Episode 141 – Lessons Learned Digging a $570M Tunnel Under Seattle Manage This - The Project Management Podcast
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- Management
The podcast by project managers for project managers. The largest infrastructure project in the history of the Seattle Public Utilities is the Ship Canal Water Quality Project. Keith Ward talks about the lessons learned overseeing this 11-year initiative. Hear about estimating and revising a $570 million budget, and building strong relationships with multiple stakeholders and project teams.
Table of Contents
01:37 … Keith’s Current SPU Role02:26 … Ship Canal Water Quality Program06:47 … Using Tunnels Instead of Tanks08:37 … A Tunnel Boring Machine11:39 … MudHoney15:12 … Project Stakeholders18:08 … Challenges with Multiple Teams22:06 … Project Funding23:20 … Federal Consent Decree25:31 … Budget Estimating for a Megaproject28:59 … When Costs Change31:44 … Budget Setting Lessons Learned32:54 … Monte Carlo Analysis38:47 … Tracking a Lengthy Project39:53 … Final Words of Advice41:10 … Get in Contact with Keith43:44 … Closing
KEITH WARD: ...because I want people to learn from our lessons learned here. There’s a lot. I’ve learned a lot personally, and it’s been a really eye-opening experience. And I want to clarify, this is a megaproject. This isn’t a $2 million project; right? This is in another category. So, and I think that’s one of the lessons learned is when you move into this megaproject, like over a half billion, the degree of uncertainty is huge, and you need to account for that. That’s one of the kind of I would say über lessons learned. I’ve learned a lot personally, and it’s been a really eye-opening experience.
WENDY GROUNDS: Welcome to Manage This, the podcast by project managers for project managers. I’m Wendy Grounds, and in the studio with me is Bill Yates. I want to say a big thank you to our listeners who reach out to us and leave comments on our website or on social media. We love hearing from you. And it was actually from a listener that we have today’s guest. Chris Stoll reached out, and he recommended our guest who we’re talking to today. And we are very grateful to Chris, and we appreciate it when any of you reach out to us and send us ideas of guests.
So our guest today is Keith Ward. He is currently the project executive of the Seattle Ship Canal Water Quality Project, and he’s going to go into some detail on that.
BILL YATES: We’re going to talk about tunnel boring machines, federal consent decrees, and MudHoney. Are you ready for this?
WENDY GROUNDS: I’m ready for MudHoney. Hi, Keith. Welcome, and thank you for joining us today.
KEITH WARD: So nice to be here. Thanks, Wendy.
Keith’s Current SPU Role
WENDY GROUNDS: We saw that you have been with the Seattle Public Utilities since 2002. Can you tell us about the services they provide, and your role in the company?
KEITH WARD: Sure. So Seattle Public Utilities is kind of four utilities in one. And I’ll kind of use the term “SPU” sometimes. I’ll bounce back and forth. We deliver essential water and waste services to about 1.5 million people in the Greater Seattle area. So really our four services are drinking water, drainage and wastewater, and solid waste services. I’ve had a variety of roles, mostly in project delivery, at SPU since coming onboard 2002. My current role is the project executive on the Ship Canal Water Quality Project, which is the largest infrastructure project in the history of the organization.
Ship Canal Water Quality Program
BILL YATES: Now, that we want to get into. This Ship Canal Water Quality program, why was this initiated? What’s the problem that it’s trying to address?
KEITH WARD: Yeah. It’s a problem that’s common to many kind of older cities. We don’t think of Seattle as always an older city. But a lot of our infrastructure was built over a hundred years ago. So this project was initiated in 2014 to solve the problem of wh
The podcast by project managers for project managers. The largest infrastructure project in the history of the Seattle Public Utilities is the Ship Canal Water Quality Project. Keith Ward talks about the lessons learned overseeing this 11-year initiative. Hear about estimating and revising a $570 million budget, and building strong relationships with multiple stakeholders and project teams.
Table of Contents
01:37 … Keith’s Current SPU Role02:26 … Ship Canal Water Quality Program06:47 … Using Tunnels Instead of Tanks08:37 … A Tunnel Boring Machine11:39 … MudHoney15:12 … Project Stakeholders18:08 … Challenges with Multiple Teams22:06 … Project Funding23:20 … Federal Consent Decree25:31 … Budget Estimating for a Megaproject28:59 … When Costs Change31:44 … Budget Setting Lessons Learned32:54 … Monte Carlo Analysis38:47 … Tracking a Lengthy Project39:53 … Final Words of Advice41:10 … Get in Contact with Keith43:44 … Closing
KEITH WARD: ...because I want people to learn from our lessons learned here. There’s a lot. I’ve learned a lot personally, and it’s been a really eye-opening experience. And I want to clarify, this is a megaproject. This isn’t a $2 million project; right? This is in another category. So, and I think that’s one of the lessons learned is when you move into this megaproject, like over a half billion, the degree of uncertainty is huge, and you need to account for that. That’s one of the kind of I would say über lessons learned. I’ve learned a lot personally, and it’s been a really eye-opening experience.
WENDY GROUNDS: Welcome to Manage This, the podcast by project managers for project managers. I’m Wendy Grounds, and in the studio with me is Bill Yates. I want to say a big thank you to our listeners who reach out to us and leave comments on our website or on social media. We love hearing from you. And it was actually from a listener that we have today’s guest. Chris Stoll reached out, and he recommended our guest who we’re talking to today. And we are very grateful to Chris, and we appreciate it when any of you reach out to us and send us ideas of guests.
So our guest today is Keith Ward. He is currently the project executive of the Seattle Ship Canal Water Quality Project, and he’s going to go into some detail on that.
BILL YATES: We’re going to talk about tunnel boring machines, federal consent decrees, and MudHoney. Are you ready for this?
WENDY GROUNDS: I’m ready for MudHoney. Hi, Keith. Welcome, and thank you for joining us today.
KEITH WARD: So nice to be here. Thanks, Wendy.
Keith’s Current SPU Role
WENDY GROUNDS: We saw that you have been with the Seattle Public Utilities since 2002. Can you tell us about the services they provide, and your role in the company?
KEITH WARD: Sure. So Seattle Public Utilities is kind of four utilities in one. And I’ll kind of use the term “SPU” sometimes. I’ll bounce back and forth. We deliver essential water and waste services to about 1.5 million people in the Greater Seattle area. So really our four services are drinking water, drainage and wastewater, and solid waste services. I’ve had a variety of roles, mostly in project delivery, at SPU since coming onboard 2002. My current role is the project executive on the Ship Canal Water Quality Project, which is the largest infrastructure project in the history of the organization.
Ship Canal Water Quality Program
BILL YATES: Now, that we want to get into. This Ship Canal Water Quality program, why was this initiated? What’s the problem that it’s trying to address?
KEITH WARD: Yeah. It’s a problem that’s common to many kind of older cities. We don’t think of Seattle as always an older city. But a lot of our infrastructure was built over a hundred years ago. So this project was initiated in 2014 to solve the problem of wh