The English Channel Tunnel or “The Chunnel” The English Channel Tunnel or as it is simply called “The Chunnel” at the time of its construction was the longest underwater tunnel in the world, second now to the Seikan Tunnel in Japan. The tunnel spans the length of the English Channel and then some. The underwater portion of the tunnel is over 23 miles and the full tunnel length from Folkenstone England to Collquelles France is just over 31 miles. This tunnel now serves as a safe and efficient way to transport goods and people across the English Channel. The category this project falls under is a heavy civil project, due to it featuring, tunnels, water, and a high speed railway, which are all key features of heavy civil projects.
It is within this stage of project development where projects solutions based on the challenges that the project has to address is developed in details. The project management team responsible for the planning of the project, has to come up with various strategies that defines steps in which objectives of the project development would be achieve. The other important requirement of the project development team at this stage is the planning of the project development process. Based on the available information from the feasibility team, the project planning team is required to study the information so as to determine resources that are required by the project from its start to completion and the process of acquiring them. As such, the team will also look at the funds allocation for the
Americas Largest Engineering Innovation: The Big Dig Project The concept of this project was brought up by the Secretary of Massachusetts, Fred Salucci. His idea consist of demolishing an existing elevated highway that traveled through the heart of Boston and constructing a tunnel highway underneath it. In addition, his vision included the extension of this tunnel to cross the South Bay of Boston to the Airport that is built under a river and the red line subway transit. The Turnpike under the Fort Point Channel into South Boston meets the Ted Williams Tunnel. The I-90 goes underground where it crosses the Southeast Expressway I-93 at the South Bay interchange and passes beneath one of the busiest tracks carrying Amtrak and commuter trains.
It allows anything from large vessels to small ships to pass through the locks, transporting vehicles, food, lumber, and oil. A 12,000 mile trip that originally took 67 days now could take 4,000 miles. The amount of ships that can pass through a day is astonishing. With that being said, approximately 14,000 watercraft travel through the canal everyday (Leafgroup and Lively). About 5% of the world 's water shipping is through the Panama Canal.
The nature of the construction is one that is surrounded by unforeseen circumstances, this unforeseen circumstances has made man-agement and control of cost uneasy thereby causing time and cost overrun. Several researchers like Ayodele & Alabi (2016) has carried out research to investigate into the effect of cost control on project delivery, but researchers have not carry out a comparative analysis of the project cost control techniques adopted by the small and medium contracting firms, the various constituents for the effective use of these techniques, what are the features of the control techniques that has yielded good result employed by the small and medium contracting firms, what ways can these firms improve to give them better chances like the large contracting firms i.e. their contenders. The indication of cost overrun might be a factor contributing to failure of project or delay (Van, Der, Westhuizen and Fitzgerald, 2005). But this was objected by researchers like (Chan, et al., 2004) they opined that there are lots of factors to be considered before concluding that a project is delivered successfully or has
Cost is among the major considerations throughout the project management life cycle and can be consider as one of the most important parameters of a project and the driving force of project success. Despite the proven importance of cost it is not hard to see a construction project achieving its objectives within the anticipated cost. Cost overrun is a very frequently observed phenomenon and is almost associated with nearly all construction projects. The issue of cost overrun is more severe in developing countries where these overruns sometimes exceed 100% of the estimated cost of the project (Azhar, N., Farooqui, R. U. and Ahmed, S. M.,
But I had to face a number of different issues and problems related to the process of this research. The first and foremost problem for me was related to effective management of time in the completion of various activities related to the context. At the beginning stages of the project, I allotted with certain time period and schedule for accomplishment of the work. I started the project with mentionable zeal and enthusiasm. Due to this reason, I took a significant amount of time in the completion of initial part of the work.
To add, risks and doubts included in construction projects lead to charge overrun, delay of intended plans and absence of value throughout the evolution of the projects and at their finish (Wysocki, 2009). Baloi and Price (2001) started that poor cost performance of construction projects appears to be the model rather than the exclusion, and both customers and workers grieve momentous monetary deficit as a result of charge overruns. Oyegoke et al. (2008) debates the difficulties of handling risk and doubt in construction project due to the owner disappointment in project results and energy within agile construction setting. In the risk response phase, the activity is engaged to manage the risks evaluated in the first two phases.