The Big Dig, Massachusetts’s plan of expanding the Central Artery, Boston’s main interstate highway, and create an innovative underwater tunnel to Logan Airport. However, the project initially formulated in the 1970s, the planning of the project began in 1982, construction work commenced in 1991, the work finished 2002 and concluded in 2007.
The mega project initial estimated to cost $2.8 billion by the end of the completion of the construction the cost was $14.8 that means the cost overrun about 190%. The project supposed to complete in seven years, but it took nearly 15 years.
Boston Big Dig took much longer than planned due to the planning factors that discovered while in middle of the project. Therefore, this considered a planning failure, the primary planner of the project which was Transportation Secretary didn't the follow through the implementation of the project. Implementation of the plan should evaluate the performance management, and performance measurement to meet the mandates. And deliver agreed purpose objects of strategy, and it is necessary for success. In the case of the Big …show more content…
The ranking of the stakeholders and how influence on the development of the project. First, the State of Massachusetts officials, especially the secretary of the Department of Transportation and Dukakis. Second, the Massachusetts congressional delegation strongly influenced collaborators to reverse a presidential veto by a single vote in the Senate in 1987, forcing open the federal money poured into the project. Third, private contractors, notably San Francisco-based Bechtel Corp, who won the bid to run the projects. Lastly, the local government "police officers and labor unions" and some of the reps minority would benefit from the project, by creating jobs in their local
The mega project initial estimated to cost $2.8 billion by the end of the completion of the construction the cost was $14.8 that means the cost overrun about 190%. The project supposed to complete in seven years, but it took nearly 15 years.
Boston Big Dig took much longer than planned due to the planning factors that discovered while in middle of the project. Therefore, this considered a planning failure, the primary planner of the project which was Transportation Secretary didn't the follow through the implementation of the project. Implementation of the plan should evaluate the performance management, and performance measurement to meet the mandates. And deliver agreed purpose objects of strategy, and it is necessary for success. In the case of the Big …show more content…
The ranking of the stakeholders and how influence on the development of the project. First, the State of Massachusetts officials, especially the secretary of the Department of Transportation and Dukakis. Second, the Massachusetts congressional delegation strongly influenced collaborators to reverse a presidential veto by a single vote in the Senate in 1987, forcing open the federal money poured into the project. Third, private contractors, notably San Francisco-based Bechtel Corp, who won the bid to run the projects. Lastly, the local government "police officers and labor unions" and some of the reps minority would benefit from the project, by creating jobs in their local