Innovation, risk and reward at ground zero

Document Type

Conference Proceeding

Publication Date

11-15-2005

Abstract

The recovery and cleanup operation following the September 11, 2001 terrorist attacks on the World Trade Center was a project unlike any other in history. Rising to the challenge, and working around the clock for nine months, engineers and construction managers directed the removal of 1.6 million tons of material. Remarkably, this was accomplished ahead of schedule, below budget, and without any serious injury. The success of this operation makes it an excellent candidate for further study. This study investigates decisions concerning the placement, use and management of debris removal equipment, particularly cranes, in the first one hundred days following the attacks. We explore the impact of risk on these decisions, and how decision making about this equipment influenced the project's effectiveness and efficiency. This analysis is supplemented with a case study that further illustrates how new procedures and management structures emerged during the operation. Data sources for the study include engineering field reports, maps of equipment locations, and periodic estimates of the quantity of debris removed from the site. The paper concludes with a discussion of "lessons learned" that can be applied to the management of any large scale construction or cleanup project. Decision-making strategies, encouragement of innovative problem-solving, and the role of information technology are all addressed.

Identifier

27644462133 (Scopus)

Publication Title

Proceedings of the Structures Congress and Exposition

First Page

1359

Last Page

1370

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