[Galloway, Patricia D Nielsen, Kris R Nielsen, Jack L Dignum] Managing Giga Projects

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Managing Gigaprojects: Advice from Those Whove Been There, Done That. Tác giả: Galloway, Patricia D Nielsen, Kris R Nielsen, Jack L Dignum. Nhà xuất bản: ASCE (American Society of Civil Engineering) Press.

Managing Gigaprojects Advice from Those Who’ve Been There, Done That Edited by Patricia D Galloway, Ph.D., P.E Kris R Nielsen, Ph.D., J.D Jack L Dignum Library of Congress Cataloging-in-Publication Data Managing gigaprojects: advice from those who’ve been there, done that / edited by Patricia D Galloway, Ph.D., P.E., Dr Kris R Nielsen, Ph.D., J.D., Jack L Dignum pages cm Includes bibliographical references and index ISBN 978-0-7844-1238-1 (pbk.) — ISBN 978-0-7844-7693-2 (ebook) Engineering—Management Project management Civil engineering Construction industry— Management I Galloway, Patricia D II Nielsen, Kris R III Dignum, Jack L IV Title: Managing giga projects TA190.M375 2012 624.068’4—dc23 2012019880 Published by American Society of Civil Engineers 1801 Alexander Bell Drive Reston, Virginia 20191 www.asce.org/pubs Any statements expressed in these materials are those of the individual authors and not necessarily represent the views of ASCE, which takes no responsibility for any statement made herein No reference made in this publication to any specific method, product, process, or service constitutes or implies an endorsement, recommendation, or warranty thereof by ASCE The materials are for general information only and not represent a standard of ASCE, nor are they intended as a reference in purchase specifications, contracts, regulations, statutes, or any other legal document ASCE makes no representation or warranty of any kind, whether express or implied, concerning the accuracy, completeness, suitability, or utility of any information, apparatus, product, or process discussed in this publication, and assumes no liability therefor This information should not be used without first securing competent advice with respect to its suitability for any general or specific application Anyone utilizing this information assumes all liability arising from such use, including but not limited to infringement of any patent or patents ASCE and American Society of Civil Engineers—Registered in U.S Patent and Trademark Office Photocopies and permissions Permission to photocopy or reproduce material from ASCE publications can be obtained by sending an e-mail to permissions@asce.org or by locating a title in ASCE’s online database (http://cedb.asce.org) and using the “Permission to Reuse” link Copyright © 2013 by the American Society of Civil Engineers All Rights Reserved ISBN 978-0-7844-1238-1 (clothbound) ISBN 978-0-7844-7693-2 (e-book) Manufactured in the United States of America 18 17 16 15 14 13 12345 Preface This book is the brainchild of Patricia Galloway, Kris Nielsen, and Jack Dignum In their 35 years in the construction industry working on some of the world’s largest projects, they have truly seen the bold and beautiful as well as the good, the bad, and the ugly All three had a vision to write a book that would share with senior executives and government leaders the lessons learned and best practices used on the megaprojects and gigaprojects in which they were fortunate to take part Both Galloway and Nielsen have worked in more than 80 countries Dignum isn’t far behind, having worked in some of the far corners of the earth on major infrastructure and energy projects As team members, they have seen what can go wrong and right with every phase of megaprojects and gigaprojects Expanding on their vision and dream, Galloway, Nielsen, and Dignum reached out to those around the world “who have been there and done that” on some of the world’s largest projects, including those who have served in the roles of financier, owner, program manager, consultant, designer, contractor, and legal counsel, to ascertain what they too feel were lessons learned and best practices Having served in various roles as consultants, dispute review board members, independent experts, and arbitrators, their broad knowledge of global practices and expertise complements well the experiences of their 22 coauthors Every one of the contributors has “been there, done that,” and every author brings his or her unique voice to a book that should serve as one source of information for those who are