BOSTON'S SOUTHWEST CORRIDOR PROJECT

Drawing on experiences with the Massachusetts Bay Transportation Authority (MBTA) Southwest Corridor Project in Boston, Mass., the initial through final stages of organizing a design team are illustrated as Boston's Southwest Corridor is transformed from a proposed highway to a mass transit/commuter rail facility. The design team is faced with not only a challenging engineering task but also a very demanding political issue. Intense community participation and related social issues are reflected in working relationships and processes. The role of the MBTA affects the organizational structure. The scope of the work is defined as the engineering agreement and subconsultant agreements are negotiated. Estimates are prepared on costs and man hours. Organization for the project is also a prime concern. The Management Information System is also explained as an important aspect of the project's successful completion.