Leveraging Decades of Experience to Manage Complex Infrastructure Projects
Over a career that spans decades, Kuldip Singh has leveraged his deep understanding of transportation agencies' procedures and expectations to successfully deliver complex federal and state-funded transportation projects. His 40-plus years of design and project management experience, coupled with his hands-on approach, ensures that every project detail is covered and that clients have access to information at a moment’s notice. In addition, he mentors early-career professionals who work alongside him and gain valuable insights from his extensive knowledge.
What are the key learnings from your experience managing major roadway widenings, interchange design and construction and other complex transportation projects?
From a project management standpoint, clients gain the greatest value from a team that is prepared and communicates well with the client’s organization. That preparation and communication is the project manager’s responsibility. An exceptional project manager accrues a complete understanding of the project from the beginning and remains hands-on, maintaining consistent awareness of every aspect of the project to be able to respond immediately, day or night, when a client has a question or needs information.
The project schedule is of utmost importance to the client. It’s imperative to listen well and understand what is important to the client. The goal is to ensure the client’s success by delivering the project within budget and on or ahead of schedule.
What are the top three or four essentials required for delivery of complex highway/interchange design and construction projects?
Successful delivery depends first on listening to and working with the client’s project manager and their team and gaining buy-in from stakeholders, including the public, through vigorous engagement efforts. With that foundation in place, a complete understanding of the project goals, combined with effective planning to identify and address the issues that could impact delivery, are paramount throughout design and construction. Diligently implementing the budget and quality processes ensures the client’s needs are met and the final project is the best solution. Each of these essentials hinges on the project manager maintaining clear and consistent communication with the client, the project team and subconsultants.
An exceptional project manager [...] remains hands-on, maintaining consistent awareness of every aspect of the project to be able to respond immediately, day or night, when a client has a question or needs information.
– Kuldip Singh
Senior Project manager
In a complex infrastructure project, from planning through design and construction, how do you make sure you’re keeping the traveling public in mind?
Specifically, for the New Jersey Department of Transportation, I work with the project manager through the Community and Constituent Relations group, applicable subject matter experts and the Traffic Operations unit, while hearing from businesses, residents and other users of the infrastructure through public outreach programs. This teamwork approach facilitates an understanding and response to their needs resulting in favorable project support.
Because public safety is of utmost importance, we focus on constructability and long-term safety of the facility when designing. During construction, we work with the resident engineer and prioritize vehicle, worker and pedestrian safety to minimize construction impacts.
Creative solutions make a huge difference. For example, a couple of years ago, while designing a bridge in a downtown area, our construction sequence required multiples stages requiring two years to replace. After understanding the needs and concerns of the stakeholders and working with the client, we were able to develop an alternative that diverted traffic to a detour route, allowing us to close the bridge completely and replace it in about six weeks. Avoiding two years of traffic disruptions was an enormous benefit to local officials and community members.
What approaches do you recommend to effectively manage right-of-way issues?
Right-of-way acquisition is a significant factor in every major highway and interchange reconstruction or expansion. This activity generally has the longest duration in the project schedule. To minimize these impacts, a project manager should recommend acquiring only the right-of-way that is absolutely needed and should follow the latest right-of-way procedures, which can frequently change.
Because revising approved right-of-way acquisition maps causes project delays, the project manager can minimize the potential for changes by completing the design of major project elements, performing a thorough constructability and design quality review before finalizing the right-of-way deliverables. When changes are unavoidable – such as a change in property ownership or a minor development/subdivision – it’s incumbent on the project manager to communicate with the design team, the client project manager and right-of way division and quickly deliver revised right-of-way documents.
How has working for state DOTs in the past prepared you to be the project manager you are today?
I’ve learned and experienced a great deal working with wonderful people from various transportation agencies. At this point in my career, I understand DOT procedures and processes and know how to translate the details and schedule into a well-executed project management plan for design and construction phases.