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4D BIM: Successful Implementation
at NR Gravesend Railway Station
Christopher Brown – Managing Director, Oakwood Engineering
David Lindsay – Senior Delivery Manager, Network Rail
Project Overview - Scope £19.137m
• Remove the existing footbridge and water tower base
• Construct a new single span footbridge to replace the
old footbridge
• Work during the 15 Day Blockade
– Complete the new footbridge with lifts serving all platforms
– Remodel track and signalling layout throughout the station
– Extend existing Platforms 1 & 2 and construct a new Island
Platform & Canopy
– Changes to the Station Systems (PA, CCTV, Customer
Information, etc.)
– Changes to the Train tracking & control system at Ashford
Route Control Centre
– Changes to the on-board train communications and door
control systems
– Changes to the Channel Tunnel Rail Link Route
Control System for services to HS1
15 Day Blockade Stats
• 5,000m³ of new ballast
• 1,060 new sleepers
• 982m of new running track
• 1,463m of renewed conductor rail
• 400m of realigned conductor rail
• 120m of platform extensions
• 85m of platform reconstruction
• 275m of new island platform
• 1 new buffer stop
Reasons for Using this BIM Strategy
4D BIM Modelling:
• Programme: Deliver On Time
• Safety: Paramount
• 90 days of work condensed into 15 days
• First multi-disciplinary/trade 15 Day
Blockade
• 250 people per shift 24/7
• A step change to the ‘standard’ PM
packages
Project Collaboration
‘Nuts & Bolts’ Meeting: complete discipline collaboration
• Chaired by Construction Manager
• 4D Virtual Construction Model centre stage
• Multi-disciplinary design teams
• Multi-trade construction teams
• Site Management: access, compounds & storage
• Logistics Planning: engineering trains, plant & material delivery
• Planning Team: P3e ~ circa 50 reviews
• Safety Team: safe work zones, workforce deployment
• Risk Management: Quantifiable Schedule Risk Adherence
• Project Management
• Peer Reviews: visual project overview in 5 minutes ~ circa 30 reviews
Utilising the 4D Virtual Construction Model as a motivator for cross discipline
collaboration significantly enhanced cross functional teamwork
Before & After …
Before & After …
Video
Implementation of 4D
• On site collaboration – healthy breeding ground
• Maintains normal working practices – 2D design and
Primavera P6 programme
• Planning protocols
• Interoperability – utilise existing 3D models / data
• Level of detail requirements
• Establish component library
• Training
• Hardware and software
Logistics Clash – Tower Crane Clashes With
Building Façade
Dynamic Clash – Access To Passenger Hoists
Blocked By Temporary Prop
Dynamic Clash – Crane Prevents Jump Form
System Progressing
The Models
Model Uses & Value Added
- Program Clashes
Model Uses & Value Added
- Program Clashes
Model Uses & Value Added
- Program Clashes
Model Uses & Value Added
- Program Clashes
Model Uses & Value Added
- Program Inefficiency
Model Uses & Value Added
- Program Inefficiency
Model Uses & Value Added
- Safety Meetings
• The 4D Model was used to
have a full safety review which
resulted in implementing
addition safety staff and
methodologies.
• ‘Safety zones’ were identified
and ‘safety supervisors’ were
appointed and were dedicated
for each area.
Model Uses & Value Added
- Communication & Collaboration
• Workshops were held to
allow the project team
analyse the 4D model.
• The use of the model
boosted project
knowledge and facilitated
input from all members to
gain an optimised
solution.
Model Uses & Value Added
- Communication & Collaboration
Signal Sighting Logistics Planning
• Site Inductions / Safety Briefings
• Communication tool to all stakeholders, i.e. TOCs, FOC, Local
Authorities, Ashford Signalling Centre.
