I think a lot of it has to do with the way politicians make decisions. They are not professional project managers, they primarily manage their own career and advance their ideologies and political ambitions. If a public project is expensive, there is debate over whether it should be done or not. So the budget is tightened and there is haggling here and there, some things are left outside the project scope, etc. Then, in the course of the work, it will be noticed that of course those mandatory parts that were left out of scope are still mandatory. So the scope increases, budget increases, and the schedule slips.
But there is huge pressure to keep the schedule. Managers of various sub-projects see the situation of their peers and often they can safely deduct that even though they are late, someone else will be even more late, so that other sub-project can be the fall guy. Thus, each sub-project reports "everything in control, on schedule" regardless of actual problems.
All the sub-projects are optimistic about their own situation and think someone else will draw the "Schwarzer Peter" card (the game is known as Old Maid in English) and be blamed for the final delay. Thus, the overall project manager gets all green sub-project reports and scorecards that yes, we're opening in schedule in June 2012. Since the project manager is not a professional in construction projects, he's unable to assess the actual situation. He also thinks that his political power is enough to override things like fire safety regulations, should these become a nuisance.
Then, a few days before the planned opening, the actual situation is revealed, and the recurring delays begin.
Here in Helsinki region there's indeed a similar situation with the western metro line extension. The fire protection systems were not ready, but the top project management simply did not believe it. Then came the actual tests, with actual fire experts insisting that the systems must work and it must be tested. Poof, the opening is delayed by some months. Then by some more months. Now it looks like it's at least a year.
This seems to be common with public transit projects. In Finnish city of Tampere, there's a counter-example of a tunnel project that got ready in time, in budget. This was a tunnel for car traffic, and the project was intensely challenged by left-wing and green politicians. Thus the accepted plan got a lot of scrutiny. But once approved, the contract model worked. It's now been in use for a few months.
Public transit projects are "good", so if you question the plans, you're a bad person. I think this is one reason we the projects keep failing: if you've ideologically decided it must be built, the plans and budget will not be reviewed critically enough.
Very interesting. Cool to get some insight, but there's something that bothers me:
>Poof, the opening is delayed by some months. Then by some more months. Now it looks like it's at least a year
BER should have opened in 2011. It's now among one of the most expensive airports in the world, and it hasn't opened yet and it may yet end up costing much more. Its peers in terms of cost take more than double the traffic it will be able to take. BER is just abnormally awful.
But there is huge pressure to keep the schedule. Managers of various sub-projects see the situation of their peers and often they can safely deduct that even though they are late, someone else will be even more late, so that other sub-project can be the fall guy. Thus, each sub-project reports "everything in control, on schedule" regardless of actual problems.
All the sub-projects are optimistic about their own situation and think someone else will draw the "Schwarzer Peter" card (the game is known as Old Maid in English) and be blamed for the final delay. Thus, the overall project manager gets all green sub-project reports and scorecards that yes, we're opening in schedule in June 2012. Since the project manager is not a professional in construction projects, he's unable to assess the actual situation. He also thinks that his political power is enough to override things like fire safety regulations, should these become a nuisance.
Then, a few days before the planned opening, the actual situation is revealed, and the recurring delays begin.
Here in Helsinki region there's indeed a similar situation with the western metro line extension. The fire protection systems were not ready, but the top project management simply did not believe it. Then came the actual tests, with actual fire experts insisting that the systems must work and it must be tested. Poof, the opening is delayed by some months. Then by some more months. Now it looks like it's at least a year.
This seems to be common with public transit projects. In Finnish city of Tampere, there's a counter-example of a tunnel project that got ready in time, in budget. This was a tunnel for car traffic, and the project was intensely challenged by left-wing and green politicians. Thus the accepted plan got a lot of scrutiny. But once approved, the contract model worked. It's now been in use for a few months.
Public transit projects are "good", so if you question the plans, you're a bad person. I think this is one reason we the projects keep failing: if you've ideologically decided it must be built, the plans and budget will not be reviewed critically enough.