Improvements In Contracting Practices And Management

INTRODUCTION The literature on project management considerations and techniques for large rail rapid transit projects in mid-1979 was fairly large and getting larger. UMTA was establishing special organizational elements to deal with the subject as it related to those properties requesting capital assistance, and comprehensive project management plans were being requested from those properties as an early step to build confidence in UMTA that the particular project could be planned, designed, and executed efficiently and effectively, thereby using critically short capital assistance funds to best advantage. In the late 60's and early 70's, the choices of models for heavy rail construction would have been quite limited.., and perhaps much simpler than was the case in 1979. One of the writers was with an agency in 1979 in the process of finalizing its organization for project implementation after several years of study and had the opportunity to review the experiences of others at length, presumably to build on the success and to try to avoid the pitfalls and failures. The properties that were surveyed all reported more or less success stories. One could only conclude that there are many ways to organize for a major transit (construction) project and that there is a great variety of viable management structures, but it seemed that chances for success were best where the executing property had prepared a comprehensive project management plan, then resolved to follow it. Perhaps more important, a commitment or prior approval had been sought from UMTA as to the validity of the project management plan, and the property was allowed to proceed without detailed prior UMTA review or approval of all specific intermediate steps. Most important, however, an early overall UMTA funding commitment had been obtained that permitted some reasonable expectation of the rate of funding, perhaps by commitment