1. Central Artery / Tunnel Project The Boston Big Dig This SAMPLE has key PM terms in ‘red’ but yours would have them in ‘black’.

2. Background Largest, most complex, and technologically challenging highway project Building the tunnel would help Reduce traffic congestion Improve mobility Improve environment Establish economic growth within Boston and all of Massachusetts Tunnel would replace deteriorating 6 lane elevated highway with 8-10 lane underground highway

3. Background Congress approved federal funding and project scope in April 1987 Construction began in September 1991 The project team spent 4 years in the initiation and planning phases

4. WBS Created a WBS that included key milestones Good example of project archives (this is only a small portion of the milestones) 1998Enter peak construction years. Construction begins on the Charles River Crossing. 1999Overall construction 50 percent complete. New Broadway Bridge opens. Leverett Circle Connector BridgeLeverett Circle Connector Bridge opens. 2000Nearly 5,000 workers employed on the Big Dig 2001Overall construction 70 percent complete.

5. The Collapse July 10, 2006 Location: D Street of Interstate 90 Connector (Big Dig) 26 tons of concrete panels fell onto a passenger car, killing the driver Panels were part of a suspended ceiling anchored to the concrete roof with threaded bolts drilled in epoxy-filled holes

6. Problems Communication breakdown between engineers and resin suppliers engineers (issue for project’s issue log) Engineers failed to adequately investigate 1999 failure of the same adhesive Knowing the outcome of this project could have helped forecast what would happen in the Central Artery / Tunnel Project

7. Problems Wrong adhesive material chosen to hold concrete panels to ceiling Project team may have used a compromise mode - give and take approach to resolving the conflict of what adhesive to use The project team never discussed the adhesive with the supplier to make sure it was the correct choice Used the popular choice and did not think of their specific situation [groupthink]

8. Problems The project team never created a communications management plan Had intentions of creating open communication within the project, but failed to follow through As stated by a project representative at the beginning of construction: “Good communications is the key to teamwork and a successful job,” noted MacPhail. “Everyone who is working on this project, from the laborers all the way through the management team, has an immense sense of pride at building such a challenging and significant project.”

9. Outcomes The supplier of the faulty adhesive was charged with one count of involuntary manslaughter Other contractors from the project avoided criminal charges with a $450 million settlement [smoothing mode]

10. Outcomes The Central Artery/Tunnel Project was able to create a lessons learned report for future construction projects of this magnitude [Knowledge Area] Make sure you understand the basics of potential polymer failure, such as susceptibility to creep under long-term tensile loads. [Scope] Do not simply accept a supplier’s certification of the capability of its materials.[Quality] Establish clear and ongoing lines of communication with engineers throughout the supply chain. [Communication] Conduct follow-up tests and inspections to ensure system reliability [Quality]

11. Works Cited Hatch, Sybil. "Bridge, Little Bridge: The Big Dig Soars Across the Charles River." Public Roads. Sept. 1999. Web. 10 Mar. 2010.. Smock, Doug. "What Engineers Should Learn from the Big Dig Tragedy." Design News. 16 June 2008. Web. 10 Mar. 2010.. "The Central Artery Tunnel Project - The Big Dig." Mass DOT. 2009. Web. 10 Mar. 2010..http://www.massdot.state.ma.us/Highway/bigdig/bigdigmain.aspx

12. Key PM Terms Scope Initiation and Planning phases WBS Project Archives Issue Log Forecast Compromise & Smoothing Modes Lessons Learned Report