embarking on the world’s next megaproject or gigaproject Galloway, Nielsen, and Dignum over their careers have worked on some of the world’s largest projects, two of which are included in ASCE’s listing of the Wonders of the Modern World Although the list is too long to include here, some of the recent and more well-known mega- or gigaprojects on which they have been involved include the following: • Vogtle Nuclear Power Plant, Units & 4, Georgia, United States; • Edwardsport Integrated Gasification Combined Cycle (IGCC) Project, Indiana, United States; • London Crossrail Project, United Kingdom; xv xvi • • • • • • • • • • • • • • • • • PREFACE Venice Lagoon Floodgate Project, Venice, Italy; Sakhalin Island Pipeline Project, Russia; Panama Canal, Panama; Xiaolangdi Dam, China; Guri Dam and Hydroelectric Complex, Venezuela; California Courthouse Construction Program, California, United States; Murrin-Murrin Nickel Cobalt Refinery, Australia; Toronto Transit Commission Subway Line Expansion, Toronto, Canada; Tsing Ma Bridge, Hong Kong; Kuala Lumpur International Airport, Malaysia; Minerva Gas Project, Australia; Casecnan Multi-Purpose Tunnel, Irrigation and Power Project, Philippines; Melbourne City Link and City to Airport toll road, Australia; Oman LNG Project, Oman; HBJ Gas Pipeline, India; Combisa Cantarell EPC 22, off-shore oil platform, Mexico; and Milwaukee Water Pollution Abatement Program, Wisconsin, United States If the individual projects of the chapter contributors were included, the list would be exhausting Galloway, Nielsen, and Dignum, as well as their coauthors, have written extensively on the subjects of governance, project and program management, risk management, prudence and performance audits, project delivery, project controls, and dispute resolution, and their papers have been published in numerous journals, magazines, and conference proceedings throughout the world They have either analyzed or sat through countless cases where in retrospect it seemed that issues should have been obvious but were virtually undetected in real time To paraphrase Dignum, “Today’s megaprojects live on the edge of risk They also live on the edge of innovation and creativity.” There have been only a handful of books written on megaprojects over the past decade, and only recently have gigaprojects been recognized as yet another complexity of megaproject construction However, the subject has heretofore been approached from either an academic viewpoint or has been written from a perspective of a how-to guide And some have been blatantly critical, ignoring the technological and social benefits that megaprojects bring to our lives while offering no solutions The three authors decided that it was time for a new approach to the analysis of megaprojects and gigaprojects, an approach that would combine the expertise and experience from others around the world who have been active in the development of many of the solutions to problems encountered on both megaprojects and gigaprojects Galloway, Nielsen, and Dignum sought those individuals, all of whom they have worked with intimately, who could tell the personal stories of what makes megaprojects and gigaprojects successful and could present examples of how success was achieved in their own voices and in their own ways Unlike the other books published on this topic of megaprojects and gigaprojects, this book is not written as a textbook, a how-to PREFACE xvii guide, or even as a critical piece, but rather it is written in the voices of those who wanted to share their experiences with others This book will be a success if the lessons learned from megaprojects herein can provide a platform from which to launch into the future world of gigaprojects Over the years and through all the projects, the authors have learned much from each other and they hope you will be able to learn from them, too Acknowledgments We wish to thank Brenda Pearson, Kim Williams, and Jeremy Clark of our firm, Pegasus Global Holdings, Inc., because without their patience and assistance in working with the authors and their follow-ups, references, and reviewer comments, this work would not be possible We also wish to thank all the authors, who have devoted a significant amount of their time to prepare their chapters and share with us their personal experience with megaprojects and gigaprojects worldwide Contents Foreword ix John J Reilly Preface xv List of Acronyms and Abbreviations xix Part Megaprojects to Gigaprojects: The Way of the 21st Century Chapter Governance of the Megaproject Kris R Nielsen Chapter Risk Management 31 Kris R Nielsen, Jack L Dignum, and John J Reilly The Importance of Risk Management 32 Risk Management in a Public Context 49 Chapter Megaprojects and the Financial Markets 69 Christyan F Malek Chapter Project Delivery Methodologies 77 Peter Hughes Chapter Are Public–Private Partnerships a Solution to Megaproject Delivery Problems? 