BIG DIG, BOSTON - LESSONS LEARNED

This article presents a discussion of lessons learned in cost management from the Big Dig in Boston, which rose from an original estimate of $6 billion in 1990 to $15 billion and rising in 2003. Five areas are covered. Its wide net of benefits to a large constituency made it politically possible to continue with the project in spite of the budget problems. Secondly, delay if seven years by the Reagan Administration, which took that long to approve the Environmental Impact Statement was a major contributor to the excess cost; it also forced the project to be funded outside the conventional Interstate Highway System. Third, the shift in 1991 away from Interstate Program funding removed a cost increase shield and exposed the state to rising costs. Also privatization by the new Massachusetts governor left little public sector oversight and input. Fourth, the new facilities must be operated and maintained adequately so that the new construction fulfills its promise.

Availability:
- Find a library where document is available. Order URL: http://worldcat.org/issn/0041414X
Supplemental Notes:
- Special issue: Tunnels & Tunnelling North America, Vol. 9, May 2003
Corporate Authors:
Polygon Media Limited

Tubs Hill House, London Road
Sevenoaks, Kent TN13 1BY, United Kingdom
Authors:
- Salvucci, F P
Publication Date: 2003-5

Language

English

Media Info

Pagination: p. 5-6
Serial:
- Tunnels & Tunnelling International
- Volume: 35
- Issue Number: 5
- Publisher: Progressive Media Markets, Ltd
- ISSN: 0041-414X

Subject/Index Terms

TRT Terms: Benefit cost analysis; Construction scheduling; Costs; Delays; Economic benefits; Government funding; Policy; State government
Identifier Terms: Central Artery/Tunnel Project
Geographic Terms: Boston (Massachusetts)
Subject Areas: Economics; Finance; Highways; Policy; Society;

Filing Info

Accession Number: 00962218
Record Type: Publication
Source Agency: UC Berkeley Transportation Library
Files: BTRIS, TRIS
Created Date: Sep 2 2003 12:00AM