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ENGG461 Project Management

Research Case Project:

Gotthard Tunnel

Gotthard Base Tunnel

Levi Kidd - Mechanical

Riley Smith - Mechanical

Edward Cook - Mechanical

Anthony Gemayel - Mining

Project Introduction

Introduction to Case Study

Gotthard Base Tunnel

  • Longest railway tunnel in the world at 57 km.

  • Key goals: - direct route through Swiss alps

- reduced transit times

- decrease the use of freight trucks

- reduce the traffic of local routes

  • Resulted in decreased environmental impacts of trucks,

and truck related fatalities on the road.

  • Collaborative project between Swiss Federal Government, Alp Transit Gotthard (ATG) and the Swiss Federal Railways (SFR).

Introduction to Case Study

Presentation Outline

This presentation overviews:

  • Key project highlights of the Gotthard Base Tunnel
  • Key PM knowledge areas of the project
  • Teams analysis of the project

Case Project Highlights

  • Key challenges faced
  • Substantial issues encountered

Case Project Highlights

Tunnel Alignment

  • Tunnels were to be aligned with a 100 mm lateral and 50 mm vertical deviation at all breakthroughs.

  • Alignment achieved with "LN02", first order leveling network (est. 1902), with addition of 20th century technology and surveying methods

Tunnel Alignment

Source:

http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.197.7248&rep=rep1&type=pdf

Piora syncline spanned 150m in length and was composed of hard dolomite rock and no water.

Piora Syncline

Steel rings and shotcrete were constructed 1m behind the drilling head to prevent jamming by ground squeezing.

Railway Tolerances

  • Tolerance for the distance between the parallel rails was just 1 mm.

  • Tolerance for the difference in height between one sleeper block and the next was 0.1 mm.

  • Purpose built precision track laying machines were used.

  • Surveyors followed to further adjust any variations.

  • Tracks were then concreted in place.

  • Any out of tolerance measurements would mean a tear up and re-lay.

Railway Tolerances

Source:

- http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.197.7248&rep=rep1&type=pdf

- https://www.youtube.com/watch?v=BoKAHR6msM0

Designing of Safety Systems

  • Design of elaborate safety system needed for various risks and hazards, post construction, as emergency services and rescue teams are not able to respond quickly.

  • Including: - Escape routes

- Safe areas/Emergency stations

- Effective ventilation

- Effective drainage systems

- Inbuilt disaster prevention

- Disaster mitigation plans and

technology

Designing of Safety Systems

Source:

https://www.researchgate.net/profile/Bernd-Hagenah/publication/343178828_Safety_Challenges_in_Long_Rail_Tunnels/links/5f1a4778299bf1720d5fcb83/Safety-Challenges-in-Long-Rail-Tunnels.pdf

Geological Phenomena

  • Ground Squeeze: where the surrounding rock mass squeezes the tunnel after excavation, causing deformation.

  • Rock burst: mini earthquake vibrations causing the sprayed concrete to crumble and steel reinforcements to deform.

  • After phenomena occur and stabilize the tunnel is then repaired and rebuilt with stronger materials.

Geological Phenomena

Source:

https://www.ice.org.uk/eventarchive/challenges-of-the-gotthard-base-tunnel-london

Key PM Knowledge Areas

Time Management and Scheduling

Time Management

Time Management and Scheduling

  • Work was set at 24 hours a day

  • The project scheduling was aided by Project Office

  • The scheduling of the project was a 17 year long plan

  • CIM database allowed for many organizations to work simultaneously

  • Result of good time management meant project was completed 7 months early

Examples of scheduling

Scheduling

  • Laying and mixing concrete in perfect time intervals to never stop working
  • Railway lines timed perfectly as to transport align and weld without stopping