• Consents Management - Road closures, car park closures and
haulage plans were accepted on the first applications
• Design Management and Coordination
The Blockade
• Gale force winds and heavy rain during the first three
days
• 100 hours lost due to weather
• Work site described as ‘carnage’
• 4D model was a key tool to mitigate against lost time
• Hours were steadily ‘pulled’ back through re-scheduling
• Re-scheduling very efficient as all parties were aware of
the work interfaces via the 4D Model
Planned v Actual
Planned @ 05.00 hours, 27th Dec Actual @ 09.00 hours, 27th Dec
Project Outcome
• Completed on time with 1st train leaving at 04.33
on the 6th January
• No lost time to injuries
• No Reporting of Injuries, Diseases and
Dangerous Occurrences Regulations
(RIDDORS)
• No lineside neighbour complaints
• No penalty costs - £1.625m/day
• No reputational costs/litigation
Lessons Learned
It Works
• Ownership and dedicated resource to manage the push/pull of data
• Establish as early as possible/practical
• Trust the visual output and allow for revised programming
• Use a part of the Project Management ‘toolbox’
• KPIs to collate ‘hard’ factual evidence: BIM = ‘Bloody Impossible to Measure’
• Motivator for cross discipline collaboration to enhance cross function teamwork
• Employed by all disciplines; design verification, construction verification etc.
• Enhanced communication: better engagement with Stakeholders
• Capture all interdependencies for a holistic project delivery
• More detail = more data = more modelling = more processing time
Future …
Contact Information
• Oakwood Engineering
3rd Floor Charles House,
Albert Street,
Eccles, Manchester M30 0PW, UK.
Tel: 0161 787 9444
www.oakwoodengineering.co.uk
• Schofield Lothian
Temple Chambers,
3-7 Temple Avenue,
London EC4Y 0DT
Tel: 020 7842 0920
www.schofieldlothian.com
APPENDIX
Summary
Enhanced Project Delivery
• Schedule, Cost, Quality & Safety
Should be part of the ‘standard’ PM Toolbox
Still having to ‘justify’ the benefits
John "Iron-Mad" Wilkinson (1728–1808): credited with the invention of the first steel
hulled ship/barge launched in 1787 constructed in Broseley, Shropshire, England

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BIM SHOW LIVE 14 - 4D BIM: successful implementation at Gravesened Railway Station

  • 1. 4D BIM: Successful Implementation at NR Gravesend Railway Station Christopher Brown – Managing Director, Oakwood Engineering David Lindsay – Senior Delivery Manager, Network Rail
  • 2. Project Overview - Scope £19.137m • Remove the existing footbridge and water tower base • Construct a new single span footbridge to replace the old footbridge • Work during the 15 Day Blockade – Complete the new footbridge with lifts serving all platforms – Remodel track and signalling layout throughout the station – Extend existing Platforms 1 & 2 and construct a new Island Platform & Canopy – Changes to the Station Systems (PA, CCTV, Customer Information, etc.) – Changes to the Train tracking & control system at Ashford Route Control Centre – Changes to the on-board train communications and door control systems – Changes to the Channel Tunnel Rail Link Route Control System for services to HS1
  • 3. 15 Day Blockade Stats • 5,000m³ of new ballast • 1,060 new sleepers • 982m of new running track • 1,463m of renewed conductor rail • 400m of realigned conductor rail • 120m of platform extensions • 85m of platform reconstruction • 275m of new island platform • 1 new buffer stop
  • 4. Reasons for Using this BIM Strategy 4D BIM Modelling: • Programme: Deliver On Time • Safety: Paramount • 90 days of work condensed into 15 days • First multi-disciplinary/trade 15 Day Blockade • 250 people per shift 24/7 • A step change to the ‘standard’ PM packages
  • 5. Project Collaboration ‘Nuts & Bolts’ Meeting: complete discipline collaboration • Chaired by Construction Manager • 4D Virtual Construction Model centre stage • Multi-disciplinary design teams • Multi-trade construction teams • Site Management: access, compounds & storage • Logistics Planning: engineering trains, plant & material delivery • Planning Team: P3e ~ circa 50 reviews • Safety Team: safe work zones, workforce deployment • Risk Management: Quantifiable Schedule Risk Adherence • Project Management • Peer Reviews: visual project overview in 5 minutes ~ circa 30 reviews Utilising the 4D Virtual Construction Model as a motivator for cross discipline collaboration significantly enhanced cross functional teamwork
