Our objective was to assess the company’s management and oversight of the Frederick Douglass Tunnel program.We found that the company is developing its management structure for the FDT program but initially did not have an effective structure or sufficient staff in place. In December 2022, the company decided to hire a contractor—a “delivery partner”—to provide management and oversight, but until it onboarded the contractor more than a year later, it relied on an overwhelmed internal team to manage multiple, complex, and concurrent commitments. As a result, the requisite planning has yet to be completed despite the program approaching major construction, which significantly increases the risk of cost overruns and delays.We recommend that Amtrak’s Capital Delivery department advance the requisite planning before major construction begins. We also recommend that the company improve its program planning processes to ensure that it implements a management structure and provides sufficient staff early enough to avoid similar challenges on future programs.
Open Recommendations
Recommendation Number | Significant Recommendation | Recommended Questioned Costs | Recommended Funds for Better Use | Additional Details | |
---|---|---|---|---|---|
1 | Yes | $0 | $0 | ||
Complete the requisite program management planning before starting construction or, if not feasible, as soon as possible thereafter. At a minimum, this should include updating the schedule, developing a communications plan, establishing a document management plan with a related system, and advancing risk management plans. | |||||
2 | Yes | $0 | $0 | ||
Establish processes to ensure that the company decides on and implements a program's management structure early enough to provide strong, continuous oversight for the entire life of a program. | |||||
3 | Yes | $0 | $0 | ||
Establish processes to ensure that program teams have sufficient staff before the company transitions a program from the Strategy and Planning department to the Capital Delivery department. |