Tacoma Narrows Bridge
Case study 7.2 The Tacoma narrows Suspension Bridge.
In the Tacoma narrows bridge project the project planning was fairly planned, developers and Engineers did not coordinate proper strategies and a scope management for this project, even before its inauguration and opening, the bridge exhibited strange characteristics that were noticeable right away. I think the only appropriate project planning was the budget that was obtains by the federal government’s public Administration. The conceptual development was a disaster because they did not ask the necessary question and research what or when something would happen before and after the construction of this project. In the management process when even before the bridge was open they did not took the time to investigate the strange characteristic that the bridge was developing, they did not respond properly and come up with a plan to investigate and find out why the bridge was developing this strange symptoms.
When they started noticing that the building started to lift it was clear that they needed to take action and the first thing was to closed the bridge to avoid risk of getting somebody hurt or killed. What can be done to avoid this, can we prevent or start a plan to see if there is a way to fix this problem.
The risk factors that that I will consider more important are brainstorming meeting to have multiple opinions from different experts and professional and find out about their opinions before even starting this project, find what problems can developed in the future and the material that will be more adequate considering the winds and the environment on the long run after bridge is built.
The Risk Mitigation Strategies would be to minimize any kind of risk that could damage or interfere with the structure and assembly of the project, to share any information that will be important in the phase scope of the project.
In the Tacoma narrows bridge project the project planning was fairly planned, developers and Engineers did not coordinate proper strategies and a scope management for this project, even before its inauguration and opening, the bridge exhibited strange characteristics that were noticeable right away. I think the only appropriate project planning was the budget that was obtains by the federal government’s public Administration. The conceptual development was a disaster because they did not ask the necessary question and research what or when something would happen before and after the construction of this project. In the management process when even before the bridge was open they did not took the time to investigate the strange characteristic that the bridge was developing, they did not respond properly and come up with a plan to investigate and find out why the bridge was developing this strange symptoms.
When they started noticing that the building started to lift it was clear that they needed to take action and the first thing was to closed the bridge to avoid risk of getting somebody hurt or killed. What can be done to avoid this, can we prevent or start a plan to see if there is a way to fix this problem.
The risk factors that that I will consider more important are brainstorming meeting to have multiple opinions from different experts and professional and find out about their opinions before even starting this project, find what problems can developed in the future and the material that will be more adequate considering the winds and the environment on the long run after bridge is built.
The Risk Mitigation Strategies would be to minimize any kind of risk that could damage or interfere with the structure and assembly of the project, to share any information that will be important in the phase scope of the project.