Qatar Integrated Railway Project (QIRP) - WWW

Transcription

Qatar Integrated Railway Project (QIRP)
Qatar Railways in Future – Design and Build under Special Conditions
Project Presentation
February 11th, 2013, BTU Cottbus
DB International GmbH
J. Marienhagen
International Projects
Cottbus, 11.02.2013
Content
Introduction: Where is Qatar?
QRDP Project Overview
Important QRDP / QIRP Project Milestones
Role of DB International
Milestones in Project Management
Present Main Topic: Tender Documents
Time Schedule
Project Organisation
Management Approach
Technical Spotlights
1
Content
Introduction: Where is Qatar?
2
World Map
Source: public domain
3
Map Qatar
Berlin
Doha
Source: public domain
4
Doha, Map and Impressions
Map Source: public domain
Pictures: © J. Marienhagen
5
Content
QRDP Project Overview
6
Bauboom in Qatar – Middle East Economic Digest
1. Ein 4 Mrd. USD Stadion-Bauprogramm sieht den Bau von neun
umweltfreundlichen, innovativen Fußballstadien vor sowie den
Ausbau von drei existierenden Stadien.
2. Das umfassende Straßenausbau- und Verbesserungsprogramm von 20 Mrd. USD beinhaltet den Lusail Expressway,
Doha Expressway, Dukhan Freeway sowie die Doha Bay
Kreuzung.
3. Weitere 25 Mrd. USD decken den Bau einer Stadtbahn, einer
Hochgeschwindigkeitsstrecke zwischen NDIA, Stadtzentrum
Doha und dem vorgesehenem Qatar Causeway nach Bahrein
ab.
4. Zusätzlich soll eine Strecke für den Güterverkehr entstehen,
die an die GCC Staaten anknüpfen wird.
Die beiden Punkte 3. und 4. werden im
Qatar Rail Development Programme (QRDP) zusammengefasst.
Source logo: FIFA
7
Qatar Railway Development Program
8
Metro and Long Distance Network scheme
Metro Network
Phase 1 (FIFA 2022)
Long Distance Network
9
Content
Important QRDP / QIRP Project Milestones
10
Important QRDP Project Milestones
 Main technical
solutions
Inauguration Test Section
 Important, timecritical Tenders
Inauguration First Line Section
 Organisational
basis
Metro Network Phase 1 (FIFA 2022)
Metro Network Phase 2
Inauguration Freight Network
Long Distance Network
Phases 1, 2, 3 and 4 to be specified
2012
2014
2018
2020
11
2022
2025
2030
Content
Role of DB International
12
Role of DBI Branch Qatar
The Role of the DBI within this phase of the project is the
„Lead Consultant“.
DBI Branch Qatar workforce consists of two different kinds of Employees:
 DB (I) staff contracted as „secondees“ for Qatar Railways
(approximately 40 employees)
 DBI staff located in the branch office
(approximately 30 employees)
Branch Qatar
 Depending of the workload, all other DBI ressources as well as
many subconsultants are supporting this staff. In 2012, more than
approx. 150 engineers and technicians worked in parallel for the design works.
13
Content
Milestones in Project Management
14
Typical Phasing of a Project
Maintenance/
Operation
Concept
Definition
Specification
Integration
Handover
Feasibility Study
Commissioning
Preliminary Design
Detailed Design/
Shop Drawings
Testing
Construction and Installation
Implementation
Time
15
Validation
Verification
Sidestep: FIDIC
International Federation of Consulting Engineers FIDIC
Die Aufteilung der Vergabe ist ganz anders
geregelt als in Deutschland in der HOAI.
Für verschiedene Auftrags- (Vergabe-) arten
kommen verschiedene FIDIC- Rahmenverträge zur Anwendung. Diese sind in
jedem Einzelfall gesondert zu verhandeln
und präzisie auf den jeweiligen Vertrag
anzupassen.
Bezogen auf das aktuelle Projekt sind das
Yellow Book
(Plant and Design-Build, designed by the
Contractor) sowie das
Red Book
(Construction, designed by the Employer)
vergleichbar mit unseren bekannten
Vergabeverfahren.
16
Typical Tendering Procedures
Maintenance/
Operation
Concept
Definition
Handover
Feasibility Study
Specification
Commissioning
Preliminary Design
Validation
Tender
Detailed Design/
Shop Drawings
Integration
Testing
Tender
Construction and Installation
Implementation
Time
17
Verification
Content
Present Main Topic: Tender Documents
18
Scope of Work: DBI 2012
Scope of Work 2012: Tender Design / Tender Documents for different „Work Orders“
Qatar Rail RAMS Management
DBI RAMS Management
LEGEND:
MEP scope
DBI scope
Scope to be
assigned
WO#08 RAMS
Management
Third Party
(e.g. road
authority, civil
constructions,
NDIA, ...)
Rolling
Stock
Depots
ICC/ECC
WO#01
Civil
forTunnels
MEP
19
WO#04
Civil @Grade
& Elevated
WO#05
Track
Works
WO#07*
Operation &
Maintenance
WO#08
Railway
Systems
Other Rail
projects (e.g.
LRT and LD)
MEP
Scope of Work: Work Order 8 „Railway Systems“
Qatar Rail RAMS Management
DBI RAMS Management
LEGEND:
MEP scope
DBI scope
Scope to be
assigned
WO#08 RAMS
Management
Third Party
(e.g. road
authority, civil
constructions,
NDIA, ...)
Rolling
Stock
Depots
ICC/ECC
WO#01
Civil
forTunnels
WO#04
Civil @Grade
& Elevated
MEP
WO#05
Track
Works
WO#07*
Operation &
Maintenance
WO#08
Railway
Systems
Other Rail
projects (e.g.
LRT and LD)
MEP
Interface Management
EMC Management
WO#08 RAMS Management
WP S: Signalling
Infra
On-board
20
WP T: Telecom
Radio
Fixed
SCADA BACS
WP E: Energy
SPS
TPS
3rd rail
SCADA PCSS
WP V: Tunnel
Ventilation
Study
Railway Systems: Subsystems Overview
Project Management
EMC Management
RAM and Safety Management
Energy
Telecom
Signalling
21
Tunnel Ventilation
Content
Time Schedule
22
From Aquisition to Project Finalisation
Projektphasen:
Zeitlicher Ablauf:
Angebotsvorbereitung / Akquise
10/2010 – 11/2011
Angebotsbearbeitung
11/2011 – 03/2012
Verhandlung
02/2012 – 05/2012
Angebotsüberarbeitung
03/2012 – 05/2012
Abschließende Verhandlung
Ende 05/2012
Beauftragung durch ‚Notice to proceed‘
01.06.2012
Beauftragung durch Vertrag
01.08.2012
Bearbeitung
03/2012 – 11/2012
Prüfung / Überarbeitung
11/2012 – 01/2013
Projektabschluss
31.01.2013
23
Milestones within the design project
Tender Design +7 months
Conceptual Design +4 months
Inception Report +6 weeks
Project Execution Plan +2 weeks
Reviewed Tender Design
+8 months
Contract Award
24
Milestones within the design project
Time schedule, milestones and deliverables
May
Jun
Jul
due date
Aug
Sep
Oct
Nov
Dez
 Project Execution Plan
20.06.12

