Satisfying the Water Supply Demand of the Channel Tunnel

When Europe's largest civil-engineering construction site, the Channel Tunnel, requested a guaranteed source of water during 1988, the Folkestone District Water Company was experiencing the first signs of the drought conditions which were to prevail for the next three years. Whilst infrastructure changes allowed for supplies to be made available to the Channel Tunnel contractors, the increasing reduction of resources meant that an alternative supply of water was required.
The solution to the problem was to utilize desalination by reverse osmosis of sea water taken from the English Channel. The process design and operation of this most arduous of feed water is discussed, demonstrating the successful application of this technology.     

Systems thinking in innovation project management: A match that works

This paper discusses why conventional project management practices lead to the failure of publicly funded innovation deployment projects, and investigates how the use of systems thinking in project management can help projects be more successful. Based on 12 case studies of two EU innovation policies, we provide evidence that by using systemic project management, which entails providing flexibility in planning, communicating and controlling activities, innovation projects are more successful. This research refutes previous theory that claims that we should formalize to manage complexity and uncertainty. The key finding is that systems thinking methods provide the flexibility to manage innovativeness, complexity and uncertainty in innovation projects more successfully. Suggestions for further research include suggestions of how to embed flexibility in project management methods using the constructs of equifinality and causal embeddedness.     

In favor or against: The influence of skeptical stakeholders in urban innovation projects for green transformation

Skeptical stakeholder involvement – collaborating with stakeholders who may harbor negative attitudes - is a complex, uncertain process that poses substantial challenges for innovation project management. Developing complex innovations like those in urban spaces requires engagement with knowledge, behavioral shifts, and resources from both public and private stakeholders. As a result, these stakeholders might oppose the project's objectives, thereby exerting a significant influence on the project. However, scant attention has been directed toward investigating the role of skeptical stakeholder involvement. The goal of this research is to address this research gap by examining the underexplored impact of skeptical stakeholder involvement on the project front end, thereby underscoring the importance of innovativeness and implementation intention as outcomes during these initial project stages. The study draws on a unique combination of text mining, text analysis, and survey data derived from 107 publicly funded urban innovation projects in Germany. These projects encompass diverse innovation types and technologies that may affect nearly all stakeholders within a given city district, thus making the context an ideal empirical terrain for investigation. The study's findings reveal that (i) skeptical stakeholder involvement positively influences innovativeness and implementation intention, and (ii) a robust reservoir of project management resources, coupled with moderate levels of formal management, facilitates the integration of skeptical stakeholders. The study advances current literature on project stakeholder management and project front-end dynamics by highlighting the positive influences of skeptical stakeholder involvement. Consequently, these outcomes contribute to the broader literature on sustainable urban transformation and enhance our understanding of stakeholder management mechanisms in the realm of urban innovation projects.     

信息化设计技术及在隧道工程施工中的应用

对信息化设计技术及原理进行了分析探讨。根据“新奥法”施工方法的实际需要 ,结合某隧洞工程 ,设计和编制了工程数据库信息管理系统。利用现场施工监测取得的位移资料 ,用最优化方法反演了围岩力学特性参数。并利用反演分析求得的围岩力学参数 ,应用有限元法对该工程施工过程中围岩稳定性进行了分析计算。     

工程项目组织自组织性分析

目前人们在对工程项目组织的研究中,通常将工程项目组织视为“他组织性”的组织,这种认识是刚性的,忽视了人的主观能动性。工程项目组织在其全寿命期内,组织形式随着时间不断的变化,是工程项目组织不断适应环境和任务需要的结果,是工程项目组织自我组织的外在表现。从系统理论出发,工程项目组织包括若干个子系统,通过布尔代数运算,结果证明工程项目组织具有鲜明的“自组织”特性,工程项目组织是一个需要人工调节的自组织系统,为工程项目组织设计提供一种新的思路和方向。     

Achieving the unlikely: innovating in the loosely coupled construction system

Previous research suggests that a characteristic of the construction industry is a lack of technological innovation. Since this is seen as a problem, much theoretical development within construction management focuses on explaining the lack of innovation. Less effort has been expended on using such explanatory theories for investigating those rare exceptions in which construction firms succeed in the unlikely: successfully developing a new technology. This article makes use of the recently suggested framework by Dubois and Gadde. They describe the construction industry as a ‘loosely coupled system’ with four types of couplings, discuss why the particular mix of couplings in the construction system leads to a lack of innovation, and suggest types of couplings that construction firms should experiment with and change in order to boost innovation. A case study of a contractor developing a new technology is presented in terms of Dubois and Gadde's concepts and implications. The findings partly support and partly contradict their hypotheses. It seems that innovation is possible even if only a few of the existing couplings are changed. The most important changes relate to the tightening of intrafirm sequential inter‐project couplings enabling learning from project to project, and contract‐related couplings especially the design‐construction interface.     

