Routledge.
• Kerzner, H. (2018). Project management best practices: Achieving global
excellence. John Wiley & Sons.
• Larson, E. W., Gray, C. F., Danlin, U., Honig, B., & Bacarini, D. (2014). Project
management: The managerial process (Vol. 6). Grandview Heights, OH:
McGraw-Hill Education.
• Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its
influence on project success and on the execution of business
strategies. International Journal of Project Management, 33(1), 53-66.
• Svejvig, P., & Andersen, P. (2015). Rethinking project management: A
structured literature review with a critical look at the brave new
world. International Journal of Project Management, 33(2), 278-290.

Thank You…