105 Richard G Little Chapter The Program Manager’s Role 123 Robert Prieto Chapter Financing Megaprojects 143 Gerald Tucker vii viii CONTENTS Chapter Six Challenges to Controlling Megaprojects 151 Patricia D Galloway and John J Reilly Chapter Managing the Design of Megaprojects 187 Thomas R Warne Chapter 10 Procurement and Construction Management 197 James Crumm Chapter 11 What about Culture and Ethics in Your Multinational Megaprojects? 219 William P Henry Chapter 12 Dispute Resolution 229 John Hinchey Part Recognizing Cultural Differences in Managing Megaprojects 263 Chapter 13 Megaprojects in the Middle East 267 William Kerivan Chapter 14 Megaprojects in the São Paulo Metropolitan Region 279 Cláudio Dall’Acqua and André Steagall Gertsenchtein Chapter 15 Megaprojects in Asia in the 21st Century 291 Shunji Kusayanagi and Rajendra Niraula Chapter 16 Megaprojects in Australia 313 Antonino de Fina Chapter 17 Delivery of UK Megaprojects within a European Context 327 Steve Rowsell and John Mason Chapter 18 Strategic Considerations in North American Megaprojects 349 Albert Bates Jr Chapter 19 The Ultimate Gigaproject: Nuclear Power Plant Construction 371 Charles W Whitney, Annalisa M Bloodworth, and Antony L Sanacory About the Contributors 407 About the Editors 417 Index 421 Part Megaprojects to Gigaprojects The Way of the 21st Century The definition of a megaproject has evolved over the years It is fair to say that the concept of the modern megaproject began with the post–World War II expansions of nuclear power plants It is also fair to say that huge projects from the Colossus of Rhodes and the Cathedral at Chartres to the Vietnam War Memorial contain many of the technological and societal issues and problems that a modern project manager of a megaproject would recognize instantly Dr Galloway describes megaprojects as any undertakings that are generally defined within the industry as very large capital investment projects (costing more than US$1 billion) that attract a high level of public attention or political interest because of substantial direct and indirect impacts on the community, environment, and companies that undertake such projects Other attributes of a megaproject include the following: • attracts a high level of public attention; • is the execution of an engineered facility or structure that is complex or unusual; • has an extended execution schedule (more than four years measured from initial concept development to final completion); • involves multiple equipment and material suppliers; • involves multiple specialty trade contractors; • involves multiple project stakeholders and investors; and • may have multinational party stakeholder involvement MANAGING GIGAPROJECTS Although many people have their own definitions of what a megaproject may be, it is typically defined as a project that is designed and constructed over a period of at least four or more years and at a cost of more than US$1 billion Gigaprojects represent the natural step beyond a megaproject; as we continue into the 21st century, the term is taking a more definitive state Generally, a gigaproject is a project with a cost of at least US$10 billion In 2012, we have already seen projects near the US$40 billion mark These gigaprojects take a minimum of 10 years to complete and frequently include multinational stakeholders The projects are typically so large that no one company can provide the sufficient personnel for all aspects of the project Nor can it afford to finance or absorb all the risks associated with the physical project magnitude or extended time periods over which most megaprojects and gigaprojects operate Throughout this book, the authors describe their experiences with megaprojects However, in most instances the word “megaprojects” could be used interchangeably with “gigaprojects” because the same management concepts discussed throughout the book can be applied to both megaprojects and gigaprojects Indeed, many of the original project team members