Queensferry Crossing Bridge
The World Record holding Queensferry Crossing bridge stretches over 1.7 miles and is the longest 3-towered, cable-stayed structure worldwide. There is a lot to be learned from Transport Scotland's strategies…
PROJECT BACKGROUND
The Queensferry road crossing has hauled freight since 1964. It is since then one of the most engaged roads in traffic and movement (Scott,2020). Seventy thousand vehicles cross the bridge daily, one of the most critical sources of activity and balancing the economy in equilibrium. In 2004, it was discovered that the bridge cables were plagued with severe corrosion and needed fixtures (The Forth Bridge,2015). The cable corrosion had resulted in a loss of strength from around 8 to 10%, and significant traffic restrictions were feared. It was necessary to restore; however, the traffic issues would be increased. These issues were a major inconvenience if the bridge was repaired, so Transport Scotland had to make an intelligent decision to reconstruct the bridge. In such a manner that the traffic would be allowed, and instead of refurbishing the cable, they would install everything new and place it. With more innovative solutions, the bridge has an extended life capacity of 120 years ahead after its construction.
The Queensferry road crossing has hauled freight since 1964. It is since then one of the most engaged roads in traffic and movement (Scott,2020). Seventy thousand vehicles cross the bridge daily, one of the most critical sources of activity and balancing the economy in equilibrium. In 2004, it was discovered that the bridge cables were plagued with severe corrosion and needed fixtures (The Forth Bridge,2015). The cable corrosion had resulted in a loss of strength from around 8 to 10%, and significant traffic restrictions were feared. It was necessary to restore; however, the traffic issues would be increased. These issues were a major inconvenience if the bridge was repaired, so Transport Scotland had to make an intelligent decision to reconstruct the bridge. In such a manner that the traffic would be allowed, and instead of refurbishing the cable, they would install everything new and place it. With more innovative solutions, the bridge has an extended life capacity of 120 years ahead after its construction.
Transport Scotland managed the fourth replacement crossing. It was a project that gave a bargain for the money. Procurement of the project was done under the budget of 1.3 billion, around 8-16% lesser than the 1.6 billion costs estimated. The construction was inaugurated at the end of august 2017. It was later than the due date, eight months later than the estimated completion of the contract date in June. Transport Scotland managed the project efficiently as they had revealed the project scope and budget with relevance right ahead of the project. The Scottish government took the initiative after extensive investigations that repairing the existing bridge was not economically feasible and that new construction had to be made. It had several advantages, and alternative designs were included in the new Bridge construction in late 2018. A complete post-evaluation was made if the plan was successfully carried out, the details were reviewed, and the outcomes were published to the general public for understanding, learning, and practicing improved economic strategies. They also studied how the bridge would enhance connections and junctions and boost economic growth (Forth Replacement Crossing,2018).
PROJECT STAKEHOLDERS
The Forth replacement crossing was Scotland's most considerable infrastructure undertaking, which provides a reserve bridge known as the Queensferry Crossing and is used for all public traffic that momentarily transits the Forth Road Bridge. At the cost of £1.35 billion, the project consisted of: a 2.7 km long cable-stayed bridge, associated linking routes and intersection modifications, 22 km extended intelligent transport system to operate traffic through the passageway. Two parties were shortlisted for the tender competition for the prevalent contract. These were Forthspan – a joint venture of Morgan Sindall, Bam Nuttall, Balfour Beatty, and Vinci (later replaced by MT Hojgaard) – and Forth Crossing Bridge Constructors – a joint venture of Hochtief, American Bridge, Dragados, and Morrison Construction. (Scott, 2020). The undertaking had many responsible stakeholders who managed the construction and post-construction services. (The forth bridges, 2015)
Project Director- David Climie
Operations Director for Employer's Delivery Team- Iain Murray
FCBC Project Director- Michael Martin
FCBC Survey Manager- Ronan Hayes MRICS
FCBC Temporary Works Co-ordinator for Foundations & Towers- Neil Robinson
FCBC Deputy Laboratory Manager- Jim Woods
Edinburgh Chamber of Commerce
The City of Edinburgh Council
SEStran
Tactran
Fife Council
Fife Chamber of Commerce (Transport govt Scott, 2020)
Operations Director for Employer's Delivery Team- Iain Murray
FCBC Project Director- Michael Martin
FCBC Survey Manager- Ronan Hayes MRICS
FCBC Temporary Works Co-ordinator for Foundations & Towers- Neil Robinson
FCBC Deputy Laboratory Manager- Jim Woods
Edinburgh Chamber of Commerce
The City of Edinburgh Council
SEStran
Tactran
Fife Council
Fife Chamber of Commerce (Transport govt Scott, 2020)
SUCCESS OR FAILURES
Failure
Analyzing failures, there was exclusively one very significant oversight regarding its deadline. The Queensferry Crossing opened at the end of August 2017, eight months after the first estimate and ten weeks later than the mid-June contract completion date. On 8 June 2016, it was declared that fulfillment of the Queensferry Crossing by the demanding target date of the rear of 2016 was no longer attainable. However, the contractor has expressed that they strived to unfurl the Queensferry Crossing in May 2017. Transport Scotland instantly began creation, procurement, and statutory work on the fast-tracked scheme – designating the Jacobs Arup joint venture as design advisors in January 2008. (The forth bridge,2015)
The report highlighted that the project program was delayed due to bad weather during the construction. Nevertheless, it was also because of natural casualties and not in man's pointers. These can be the only spotted project failures that still need to be completed within the decided due date. (Transport govt.Scotland,2020)
Success
The report highlighted that the project program was delayed due to bad weather during the construction. Nevertheless, it was also because of natural casualties and not in man's pointers. These can be the only spotted project failures that still need to be completed within the decided due date. (Transport govt.Scotland,2020)
Success
After a transparent investigation, the Scottish government declared that the existing fourth road bridge revealed corrosion of main cables. Furthermore, repairing the current bridge was not economically feasible, so the cable state Bridge was a favored option. The undertaking was in line with National policies and techniques for a new crossing. At that time, there was a comprehensive business case, and the decision was based on pieces of evidence. Transport Scotland handled the project very efficiently under its governance. They took the critical factors and their mind. The team regularly took meetings about consistency in project board cost, risk, quality, and time management. It was subsequently documented that the transport land had managed the Forth replacement crossing project with a great steal of capital. The victory of the road has been found to:
The bus operators have enhanced courses and services. For instance, the stagecoach on its Fife to Edinburg route significantly increased passenger numbers Cross fourth.
