Fun page. The whole BER project and its delays is such an astonishing example of management that it is hard to believe it happened. I first thought it could only happen in some 3rd world country, but in fact, it couldn't happen in a 3rd world country. In a 3rd world country, the political leadership would simply jail bureaucrats until someone signs off the safety papers and says, go ahead and open the airport, never mind that the fire safety regulations were not followed.
But in Germany it was possible to have a) strong-willed politically elected project leaders who think they can waive off the regulations, and b) bureaucrats who still stick to the rules and keep their jobs.
What was most surprising was how the opening of this airport was "on track" until almost the last minute. I could imagine that many subprojects were late, but every subproject knew that some other subproject is even more late than they are, so everyone kept reporting "on track and in schedule" trusting that the other part will get the blame. Until the bubble burst.
In a way, this affair, although ridiculous, is a compliment to the safety culture and integrity of German bureaucracy, even if it irritates those of us who are squeezed at TXL.
But in Germany it was possible to have a) strong-willed politically elected project leaders who think they can waive off the regulations, and b) bureaucrats who still stick to the rules and keep their jobs.
What was most surprising was how the opening of this airport was "on track" until almost the last minute. I could imagine that many subprojects were late, but every subproject knew that some other subproject is even more late than they are, so everyone kept reporting "on track and in schedule" trusting that the other part will get the blame. Until the bubble burst.
In a way, this affair, although ridiculous, is a compliment to the safety culture and integrity of German bureaucracy, even if it irritates those of us who are squeezed at TXL.