Difference between revisions of "Infrastructure assessment"

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[[Category:Capital planning and project delivery]]
 
[[Category:Capital planning and project delivery]]
 
 
  
 
== Introduction ==
 
== Introduction ==
  
Agencies tend to select projects that, once constructed, do not generate ridership levels that warrant their construction.  In short, many project projects are overbuilt and a less costly alternative would satisfy the project need.
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Agencies tend to select projects that, once constructed, do not generate ridership levels that warrant their construction.  In short, many project projects are overbuilt and a less costly alternative would satisfy the project need. The selection of capital-intensive projects contributed to cost overruns and can lead to the reputation of infrastructure projects as mismanaged, wasteful investments. 
  
A variety of political, financial, and accounting incentives support the construction of projects whose capacities far exceed demand, including:
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A variety of political, financial, and accounting incentives support the construction of projects whose capacities far exceed demand.  These incentives include overestimated ridership from forecast modeling inputs that do not correspond with actual travel behavior and political preference for large, splashy projects
* Overestimated ridership from forecast modeling inputs that do not correspond with actual travel behavior
 
* Unanticipated construction costs
 
* Preference for large, splashy projects
 
* No incentive to manage project costs because others are footing the bill
 
  
 
==Strategies==
 
==Strategies==
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Use historical cost estimates as comparison
 
Use historical cost estimates as comparison
 
Consistently measure across projects
 
Consistently measure across projects
 
 
=== Contain project cost ===
 
Clearly define scope and schedule
 
 
Increase cost estimate transparency
 
Increase cost estimate transparency

Revision as of 00:33, 14 February 2012


Introduction

Agencies tend to select projects that, once constructed, do not generate ridership levels that warrant their construction. In short, many project projects are overbuilt and a less costly alternative would satisfy the project need. The selection of capital-intensive projects contributed to cost overruns and can lead to the reputation of infrastructure projects as mismanaged, wasteful investments.

A variety of political, financial, and accounting incentives support the construction of projects whose capacities far exceed demand. These incentives include overestimated ridership from forecast modeling inputs that do not correspond with actual travel behavior and political preference for large, splashy projects.

Strategies

Improve modeling

Adjust forecast year


Improve cost estimation

Conduct extensive engineering studies before deciding on alternative Reach out to stakeholders Use historical cost estimates as comparison Consistently measure across projects Increase cost estimate transparency