Understanding the hold-up problem in the management of megaprojects: The case of the Channel Tunnel Rail Link project

This research examines the outcome of renegotiations that happened between the UK government and private investors in the Channel Tunnel Rail Link project and develops a model to formalise the evolution of bargaining power of these two parties in the contracting period. This model makes two novel contributions in the development of theoretical understanding to hold-up problems for project management: (1) the effect of financial arrangement on bargaining power balance is quantitatively examined; and (2) the relationship between bargaining power and quasi-rent is established through the application of the Nash bargaining model.     

'Clusters' of innovations in recent long span and multi-segmental bridges

The system-level impacts of innovations often can be more significant than the direct, primary impacts in certain industries. In particular, these system interactions can be seen with large, complex multi-system constructed facilities. Approximately half of the 200 specific innovations identified in eleven recent long span and multi-segmental bridges are linked to other innovations. Three general types of ‘cluster’ interaction are system, actualizing, and complementary links. The system interactions are nurtured through coordinated innovation development programmes. The actualizing links connect one set of innovations to another set, to aid in their realization of the innovation and project objectives. The complementary links provide additional benefits through the joint use of multiple innovations. The results of these analyses provide significant new insight for innovation theory into the system-level interactions of innovations. Since the frequency of the linkages among the innovations appears to reflect the relative stability of the design and construction parameters, recent innovation trajectories may be more difficult to link effectively to other innovations. These innovation interactions can provide critical capabilities for achieving the project objectives, but must be identified and managed effectively to achieve desired performance levels.     

Relational competence in complex temporary organizations: The case of a French hospital construction project network

Large and complex project networks are characterized by the collaboration of heterogeneous organizations and individuals. In addition to project management techniques and complementary skills, relational competence, i.e. the ability to actively create and develop collaborative relationships is an essential asset for managing project networks. Networks represent structured role systems which may be a substitute for stable organizational structures and routines. This study investigates relational competence in the network of a large construction project of a French hospital. Based on network data and qualitative interviews, we compare the formal roles and positions of actors in the network to their actual roles and positions and analyze how relational competence promotes the coordination of project work. We find several actors whose network position and relational competence correspond to the formal organization and several actors with a mismatch between the formal organization and the actual role and position. In the latter cases, other network members step in and contribute to an effective coordination. The concept of relational competence in combination with network analysis contributes to a better understanding of the functioning of project networks. In particular, it reveals dysfunctions in the project network and allows for identifying the reasons for failure.     

Project governance interface and owner organizational identity: The Venice Biennale case

There is a considerable body of work on managing the governance interface in project organizing, yet there has been little consideration of how the organizational identity of the project owner might shape the design of that interface. This is important because organizational identity is known to shape various aspects of project organizing, such as how an organization is perceived by team members, so we might expect it also influence the performance of projects. We explore this question through a case study of how the Venice Biennale owner organization governs one of its temporary project events – the 2019 Venice International Film Festival. Through our empirical fieldwork, based on multiple data sources including a participant ethnography of the 76th Venice International Film Festival and semi-structured interviews, we found that the organizational identity of the project owner organization influences choices made for the governance of a delivery project. The study contributes to theory on project organizing by highlighting the importance of owner organizational identity for the design of the governance interface in project organizing and identifying the importance of an interpersonal approach to governance interface design for an owner organization with an identify of innovation and experimentation on its delivery projects.     

Interview with Colin Kirkland

[Colin J. Kirkland has been involved in the design and construction of underground works for more than thirty years. His experience encompasses work in both the consulting and contracting arenas of the tunnelling industry. For most of his professional life, he has worked for the international consulting firm Sir William Halcrow & Partners, London, and he currently holds directorships in three Halcrow companies. He served as Head of Halcrow's Tunnel Department from 1982 until July 1985, when he was named Technical Director of EuroTunnel, the joint venture group responsible for building the Channel Tunnel between England and France, Mr Kirkland has had wide experience in the planning, design, administration and construction of tunnel projects throughout the world, ranging from small-diameter service tunnels, to railway and metro tunnels, to large-diameter road tunnels, constructed in many different conditions. Since 1985, Mr Kirkland has served as Chairman of the British Tunnelling Society; he is currently serving as a Vice-President of the International Tunnelling Association as well. In June, when he appeared as the keynote speaker at the Rapid Excavation Tunnelling Conference in New Orleans, Louisiana (U.S.A.), Mr Kirkland was interviewed by Tunnelling and Underground Space Technology.]     

虚拟施工的BIM应用:三大高校合作项目

越来越多的设施业主要求项目组移交竣工BIM模型,以便用于建筑的运营和维护。根据项目要求的不同,业主可能将竣工模型建立与移交的责任指派给总承包商。因此,施工队伍的各成员不但越来越需要熟悉BIM建模软件的应用,还需熟悉利用可靠的设施信息支持完整BIM的必要业务流程。竣TBIM模型的创建,要求承包商首先要基于建筑师、工程师和顾问等设计师所提供的图纸和信息的基础上,创建建筑,结构和设备模型。这要求承包商的组织机构内要有一名人员具备各与专业设计模型相关的技能和知识。一旦设计模型被创建(或重新创建),承包商可将这些模型用于开发施工用的BIM模型。一个完整的施工模型通常包括:成本估算,施工进度计划、冲突检测与分析以及现场物流。业主对设施管理用竣工模型提出新增要求,包括添加运营和维护用的具体数据。本文所述项目旨在为了更好地了解,在为业主实施BIM的项目上,承包商对项目所起作用的复杂性。为实现此目标,三所大学合作建立了数个校际团队,从每所学校各抽调一名学生分配至三个团队的一个,充当BIM商业建筑项目BIM应用里的承包商角色。本文从两个方面汇报项目的挑战和细节:导师——项目组织、学习目标和策略,学生——项目组织、团队合作过程以及策略。     

