Bank station upgrade presentation 9th June 2014
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Bank station upgrade presentation 9th June 2014

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Presentation on the upgrade to the London underground station at Bank

Presentation on the upgrade to the London underground station at Bank

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    Bank station upgrade presentation 9th June 2014 Bank station upgrade presentation 9th June 2014 Document Transcript

    • 1 1.17 billion passengers a year Bank Station Capacity Upgrade Project Innovative Contractor Engagement Simon Addyman Programme Manager APM Project Professional of the Year 2013 Bank Station Capacity Upgrade Project • Passenger Demand • Project Definition • ICE Procurement Model • ICE Outcome Agenda
    • 2 1.17 billion passengers a year1.17 billion passengers a year Accelerating Growth 1,170,000,000 passenger journeys ?
    • 3 Peak Congestion (2031) Underground By 2026, 30 Central London Stations will experience crowding greater than 4pppsm A rising proportion, currently 53% of journey time, is spent in stations rather than on trains.
    • 4 Project Background – Business Need Project Background – Requirements & Benefits
    • 5 Project Background – Requirements & Benefits • Congestion relief – minimum passenger flow of Fruin level C • Step Free Access ... including acceptable means for persons with reduced mobility (PRM) • Fire & evacuation – compliant measures throughout all new station areas • Journey Time • Ambience • Step Free Access Requirements: Benefits: PRIMARY REQUIREMENTS • Increased capacity, reduce Journey times • Step-free Access • Compliant fire and evacuation PRIMARY BENEFITS • Journey time benefits of £774m • Capacity of Fruin level C • Benefit:Cost Ratio is 2.4:1 BankBank MonumentMonument Constrained Work Site Complex Power Solution Complex Construction Sub-optimal Operational Interchange Sub-optimal Over time Over budget Project Baseline Solution – RIBA D
    • 6 Contractor proposal Baseline scheme Lessons Learnt from Victoria Station Upgrade Bank SCU traditional v ICE
    • 7 ICE – A structured solution Key features of Innovative Contractor Engagement: • Pre-qualify innovators. • A structured and protected dialogue phase. • LU disclose ALL project information and acknowledge the cost of dialogue. • Requirements statement and bid evaluated against business output. • Orthodox ITT/ Target cost Contract. • LU share value of innovative ideas from unsuccessful bidders ICE in Practice
    • 8 Project Solution - Stakeholders • 67 buildings in the zone of influence • 38 buildings with Heritage interest • 6 buildings Grade 1 Listed – notably St Mary Abchurch (Wren) and Mansion House • 14 Buildings are Grade 11/11* • 80% buildings are in a conservation area Innovation in Project Management: A New ‘Front End’ Triangle
    • 9 Innovative Tender Evaluation BASE 1 2 3 4 Product 625,000£ 625,000£ 625,000£ 625,000£ 625,000£ CR1: Capacity Enhancement 17.0% 8.50 10.00 8.50 12.00 10.00 CR2: Reduction of Journey Times 17.0% 8.50 8.50 8.50 12.00 8.50 RO3: Design & Construction 15.0% 7.50 8.50 7.50 7.50 7.50 CR4: Step Free Access 10.0% 5.00 5.00 10.00 5.00 7.00 CR5: Fire and Evacuation Plan 10.0% 5.00 5.00 5.00 5.00 5.00 Subtotal Product 69.0% 34.50 37.00 39.50 41.50 38.00 Method RO1: LUL Project Business Case 2.5% 1.25 1.25 1.25 1.25 1.25 RO2: Transport and Works Act Order 5.0% 2.50 2.50 2.50 2.50 2.50 CR 3 Disruption during construction 12.5% 6.25 6.25 6.25 8.00 6.25 CR 6 Time 2.5% 1.25 1.25 1.25 1.25 1.25 CR 7 Design to Cost 2.5% 1.25 1.25 1.25 1.25 1.25 RO4: Opportunities 6.0% 3.00 3.00 3.00 3.00 3.00 Subtotal Method 31.0% 15.50 15.50 15.50 17.25 15.50 Total 100% 50.00 52.50 55.00 58.75 53.50 Total Rank 5 4 2 1 3 Value Rating - £100m = 8.00 Quality pts if P = £625m) 8.00 8.40 8.80 9.40 8.56 VR rank 5 4 2 1 3 VFM 85.11% 89.36% 93.62% 100.00% 91.06% P equiv 531,915£ 558,511£ 585,106£ 625,000£ 569,149£ Lost Value 93,085£ 66,489£ 39,894£ -£ 55,851£ Value of a Quality point (rank 1 .v. rank 4) £k £10,638 Better Value for LUL • B:CR increase by 1.1 to 3.5:1 (45.1%) • Journey time benefits increased by £148m to £923m (19.2%) • EFC reduced by £61m to £563m (9.8%) • Induced Revenue increased by £31m to £229m (15.6%)
    • 10 The Final Scheme – Key Features The Winning Ideas! 94m Moving Walkway Arthur St Tunne l Acces s Triple Escalat ors everyw here Arthur St Tunnel Access Triple Escalators everywhere Retained 20 Abchurch Lane for Site Offices 94m Moving Walkway Whole Block construction site Simpler Power Relocation Scheme Reduced Blockade Reduced Blockade Improved Customer Experience Includes: • 12 New Escalators • 3 New Lifts • 2 No moving walkways
    • 11 Final Scheme Improvements Legion Modelling shows a vast improvement of both journey time and congestion relief on the original scheme Final Scheme Improvements from Northern Line SB to Central Line will start automatically… AM 2026+31%Base Scheme Proposed Scheme
    • 12 4D Model of Proposed Works
    • 13 A Collaborative Solution The Alliance Protocol • Alliance Management Structure (G5, ADT, etc). • Bank Board. • Co-location. • Behavioural and risk reduction incentivisation mechanism to be shared down the supply chain. • 8 core project objectives. • 24 smart team objectives leading to personal objectives for each team member.
    • 14 • Embedded in design teams • All key suppliers on incentivised contracts • All key delivery sub-contracts in place by start of Detailed Design Phase • Extensive input into early BIM 3D model development and clash detection during early design Tier 2 Engagement • Design Workshops: • Including operator, sponsor, maintainer, contractor and crucially tier 2 suppliers. • Early design wins and full ownership of design solutions Core Design Team Process at Scheme Design Stage
    • 15 Bank Station Capacity Upgrade Technical Design Developments page 5 • Back of house accommodation at ground floor minimised • Improved sightlines to lift lobby • LU transformer room relocated to basement level • Maintenance lift access to all plant rooms • Soffit maintenance zone provided • Integrated 3D BIM model Programme
    • 16 The Winning Scheme Thank You Any Questions