Coquitlam Lake water tunnel upgrading—design and construction, a case history

1989 ◽  
Vol 26 (1) ◽  
pp. 90-102
Author(s):  
Frank Huber
Keyword(s):  
Large Diameter ◽  
Careful Evaluation ◽  
Rock Bolts ◽  
Project Completion ◽  
Ground Support ◽  
Warm Summer ◽  
Ground Conditions ◽  
Sand And Gravel ◽  
Construction Schedule ◽  
Timely Project Completion

This paper describes geotechnical and construction aspects of a water supply tunnel upgrading project, in the Coquitlam River valley, northeast of Vancouver, British Columbia. This tunnel conveys potable water from Coquitlam Lake, a major source of water for the Vancouver area, to below Coquitlam dam, into large-diameter supply mains. This project involved the enlargement of the existing tunnel in rock, and sand and gravel, and the construction of a new tunnel through a wide variety of ground conditions, including stiff silt and clay, sand and gravel with up to 12 m of groundwater head at the tunnel horizon, and granodiorite rock. These difficult ground conditions required careful evaluation of numerous costly excavation methods.The entire project was on a very tight construction schedule, as Coquitlam Lake is an essential source of water during the warm summer months. In total, 786 m of tunnel or decline was driven. To facilitate timely project completion, a decline was driven to intersect the existing tunnel about halfway between the intake and south portal outlet, providing the contractor with two additional faces to work from. Numerous types of ground support were used, including rock bolts, steel sets, and fibre-reinforced shotcrete. Construction was started in July 1986 and completed in May 1987. Key words: tunnel, soft ground, shoring, ground load, rock bolts, shotcrete, blasting.

The Case for Centralized IT Contract Management

2011 ◽  
pp. 125-133
Author(s):  
Anthony Briggs ◽  
Eric Walden ◽  
James J. Hoffman
Keyword(s):  
Information Retrieval ◽  
Organizational Performance ◽  
Project Managers ◽  
Contract Management ◽  
Senior Managers ◽  
Project Completion ◽  
Efficient Contract ◽  
Software License ◽  
Timely Project Completion ◽  
Corporate Level

n this chapter a model is developed that describes four forces that move organizations toward centralized IT contract management. Specifically, the model illustrates how centralizing IT contract management enhances organizational performance in four areas. First, centralizing IT contract management allows for a corporate level view of technology, which supports not only interoperability, but also optimizes software license inventory. Second, it combats vendor opportunism by creating a set of contract negotiators who have as much knowledge as the vendor’s contract negotiators. Third, it enhances information retrieval, but locates the physical contracts in a central location, which allows the legal department, project managers, and senior managers to quickly and reliably locate contract details. Fourth, it provides the proper motivation to project managers and contract negotiators by rewarding each job separately rather than by lumping the rewards for timely project completion together with the rewards for efficient contract negotiation.

scholarly journals Maturing Construction Management Up The Bim Model & Scheduling Using Primavera

2018 ◽  
Vol 7 (3.10) ◽  
pp. 1 ◽  
Author(s):  
T Subramani ◽  
A Ammai
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Construction Management ◽  
Construction Projects ◽  
Hazard Management ◽  
Project Completion ◽  
Schedule Delay ◽  
Venture Management ◽  
Construction Risk ◽  
Timely Project Completion

Poor hazard management is among significant difficulties confronting the construction business on issues of timely project completion. Although hazard factors are various, the nature of construction projects being inclined to changes amid execution makes it hard to satisfactorily catch chance perspectives identified with scheduling and timely project completion. Conventional 2D PC based devices don't enough use digitized calculable data, along these lines constrained in capturing construction risk. Hence, derive the benefit  of prominent BIM to pass over this gap is presently being noted in growth  venture management. This examination researches the utilization of BIM in managing scheduling risk of construction projects. In our study, to properly minimize the risk of schedule delay in projects; construction sequencing exercises should be satisfactorily digitized and BIM offers the total chance to integrate vital aspects of project management that  management enhance scheduling risk management.  

The Anatomy of Geotechnical Risk Factors in Transportation Infrastructure Projects

2018 ◽  
Vol 4 (5) ◽  
pp. 20-30
Author(s):  
Amadi Alolote
Keyword(s):  
Risk Factors ◽  
Transportation Infrastructure ◽  
Infrastructure Projects ◽  
Selection Algorithm ◽  
Cost Overruns ◽  
Highway Projects ◽  
Contractor Selection ◽  
Project Completion ◽  
Ground Conditions ◽  
Geotechnical Risk

Ground conditions constitute a key risk factor that can ultimately determine the successful performance of construction contracts, with the literature reporting statistics of projects which have significantly exceeded their initial budget due to geotechnical uncertainties. The study explores the nature of geotechnical risk factors in transportation infrastructure projects, which potentially lead to cost overruns. The study provides a kaleidoscopic view of the various routes to managing risks due to the ground, at the preconstruction phases of highway projects, and how a lack thereof, can culminate to determine the trend of high-cost overruns in highway projects. The study findings reveal arguments and widely contested issues in geotechnical practice, which to various degrees, can have a significant financial impact on project completion cost in highway projects. The findings uncover various error traps and gaps in practice such as the lack of deterministic costing methods that better reflect heterogeneous ground conditions; insufficiency of preliminary geotechnical exploration; poor geotechnical risk containment in contracts as well as non-deployment of multi-dimensional geotechnically bespoke contractor selection algorithm. The study submits that these gaps in practice constitute the various trajectories through which geotechnical risk can trigger inefficiency and wastage of financial resources, leading to cost overruns in transportation infrastructure projects.

The Introduction and the Calculation of Virtual Expense Ratio in Decision Critical Path Method (DCPM)

2013 ◽  
Vol 860-863 ◽  
pp. 3031-3034
Author(s):  
Jian Xun Qi ◽  
Zhi Nan Kan
Keyword(s):  
Completion Time ◽  
Critical Path ◽  
Management Problem ◽  
Heuristic Rule ◽  
Expense Ratio ◽  
Schedule Management ◽  
Project Completion ◽  
Project Construction ◽  
Construction Schedule ◽  
Power Project

As the particularity of power engineering projects, in order to achieve great economic and social benefits as soon as possible, the owner often add reward or punishment factor on the power project construction schedule management. This paper improved the presentation of decision critical method (DCPM), using a simple arrow to present multi decision of a decision-making activity, similarly as PERT network. This paper introduce the concept of virtual expense ratio of different decisions, on the base of which combined the reward coefficient b and penalty coefficient a as well as the real project completion time T and the target completion time D. A new heuristic rule was proposed, not only takes the cost of different decisions but also considers the relations of real project completion time T and target completion time D. Thus, the new heuristic rule enjoys broader application than previous methods. The new calculation procedure is given, broad the application range of DCPM, and affords an effective new and practical method to help solving power project construction schedule management problem.

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