Expediting Los Angeles Freeway Repairs after the Earthquake Some years ago, at 4

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Expediting Los Angeles Freeway Repairs after the Earthquake Some years ago, at 4:31 A.M., a 6.8 magnitude earth- 2. Significant incentives/disincentives were built quake hit Los Angeles and collapsed large sections of into the contracts, the incentive depending on four major freeways, snarling one million commuters the value of the construction under consideration. in daily gridlock for the indefinite future. Clearly, One firm spent heavily on overtime, extra equip- solutions to this crisis were of the highest priority. ment rentals, and bonuses to keep working "Caltrans," the Califomia Department of Transporta-24 hours a day, rain or shine, and came in tion, sprung into action with a three-pronged attack. 74 days ahead of a contractual date of 140 days, First, they rushed into emergency response, fanning thereby eaming a S14.8 million bonus that became out to condluct visual inspections and close dangerous the talk of the town! segments of the roads and freeways. Second, they initiated interim traffic management strategies for all closed segments, utilizing parallel streets and old 3. All resources of the Federal Highway Administra- ton were made available to work with Caltrans. 4·Force Account" contracting was employed for bypass roads to expand their capacity, change their immediate selection of sole-source contractors. signage and striping, and redirect adjacent traffic The contractor then began work immediately under including traffic signal timing. Last, they planned for speedy demolition and rebuilding of the damaged portions of the freeways. Time was all-important and Caltrans used every tradeoff available to expedite the repairs which would normally take years to complete. 5. Major project management processes were initi- ated including disaster response and an earth- quake recovery task force consisting of top executives in local and national governmental 1. California's governor signed an Emergency aencies. Declaration allowing Caltrans to streamline its contracting procedures so that RFPs, bids, an evaluations that usually took four months could 6. Millions in additional funds were made available through Caltrans' Director, a declaration of a state of emergency by President Clinton, and eventually be completed in five days. Congress. Of the six constraints, which were cost trade-offs and which were scope 1. 2. In what way were the performance trade-offs made? That is, how did they affect os Angeles TY LIMIT 3. What kinds of resource allocation approaches discussed in the chapter were used in h situatioa?

Explanation / Answer

Performance tradeoffs were done in the form of adding additional agencies to undertake additional project management initiatives thereby adding to the number of entities involved in the rebuild work. Also all the staff of Federal Highway Administartaion was assigned to the project. As we understand only the right number of agencies or people would ensure right performance of the project. Hence clearly the performance of each individual or entity was not of concern but the general theory of more hands mean more work was followed. Also nowhere in the passage it hints on tracking the performance which is generally followed in any project management as the frenziness at that time was all about to get the highways up as soon as possible to help the 1Mn population of commuters.

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