project presentation february 11th, 2013, btu cottbus · pdf file2012 2014 2020 20252022 2030...

DB International GmbH

Qatar Integrated Railway Project (QIRP)Qatar Railways in Future – Design and Build under Special Conditions

Cottbus, 11.02.2013

J. Marienhagen

International Projects

Project PresentationFebruary 11th, 2013, BTU Cottbus

Qatar Integrated Railway Project (QIRP)

DB International GmbH1

Content

Introduction: Where is Qatar?

QRDP Project Overview

Important QRDP / QIRP Project Milestones

Role of DB International

Present Main Topic: Tender Documents

Time Schedule

Project Organisation

Management Approach

Milestones in Project Management

Technical Spotlights



Content

Introduction: Where is Qatar?



World Map

Source: public domain



Map Qatar

BerlinBerlin

DohaDoha

Source: public domain



Doha, Map and Impressions

Map Source: public domainPictures: © J. Marienhagen



Content

QRDP Project Overview



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 Verbesserungs-programm 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



Qatar Railway Development Program

Qatar Integrated Railway Project (QIRP)Metro and Long Distance Network scheme

Metro NetworkPhase 1 (FIFA 2022)

Long Distance Network

9



Content

Important QRDP / QIRP Project Milestones


Long Distance NetworkPhases 1, 2, 3 and 4 to be specified

2012 203020222020 20252014

Important QRDP Project Milestones

Metro Network Phase 2Metro Network Phase 1 (FIFA 2022)

Main technical solutions

Important, time-critical Tenders

Organisational basis

2018

Inauguration Freight Network

Inauguration Test Section

Inauguration First Line Section

11



Content

Role of DB International

Qatar Integrated Railway Project (QIRP)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)

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.

Branch Qatar

13



Content

Milestones in Project Management


15

Concept

Feasibility Study

Preliminary Design

Detailed Design/ Shop Drawings

Construction and Installation

Testing

Commissioning

Maintenance/ Operation

Time

Definition

Integration

Implementation

Verification

Validation

Typical Phasing of a Project

Specification

Handover

Qatar Integrated Railway Project (QIRP)Sidestep: FIDIC

International Federation of Consulting Engineers FIDIC

16

Die Aufteilung der Vergabe ist ganz anders geregelt als in Deutschland in der HOAI.

Für verschiedene Auftrags- (Vergabe-) arten kommen verschiedene FIDIC- Rahmen-verträge 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 BookYellow Book(Plant and Design-Build, designed by the Contractor) sowie das Red Book Red Book (Construction, designed by the Employer)vergleichbar mit unseren bekannten Vergabeverfahren.


17

Concept

Feasibility Study

Preliminary Design

Detailed Design/ Shop Drawings

Construction and Installation

Testing

Commissioning

Maintenance/ Operation

Time

Typical Tendering Procedures

Handover

Tender

Tender

Definition

Integration

Implementation

Verification

ValidationSpecification



Content

Present Main Topic: Tender Documents



Scope of Work: DBI 2012

WO#01Civil

forTunnels

WO#04Civil @Grade

& Elevated

WO#05TrackWorks

WO#07*Operation & Maintenance

WO#08RailwaySystems

RollingStock

MEP

DBI scope

Scope to be assigned

LEGEND:WO#08 RAMS Management

Qatar Rail RAMS Management

MEP

Third Party(e.g. road

authority, civil constructions,

NDIA, ...)

Other Rail projects (e.g. LRT and LD)

DBI RAMS Management

DepotsICC/ECC

MEP scope

Scope of Work 2012: Tender Design / Tender Documents for different „Work Orders“



WO#01Civil

forTunnels

WO#04Civil @Grade

& Elevated

WO#05TrackWorks

WO#07*Operation & Maintenance

WO#08RailwaySystems

RollingStock

MEP

DBI scope

Scope to be assigned

LEGEND: WO#08 RAMS Management

Qatar Rail RAMS Management

MEP

Third Party(e.g. road

authority, civil constructions,

NDIA, ...)

Other Rail projects (e.g. LRT and LD)

DBI RAMS Management

DepotsICC/ECC

MEP scope

WP S: SignallingInfraOn-board

WP T: TelecomRadioFixedSCADA BACS

WP E: EnergySPSTPS3rd railSCADA PCSS

WP V: Tunnel Ventilation

Study

WO#08 RAMS Management

EMC Management

Interface Management

Scope of Work: Work Order 8 „Railway Systems“


21

RAM and Safety Management

EMC Management


Energy Telecom Signalling Tunnel Ventilation

Railway Systems: Subsystems Overview

Project Management



Content

Time Schedule



Projektphasen:

Angebotsvorbereitung / Akquise

Angebotsbearbeitung

Verhandlung

Angebotsüberarbeitung

Abschließende Verhandlung

Beauftragung durch ‚Notice to proceed‘

Beauftragung durch Vertrag

Bearbeitung

Prüfung / Überarbeitung

Projektabschluss

From Aquisition to Project Finalisation

Zeitlicher Ablauf:

