Project Management Case Study, Millau Viaduct

The city made notifications not initially planned out and ultimately adding more dead load of the bridge which led to the collapse under too much load the bridge was intended to take. They also added railings to the bridge that did not meet current safety standards in 1998. By replacing them, it added more load to the bridge. During their last renovation of the bridge before the collapse, more concrete was going to be added. They chose to use mixing truck to pour concrete, but Minnesota specifications said that pouring of concrete was to be done on site and mixing trucks could not be used on state bridges. The company's actions to place trucks all over the site to pour their concrete while specifications said that concrete was to be mixed on site without trucks, shows how the actions taken by the company was not morally right in considering state regulations. Bridge construction inspectors determined that the concrete specifications meet required standards and consequently they determined that it was okay to place the materials on the bridge for the

A basic definition for the procurement is “the way the building is realised” and “involves assembling and organising the skills and services of a team of construction professionals”. (the Construction Round Table, 1995). More precisely, the construction industry describes procurement as “a system that establishes the roles and relationships which make up a project organisation”; hence the overall organisation and communication structure for the management, administration and control of a project is established by the procurement system. (D.C.H Coles, 2010)

were very poor, but somehow, many architectural feats were being made. The U.S. Government was still building the greatest dam in the world before the Depression, the Hoover Dam, which lasted five years to build. It takes a lot of manpower and materials for the Government to build this great dam, so they hired contractors to build it and the The U.S. provides the materials. Men of six companies were hired to build the dam in 7 years or penalties will ensue; the men were called, Six Companies, Inc. Remarkably, the contractors banded together to build the dam because of the immense size of the structure, one contractor cannot do the task alone (America's Experiences). The Dams magnificent feat in becoming USA’s greatest dam inspired the same contracting firm to work on a certain bridge in the west (Hiktzik). During the time Hoover Dam was being constructed, out in the west, another architectural feat was occurring. In 1933 San Francisco, California, construction starts on what will soon to be one of America’s greatest landmarks, The Golden Gate Bridge. One of the bridges architects, Joseph B. Strauss, a man who built many bridges across the U.S., was involved in the bridge project. Strauss and his colleagues had to deal with many problems about the bridge such as people saying it had to be impossible or it was expensive and a hazard to the environment (History.com). Once the bridge was funded with thirty-five million dollars,

Codelfa Construction was hired to excavate the tunnel for State Railway Authority NSW, so they did contract to complete the task.

Firstly, to select a general contractor the city of Edmonton sent out a tender to six pre-qualified companies as an invitation to bid. The Pre-Qualified bidders according to the Canadian public tender service MERX (2016) were: Acciona / Pacer Joint Venture, Ferovial Agroman Canada, Inc / Surespan Construction Ltd., Flatiron Constructors Canada Limited, Graham Infrastructure LP, Kiewit Management Co., and PCL Construction Management Inc. After an extensive bidding process, the city of Edmonton chose Acciona Pacer Joint Venture (APJV) as the general contractor for the project (CBC, 2016).

One of the few people that were going to fully push for this project would be William Tweed, a New York politician that was said to have a hand in every creek and crevice of business in the area of New York both legal and otherwise. Tweed began his career in 1851 by going from a simple fireman into an alderman and from then on he found that he no longer had to depend on honest work from then on and by 1869 or the time when the bridge would start to be build and the same year that its very own author of the great bridge would sacrifice his life for the sake of both his own pride and according to some accounts, the bridge’s success. By 1869, he was reaching the pinnacle of his influence as he was in his prime and doing everything that he set his mind to and this was when he would become the “Boss” of New York and from then on become known as Boss Tweed and he might as well been since judges made decisions based on his request, legislators passed or opposed laws at his will, and both the Mayor and Governor were in his pockets and were at his beck call. This was the Tweed Machine and it controlled every aspect of politics and was the epicenter

There was no formal bidding process. In addition, it appeared that not all bidders were treated equally. This can be seen when the bidding process was opened back up after the contractors were narrowed down to

In the past construction also took less time. One reason for this is that safety regulations were not nearly as strict then as they are now. It was understood 80 years ago that any major construction project would come with the loss of life. According to Lisa Vorderbrueggen from Contra Costa Times, for every $1 million to be spent on a project regarding high steel work, there would be one death. In total the bridge cost was $77 million (equivalent to about $1.3 billion in current dollars) and resulted in 24 deaths (Vorderbrueggen).

The new contractors were very experienced at working with concrete, but lacked the knowledge and experience with working with steel. Because of this, John Holland only took on the work on the basis of a labour management contract, which puts them in charge of the labour, but all the engineering decisions were still up to World Service & Constructions. This lead to confusion and lack of communication between the parties working on the construction of the bridge.

Balfour Beatty were given a contract worth £60 million in order to build roughly nine kilometres of tunnel and numerous NATM tunnels with two underground stations at Terminal 4 and the CTA. Balfour Beatty’s £60 million contract was part of the total estimated £440 million for the whole of the Heathrow Rail Link Project. Geoconsult,

Construction projects can be extremely complex and fraught with uncertainty. Risk and uncertainty can potentially have damaging consequences for the construction projects. Therefore nowadays, the risk analysis and management continue to be a major feature of the project management of construction projects in an attempt to deal effectively with uncertainty and unexpected events and to achieve project success. Risk is inherent on construction projects and disputes frequently arise. One in four construction projects results in a dispute that leads to arbitration or litigation. With large scale, complex projects the likelihood of serious, time-consuming and expensive claims increases.

The Channel Tunnel is one of Europe's biggest infrastructure projects ever. The 50.45km long tunnel has fulfilled this old dream by linking Britain and the rest of Europe. The idea of a fixed link between Britain and France was first mooted by a French engineer in 1802; it connects England and France 50m below the seabed of the English Channel. It's not just a tunnel, but a huge infrastructure containing massive machinery and control systems in an underwater tunnel system (Lemley, 1995; Kirkland, 1995). In 1990 the service tunnels broke through at the halfway point. The main rail tunnels met on May 22, 1991 and on June 28, 1991, each accompanied by a

The VP of marketing, Lori, selected Elliot Wood as the project manager for the Video Game Market Research Project. Elliot had previous project management and market research experience within the company, and he also was an avid video game enthusiast. He still had the Atari system he used to play in high school, and he enjoyed playing newer games with his two children. Elliot, however, was wary of doing business on the Internet and refused to make any of his own purchases online. He also did not let his grade school children use the Internet unless they were

Another ‘fast track’ strategy where work can be carry out before the design is complete. Construction manager is appointed in early state may benefit to the client. For this strategy, client have direct contract with the trade contractor. Same as management contracting, the final cost for the project can not be identified until the final work has been awarded.

Design and Build – The contractor is single point responsibility with the contractor, where they put across a design with a tender and if they are successful they win the tender.