Cover -- Title Page -- Copyright -- Contents -- Author's Perspectives -- Acknowledgments -- Introduction to This Book -- Overview -- Key Concepts and Objectives -- Transparent Frameworks -- Organizational Structure -- Financial Structure -- Governance Structure -- Shared Values -- Collaborative Partnerships -- Pedagogy -- Cultural and Ethical Awareness -- Skill Building -- Course Structure -- Overview of Course Chapters -- References -- Chapter 1 Introduction to Megaprojects and the Big Dig -- Introduction -- Why Study Megaprojects? -- 1. Delivery of Lessons from Practice -- 2. Advancement of Knowledge and Innovation -- 3. Projects as an Engine for Economic Development -- 4. Global Expansion and Improvement of Societal Benefits -- 5. Fulfilling the Growing Need for Major Investment in Transportation and Energy -- 6. Improving Transparency and Oversight -- Projects, Programs, and Portfolios -- Megaprojects: The Literature -- Megaprojects in the United States -- Megaprojects around the World -- Characteristics of Megaprojects -- 1. Long Duration -- 2. Scale and Dimension -- 3. Type of Industry and Purpose -- 4. Design and Construction Complexity -- 5. Sponsorship and Financing -- 6. Life Cycle -- 7. Long, Complex, and Critical Front End -- 8. High Public Profile -- 9. Public Scrutiny -- 10. Pursuit of Large-Scale Policy Making -- 11. Project Delivery and Procurement -- 12. Continuity of Management -- 13. Technological and Procedural Complexity (Urban Design) -- 14. Organizational Structure -- 15. High Degree of Regulation -- 16. Multiple Stakeholders -- 17. Dynamic Governance Structures -- 18. Ethical Dilemmas and Challenges -- 19. Consistent Cost Underestimation and Poor Performance -- 20. Risk Management in Complex Projects -- 21. Socioeconomic Impacts -- 22. Cultural Dimension -- 23. Systems and Methodology Complexity -- 24. Environmental Impact.

25. Collaborative Contracting, Integration, and Partnering -- Megaproject Framework -- 1. Project Management in Practice -- 2. Project Management Strategies -- 3. Project Management Theory -- Lessons Learned -- Summary -- Ethical Considerations -- Discussion Questions -- References -- Chapter 2 History and Financing of the Big Dig -- Introduction -- The Vision -- The Pressing Need for the Big Dig -- Planning the Big Dig -- Engineering of the Big Dig -- Innovation and Problem Solving -- 1. Immersed Tubes -- 2. The Fort Point Channel -- 3. The Casting Basin -- 4. The Slurry Walls: -- 5. Cable-Stayed Bridge -- The Most Important Benefits of the Big Dig -- 1. Environmental Mitigation -- 2. Expansion of the Shellfish Population -- 3. Creation of Open Space -- 4. Reduced Traffic Congestion -- 5. Technology Transfer Program -- 6. Growth of Small, Women-, and Minority-Owned Businesses -- 7. Worker and Safety Innovations -- 8. National and International Recognition for Technological Advancement -- The Financing of Megaprojects -- Public-Private Partnerships -- 1. Structuring a Public-Private Partnership -- 2. The Big Dig: Public Finance -- 3. Eurotunnel: Private Finance -- 4. The Mozal Project: Public and Private Finance -- 5. Lessons Learned -- 7. The Big Dig Funding Plan -- Major Sources of Big Dig Funding -- 1. Federal Grant Anticipation Notes (GANs) -- 2. General Obligation Bonds (GOBs) -- 3. Transportation Infrastructure Fund (TIF) -- 4. Massachusetts Port Authority Bond Anticipation Notes (BANs) -- 5. Massachusetts Turnpike Authority (MTA) -- Big Dig Revenues by Source, Dollar Amount, and Percentage of Total Funding -- The Real Cost of a Megaproject -- Lessons Learned -- Summary -- Ethical Considerations -- Discussion Questions -- References -- Chapter 3 Stakeholders -- Introduction -- Defining the Stakeholder.