10/2010 – 11/2011

11/2011 – 03/2012

02/2012 – 05/2012

03/2012 – 05/2012

Ende 05/2012

01.06.2012

01.08.2012

03/2012 – 11/2012

11/2012 – 01/2013

31.01.2013



Contract Award

Project Execution Plan +2 weeks

Inception Report +6 weeks

Conceptual Design +4 months

Tender Design +7 months

Reviewed Tender Design +8 months

Milestones within the design project


Time schedule, milestones and deliverables due date

25

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

DezAug Sep Oct NovJun JulMay

Milestones within the design project



Content

Project Organisation



Organisational Chart

Lines of Communication: Official project communication will be between Director Systems and PM Technical communication will be initiated by PM

Consultancy Services for Tender Design Railway Systems (WO #8)

Client:

Consultant:

SignallingA. Heneka

Branch Qatar

CTOD. Leckel

Director SystemsM. Olschewski

Q A T A R R A I L C P O / S P M

TelecomO. Matthäi

EnergyR. Geisendorf

EMCH. Neumann

Tunnel VentilationDr. P. Reinke

Quality ManagementDocument Management

Project Controlling

Project ManagementJ. Marienhagen

A. Winter / A. Linssen



Organisational Chart (detailled)

Branch Management

M. Ahlgrimm

contractual technical

Client:

Consultant:

Chief Technical OfficerD. Leckel

Director SystemsM. Olschewski

SignallingA. Heneka

K. Tahmassebi

Q A T A R R A I L

TelecomO. MatthäiA. Winter

EnergyR. GeisendorfJ. von Lingen

EMCH. Neumann

R. Kadhim

Administrative ServicesLegal Advice

N. Henckel

Contract ManagementP. BethgeD. Golz

Project ManagementJ. Marienhagen

A. Linssen / A. Winter

WP C1: EMC Managmt.Dr. R. Hietzke*

R. Arlt +

WP C2: EMC Design H. Neumann*J. Thiemig+

WP T1: Radio SystemsN. Vu

B. Klingenberg

WP T2: Fixed SystemsV. Vaxevanakis

O. Matthäi

WP S1: Metro Infrastr.A. Heneka , M. Franke

P. Czerkewski*

WP S2: Req. On-boardA. TahmassebiM. Marschollek*

WP T3: SCADA BACSM. KuhneF. Hein

WP E2: SPSDr. A. Frenzel+

R. Zillmer+

WP E4: Sys Rq. 3rd RailF. Helms, F. König

WP E3: DC TPSF. Helms, F. König

T. Scherrans*, M. Gumprecht*

WP E5: SCADA-PCSSF. König

WP C3: Proof of EMC Dr. K.-H. Kuypers

Dr. S. Röhlig +

* … Subcontractor IfB+ ... Subcontractor KEMA/ELBAS◦ … Subcontractor HBI

RAM & SafetyT. Ploeg+

P. Franck+

Quality ManagementDr. K. HofmannU. Kohlenberger

Document ManagementT. Germann

TVS Dr. P. Reinke◦

Technical ServiceSupport / CADU. Engelhardt

S. HelmsA. Souradny

N.N.*N.N.+

Project ManagementAssistanceJ. Drescher

p.u.



Technical Counterparts – tailored project organisation



Average presence

rateneeded in Doha

50%

0

5

10

15

20

25

30

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 2 3

Num

ber

of P

erso

nnel

Calendar Week

Staffing Concept per Week

Germany

Qatar

Staffing Concept (Plan)



Content

Management Approach



Management Approach (1): Thinking Ahead

Different design stages within a project require a different project management attention

Project PhaseProject Management Technical Workforce

Project Initiaon Phase

Project Execution Plan

Inception Report

Conceptual D

esign

Tender Docum

entation

Rew

ork Phase

Project Closure

Aquisition



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).



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



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



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.



Content

Technical Spotlights


38

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:


39

Objectives / Functional requirementsTVS integral element of metro system to ensure:acceptable level of tunnel air temperaturelimited 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

Technical Spotlights: Tunnel Ventilation System (TVS)

Source: HBI Haerter AG




add. extreme value analysis


41

Principle IllustrationMode

Water drop/ Fog curtain (wet cooling)

Emergency

Congested

Cold air supply (dry cooling)

Maintenance




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.

Qatar Integrated Railway Project (QIRP)Hazard Analysis

43

Hazard identification

Qualitative Risk Assessment

Definition of risk mitigation

This means hazards of the system itself (track works) but also hazards in relation to interfaces with other work orders will be identified

Determining the likelihood of an event in combination with the severity of the outcome (Inherent Risk Ranking)

Determining for the risks which have an to high inherent Risk Ranking what mitigating measures could reduce the risk ranking.



Interfaces to disciplines out of DBI scope



Levels of authorizationPrepared

Checked

Approved

Authorized for issue

by a competent Person who produces the design document, complying with codes and standards governing that work.

Generally speaking this will be the Project Manager or formally advised delegate.

Documents may only be approved for issue by the authorized person as defined in the Engineering Standards.

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

Quality Gate / EPLASS workflow


DB International GmbH47Doha, Museum of Islamic Art / Skyline of West Bay __ © J. Marienhagen

Thank you for your attention!