in today’s megaprojects and gigaprojects may not even be around to see the ribbon-cutting ceremonies celebrating their final completion Today’s large projects evolve around some common themes Perhaps a further definition of a megaproject might be that it is almost a certainty that many of the technological and physical systems, operating systems, management systems, and even the major stakeholders, as described in Chapter 1, change through the lifetime of the project That fact means that those controls and systems must be dynamic, not static, and that everything from regulatory environments to financing and risk assessment change over time It is also apparent that the financial models are changing—in the past the majority of public infrastructure megaprojects were publicly financed Now many of the largest projects are privately financed through multiple financial partnerships under various delivery methods and various investment structures, with many of the financial participants foreign to the country in which the project is being built Additionally, the list of stakeholders in a large project has climbed from a few immediately affected parties to intervenors that may never see the final project or be directly affected by its presence and operation It is not abnormal to see advocacy groups from foreign countries becoming involved with the preliminary planning and execution of many of these projects Considering the financial constraints, inherent risks, and extended performance period involved with executing these projects, why are megaprojects evolving into gigaprojects and becoming larger and more prevalent as we move into the 21st century? Is it the result of the increasing supply of the world’s aging infrastructure and the need to replace that infrastructure on larger scales? Are they implemented by some governments seeking to demonstrate their ability to be top players in the world’s markets? Some observe that to satisfy demand, whether demand for increased power availability or quicker, more available mobility, a modern project has to serve so many people on such a vast scale that it becomes a megaproject or gigaproject because of circumstances rather than specific merit MEGAPROJECTS TO GIGAPROJECTS One thing is clear: There will be more and more large projects as an emerging middle class in Africa, India, and China begin to demand modern transportation and the basic necessities of a civilized middle class life In Part 1, our authors, from a wide array of disciplines, bring us their knowledge of execution strategies They offer a firsthand look at some of the problems they have solved and give us their on-the-ground experiences with those problems • Kris R Nielsen writes about governance and what senior management, directors, and government overseers should to meet stakeholder expectations • Kris R Nielsen, Jack L Dignum, and John J Reilly address risk and the need for dynamic risk modeling systems • Christyan F Malek offers some thoughts on international investment and transparency • Peter Hughes discusses project delivery methodologies and talks about the change in relationships in international financing and construction consortia • Richard G Little covers public–private partnerships and their possible solution to megaproject delivery problems • Robert Prieto gives us some background on the program manager’s role and importance in megaproject management systems • Gerald Tucker talks about public–private financing in transportation projects • Patricia D Galloway and John J Reilly address project control systems and six challenges to controlling megaprojects • Thomas R Warne gives us his thoughts on design management and its importance to the bottom line • James Crumm offers his unique outlook on megaprojects and their associated procurement and construction issues • William P Henry addresses the different concerns of culture and ethics in a multinational megaproject • John Hinchey gives us an exhaustive overview of dispute resolution from his unique legal perspective Index Terms Links project engineers 351n project execution plans (PEPs) closeout in component definitions in project finance project incentives project-level governance 197–99 216–17 207–8 113–14 206 19–29 continuous performance improvement loops in objectives of policies, procedures, and processes in span of control in project management 20 27–29 19–20 30 20 23–27 20–23 138 control challenges in 151–85 definition of 151–52 