Manageability of Complex Construction Engineering Projects: Dealing with Uncertainty

Complex underground construction projects appear to suffer from high levels of unmanageability caused by the gap between the information required to build the systems and the information available to the decision-makers. Many project managers attempt to address this problem by increasing the information available to them, often using input from hired stakeholders. Two example projects, Boston’s Central Artery/Tunnel Project and The Hague’s Souterrain, show that this strategy can cause even more uncertainty than it solves. The information providers may provide the information with strategic values in mind and the decision-makers may misinterpret the information due to an overemphasis on objectifiable, quantifiable information and criteria, while disregarding less tangible potential causes of deviance. The solution may be found by reconsidering the incentives in the project organization.