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My second journal entry as part of the course on Infrastructure Planning and  Management.

Introduction:

The reading of the Montreal Olympics Complex case study last week made me appreciate the multifarious issues and obstacles firms must overcome in order to successfully accomplish global infrastructure projects. During the discussions that ensued in class, we went on to broadly classify the factors affecting such projects into the following categories: 1. Design-related 2. Planning-related 3. People-related and 4. Environment-dependent (including economic, political and environmental interventions).

While the case study in consideration focused majorly on issues that lacked adequate design and planning (Unique design of components, new construction technique, scheduling etc.), it also highlighted the impact of labor strikes, resource shortages and the lack of coordination between client-engineer and constructor as some of the other factors that resulted in delays and cost over-runs.

Interestingly, a review question at the end of the case study asks the reader:

If you had been in charge of the construction of the Montreal Olympics Complex, what would have been your approach?

I attempt to answer the same through this journal and seek to extend the philosophy to other global infrastructure projects of a similar nature:

My Approach:

I begin by calling into account the fact that planning for the project started about 2 years later than it should have, giving authorities lesser time to get their act together than that would have ideally sufficed. [Case Study: Course Reader] At this juncture, I would have strongly argued in favor of a relatively simplistic design which allowed the use of replicable construction members and leveraged economies of scale instead of stubbornly sticking to a complex design which understandably demanded a meticulous and carefully planned approach.

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