Strategic planning at a metropolitan, regional, or even cross-border level, often leads to the development of linear infrastructure at a megaproject scale (with a budget and timescale of typically several billion dollars and years, respectively). Projects of this order are quite often linear transportation projects, but water and wastewater management projects and pipelines can also be the case and they often include complicated construction schemes, such as bridges and underground works, tunnels and heavy geotechnical or civil works. They are typically broken down to some – but not many – contract lots, with the primary objective being the better overview by the owner in conjunction with a realistic financing, management, and procurement effort by the stakeholders.
In schemes of this order and magnitude, the construction industry is now well aware of the fact that complexity (and consequently risk) increases exponentially with the scale of the project and that the risk management processes (scope and allocation / identification / analysis / treatment / monitoring) is a top priority in order to avoid excess in budget and schedule, the two key indicators for the evaluation of the project as successful or not.
In order to establish a good risk management practice, it should always be the aim to establish a collaborative environment and proactive risk approach. With regards to construction risks and public liabilities, the risk management structure and procedures should be well documented, and the delivery should be benchmarked against industry best-practice standards per risk type and exposure case, as for example the Code of Practice for Risk Management of Tunnel Works, the Fire Prevention on Construction Sites Code of Practice, and other similar standards. Simultaneously, and as part of the best-practice for the project’s insurance, adequately planned risk engineering surveys, prior to and during the construction period, should be undertaken by personnel with expertise and experience in the respective field of review.
In principle, the benchmarking and survey exercises should aim to review and verify the existing project and risk management framework, procedures and processes and those intended to be implemented. It should also focus on identifying the project parties’ risk approach with the aim to establish a commonly shared understanding and attitude towards risk management. These exercises should be carried out as per the schedule of deliverables stipulated in the Code of Practice for Risk Management of Tunnel Works. Although this is a framework typically implemented for tunnels and underground structures, it can be adapted to other structures and construction procedures of high risk, as it is the case for many structures of a complex linear project. This can also be adapted to the application of innovative methods and technologies, which can emerge throughout the project’s life cycle – let’s not forget that such projects also come with a multi-year timeframe!
An appropriate risk communication structure with efficient exchange and flow of information between the risk engineers and managers, the owner, the design and construction teams and of course the insurance entities should also be established. It is important to maintain a generally flat and open organization, with clarity of procedures and responsibilities, and good communications, but it is equally important to maintain a strict project vision with a full alignment and consensus. This can be safeguarded through a construction risk and risk engineering steering (umbrella) committee, managing and coordinating the multidisciplinary exercises at the various project lots, and facilitating the flow of information across the various project participants. On that note, I would like to recommend that the establishment of Building Information Modelling platforms are used (with the necessary adaptations by risk engineers) as a complimentary tool for the recording and communication of risks at each construction element, leading to an enhanced risk communication and continuous risk monitoring through the project’s life cycle.
Linear megaprojects often act as the backbone of our society’s infrastructure. And as such, they should be carefully planned, designed, and built, in budget and on schedule. This is mostly a matter of good management and within this the construction risk management has a lead role. And although each project is different from another, the main principles discussed above should always be adhered to.
