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:
  • 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


  • English

Media Info

Subject/Index Terms

Filing Info

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