Central Artery: The Big Dig

Like normal roads, the National Road began to deteriorate over time and because of that, the federal government stopped funding the road and it was abandoned at Vandalia, IL for “political and practical reasons”. Originally the plans called for it to stretch from Baltimore to St. Louis but the rapid growth of railroads led to the project being abandoned. Even though it never quite reached the final goal, it did eventually stretch 800 miles. Now, present day National Road is now part of U.S. Route 40. Roads today are either under construction or in need of construction. In the year 1811, Washington and Jefferson advocated on the idea to aid western expansion, so work on the “National Road” or “Cumberland Road”. This is the first road that was surveyed by Congress in 1806-7 and built from 1811-37. This road branched from the Cumberland, MD. In order to create this massive road, it had to under very crucial

The construction of the highway was approved in 1949 by an act of Canada’s Parliament and the construction occurred in the 1950s until it officially opened in 1962.⁸ After the opening of the highway it was extremely beneficial to Canada’s economy because it allowed Canada’s abundant natural resources to be shipped across the world. Both mega-projects were found as very beneficial to Canada in many ways including easy transportation and world

Britain’s first motorway , the 13 km Preston bypass was opened in 1958, and following this the Goverment planned to improve 6750km of road to at least dual carriageway standard to form strategic inter-urban network for England. This network was marked as a national commitment, which would enhance road safety, be easily connected to all major centres of population, promote economic growth and regional development.

Purpose / Justification: The purpose of this project is to provide a roadway link across SR-55; support circulation between

The project represents a $12 million investment, which is part of an overall $100 million infrastructure investment in roads and bridges throughout the city over the next ten years. After much initial groundwork securing funding and developing plans, the Evergreen Road Improvement Project officially began in June of 2014. The Project involved the total reconstruction of a one-mile segment of Evergreen Road between 10 and 11 Mile from the previous six and seven lane road into a four-lane boulevard with a roundabout at Evergreen and Civic Center Drive and a roundabout at Evergreen and the north Municipal Campus

With the constrained scenario, traffic flow has improved, commute time has decreased, workers are getting to their places of business faster, and the businesses themselves are finding that they can transport their goods in a more timely fashion. The measures that were employed consist of adding directional bike lanes to the bridge, restriping the bridge combined with timed directional transition of the middle 5th lane, additional bus routes, and converting old buildings into domiciles. Although these measures have helped to improve traffic flow in the region, capital will have to be spent at a future date in order to add additional

The project did not achieve desirable standards as far as customer requirements, scope, environment and execution were concerned. It was important that the project integrators to ensure customers do not escalate during the implementation of the project, being the first adopters of the software FoxMeyer should have exercised caution by adopting the software in phases rather than implementing the project directly, furthermore, execution was the biggest problem, despite knowing that the project needed skilled personnel FoxMeyer did not train staff during the early stages of the project and had to rely on consultants. Finally the company should have gained control over the project from the start to ensure that all the staff and management were involved but in this case despite knowing that the project would not work as envisaged the management did not take control or stop the implementation of the project.

In Illinois, Route 66 ran through a densely populated area. Illinois had considerable infrastructure, including modern road systems. When Route 66 was officially commission, it took over U.S. State Route 4, which was a pre-existing road that was already a paved, two-lane road between Chicago and St,Louis. Because of Illinois’ population and development pressure, Route 66 was constantly doing repairs, resurfacing, and rerouting the road. The original idea was try and bypass as many rural towns as possible to prevent traffic, but with the growing cities, this would prove to be a difficult

Since the early stages, the project was inundated with concerns and issues with the project scope. From the perspective of project management, the initial scope was not defined well enough. Details of the design were over looked and aspects such as the details of the air conditioning ended up increasing the original scope by $200 million. This supposedly led a prosperous project to an uncertain economic ordeal. Initial estimates of the project had been $5.5 billion and by the time of its actual completion it been delayed by a year and increased to $15

Before I begin, I would first like to thank you again for your inquiry and interest in the I-75 Express Lanes Project. As previously discussed, your concerns were forwarded to my project team for review.

If the construction process of the highway were to occur today, these factors would be put in consideration. Notably, the route experienced heavy traffic jams since it was very narrow and passed through towns, which had heightened economic opportunities. The new construction process would project the possible traffic flow along the road and construct it wide enough. For instance, having four to eight lanes would ease the traffic flow, unlike the two-lane system. Although the road was meant to connect the small town to major road networks, it was not necessary that the main highway goes directly through the towns. A new construction of the route would probably have it pass outside the towns and have feeder roads connecting the main route and the commercial

The Construction of The Alaskan Highway started in Lieu of the attack on Pearl Harbor in 1941. Originally, the initial construction was to start February 1942, however finding the right crew to construct such a highway was more difficult than originally anticipated. In March 1942, the first blades dug into the ground. This was a very daunting task; a task that only the US Army Corps of Engineers could handle. Through some of the toughest and most desolate wilderness this country has to offer. Through freezing temperatures to swamp like conditions the Engineers prevailed, The Alaskan Highway was built. It was not without its many difficulties, additional missions added to the already daunting task, trial and error situations, and

*A lack of efficient and effective communication between the city, project management team, and consultants. This manifests itself in basic issues like vendors blocking roadways for other vendors, the city canceling orders for electrical filtering components that were critical path, and too many unilateral decision made because "no one was in charge".

Arterial remodelling is already observed in patients at the start of renal replacement therapy and is comparable in patients on peritoneal dialysis and patients treated by hemoidialysis. This suggests that non-hemodynamic factors could play an important role in the pathoiphysiology of vascular complications. As shown experimentally, the endothelium influences the mechanical and geometric properties of large arteries, and removing the endothelium causes an increase in arterial diameter (Levy et al., 1990). Endothelial function is altered in ESRD patients (Joannides et al., 1997) (Gris et al., 1994) (Van Guldener et al., 1998), and these alterations are associated with arterial

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.