> Unlike infrastructure projects in Britain or America, which are heavily reliant on external consultants to handle all stages of the project, this group of well-paid in-house engineers led much of the Madrid Metro expansion. The team stayed largely the same throughout the different projects, meaning that they were able to learn from their experience and apply it to future projects. Imagine that: building expertise i…
There are serious issues with that approach. If you don't have continuous funding from the projects, you end up with a big overhead of highly paid engineers without work for them to do. Then you have to lay them off, so you lose the institutional knowledge anyway. We tried this early on with sound transit in Washington state, and because engineering work is boom and bust on a project by project basis, the model just…
A morbid equivalent from the Middle Ages: bigger medieval cities had their own headsman, and they solved the risk of underemployment by sending him on external "jobs" to smaller towns where executions were rare.