Stakeholder Principles -- Project Stakeholder Framework -- Steps in Stakeholder Framework Development -- Building the Relationship with Stakeholders -- Stakeholder Structures -- Role of the Stakeholder -- Stakeholder Management on the Big Dig -- The Big Dig's Key Stakeholders -- Conflicts of Interest among Internal Stakeholders -- Multiple Roles of Project Owners and Sponsors -- Multiple Roles of the Management Consultant (Consultant) -- Stakeholder Concerns and Mitigation Tools -- Corporate Responsibility Initiatives -- Stakeholder Participation -- Communicating with Stakeholders -- Communication Model -- Communication of Financial Information on the Big Dig -- Key Lessons Learned about Stakeholder Management on the Big Dig -- Summary -- Ethical Considerations -- Discussion Questions -- References -- Chapter 4 Governance -- Introduction -- What Is Governance? -- Project Governance -- Multiple Governance Structures as a Dynamic Regime -- Developing a Megaproject Governance Framework -- Projects as Temporary Institutional Structures -- Governance Framework Development: Five-Step Process -- Step 1: Defining the Project's Governance Structures -- Step 2: Planning and Defining Roles and Responsibilities -- Governance as Decision Making -- Governance Escalation at the Big Dig -- Governance Issues for Decision -- Step 3: Implementing the Governance Architecture -- Step 4: Measuring Performance of the Governance Framework -- Step 5: Optimizing the Governance Structure -- The Challenges of Implementing Project Governance Frameworks -- 1. Reconciling Project Authority with Corporate Power -- 2. Problems of Multiple Governance Regimes -- 3. Symptoms of Ineffective Project Governance: Root-Cause Analysis -- 4. Trust and Governance -- 5. Ethics and Governance -- 6. Whistle-blowers -- 7. Corporate Social Responsibility.

Lessons from Practice: The United Kingdom's T5 New Product Delivery Project -- Lessons Learned -- 1. Strategically Plan Governance -- 2. Appoint an Independent Advisory Board -- 3. Manage the Interfaces between Governance Structures -- 4. Measure Performance of the Governance Framework -- 5. Ensure a Mechanism to Maintain Institutional Memory -- Summary -- Ethical Considerations -- Discussion Questions -- References -- Chapter 5 Megaproject Scope Management -- Introduction -- 1. Scope and the ``Triple Constraint'' -- 2. Defining the Scope on a Megaproject -- Scope in Relation to the PMBOKR Guide -- Scope Elements -- 3. The Project Organization: Scope Controls Program -- Contract Procurement and Administration -- The Project Controls Programs -- 4. The Technical Scope Statement (TSS) -- 5. Project Work Breakdown Structure (WBS) -- The Work Breakdown Structure -- Hierarchical Levels of Control and Reporting -- 6. Scope Evolution and Scope Creep -- Design Development -- Scope Creep -- 7. The Specification Management Plan -- Specification Problems and Solutions -- 8. Scope Change and Verification -- 9. The Top Ten Scope Control Tools -- A. Controlling Requirements Errors -- B. Design to Budget -- C. Cost Recovery -- E. Early Identification and Project Trend Analysis -- F. Claims Avoidance Program -- G. Partnering and Alternative Disputes Resolution Program -- H. Value Engineering (VE) -- I. VE Program-Proposals from Design Consultants -- J. Value Engineering Change Proposal Program (VECP)-Proposals from Contractors -- Lessons Learned -- Summary -- Ethical Considerations -- Discussion Questions -- References -- Chapter 6 Schedule -- Introduction -- Schedule-Driven projects -- The Big Dig's Timeline: A Long and Winding Road -- Schedule Management Philosophy -- Major Phases of Project Delivery -- The Planning Stage.

Perceptions of Stakeholders on Approaches to Reduce Highway Project Completion Time -- Fast-Tracking -- Impact of Design Development on Schedule -- Schedule and Cost Integration -- Schedule Controls Plan -- Critical Path Method (CPM) -- Critical Risk Exposures (CREs) -- Time Control Processes -- Tracking Schedule Progress -- Time Control Programs and Reports -- Project Delays -- Schedule Recovery -- Extension of Schedule -- The Big Dig Lessons from Practice: Calculating Delay Costs-Bottom Up -- Comparison of Delay versus Recovery Costs -- Incentives as Tactics for Keeping on Schedule -- FHWA Policy on Incentives -- Incentive Models for Megaprojects -- Liquidated Damages -- Lessons Learned -- Summary -- Ethical Considerations -- Discussion Questions -- References -- Chapter 7 Cost History -- Introduction -- Megaproject Cost Estimation Research -- Cost Growth History on the Big Dig -- 1. Changes in Preliminary Concept and Design Development -- 2. Subsurface Conditions -- 3. Schedule Delays -- 4. Inflation -- 5. Potential Change Allowance (PCA) -- 6. Cost Accounting History and Political Realities -- The Big Dig Cost Construction Summary -- Lessons Learned -- Summary -- Ethical Considerations -- Discussion Questions -- References -- Chapter 8 Cost Management -- Introduction -- 1. The Project Budget Process and Cost History -- 2. Cost Centers -- 3. Cost Management Team -- 4. Data Resources -- 5. Cost Control Tools -- A. Design Evolution -- B. Finance Plan -- C. Project Management Monthly (PMM) -- D. Budget, Cost Commitment, and Forecast Report -- E. Earned Value Methodology -- F. Mitigation -- G. Variance Reports -- H. Bottom-up Assessment of To-Go Project Costs -- I. Contingency Funding as a Means of Control -- J. Potential Change Allowance (PCA) -- K. Management Reserves -- L. Independent Outside Audits -- M. Claims and Changes -- N. Cost Recovery.

O. Cost and Schedule Containment Initiatives.