OPINION:
There is more to the recent Amtrak Office of Inspector General’s report, which was critical on the lack of adequate planning for the $33 billion Gateway Tunnel project, than media reports have let on.
Ninety days after a contract is awarded, it is common for the contractor to submit a detailed construction schedule that includes the critical path for completion of the project. This is reviewed and approved by the transit agency. The critical path documents any future delays that could trigger delays to the overall project schedule. For example, take $1.6 billion Portal Bridge. It integrates the scheduling of work to be performed by the prime contractor, Skanska, with all 15 subcontractors. If the work of one falls behind their portion of the project, it could delay the start of work by another subcontractor or Skanska. This in turn would delay the overall project.
The more subcontractors you have, the greater the risk something could go wrong. How many subcontractors will be hired for the $12-billion first phase and the $33- billion full-scope Gateway project?
Any successful transit project, especially those over $100 million and/or in receipt of a Federal Transit Administration Full Funding Grant Agreement, should not only have an approved Project Management Plan, but also a Quality Assurance and a Quality Control Plan, Fleet Management Plan, Annual Force Account and Annual Track Outage Plan. These are all needed to make certain that the Gateway Development Corporation completes such a significant federal transit investment on time and within budget, and that the project is built correctly so it can remain in use for the number of years.
LARRY PENNER
Former director, Federal Transit Administration, Region 2 Office of Program Management
Great Neck, New York
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