August 7, 2023 What Can We Learn from the I-95 Rebuild?

Completing the I-95 rebuild on time and on budget, calls for qualified and certified project managers at the helm.

By Dr. Aydin Tabrizi

The June collapse of a bridge on Interstate-95 generated local, national, and international media coverage, much of it focused on the economic implications created by a disruption to this critical piece of infrastructure.  The impacted stretch of highway brings more than 150,000 vehicles through Philadelphia daily, with many residents relying on I-95 as a part of their daily commute. Traffic and commute considerations aside, the closure has major supply chain implications, too: in 2021, trucks relied on I-95 to carry $100 billion worth of freight across the Eastern Seaboard through Philadelphia.

So far, the rebuilding efforts – still in their early stages – have exceeded expectations. Within weeks of the tragic collapse, a temporary bridge was completed ahead of schedule, allowing for a return to business as usual for truckers and the locals while the construction of the permanent replacement bridge gets underway. The project will be a huge undertaking, with estimated costs tracking between $25-30 million and work expected take “some number of months,” according to Pennsylvania Governor Josh Shapiro. But the initial results speak to the results that can be achieved when public officials, engineers, and construction professionals are able to work collaboratively and move quickly.

Any construction project – especially one of this scale and importance – is exceedingly complex. There are many moving parts, safety protocols that need to be followed, and different players involved, each with their own budgets, timelines, and priorities. All of this makes it difficult to complete construction projects on time and on budget – which, when taxpayer dollars are involved, as is the case with the I-95 repairs, is of paramount importance.

As someone who has been involved in similar sized construction and infrastructure projects, based on what we’ve seen so far, I am cautiously optimistic about the I-95 rebuild. But one thing is certain: in order for this project to be successful and make good use of taxpayer funds, the public and private sectors must be able to continue to work closely and collaboratively. And to ensure that the subject matter specialists, vendors, private organizations, and government entities involved effectively communicate and collaborate with one another, the I-95 rebuild has to be led by qualified, capable project managers.

Many people who are not familiar with project management assume that project managers are simply box-checkers. Although it’s true that project managers are responsible for tracking and managing the countless steps, budget parameters, and timeline requirements that make up complex projects, they are responsible for much more than meets the eye. Project managers are the rallying force of any project, and construction projects like the I-95 repair are no exception.

Project managers are tasked with reducing costs, increasing efficiencies, delivering results consistently, and improving stakeholder satisfaction. To ensure projects are completed on their established timelines, they must be able to identify potential risks, understand how they can impact project outcomes and objectives, and, in a pinch, create contingency plans when necessary. For a project like the I-95 rebuild, this includes everything from natural disasters to supply chain disruptions. Conducting a risk analysis and creating continency plans can help reduce project waste, something especially important when the construction industry is concerned – research from Project Management Institute (PMI) estimates that for every $1 billion spent on construction projects, some $127 million is wasted in the process. For a project like the I-95 repair, which is being funded by taxpayer dollars and emergency grant money as part of the 2021 Infrastructure Investment and Jobs Act, the many federal government officials will need to be able to ensure that the public funding is being used wisely.

Project managers are also responsible for stakeholder management: clearly communicating the project status, progress, and forecast to different stakeholder groups. A recent PMI study found that, although the majority of Americans view state and local governments as responsible for infrastructure improvements, only 37% are confident in the government’s ability to successfully complete infrastructure improvements in their community.  When communicating with the public that may have  a less-than-favorable view of local infrastructure projects – clear and transparent communications are essential.

Although the I-95 rebuild has, thus far, exceeded expectations, the biggest challenges still lie ahead. Adhering to the agreed upon timelines, being good stewards of public funding, anticipating potential risk, and reducing scope creep and waste to manage budget, project managers must work closely with the many other players who are undoubtedly involved in this project.

Dr. Aydin Tabrizi is a construction management and architectural engineering veteran and the Vice President of Membership at the Upstate New York Chapter of Project Management Institute.

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