The Greenline and the Event Centre 1.0 were two sides of the same coin. Decisions made early without evaluation then presented big problems which weren't reexamined, instead, direction from council, whether from motion, or as expressed preference during Q&A, or from a councillor directly leading a process, was treated as sacrosanct. Extreme preference to not go back to council for redirection slows everything down. For the event centre, we saw how much better the result was when the footprint was allowed to grow, and the target number of seats was allowed to shrink which were both against Council preference.
For the Greenline, we never had that, because even during this last project phase, the expressed preference from a Q&A from iirc 2017 was stuck to. That preference is so strong, that even cutting most of the distance was preferable. But we never saw the tradeoff in public. I'm not confident an evaluation was ever made.
Imagine what it would be like being a career official in that environment. You don't get truth to power when council can define not giving answers they want as being difficult and have you shuffled off with little difficulty.
Its one reason project boards are in best practice brought in very early for projects that aren't typical, and stood up with a CEO that is compensated appropriately for the magnitude of the project. The board insulates the CEO from being fired, and the CEO can speak truth to power. The board forces the council to define their objectives early, and then works to meet those objectives, and shields the project from changes outside of those objectives. Having the objectives defined, lets the CEO respond to most requests with either: this does not serve the objective, do you want to redefine the objective? or, this is out of scope with the objective, perhaps this could be pursued through other means.