 Inception Report, Assumptions Register
12.07.12

 Conceptual design
11.09.12

 Tender Design
30.11.12

 Reviewed Tender Design
31.12.12

25
Content
Project Organisation
26
Organisational Chart
Consultancy Services for Tender Design Railway Systems (WO #8)
Q ATA R R A I L
Client:
Consultant:
CPO / SPM
CTO
Director Systems
D. Leckel
M. Olschewski
Project Management
Quality Management
Document Management
Branch
Qatar
Project
Controlling
J. Marienhagen
A. Winter / A. Linssen
Tunnel Ventilation
Signalling
Telecom
Energy
EMC
Dr. P. Reinke
A. Heneka
O. Matthäi
R. Geisendorf
H. Neumann
Lines of Communication:
 Official project communication will be between Director Systems and PM
 Technical communication will be initiated by PM
27
Organisational Chart (detailled)
Q ATA R R A I L
Client:
Chief Technical Officer
Director Systems
D. Leckel
M. Olschewski
technical
contractual
Consultant:
Branch
Management
Project Management
RAM & Safety
T. Ploeg+
P. Franck +
J. Marienhagen
A. Linssen / A. Winter
M. Ahlgrimm
Quality Management
Dr. K. Hofmann
U. Kohlenberger
TVS
Dr. P. Reinke◦
Signalling
Telecom
Energy
EMC
A. Heneka
K. Tahmassebi
O. Matthäi
A. Winter
R. Geisendorf
J. von Lingen
H. Neumann
R. Kadhim
p.u.
Document Management
T. Germann
WP S1: Metro Infrastr.
A. Heneka , M. Franke
P. Czerkewski*
WP T1: Radio Systems
N. Vu
B. Klingenberg
WP E2: SPS
Dr. A. Frenzel +
R. Zillmer+
WP C1: EMC Managmt.
Dr. R. Hietzke*
R. Arlt +
WP S2: Req. On-board
A. Tahmassebi
M. Marschollek*
WP T2: Fixed Systems
V. Vaxevanakis
O. Matthäi
WP E3: DC TPS
F. Helms, F. König
T. Scherrans*,
M. Gumprecht*
WP C2: EMC Design
H. Neumann*
J. Thiemig+
WP T3: SCADA BACS
M. Kuhne
F. Hein
WP E4: Sys Rq. 3rd Rail
F. Helms, F. König
WP C3: Proof of EMC
Dr. K.-H. Kuypers
Dr. S. Röhlig +
Project Management
Assistance
J. Drescher
Technical Service
Support / CAD
U. Engelhardt
S. Helms
A. Souradny
N.N.*
N.N.+
WP E5: SCADA-PCSS
F. König
Administrative Services
Legal Advice
N. Henckel
Contract Management
P. Bethge
D. Golz
28
* … Subcontractor IfB
+ ... Subcontractor KEMA/ELBAS
DB International
◦ … Subcontractor HBI
GmbH
Technical Counterparts – tailored project organisation
29
Staffing Concept (Plan)
Staffing Concept per Week
30
Average
presence
rate
needed
in Doha
Germany
Qatar
25
Number of Personnel
20
50%
15
10
5
0
25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1
Calendar Week
30
2
3
Content
Management Approach
31
Management Approach (1): Thinking Ahead
Different design stages within a project require a different project management attention
Project Closure
Rework Phase
Tender Documentation
Conceptual Design
Inception Report
Project Execution Plan
Project Initiaon Phase
Aquisition
Project Phase
Project Management
Technical Workforce
32
Management Approach (2): Leading Documents
The project starts with creating a Project Execution Plan (PEP).
It can be updated and revised through whole the technical
processes phase. The PEP is based upon the definitions given
by the „System Engineering Process“ (ISO/IEC 15288).
33
Management Approach (2): Leading Documents
After analysing the scope in very detail, the first ideas for
fulfilling the work has to compiled and discussed with the
Client.
Therefore, an Inception Report (IR) has to be issued.
Inception Report
34
Management Approach (3): Conceptual Design as Presentation Event
Within the project progress, many detailed
technical discussions were held.
Presenting the Conceptual Design as one of
the most important milestones / results
within the technical progress has to be an
outstanding, memorable event. In order to
avoid a “normal” presentation, we decided to
organise this 2-day event as a splitted
performance.
Day 1: presentation event in a hotel, one
hour per technical discipline including short
discussion
Day 2: “After Show Parties” for discussion of
the technical issues in parallel and in the
