Baabak Ashuri, Ph.D., DBIA, CCP, DRMP
School of Building Construction and the School of Civil & Environmental Engineering at Georgia Tech, USA
Project Finance and Public-Private Partnership (P3) for Transportation Infrastructure Mega Projects in the United States: A Critical Assessment of Barriers and Enabling Mechanisms
Abstract: State Departments of Transportation (state DOTs) in the United States seek private investments to leverage their shrinking financial resources and fulfill their growing funding shortfalls. The private sector can provide innovative ideas through establishing effective public-private partnership (P3) contracts for design, construction, and operations of major transportation infrastructure assets in the U.S. Decisions to involve the private sector in financing, developing, and operating transportation mega projects vary from state to state in several aspects. This research talk aims to capture the underpinnings of P3 and private financing as utilized by state DOTs in development of transportation mega projects.
Director of Project Management Center of Excellence, HUAWEI, China
Building Customer Trust in Mega Projects – experiences from 5G projects at HUAWEI
- 30 years of work experience in project management, one of the witnesses and builders of HUAWEI project management development
- Expert in Huawei’s integrated process and transformation project management
- Member of HUAWEI Project Management Expert Committee
- Gold medal lecturer and professor at HUAWEI University
HUAWEI is the world’s largest supplier of telecommunications network equipment and second-biggest maker of smartphones. HUAWEI had won more than 25 commercial 5G contracts and shipped more than 10,000 base stations for 5G. HUAWEI is winning the trust of more and more customers through its 5G projects.
Sungkyunkwan University, South Korea
Opportunities of Digital Transformation for Better Project Management
Professor Soonwook Kwon is a Professor of School of Civil and Architectural Engineering, Landscape Architecture and a Chair Professor of Graduate Program for Future City Convergence Engineering Department of Sungkyunkwan University, Korea. He is also a board of director of IAARC(International Association of Automation and Robotics in Construction).
His research interests are IT and automation technology for construction industry including IoT(NFC, USN, MEMS and RFID etc.), Rapid Prototyping Technology (Laser Scanning, Stereo Camera, AR, VR, HR and Drone etc.), Smart Wearable Devices (Smart Glass, Smart Band and Smart Jacket etc.), Reverse Engineering Technology (Retrofitting for Industry Facility, 3D Printing, BIM), Equipment Automation Technology, and Gerontechnology.
Swiss Federal Railways, Director of the programme “Léman 2030”, Switzerland
Creating Trust in Mega Projects – experiences from two railway mega projects in Switzerland.
According to SBB predictions, between 2010 and 2030, the program will double transport capacity from 50,000 to 100,000 passengers per day.
This 4 billion CHF megaproject is designed to substantially improve the offer, timetables and capacity of rail transport (passenger and freight) along the Lausanne – Geneva corridor. It includes, among others, the implementation of new rail traffic regimes in the Lausanne area, the complete modernisation / extension of the Lausanne and Renens railway stations as well as the construction of a new underground station in Geneva.
Miklos Hajdu PhD
Budapest University of Technology
Planning and scheduling mega projects: A case study of a nuclear power plant
According to one of the definitions among many others for mega projects „Megaprojects are temporary endeavors (i.e. projects) characterized by: large investment commitment, vast complexity (especially in organizational terms), and long-lasting impact on the economy, the environment, and society”. Nuclear power plants, by all means, can be considered as mega projects. Mega projects due to their complexities have a long record of poor delivery and nuclear power plants are no exceptions. Consequences of poor delivery can have fatal and long-lasting consequences for millions of lives therefore all the steps of the project – including construction – must be carefully designed, executed and controlled. Construction of nuclear power plants therefore are helped/controlled by international agencies by collecting and evaluating events in other nuclear facilities, publishing safety guides and technical report, sharing best practices, etc. in order to ensure safety above all. These safety guides are more about the expectations and less about the „hows”. This paper presents the work that aims to give clear directives about planning/scheduling and monitoring requirements of the construction of nuclear power plants by avoiding being too specific but yet direct enough to ensure maximal expectations regarding general safety.