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
- 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.
- 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
- 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
Time Management and Scheduling
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
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
- special concreting machinery
- 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