Project Timeline

Cost Management and Budgeting

Cost Management and Budgeting

  • 13.157 billion CHF - Budget
  • 6.323 billion CHF - Initial Estimate
  • 9.774 billion CHF - Closing Cost (excluding inflation, loan interest and value added tax)
  • 12.2 billion CHF - Final Total Cost

Source:

https://etouches-appfiles.s3.amazonaws.com/html_file_uploads/9d33a09b8843295cfeae30f26ed8fda9_alptransittrackfiveinfrastructure-belgrave.pdf?response-content-disposition=inline%3Bfilename%3D%22alptransit%20track%20five%20infrastructure%20-%20belgrave.pdf%22&response-content-type=application%2Fpdf&AWSAccessKeyId=AKIA3OQUANZMMJEUYZBJ&Expires=1618982452&Signature=11xuNFj9dQMVV5OfhSzn1QmTSps%3D&fbclid=IwAR374QqM5SWw6vmjuauS_0BzSFadwsXHmuPEveepXSANa2nFq46mQWz7xb4

https://www.europarl.europa.eu/RegData/etudes/STUD/2014/529081/IPOL_STU(2014)529081(ANN01)_EN.pdf

Budget Modifications

Source:

https://www.europarl.europa.eu/RegData/etudes/STUD/2014/529081/IPOL_STU(2014)529081(ANN01)_EN.pdf

Project Procurement Management

Project Procurement Management

  • Procurement was completed in a year so that the budget would remain fixed

  • Sub-contracted parties successfully developed:

  • custom rail lines to account for freight and passenger trains

  • tunneling machinery

  • special concreting machinery

  • Drafting procedures

  • Electrical and Control systems

Risk Management

Risk Management

Risk Process Flowchart

Risk Management Process

• Avoidance of a risk: cease work on a specific task.

• Reduction of a risk: implement appropriate risk mitigations.

• Transfer of a risk: partly or completely handover task to third party.

• Acceptance of a risk as a residual risk.

Risk Evaluation Table

Risk Classification

Risk Management Stagey

• If a risk scores above the acceptance threshold (score of 6 – 9), mitigations must be completed as a priority until the score is reduced to below the threshold, i.e. residual risk.

• A risk score of 2 – 4 will require an assessment on whether additional risk mitigations are necessary.

• Risks featuring high impact scores (3) but low probability are infrequent events with major consequences where emergency measures are evaluated.

• Opportunities that score above the action threshold are seen to add value to the project and must be undertaken.

Impact and Scoring Matrix

Risk Register

Risk Register

Stakeholder Management

  • From a popular vote (65% of the swiss people) the Gotthard tunnel was approved by the Swiss government.
  • A 100% Swiss Federal Railways (SBB) subsidiary, AlpTransit Gotthard.
  • ATG answers to three government entities, the FOT, SFR and the federal parliament
  • Scope was never changed.

Stakeholder Management

Source: https://www.icevirtuallibrary.com/doi/full/10.1680/cien.14.00001

Reasons behind model success:

Reasons behind Model Success

• Direct and simple management and control by the client (FOT)

• Transparency through direct parliamentary oversight and control

• Clear boundaries between the roles of client, constructor and operator

• Efficient project execution thanks to a lead organization with short communication

Team Evaluation

The case project was an absolute success and was completed 7 months ahead of schedule and under budget.

Team Evaluation and Conclusion

Technical Lessons Learned

Technical Lessons

  • Optimize TBM to geology
  • Make sure the TBM can handle a crisis situation
  • Open gripper TBM was the correct choice
  • Exploration ahead of the TBM is essential

Source:

https://www.ice.org.uk/eventarchive/challenges-of-the-gotthard-base-tunnel-london

Managerial Lessons

  • Decisiveness is key.
  • Risk Management is important when it comes to scheduling and more importantly safety.
  • Competent staff play an important role in the project.
  • Expecting and dealing with delays appropriately.

Managerial Lessons

Conclusion

Through the analysis of this project, we can appreciate the value of Project Management

Conclusion

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