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 Engineering3rd Floor Charles House, Albert Street,Eccles, Manchester M30 0PW, UK.Tel: 0161 787 9444www.oakwoodengineering.co.uk

• Schofield LothianTemple Chambers, 3-7 Temple Avenue, London EC4Y 0DTTel: 020 7842 0920www.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