mysore l nagaraja p emysore l. nagaraja, p.e._10.1.10.pdfmysore nagaraja, p.e. chairman and...

“Successful Implementation of Mega-Projects in New York City”

Mysore L Nagaraja P EMysore L. Nagaraja, P.E.Chairman & Co-founder

Mysore Nagaraja, P.E.Chairman and Co-founder of Spartan Solutions LLC

President, MTA Capital Construction Company, New York, NY (2003 – 2008)• Responsible for initiating and executing 5 separate expansion mega‐projects and a system‐Responsible for initiating and executing 5 separate expansion mega projects and a systemwide Security Program for the New York City MTA totaling approximately $26.7 billion

• Recognized by the federal EPA for being the first government agency to incorporate environmental performance commitments in construction contracts

Sr. Vice President/Chief Engineer, MTA New York City Transit, New York, NY (1996‐2003)• Responsible for MTA NYCT’s Department of Capital Program Management and its 1,600 person staff

• Responsible for the planning, budgeting, design, and construction of the capital program with annual capital commitments valued at $2 to $2.5 billion, representing 75 to 150 major multi discipline projectsmulti‐discipline projects

• After 9/11, led the reconstruction of the #1 subway line to completion in nine months• Formerly Deputy Vice President/Chief Engineer (1989 ‐ 1996); Assistant Vice President (1986 – 1989); and Project Manager (1985 to 1986)

Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC

(1986 1989); and Project Manager (1985 to 1986)

Large Capital Construction Projects

Total dollar value: $18 Billion‐started planning phase in 2000 andstarted planning phase in 2000 and all projects in construction phase by 2007.2007.

• Second Avenue Subway7 W t E t i• 7 West Extension

• Fulton Street Transit Center • South Ferry Terminal Station

• LIRR East Side Access


Second Avenue Subway

• Two‐track line (8 ½ miles)

• Sixteen new stations

• Connection to the 63rd

Street line

• Phased construction and operation


7 Line West Extension


7 Line West Extension

Station Concept – 34th Street/11th Avenue


LIRR East Side Access

Overview of the

East Side Access

Project



8 600ft5,500ft

4 400ft

8,600ft

4,400ft

1,600ft



Why Is East Side Access Needed and What Are Its Benefits?

Bring LIRR Riders Where They Want to Go

• Over 53% of LIRR’s current riders into Penn Station are bo nd for the East SideStation are bound for the East Side – Requires transfer to crowded subways, taxi or

15‐20 minute walk

• Penn Station is busiest in the country– NJ Transit and Amtrak both have expanded

service, reached maximum in peak periodd k l d i i– Increased Amtrak Acela and NJ Transit service

planned for future

ESA will save 30 minutes/day for LIRR East Side customers


ESA will save 30 minutes/day for LIRR East Side customers

LIRR East Side AccessEast River Tunnel AM Capacity - Current

64 Inbound, 73 Outbound in Peak HourPlanned:A t kA t k

p y

MNR (future)MNR (future)Harold

AmtrakAmtrak2 5Grand

CentralTerminal

63WB

63EB

24 trains

24 trains

MNRMNR MNR (future)MNR (future)Interlocking

andSunnyside

YardPenn4

3

21 trains

24 trains

Amtrak Amtrak

LIRR (42) 33YardPenn

Station3

2

1

24 trains

25 trains

21 trains 1111 NJ TransitNJ TransitNJ TransitNJ Transit7 18

PA NY/NJ Airtrain(future)

PA NY/NJ Airtrain(future)

Amtrak Amtrak


Elements for Successful Implementation

I. Governance

II. Program Organization

III. Project Management Plans

IV. Strong Program Controls

V Effective Reporting &V. Effective Reporting & Integration of Risk Assessment and Risk Management from beginning to end


I. Governance

• Strong reporting structure and clear delegation of h iauthority

• Clear definition of objectives ‐ board and management relationship


II. Program Organization

• Create the right organizational model for the program and the projectsand the projects

• For the Projects, Four Basic PM Organizational Choices:• Project management by agency staff

• General Engineering Consultant as PM

• Independent Project Manager as extension of agency staff

• Integrated agency and consultant PM staff


Why Change to Agency PM Organization?

