Shore Towers projects

I think everyone is concerned about the project management that allowed a 1-year local 11 project to extend to 2 years. This is reappearing with incomplete, and potentially dangerous, lack of vertical service that has gone on much longer than originally expected, using two different systems to use the only two regular elevators (when the freight is not available). Accessing upper floors in an emergency could be delayed by minutes as a result. 

To their credit, the Board has kept projects on-budget in spite of excessive overruns in terms of schedule. However, without better oversight and long-term planning from leadership, I am afraid we will only see situations like this develop again and again as our rehabilitation projects continue. Delays are always part of the game, and are expected. But project management isn't only holding contractors to their price, but also to the allotted time.


My big fear is that if we remain short-sighted in this regard, we may not be able to pull that trick off again. The current board has an excellent track record for keeping projects on-budget; but there also needs to be a stronger effort to keep projects on-schedule with closer oversight and clearly defined goals along the way, with appropriately defined measures for keeping the projects on-time as well as on-budget