The topic of matrix project management in transportation is explored, and the results obtained after two years of experiences by the New York State Department of Transportation are described. The major problems of increased complexity of the transportation-project development process and the effects of inflation on project delays led to the creation of the program planning and management group in the fall of 1976. This new organizational structure, of which the program-project management section is a part, allows primary units that interact during critical stages of the project development process to be located within the same major unit. The organizational structure of the program-project management section and the duties of its members are discussed. An analysis of the first two years of operation, 1977 and 1978, is presented based on decreased project slippage and dollar value of projects let. The average project slippage on 100 sample projects in the period January-December 1976 was 5.11 months and that on projects monitored in 1977 and 1978 was 2.45 months. By applying this slippage reduction against the 1977-1978 average inflation rate of 10 percent per year on a total letting of monitored projects for the same period of $1.364 million, a cost saving of $30 million can be calculated. During the period 1977-1978, the 91 monitored let projects represented only 14 percent of the total projects let but composed 68 percent of the total dollar value of the program. The average value of these projects was in excess of $10 million. These relatively simple findings indicate a great amount of success at a minimal investment of staff and resources. (Author)

Media Info

  • Media Type: Print
  • Pagination: pp 11-14
  • Monograph Title: Program Planning, Finance, and Preconstruction Management
  • Serial:

Subject/Index Terms

Filing Info

  • Accession Number: 00319140
  • Record Type: Publication
  • ISBN: 0309030501
  • Files: TRIS, TRB
  • Created Date: Oct 27 1980 12:00AM