联结的城市——南海佛山水道一河两岸城市设计探析

城市设计的关键在于如何把握研究地段的主要矛盾和问题,进行深入、系统性的分析,以期提出针对性、可持续发展的策略和方案。该文通过南海佛山水道一河两岸城市设计案例,探讨了面对一个复杂的城市设计课题,如何从土地利用、开放空间、交通组织、节点关联和市政设施等多个方面,进行优化分析,以期创造出宜人的、多维联结的城市空间。     

Challenges and strategies involved in designing and constructing a 6 km immersed tunnel: A case study of the Hong Kong–Zhuhai–Macao Bridge

A 6 km immersed tunnel of the Hong Kong–Zhuhai–Macao Bridge (HZMB) has been designed and funded. Once completed in 2016, the HZMB Tunnel will break the record of the 5.8 km BART Tunnel in the United States, although it will soon be overtaken by the ∼20 km Fehmarn Tunnel between Denmark and Germany that is to be completed in 2020. Construction of the HZMB Tunnel was started in 2011 and more than ten elements thus far have been installed on the site. This paper presents details about the challenges and solutions for the design and construction of the HZMB Tunnel on a strategic level. Special features of the HZMB Tunnel include a long length of 6 km, a deep water depth of almost 45 m, and a thick backfill of 23 m. Challenges include severe marine environment, strict requirements for waterproofing, construction of sections connecting the tunnel with artificial islands, and tunnel stability after future excavation of fairway trenches. Moreover, the HZMB Tunnel is challenged by possible sand liquefaction in seismic events, conservation of white Chinese dolphin, and waterway dispersion during construction. Details about the strategies are given in order to improve the immersed tunnel design and construction methods.     

节能建筑项目的开发管理与存在问题实证研究

通过工程实例,总结和研究了节能建筑项目开发中有关设计规划理念的确定,节能技术运用,节能工程分部的组织实施,以及目前存在的主要问题。提出节能建筑项目的开发重点应搞好节能技术的选型运用,强调节能工程分部在实施中抓住与传统工程分部的搭接、协调工作的重要性,以及主要环节。并对目前节能建筑项目开发中存在的主要问题作了初步分析。     

Immersed tube tunnelling offshore: Execution of immersed tube tunnelling projects under offshore conditions, based on studies for the euroroute fixed channel link proposal

The development of the international road and railroad network has suffered from the worldwide stagnation in economy over the past years. Nevertheless, leading economists consider new, large international infrastracture projects to be a necessity for an upturn in the economy. Among these projects are a number of connections over or under sea straits, such as Gibraltar and the English Channel. With the completion of the Seikan Tunnel, Japan has already executed such a project. The study for Euroroute's fixed Channel link proposal indicated that an immersed tube tunnel is a realistic and, often, favorable solution. Thanks to the development of immersed tube tunnelling technology, the development of the offshore industry, and work on recent large projects (such as the Dutch Eastern Scheldt Storm Surge Barrier), tunnelling techniques have improved considerably. This article provides a brief comparison between bored and immersed tunnelling solutions. The article mainly focuses on hydraulic problems, dredging and immersing the tubes. The following questions are considered: What circumstances and conditions influence the applicable methods such as surveying, dredging, immersing and related equipment? What considerations must be taken into account on immersed tube tunnelling projects?     

The project-oriented organization and its contribution to innovation

This paper presents a new conceptualization of the project-oriented organization. The project-oriented organization is conceptualized as an entrepreneurial, future- and stakeholder-oriented innovating organization, which uses projects as temporary, task-focused organizations, to define, develop, and implement its strategies, to transform its structure, culture and behavior, and to define and develop new products, services, and business models. The concept of the project-oriented organization consists of the three segments (1) values, (2) structures, and (3) people. For each segment three important areas are described, which characterize a project-oriented organization. The model is theoretically based on a wide spectrum of management disciplines: (1) The orientations in the value segment have been developed in entrepreneurship, strategic management and technology and innovation management; (2) The foundations for the design of the socio-technical artefacts in the structure segment of derived from organizational design, planning and controlling, and ICT systems theory; (3) The foundations for the elements of the human side come from organizational behavior, human resource management, and knowledge management theories. Our model shows a clear linkage to these theories, references key articles, and gives special consideration to empirical studies in the realm of projects, programs, project portfolios, and project-based or project-oriented organizations. Thus, our assumption that the elements of our model are supposed to increase project success, innovation success, and business success is based on empirical evidence.