Product details

This is the first of a two-case series (603-008-1 and 603-009-1). The case describes the rebuild of the New York City transit system damaged by the collapse of the World Trade Center on September 11, 2001. It focuses on the reconstruction of the subway lines affected, and looks specifically at project management with a focus on planning, including decisions regarding contractor selection, budgeting, scheduling, fast tracking and project monitoring. The case is written from the perspective of the project manager working for the Capital Program Management department of the New York City Transit agency, the largest agency of the Metropolitan Transit Authority of New York. It describes the challenge facing the project manager, when the project initially estimated to take two years is to be completed in less than nine months. Case (A) follows the project up to 10 May 2002, when first signs appear that the project is in trouble. Case (B) continues with the events that followed.