monitoring by 201 training in 178 See also governance Project Management Institute (PMI) project procurement leaders project teams project traffic managers prudence 54 202 200–206 202–3 8–9 See also reasonableness and prudence publicly owned utilities 375 public opinion of nuclear energy 147 373–74 391–92 of nuclear power plant construction of project delivery 372 x–xiii This page has been reformatted by Knovel to provide easier navigation 388 Index Terms public-private partnerships (PPPs) Links 78 85–92 105–20 113–14 basic elements of 119–20 benefit-cost analysis in 114–15 commonly-used forms of 110–11 concession agreements in 110f 111 313 326 113–19 144 149 111–13 146 funding and revenues in 288 lessons learned on organizational structure of 106 88–89 procurement benefits of 111 return on investment (ROI) in 115 risk management in 108–9 role of incentive in 113–14 scale of special-purpose vehicles for in transportation infrastructure projects value for money (VFM) analysis in public-sector projects 110f 88–91 144 146 115–16 105–7 public transportation See transportation infrastructure projects public utility commissions (PUCs) 377 Q Qatar quality control and assurance 269 271–72 20 30 20 27–29 continuous performance improvement loops in in nuclear power plant construction 372 This page has been reformatted by Knovel to provide easier navigation 278 Index Terms Links R rail systems ADA accessibility requirements in 84 design-build-operate project delivery in 86 high-speed railroads in 294 296–98 303 Houston Metro light rail system 84–85 London Crossrail Project and 43 smart card ticketing systems 318 ramp-up phase rapid response dispute resolution rational risk allocation real-time dispute resolution reasonableness and prudence 24 253–54 251 253–54 8–9 definition of 12–13 in risk management 43–44 vs expectations 368n 9–12 recession of 2008–? credit markets in oil field service sector in 143 272 70 71–72 Recommendations for Enhancing Reactor Safety in the 21st Century (NRC) regulated power markets 402–3 377–80 regulatory risk 46 Reilly, John J relational contracts 234 renewable power sources 373 requests for information (RFIs) 396 residual risk 379 51 “Rethinking Construction” (Egan) 331 return on investment (ROI) 115 This page has been reformatted by Knovel to provide easier navigation 299 Index Terms Links revenues concession agreements for 110f 111 113–15 313 316 326 288 301 340 projections of revised baseline schedules ricochet effect 149 178 154–55 177 154 177 balance with reward of 12 33 definitions of 32 38 50–51 34–35 52 53t 106 158 46–52 60–65 70 72 338–39 353 50–51 58 38 39–40 214 215 ripple effects risk sources of 108 risk management acceptance action plans in allocation of risk in 31–65 59 354 avoidance action plans in 47–48 capability building for 35–36 early contractor involvement models of EPC consortium models of explicit risk identification in external factors in 342 357–58 58 34–35 45–46 force majeure in 109 global reach of 36–41 governance and liability in 33–36 implementation of 41–49 61 internal factors in 34 38–39 lessons learned on 32 49 measuring success of 48 This page has been reformatted by Knovel to provide easier navigation 44–45 Index Terms Links risk management (Cont.) mitigation action plans in monitoring and control in 47 48 58–60 335 50 objectives of 50–51 packaged programs for 37–38 54–56 132–34 138 program management of 50–51 58 project contextual-specific factors in 45–46 project execution-specific factors in 44–45 in public contexts 49–64 in public-private partnerships 108–9 111–13 qualitative analysis in 50 56–57 quantitative analysis in 50 57–58 59f 48 50–51 50 51 reasonableness and prudence in responses to 146 43–44 47 58–60 risk acceptance criteria in 51 risk characterization in 56 risk checklists in risk identification in 54–56 32 335 risk modeling in 32 risk negotiation in 64 risk policies in 51 risk profiles for 38–39 risk registers in 53–54 risk responses and consequences in risk transfer in sequential steps in stakeholders in subcategory risk profiles in 43–46 50 51 146 338–39 36–38 50 53 32 39–40 43 46–48 51–52 60–65 32 46 This page has been reformatted by Knovel to provide easier navigation Index Terms Links risk management (Cont.) teams involved in transfer action plans in Ross, Jim 47–48 58 92 Roswell, Steve Rothengatter, W Royal Children’s Hospital (Australia) RSM Robson Rhodes LLP 264 107–8 323–26 33 Rules on the Taking of Evidence in International