Case Study: Ohio River Bridges Project – Project Delivery Integration Challenges (2013)
Project Overview
• Name: Ohio River Bridges Project
• Location: Louisville, Kentucky
• Year: 2013
• Project Size: $2.6 billion
• Scope: Construction of two new bridges and related highway connections using a Design-Build-Finance-Operate-Maintain (DBFOM) P3 model
• Lead Agencies/Contractors: Kentucky Transportation Cabinet, Private Consortium
Category of the Issue, Problem, or Challenge
• Project Delivery Method
• Public-Private Partnership (P3)
Summary of the Issue, Problem, or Challenge
Construction phase was challenged by complex coordination requirements among design, construction, finance, and operations teams. Misaligned objectives and unclear governance slowed decision-making and led to cost and schedule impacts.
Root Cause Analysis
- Complexity of integrated DBFOM model with multiple parties and responsibilities.
- Lack of clearly defined roles and decision authority in governance documents.
- Insufficient integrated project management systems.
- Inadequate communication between operational and construction stakeholders.
Impacts Due to the Issue, Problem, or Challenge
• Construction delays of 9 months.
• Cost overruns around $90 million.
• Prolonged disputes requiring arbitration and renegotiation.
Corrective Actions Taken
- Clarified governance structure and decision-making processes.
- Implemented integrated project management software accessible to all parties.
- Conducted regular multi-party coordination meetings with clear agendas.
- Facilitated cross-functional workshops to align objectives.
Lessons Learned
- Integrated delivery models require robust governance and clear role definition.
- Technology platforms facilitate transparency and coordination.
- Frequent structured communication prevents misunderstandings.
- Alignment of diverse stakeholder objectives is critical.
Audit & Prevention: Project Control Questions to Ask on Future Projects to Help Control the Situation
- Are governance and roles clearly documented and agreed upon?
- Is integrated project management software used by all teams?
- Are regular multi-stakeholder meetings scheduled and productive?
- Are objectives aligned across design, construction, finance, and operations?