Bertha before drilling began in July 2013. CreditTed S. Warren/Associated Press

It's been 18 months since I first blogged about Seattle's big dig project: the tunnel to replace the Alaskan Way viaduct. This was a huge project including the world's largest drill bit with a 57.5 feet diameter. I remember reading a few months ago about the bit hitting an unknown object that caused it to stall. What's going on now?

A hole dug by Bertha, the tunnel-boring machine that went dormant last December.CreditDavid Ryder for The New York Times

In a recent NY Times article, we learn that the pipe it hit back in December caused damage that has stalled the drill until next March. Rescuing the bit required the drilling of a shaft to reach the damaged area, shoring up the tunnel it already dug to prevent it from collapsing, replacing huge parts then making further repairs.

A crane hoisting a tunnel-boring tool at a construction site where a large shaft is being dug to get to Bertha. CreditDavid Ryder for The New York Times

One of the biggest problems is the size of everything involved. When everything is scaled up, the cost and time to repair problems scales up exponentially. The eighteen month delay and hundreds of millions in budget overruns all stem from an eight inch diameter steel pipe that nobody involved in the project knew was in the way of Bertha. I'd love to see the official risk management of this project.

With all the corruption rampant in India, it is a refreshing surprise to see a huge proejct like the Delhi Metro come in on time and budget and actually make money. How is this possible? A great article in Australia's The Age looks into this to find that the project's success hinges on the personality, strength and confidence of the Project Manager, E Sreedharan.

Sreedharan agreed to take on the Delhi metro on one condition: no political interference. He hired a small, motivated staff, solely on merit, paid them well, and sent them overseas to study how the world's best metros worked. He insisted on developing expertise within the organisation, rather than relying on consultants.

Deadlines and budgets had to be realistic and achievable; but once set, they were not to be altered, save in compelling circumstances. Once a decision was made, it was final. If anything went wrong, there was no hunt for scapegoats, only for solutions. A colleague told Forbes magazine that in 30 years of working together, he never heard Sreedharan shout at anyone.

There was no mercy, however, if the issue was corruption, so rife in India. Anyone caught was out immediately. Sreedharan ignored the rule book on competitive tenders to award tenders to firms he trusted - but if they failed to deliver on time, quality and budget, they, too, were out. Politicians used to pulling strings to get jobs or contracts for their allies found their strings were cut.

Mr. Sreedharan was named India's man of the year for his efforts and the government won't let the 81 year-old man retire.