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A construction project: The Millau Viaduct

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About the document

Published date
Language
documents in English
Format
Word
Type
term papers
Pages
17 pages
Level
Expert
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  1. Summary
  2. Introduction
  3. Presentation of the project
    1. Project background: motivations for its implementation
    2. Millau viaduct: A challenge
    3. The Pre-Construction and Planning Stage
    4. Construction stage
    5. Completion of the project
    6. Resources needed and costs
    7. Result: A great success
  4. Environmental analysis: Uncertainty management
    1. Risk and uncertainty: A broad scope of definitions
    2. Key areas of uncertainty
    3. Managing uncertainty
  5. Project's stakeholders: Identification and analysis
    1. The power/interest matrix
    2. Analysis of the project's stakeholders
    3. Managing stakeholders
  6. Project organization: Ideal structure for the project
    1. External structure
    2. Internal structure
    3. Project culture
    4. Millau Viaduct Program as an organization: The bureaucratic project
  7. Conclusion
  8. Appendix
  9. References

The project of a viaduct over the Tarn Valley and the city of Millau in Southern France was a major issue for many years among the French population and the Ministry of Transport. It aimed at providing a solution for the severe traffic jam that occurred every summer, and its by-product, especially pollution and hazard inside the town of Millau. This project was a real challenge since the bridge's construction was a huge undertaking facing many technical problems and it proved to be a major construction innovation. The analysis of this project will be focused on three major areas: uncertainty management in the first part, stakeholders' management in the second part and organizational structure in the third part.
In the first part, we find that Millau's project faces a specific environment and the specific uncertainties arising from it: time and costs as well as stakeholders' expectations. Besides, threats are found to be more emphasized than opportunities, and dealing with both at the same time can help Eiffage, especially regarding reaction and pressure of local population, also referred to as residents. Even though the global level of uncertainty is rather low, the project team should work more on its relationship with the major actors involved.

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