Commercial Arbitration rural cooperatives 232 375 S Safe, Accountable, Flexible, Efficient Transportation Equity Act (SAFETEALU) of 2005 145 safety management 135–36 Sanacory, Antony L 265 San Francisco–Oakland Bay Bridge (CA) 107 335 144 Sanmen Unit No nuclear power project (China) São Paulo (Brazil) environmental management in 399–400 279–89 285–87 lessons learned in 280 Mário Covas Beltway in 280 soil waterproofing and flooding in 279–80 Tietê River channel project in 280–85 Sarbanes-Oxley Act of 2002 7–9 Saudi Arabia 268 285–88 269 This page has been reformatted by Knovel to provide easier navigation 272 Index Terms schedules Links xi 20 30 351 in the building phase 199 control challenges in 171–82 critical path method (CPM) of 171–76 cultural differences in 161–62 design phase estimates of 189 development of 177 documentation of 181 expert personnel for 181 for fast-track execution 188 float in 172 future activity durations in 179–80 imposed date constraints in 179 interlacing of 216 logic revisions in 180 management of change in 177 manipulation of monitoring of in nuclear power plant construction 178–79 351 181–82 179–80 178 395–97 optimistic bias in 177 penalties for delays in 199 preparation of specifications for 216 206 216 172 176 180–81 program management of 138 real-time basis in 177 revised baselines for 178 slippage in 107 stakeholder expectations of 152 time impact analyses in 181–82 training in creation and use of 178–79 trending and forecasting of 177–78 This page has been reformatted by Knovel to provide easier navigation Index Terms scope Links 19 30 138 351 scope creep Second Severn Crossing (UK) Seikan tunnel (Japan) senior management 189 339–40 302–3 333 information systems in 13–19 objectives of 19–20 oversight of reasonableness and prudence of responsibilities and accountability of 30 7–8 8–13 7–9 See also governance September 11, 2001, attacks 245 Service Employees International Union (SEIU) Seven Wonders of the Ancient World 86 105 sharing of risk See allocation of risk Shinkansen train system (Japan) 296 298 303 Shoji, Mikio 159–60 Shoreham Nuclear Power Plant (NY) 387–88 signing bonuses 206 Singapore Sports Hub 114 site procurement leaders Skamris Holm, M K smart card ticketing systems 204–5 xi 45 soft issues 125 46 279–80 solar energy 373 Southern Company 147 South Korea 108 318 social risk soil waterproofing 390–91 293–94 This page has been reformatted by Knovel to provide easier navigation 299 Index Terms Links spans of control 20–23 “Special Experimental Project No 14: Innovative Contracting” (SEP 14) 79 “Special Experimental Project No 15” (SEP 15) 79 special purpose entities (SPEs) special-purpose vehicles (SPVs) 100–101 88–91 Sri Lanka 311 staffing 333 bonuses and incentives in for the building phase client delivery teams in 206 336–37 184 of scheduling experts 181 definition of direct stakeholders and expectations of 216 199–206 of document control staff stakeholders 113–14 335 39 5–6 9–12 152 172 176 156–59 governance requirements of See governance identification of industry stakeholders and information needs of nonfinancial stakeholders and 41–42 6–7 167 174 32 39–40 43 46–48 49 51–52 177–78 182 39–40 optimistic bias of 165 in project development approaches 101 in risk management 60–65 scheduling for strategy selection by 176 127–28 This page has been reformatted by Knovel to provide easier navigation Index Terms Links standardization of international arbitration methods of technical practices 232–33 230 standing neutrals 242–43 statutory adjudication 240–41 Stockton (CA) water/wastewater system strategic business objectives (SBOs) 86 126–28 137f The Strategic Management of Large Engineering Projects (Miller and Lessard) strategic risk 100 134t strategy phase of a megaproject risk management in 42–43 52 62–63t selection of strategy in subcontracting subcontracting leaders sustainability System 80+ design 127–28 213–14 215 204–5 40 125 382 T tactical risk 134t Taiwan 294 High-Speed Rail (THSR) project in Lungmen nuclear power project in Tampa Interstate Sistem (FL) technological change technological risk 296–98 399 145 263–64 44 45–46 Ted Williams Tunnel See Central Artery/Tunnel Project terrorism 267–68 Texas Hybrid Delivery System Act Thomas, T 84 234–35 This page has been reformatted by Knovel to provide easier navigation 55 Index Terms Three Mile Island accident (PA) Links 147 372 388 389 Tietê River channel project (Brazil) 280–85 time and material (T&M) contracts 211 time impact analyses 302 Train Grande Vitesse (TGV) (France) 298 “Transforming Government Procurement” transparency Transparency International (TI) 395 181–82 Toyamaru ferry transfer action plans 386 58 331–32 25 224 225 Transportation Equity Act for the 21st Century (TEA-21) 145 Transportation Infrastructure Finance and Innovation Act (TIFIA) 146 transportation infrastructure projects accessibility requirements in anticipated revenues from archeological discoveries in Bosphorus Crossing railroad tunnel in 84 149 288 301 294 303–6 305–6 291 309 bridge and tunnel projects in 298–306 codevelopment of roads and railroads in 301 earthquakes and 299 environmental impact of 285–87 financing of 143–50 high-speed railroads and 294 305 296–98 303 London Underground and 114 private projects in 147–48 project delivery in 79 86 This page has been reformatted by Knovel to provide easier navigation 299 Index Terms Links transportation infrastructure projects (Cont.) public-private partnerships in 144 risk factors in 108 in São Paulo (Brazil) Trans-Texas Corridor (TX) trust/mistrust Tucker, Gerald Turkey’s Bosphorus Crossing railroad tunnel 146 285–88 145 146 160–61 291 294 303–6 349–50 357–60 309 turnkey contracts of EPC consortiums EPC model of lump-sum contracts for 362–68 305 211–12 U uniformity 25 United Arab Emirates (UAE) United Kingdom Achieving Excellence initiative in 269 271–72 327–48 331–32 Arbitration Act of 1996 of 239 best practices principles in 331–36 Birmingham Northern Relief/M6 Toll Road in Channel Tunnel of contract forms in delivery models in 340 41 42 157 239 330–31 343–44 336 delivery team organization in 336–39 design and planning in 329–30 early contractor involvement (ECI) principles in 327 341–45 This page has been reformatted by Knovel to provide easier navigation 112 Index Terms Links United Kingdom (Cont.) efficiency targets in 345 fair payment practices in 346–47 governance reviews in 345–46 Highways Act of 1989 of 340 Housing Grants, Construction and Regeneration Act of 1996 of 240–41 Joint Contracts Tribunal 2005 of 243 lessons learned in 328 London Crossrail Project London Underground projects M25 project in 43 114 340–41 new engineering contract (NEC) in 330 New Roads and Street Works Act of 1991 340 343–45 Office of Government Commerce (OGC) in private finance initiative (PFI) in 329 331 346–47 327 328 332 338–41 procurement approaches in 339–48 regulatory framework of procurement in 327–31 Second Severn Crossing in 339–40 supply chain management in 345 unregulated power markets 377–80 U.S Army Corps of Engineers 117–18 U.S Department of Energy 344–45 270 105–6 V value for money (VFM) analysis 115–16 value improving practices 135 Vermont Yankee nuclear power plant 402 vertical organizational structures Vietnam 21–22 30 294 311 This page has been reformatted by Knovel to provide easier navigation Index Terms Vietnam War virtual organizations Vogtle nuclear power projects Links 22–23 399–401 W Warne, Thomas R water/wastewater sector alliance-based delivery systems in 95–99 design-build-operate project delivery in 83–86 flood-control projects in 114n New York City Water Tunnel No and 148–49 water runoff and flooding in 279–80 weather risk Whitney, Charles W 46 116–19 109 265 William H Zimmer Nuclear Power Station (OH) 389 391–92 Williams-Steiger Occupational Safety and Health Act (OSHA) 273 wind energy 373 World Bank 238 World Economic Forum 224 World Federation of Engineering Organizations (WFEO) World Trade Center World War II World Wildlife Fund (WWF) Australia 224 225–26 245 42 322–23 Y Yemen 267–68 This page has been reformatted by Knovel to provide easier navigation 279–85 Index Terms Links Z Zimmer Nuclear Power Station (OH) 389 391–92 This page has been reformatted by Knovel to provide easier navigation ... collapsed, literally hundreds of legal actions involving billions of dollars were filed by shareholders, utilities, designers, constructors, and nuclear equipment manufacturers Hundreds of millions... Gerald Tucker talks about public–private financing in transportation projects • Patricia D Galloway and John J Reilly address project control systems and six challenges to controlling megaprojects... were lessons learned and best practices Having served in various roles as consultants, dispute review board members, independent experts, and arbitrators, their broad knowledge of global practices

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