  • 9. Implementation of 4D • On site collaboration – healthy breeding ground • Maintains normal working practices – 2D design and Primavera P6 programme • Planning protocols • Interoperability – utilise existing 3D models / data • Level of detail requirements • Establish component library • Training • Hardware and software
  • 10. Logistics Clash – Tower Crane Clashes With Building Façade
  • 11. Dynamic Clash – Access To Passenger Hoists Blocked By Temporary Prop
  • 12. Dynamic Clash – Crane Prevents Jump Form System Progressing
  • 14. Model Uses & Value Added - Program Clashes
  • 15. Model Uses & Value Added - Program Clashes
  • 16. Model Uses & Value Added - Program Clashes
  • 17. Model Uses & Value Added - Program Clashes
  • 18. Model Uses & Value Added - Program Inefficiency
  • 19. Model Uses & Value Added - Program Inefficiency
  • 20. Model Uses & Value Added - Safety Meetings • The 4D Model was used to have a full safety review which resulted in implementing addition safety staff and methodologies. • ‘Safety zones’ were identified and ‘safety supervisors’ were appointed and were dedicated for each area.
  • 21. Model Uses & Value Added - Communication & Collaboration • Workshops were held to allow the project team analyse the 4D model. • The use of the model boosted project knowledge and facilitated input from all members to gain an optimised solution.
  • 22. Model Uses & Value Added - Communication & Collaboration Signal Sighting Logistics Planning • Site Inductions / Safety Briefings • Communication tool to all stakeholders, i.e. TOCs, FOC, Local Authorities, Ashford Signalling Centre. • Consents Management - Road closures, car park closures and haulage plans were accepted on the first applications • Design Management and Coordination
  • 23. The Blockade • Gale force winds and heavy rain during the first three days • 100 hours lost due to weather • Work site described as ‘carnage’ • 4D model was a key tool to mitigate against lost time • Hours were steadily ‘pulled’ back through re-scheduling • Re-scheduling very efficient as all parties were aware of the work interfaces via the 4D Model
  • 24. Planned v Actual Planned @ 05.00 hours, 27th Dec Actual @ 09.00 hours, 27th Dec
  • 25. Project Outcome • Completed on time with 1st train leaving at 04.33 on the 6th January • No lost time to injuries • No Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDORS) • No lineside neighbour complaints • No penalty costs - £1.625m/day • No reputational costs/litigation
  • 26. Lessons Learned It Works • Ownership and dedicated resource to manage the push/pull of data • Establish as early as possible/practical • Trust the visual output and allow for revised programming • Use a part of the Project Management ‘toolbox’ • KPIs to collate ‘hard’ factual evidence: BIM = ‘Bloody Impossible to Measure’ • Motivator for cross discipline collaboration to enhance cross function teamwork • Employed by all disciplines; design verification, construction verification etc. • Enhanced communication: better engagement with Stakeholders • Capture all interdependencies for a holistic project delivery • More detail = more data = more modelling = more processing time
  • 28. Contact Information • Oakwood Engineering 3rd Floor Charles House, Albert Street, Eccles, Manchester M30 0PW, UK. Tel: 0161 787 9444 www.oakwoodengineering.co.uk • Schofield Lothian Temple Chambers, 3-7 Temple Avenue, London EC4Y 0DT Tel: 020 7842 0920 www.schofieldlothian.com
  • 30. Summary Enhanced Project Delivery • Schedule, Cost, Quality & Safety Should be part of the ‘standard’ PM Toolbox Still having to ‘justify’ the benefits John "Iron-Mad" Wilkinson (1728–1808): credited with the invention of the first steel hulled ship/barge launched in 1787 constructed in Broseley, Shropshire, England