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Project Management- Brooklyn Bridge

Construction of The Brooklyn Bridge, using Project Management Methods

Diego Martinez

on 9 March 2016

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Transcript of Project Management- Brooklyn Bridge

The Brooklyn Bridge
Vladimir Nimchenko
Diego Martinez
Todd Edwards
The Problem
East River Crossing was difficult if not impossible in the winter.
Traveling time was too long
City growth accommodation needed
Project Plan
Build a suspension bridge to connect New York to Brooklyn.
Span of 1600 ft.
Bridge would be 135 ft. above mean high tide
The Bridge would have 2 lane roadways suspended from two 276 ft. stone towers
Use steel instead of iron
Include a cable pulled train
Include a pedestrian walkway
Would be a Toll Bridge
New York and Brooklyn united
Travel between the 2 cities quicker/easier
-Not hindered by weather
-More people could cross at a time
Good source of revenue
Prominent Engineers reviewed the plans
Congressional approval required
State charter granted to "New York Bridge Company"
Project Manager(s)
New York & Brooklyn
-8 trustees from each city
US Government
NY State
City of New York & City of Brooklyn
New York Bridge Company Investors
The Public
2 (276 ft.) Towers made of Limestone and Granite
2 Anchorages
4 Supporting cables
7 Traffic lanes
4 for Carriages
2 for Trains
1 Promenade
Communication and Change Management
Met with engineer team regularly
Gave progress report to the stakeholders
Any changes from the original plan needed to be accompanied by a detailed report
Changed details of the truss work to make sure 135 ft. clearance was adhered with minimal impact to the project
Requested 1000 tons of steel to stiffen the roadway
Qualitative (metrics/based on rankings)
Quantitative (mathematical models)
Foundation Type
Depth of foundation
Caisson - A structure which is hollow inside and allows people to work underwater by providing a pressurized environment allowing to work in it.


Strength of cables
Quality Control
Quality Assurance
Looks at specific results to see if they conform to the quality standard.
Focuses on the quality process improvement.
Wire Fraud
Lloyd Haigh the provider of the wire for the cables substituted substandard wire.
After inspecting the material of the wires, the inspectors concluded that the material was faulty and that the strength of each strand of wire did not meet the original requirements.
Quality Control
Roebling decided to add 150 wires more than planned.
Roebling simply decided to modify his original specification(process) in order to improve the strength(quality) of the strands
Quality Assurance
Constant supervision of how the materials were made.
Roebling also traveled around and took notes observing how material needed for the bridge was used in other projects
This area focuses on a set of processes performed to obtain goods or services from an outside organization.
Human Resources
Committee will take care of all job placements, and assigned Kinglsey & Keeney Contractor Firm to concentrate on hiring the work force.

At any given day, there were about 600 men working on the bridge.

More than 2,500 men were involved in the work in the caissons.

100 men would quit a week, but 12 per 1 were willing to take the job.

Workers ethnic background was prominently Irish, Italian, German, and Russian.

Workers were paid about $2 dollars per day, with an increment of $2.75 per day after a strike.

Between 20 and 30 people died from accidents and effects of the construction of the bridge. The bridge company didn’t take an official tally of the deaths.
Time Management
Project Changes
Project Started in 1867
Construction started in 1870
Construction completed in 1883
Original completion time estimate : 5 years
Actual completion time: 14 years
Almost 3 times more than estimates
Cost Management
Cost Schedule
Original Cost was $7 Million, and land about $3.8 M = 10.8 Mil

Roebling estimated the Cost to end up $9.5 M or over by $3 Mil

When Completed the total cost was $15.5 Mil over by $4.7 Mil
Why Cost went up?
Increase size and clear height
Width from 80 to 85 ft.
Height clearance to 135 ft.
Cost $413,000 or %8
Steel instead of Iron
Unanticipated costs
Funerals, general superintendence, legal expenses, others
Labor salary
From $2 a day to $2.75 a day
Losses occasioned by delays in construction
Fires, cables, climate
Project Management
Was the project a success?
Frozen East River
Completion time : 14 years
Total Cost: $15.5 M
All features and functions delivered
Cables brake
Virtual Data Techniques
Full transcript