Managing the Alaska Pipeline Projectby Frank P. Moolin, Jr., (F.ASCE), Pres.; Alaska International Industries, Anchorage, Alaska,
Frieda A. McCoy, Dir. Information Systems; Northwest Alaskan Pipeline Co., Salt Lake City, Utah,
Serial Information: Civil Engineering—ASCE, 1981, Vol. 51, Issue 11, Pg. 51-54
Document Type: Feature article
At one point in the mid-1970s, construction of the Trans-Alaska Pipeline System (TAPS) was in big trouble—months behind and millions over budget. A major reorganization of the structure of the pipeline project was necessary. While maintaining certain centralized functions, the project manager introduced the idea of treating each pipeline section as a separate project, and cut down the number of layers of organization between top management and the contractors from nine to three. These organizational reforms are described. The basic differences between the orgainzation of projects and corporations, and the unique organizational features of megaprojects are discussed.
Subject Headings: Project management | Pipelines | Budgets | Pipeline management | Managers | Business organizations | North America | Alaska | United States
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