Program Title: "Project Controls for the Number 7 Subway
Line Extension in Manhattan, NY"
Activity Sponsor: PMINJ Chapter (C020)
meeting slides can be downloaded.
The $2.4 billion program to extend New York City Transit’s No. 7 Subway
Line to the west side of midtown Manhattan is a unique undertaking. For the
first time subway service will be provided to this section of the City. It
will engender transformation of neighborhoods largely characterized
by parking garages and low-rise former manufacturing facilities to a complete
change in the City’s skyline. Extremely tall commercial office buildings,
residential towers, restaurants and entertainment centers are being planned
and designed. Some have already been constructed, while others are underway.
The subway line is being extended 1.5 miles from its current terminus at
Times Square. The first of six construction contracts, a massive $1.1
billion effort --- the largest single contract ever awarded by NYC Transit---created
subway tunnels, a mammoth cavern for a new underground station at 34th Street
and 11th Avenue and the station’s structures. Tunnel Boring Machines and
controlled blasting were used and resulted in several technical “firsts”.
This contract was completed in April 2012, five months ahead of plan. It
has already received several regional and national awards for its design
and construction. Operational service of the extension is to be initiated
in mid-2014. It is expected that ultimately the station will be the busiest
in the City.
The No. 7 Line Extension is a fast track program. It has undergone numerous
changes since its inception in 2002. Despite such changes, adherence to
budget and schedule have always been paramount to the project’s planning/design/construction
management team. As the program is funded by tax-free City bonds to be repaid
by taxes generated by the anticipated real estate developments, budget management
is particularly important. Whenever possible, during the various stages
of the project, opportunities to conserve money (or time) have been identified,
evaluated and implemented when appropriate. Overall, total expenditures
are forecast to be completed within budget.
From the beginning construction safety has been touted as the program’s
top daily concern. To date, accident rates are significantly below national
averages. Stringent quality assurance programs, during both design and construction,
have similarly been the focus of attention. The results have been reflected
in minimal numbers of change orders and instances of nonconformance from
design plans and specifications.
Mark J. Schiffman is employed by MTA Capital Construction
as a Vice President and Deputy Program Executive. He is engaged in design
and construction of the $2.4 billion No. 7 Subway Line Extension in Manhattan.
His direct responsibilities are to oversee design and “project controls”,
i.e., all aspects of scheduling, financial management, quality assurance,
safety, environmental compliance and other matters, pertaining to the project.
Mark joined MTACC in 2008. For more than 35 previous years he had been
employed by several different planning/engineering-architectural design/construction
management consulting firms. He was responsible for management of their
offices in New York, New Jersey, Pennsylvania and New England.
His technical experience includes work on a wide variety of public and
private works projects. They include roads, highways, bridges, buildings
(commercial, residential, industrial), utilities, rail and bus transit facilities,
Mark is a licensed Professional Engineer and an attorney. He received a
B.S. (major – civil engineering) from Cornell University, a Master of Engineering
(major – traffic and transportation) from the University of South Carolina,
and a Juris Doctor from the University of North Carolina (Chapel Hill).
Saibal Basuroy, B.S in Civil Engineering from NIT, India has
25 years of experience managing Construction projects internationally. Saibal’s
expertise includes Project and Program Management for large scale projects
from concept to commissioning for Steel Plants, Power Plants and Infrastructure
Projects. Last 12 years Saibal is involved in Project Management of Transit
projects in North East corridor for Amtrak, NJ Transit and MTA. Saibal’s
core role includes Scheduling, Cost and Budget Control, Risk Management etc.
Saibal is a long time PMI member and PMP. Currently Saibal is involved
with Construction of $2.3 Billion “Number 7 Line Project” of MTACC at Manhattan,
NY as Senior Project Controls Manager and working for Hill International,
a globally renowned construction Management firm.
Well is An Art
A facilitated session of networking. We continue our fast-paced program
to teach networking, present career / business opportunities and encourage
you to practice what you have learned. Whether you want to land
your next job, advance your career or simply meet new people, mastering the
art of networking is critical in this climate. Join your peers and
practice your networking skills!
The PMINJ PMO LCI hosted its quarterly Panel Discussion facilitated by the
core PMO LCI team. It was an interactive session where participants had an
opportunity to discuss best practices, challenges, and other information
about PMOs. We welcome your input to make each panel discussion useful
to you and fellow LCI members.