As mentioned in my introductory post, we will be regularly covering famous projects in history. To start our dialogue, I selected the Golden Gate Bridge project, which in my opinion epitomizes the value of project management from its initial vision to its final impact on society. In order to provide structure to this reoccurring theme of looking at famous projects, our discussions will cover the three following elements:
- Vision – here we’ll be exploring the concept of the project and the project management team’s success in delivering the initial vision and its success long after the project was completed.
- Execution – here we’ll be looking at the actual project in action and what precipitated in terms of meeting the intended objectives, deadlines and costs
- Outcome – here we’ll be exploring the evolution of the project and the possible shortcomings and value it delivered to its intended stakeholders, as well as new stakeholders that were never part of the original plan
As you will see, in many cases, projects are continuously evolving long after the final brick is laid.
So, here are my thoughts on the Golden Gate Bridge project…
Vision
In 1916, the city of San Francisco proposed the project to build a bridge estimated at $100 million (an astronomical amount for the time). In response to this proposal Joseph Strauss (eventually its Chief Engineer) proposed it could be built for $17 million. He lobbied for over a decade until it was approved in 1928 with a budget of approximately $35 million.
As the lead project manager, Strauss was a true visionary. He understood that in order to achieve the Golden Gate Bridge project he would need to propose a cost effective design based on suspension bridge technology that was leading edge for its time. His vision did not only meet the practical objective of improving the flow of traffic around San Francisco, but more importantly it delivered that objective at a great value that would be replicated for years to come.
Execution
Construction of the bridge took place between January 5, 1933 and April 1937 coming $1.3 million under budget. Only 11 workers died during the construction work of the bridge which is a safety record for the time. Around 35 people were expected to die during the construction by the builders. At the time of the bridge’s construction, a net was suspended under the floor which saved the lives of 19 men.
For the execution point of view, Joseph Strauss went beyond the norm in building bridges. He met his projected timeline, he came under budget, and where casualties were commonplace in construction projects, he exceeded expectations.
Outcome
The Golden Gate Bridge has transcended its original objective. In fact, it has become an historical landmark and symbol of Americana. Until recently, the bridge held the record of the world’s tallest suspension towers. In 2007, the Golden Gate Bridge ranked fifth on the List of America’s Favorite Architecture by the American Institute of Architects.
The outcome of the Golden Gate Bridge is a true testament to project managers’ that go beyond the initial intent and final execution of successful projects. True project visionaries bring way more to the table than the management of timelines, deliverables and budgets. As is the case of the Golden Gate Bridge, not only does it serve the functional needs of the people of San Francisco, today it seen as an architectural wonder enjoyed by the entire world.
Fun Fact – Did you know that if Joseph Strauss had his hand on a project management solution the Golden Gate Bridge project could have potentially saved an additional $437,500**
** This calculation is based on an estimated value that 50% of the project budget was allocated to labor and 10% of labor cost can be attributed to lost productivity. Cost savings is based on an accepted norm that project management software can improve lost productivity by 25%.Tags: Lost Productivity