• New agency created with focused mission to manage mega projectsmega projects

• New agency brings together in‐house expertise and experience utilize consultants to provide additionalexperience, utilize consultants to provide additional support where required

• Provide most efficient use of agency and consultant• Provide most efficient use of agency and consultant resources and expertise

• Streamline decision‐making process with direct accessStreamline decision‐making process with direct access between users and designers


III. Project Management Plan

• Develop a comprehensive Project Management Plan for each project

• Organizational Concept• Roles and Responsibilities

• System Safety• System Integration

p j

p• Project Controls

• Work Breakdown Structure• Cost Control• Schedule Control

y g• Community Relations• Construction Program• Quality Assurance

• Document Control

• Contract Management• Change Control• Procurement

• Interagency Coordination• Conflict Resolution• TestingP j t H lth d S f t• Design Management

• Real Estate Acquisition

• Project Health and Safety


IV. Strong Program Controls

Program Controls: What is it?

l i f i i f iA Tool Kit for Communicating Information…

in a Timely Manner to Make Sound Decisions

CommunicationCommunicationCommunicationCommunication CommunicationCommunicationCommunicationCommunication

CommunicationCommunication


Elements of Program Control Process

Work PlanWork Plan

Monitoring The Plan

Monitoring The Plan

Program Control

Program Control

Reporting Reporting CorrectiveCorrective

ControlControlReporting DeviationsReporting Deviations

CorrectiveAction

CorrectiveAction


Control the Scope to Control the Project

OutsideAgencies Community

U GOther Projects

Agencies yUser Groups

Funding


Configuration Control to Manage Change

• Working with an established baseline scope for the project and tracking changes to that baseline.

• Configuration control is maintained by the Change Request process and the Configuration Control Board (CCB).


Cost Control Effectiveness

Conceptual/Preliminary Design ConstructionFinal Design


V. Effective Reporting and Integration of Risk Assessment and Risk Managementg

• Manage the Project’s Risk


Mitigating Tunneling Risks

• Assembly of extensive geotechnical data

• Identification of underground conditions

• Establish baseline conditions ‐ GBR

• Development of cost‐effective design

• Assess appropriate construction methodologypp p gy

• Equitably assign risk for changed conditions


Cost Risk Mitigation

• Define estimate basis and assumptions

• Scope and quantity reviews and validation

• Procurement/construction execution strategy

• Independent estimate development and reconciliations

• Industry expert reviews & buyoff

• Contingency developmentg y p

• Internal reviews and acceptance


Develop Contingency Based on Risk

• Assess risk of each contract packageRi k A l i i M C l Si l i & R l• Risk Analysis using Monte Carlo Simulation & Resultant Contingency Vs Overrun Probability Curve– VariablesVariables

• Risk Elements (Scope/Quantity/Price/Construction Changes)• Risk assignment at various under‐run probabilities (e.g., GCT excavation and concrete)excavation and concrete)

• Review of results• Re analysis of Input• Re‐analysis of Input• Reruns• Selection of Risk and Associated contingency


• Selection of Risk and Associated contingency

Keys to Successful Project Management

• Governance ‐ Clear Definition of Objectives and Proper DirectionDirection

• The Right Organization– Structure suited to the project and the Agency– Appropriately staffed

• Sound Project Management PlanFramework for management and administration– Framework for management and administration

– Defined roles and responsibilities of team

• User‐friendly Management Systems– Tools to control schedule and manage budget– Timely reporting

• Management of the Project’s Risks


Management of the Project s Risks

THANK YOUTHANK YOU

Mysore L Nagaraja P EMysore L. Nagaraja, P.E.Chairman & Co-founder

mysore l nagaraja p emysore l. nagaraja, p.e._10.1.10.pdfmysore nagaraja, p.e. chairman and...

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