needed degree of detail.
Result: concentrated project progress
involving all technical work packages
35
Management Approach (4): Completion of Tender Documentation
After getting a “no objection” notice by the
Client to the technical approach and the
presented level of detail within the tender
documentation, the Conceptual Design was
transferred into a comprehensive technical
documentation.
These documents consist of technical
descriptions as well as some generic
drawings.
The resulting documents are intended to
form the “particular employers requirements”
according to FIDIC regulations.
A Review Phase, incorporating all the
comments of the Client as well of some
independent checking authorities, is the last
activity of the actual project.
36
Content
Technical Spotlights
37
Technical Spotlights: Grades of Automation
The performance of mass transit systems is largely dependent on the performance of the train control. With
increasing automation, the responsibility for operation management is passing from the driver to the system. A train
control system comprises functions for supervision, operation and control of the entire operational process. It can
feature different degrees of automation such as manual train operation, semi-automated train operation and
unattended operation.
These types of
operation are referred
to as Grade of
Automation
reference:
38
Technical Spotlights: Tunnel Ventilation System (TVS)
Objectives / Functional requirements
TVS integral element of metro system to ensure:
acceptable level of tunnel air temperature
limited air pressure and pressure transients in tunnels and inside trains
sufficient air exchange rates for sufficient air quality (smell, pollution, humidity)
smoke free areas during fire
Source: HBI Haerter AG
39
add. extreme value analysis
40
Principle
Illustration
Mode
Water drop/ Fog
curtain (wet
cooling)
Emergency
Congested
Cold air supply
(dry cooling)
Maintenance
41
Assumptions Register – verification process
 Each technical definition
requires an agreement from
different sides.
 In any case where this
agreement cannot reached
(due to a missing
counterpart or a missing
definition), an assumption
has to be made.
 These assumptions are
consolidated in a
“Assumptions Register”,
which is a living document .
 The aim is to solve all these
assumptions before
tendering.
42
Hazard Analysis
 Hazard identification
This means hazards of the system itself
(track works) but also hazards in relation to
interfaces with other work orders will be
identified
 Qualitative Risk Assessment
Determining the likelihood of an event in
combination with the severity of the
outcome (Inherent Risk Ranking)
 Definition of risk mitigation
Determining for the risks which have an to
high inherent Risk Ranking what mitigating
measures could reduce the risk ranking.
43
44
Interfaces to disciplines out of DBI scope
45
Quality Gate / EPLASS workflow
Levels of authorization
Prepared
by a competent Person who produces the design document, complying with
codes and standards governing that work.
Checked
by a competent person able to undertake a formal detailed check of design
methods, codes and standards used, deliverables, calculations, drawings,
and technical specifications produced by another member of the
Engineering Team. This role will be undertaken by a competent person of
the same discipline, not the Preparer, but can be a member of the same
team for a Category I check
Approved
Documents may only be approved for issue by the authorized person as
defined in the Engineering Standards.
Authorized for issue
Generally speaking this will be the Project Manager or formally advised
delegate.
46
Thank you for your attention!
Doha, Museum of Islamic Art / Skyline of West Bay __ © J. Marienhagen
47

Qatar Integrated Railway Project (QIRP) - WWW

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