Boston Tunnel: Lessons in mega-projects

In 1991, Boston’s Central Artery was a 6-lane bottleneck choking the city’s growth. Commuters spent up to 10 hours a day trapped in traffic jams. Business hubs were disconnected. Entire neighborhoods were isolated. This was the problem the Big Dig promised to fix.

Twenty-five years later, the bottleneck was replaced by tunnels, parks, and open skies. Citywide carbon monoxide levels dropped by an estimated 12%. But the costs? The final price tag soared to $15 billion (and $24 billion with interest), far exceeding the initial $2.6 billion estimate. A fatal tunnel collapse in 2006 claimed the life of a driver, casting a shadow over the project’s engineering marvels. Boston’s Big Dig aimed to reshape a city, but it also became a symbol of mismanagement.

Mega-projects come with mega-risks, and the Big Dig's cautionary tale offers Ukraine valuable lessons as we rebuild and develop infrastructure. In this article, we discuss five key takeaways — feel free to share more in the comments. Let’s dive in.

Lesson 1: Plan, integrate, and collaborate from the start

The Big Dig struggled because of poor planning, fragmented responsibilities, and late-stage revisions. These mistakes drove up costs, delayed construction, and created frustration.

The original plans didn’t address key challenges, like Boston’s weak soil and proximity to subway tunnels. During construction, engineers realized the soil wasn’t stable enough and had to freeze it to prevent collapses. This unplanned fix added significant time and expense.

The project used the design-bid-build method, separating design and construction into different contracts. Designers and contractors didn’t work together closely. For example, contractors found utility lines that didn’t match the design drawings or weren’t mapped at all. Fixing these mistakes required redesigns mid-project, causing more delays.

Planners didn’t fully understand the risks of building near active subway lines. This led to last-minute solutions, like stabilizing tunnels with extra supports, which increased costs and disrupted workflows.

Integrated planning avoids these problems. Using the design-build method ensures designers and contractors collaborate from the beginning.

Tools like Building Information Modeling (BIM) add another layer of protection. BIM creates a detailed digital model of the project, helping teams identify risks, simulate construction steps, and resolve conflicts before work starts. With proper integration and advanced tools, projects save time, avoid surprises, and run more smoothly. This is why the Agency team is currently learning BIM from the British Infrastructure and Projects Authority (IPA).

Lesson 2: Rigorous quality control at every stage is non-negotiable

In 2006, a 26-ton concrete ceiling panel in the I-90 connector tunnel collapsed, crushing a car and killing Milena Del Valle. Her husband survived the accident, but the tragedy revealed critical failures in oversight and quality control.

What went wrong?

• The adhesive securing the ceiling bolts wasn’t tested for long-term durability and degraded over time.
• Installation errors left some bolts improperly embedded in the concrete, weakening their ability to hold the panel.
• Engineers didn’t account for the combined weight of the panels or long-term stress on the bolts.
• Multiple contractors worked on the ceiling without clear accountability for safety checks or enforcement of standards.

These mistakes stemmed from poor oversight. Multiple contractors worked on the ceiling, but no one ensured quality standards were met. Coordination failures created confusion about who was responsible for safety checks.

The collapse led to public outrage, lawsuits, and a $407 million settlement from the main contractor, Bechtel/Parsons Brinckerhoff. Criminal charges followed, further damaging the project’s reputation.

This is why we believe oversight must be centralized and enforced. Fragmented procurement and unclear accountability create risks that no large-scale project can afford. To avoid these pitfalls, we at the Agency for Restoration are preparing to launch a Central Procurement Organization. This organization will centralize the procurement of various services, including oversight by engineers, to ensure consistent quality standards and establish clear lines of accountability at every stage of every project.

Lesson 3: Open and timely communication is foundational

Large projects like the Big Dig are complex and prone to mistakes. As Daniel Kahneman’s concept of “noise” in decision-making suggests, errors will happen due to the variability in human judgment. However, the Big Dig’s missteps were worsened by poor communication, which eroded public trust and damaged its reputation.

Budget overruns and delays

The project’s budget ballooned from $2.6 billion to $15 billion, with interest pushing it to $24 billion. These escalating costs were not transparently communicated to the public. Stakeholders were often left in the dark about why the overruns occurred or how they would be managed. This lack of transparency fueled frustration and made the project synonymous with wasteful spending.

Construction disruptions

For years, Boston residents faced daily traffic gridlocks, construction noise, and detours. Despite this, outreach to explain the disruptions or offer mitigation strategies was minimal. Public patience wore thin as communication about the long-term benefits failed to offset the immediate inconvenience.

The 2006 tunnel collapse

The ceiling collapse in 2006, which killed a driver, further shattered public confidence. Instead of taking responsibility and addressing the tragedy transparently, project leaders issued defensive statements. The response felt dismissive, amplifying public outrage and reinforcing perceptions of mismanagement.

Clear, proactive communication could have made a significant difference. Transparent updates on delays and costs, regular engagement with affected communities, and honest responses to crises could have maintained trust.

For Ukraine’s reconstruction, this lesson is critical. Mistakes are inevitable in complex projects, but how we communicate about them defines public perception. Clear updates, open dialogue, and a commitment to transparency ensure trust and credibility, even when challenges arise.

Lesson 4: Make environmental impact a core priority

The Big Dig made Boston greener, with achievements like the Rose Kennedy Greenway and restored wetlands. However, some environmental strategies emerged as responses to unexpected challenges during construction, adding costs and delays.

What worked

• The project replaced the elevated highway with urban parks like the Rose Kennedy Greenway, transforming downtown Boston and connecting neighborhoods
• Excavated materials were repurposed to restore wetlands and reclaim landfills, turning waste into community benefits.
• Reduced congestion led to a measurable drop in citywide carbon monoxide levels by 12%.

Where it fell short

Environmental strategies often addressed unforeseen problems during construction rather than being planned from the start. For example, unanticipated water leaks in tunnels required additional mitigation steps, delaying progress and increasing expenses.

Environmental planning needs to be built into every phase of a project. Early integration of sustainability efforts reduces risks, manages costs, and enhances public support. For Ukraine, this means embedding green initiatives — such as renewable energy, efficient waste management, and sustainable urban design — into reconstruction efforts to ensure long-term benefits for communities.

Lesson 5: Complex infrastructure takes time

The Big Dig took more than 20 years to complete. Planning began in the early 1980s, and the final work wrapped up in 2007. Big projects like this are never quick. They involve layers of approvals, unexpected challenges, and the need to keep cities running during construction.

Why it took so long

• The environmental review took five years, and funding debates stretched the timeline further.
• Crews worked around subway lines, unstable soil, and heavy city traffic. Progress had to happen in phases to avoid shutting Boston down.
• Problems like tunnel water leaks and mismapped utilities forced costly redesigns and slowed progress.

The long delays tested residents. Years of noise, detours, and gridlock wore people down. With costs climbing, many questioned whether the project was worth it or if it would ever finish.

Big projects take time. Expecting quick results only creates frustration. For Ukraine, rebuilding will take years, and some parts will take decades. Setting realistic timelines and sharing clear updates will keep public support strong. Infrastructure isn’t just about speed — it’s about doing it right for the long term.

The Big Dig shows that rebuilding is never simple — it demands time, effort, and a willingness to learn from challenges. For Ukraine, the task ahead is immense, but so is the dedication of those working to make it possible.

Let’s keep building — one brick at a time.