Pure roadway casualties have been recorded compared to pre- and post-opening of the bridge.
No available mitigation is demanded as the air quality is directly assessed by the monitors installed on the bridge.
Traffic issues have been settled more than earlier and downsized to less than a minute and seven minutes. (Scott,2015)
Its iconic structure was identified in 2015 as a UNESCO earth heritage location.
Approximately 7000 tonnes of assimilated carbon were reduced in the building material of the Queensferry Bridge.
The major success of the bridge can also be accounted to the project managers and the accounting committee that took the optimism bias. They identify the potential risks and plan to minimize delays in the project and therefore reduce the cost to a minimum. They estimated the cost and benefits with a very strategic approach and deliberately did not underestimate the costs and overestimated the benefits. Instead, they state sincerely and accurately estimated both. They completed the task for 1.34 billion euros, which was 16% lower than the 1.6 billion estimated costs at the Inception. Benchmarking against the Stag environment objectives and the study-specific planning objectives highlighted the critical issue to 'minimize the impact on people, the natural and cultural heritage of the Forth area' (Dudgeon, 2007: pp. 55–59). they took environmental hazards keenly in mind and significantly reduced the carbon emission impact by reducing approximately 7000 tonnes of assimilated carbon in the building material of the Queensferry Bridge (American, 2021). Offsite edifice and onsite assembly strategies were used throughout the Queensferry project. These factory-fabricated components were also lodged with all flooring, fencing, and electrical supplies before erection over the road—this improved grade and fewer disturbances during construction and operation. The sign and signal gantries that govern traffic flows around the Crossing minimized assimilated carbon. While the Queensferry Crossing design was designed, the possibility for a new proactive, predictive technique to support Management was created. It is the potential to create a twin of the Crossing digitally through monitoring sensors around the structure. The electrical twin takes data from the sensors and delivers real-time data on its structural soundness. It also enables its performance under normal circumstances to be modeled alongside materializing trends or expected modifications in loading to predict problems before they happen. It not only reduces operational costs and enables supervision work to be planned well in advance, but it also ensures work is only undertaken when necessary, thus facilitating upheaval to the Crossing's users and associated carbon. The project was successful and was undertaken brilliantly, as no reported mishaps were declared. Even though the deadline was extended, the cost was kept in mind, and the work was done efficiently.
Pure roadway casualties have been recorded compared to pre- and post-opening of the bridge.
No available mitigation is demanded as the air quality is directly assessed by the monitors installed on the bridge.
Traffic issues have been settled more than earlier and downsized to less than a minute and seven minutes. (Scott,2015)
Its iconic structure was identified in 2015 as a UNESCO earth heritage location.
Approximately 7000 tonnes of assimilated carbon were reduced in the building material of the Queensferry Bridge.
The major success of the bridge can also be accounted to the project managers and the accounting committee that took the optimism bias. They identify the potential risks and plan to minimize delays in the project and therefore reduce the cost to a minimum. They estimated the cost and benefits with a very strategic approach and deliberately did not underestimate the costs and overestimated the benefits. Instead, they state sincerely and accurately estimated both. They completed the task for 1.34 billion euros, which was 16% lower than the 1.6 billion estimated costs at the Inception. Benchmarking against the Stag environment objectives and the study-specific planning objectives highlighted the critical issue to 'minimize the impact on people, the natural and cultural heritage of the Forth area' (Dudgeon, 2007: pp. 55–59). they took environmental hazards keenly in mind and significantly reduced the carbon emission impact by reducing approximately 7000 tonnes of assimilated carbon in the building material of the Queensferry Bridge (American, 2021). Offsite edifice and onsite assembly strategies were used throughout the Queensferry project. These factory-fabricated components were also lodged with all flooring, fencing, and electrical supplies before erection over the road—this improved grade and fewer disturbances during construction and operation. The sign and signal gantries that govern traffic flows around the Crossing minimized assimilated carbon. While the Queensferry Crossing design was designed, the possibility for a new proactive, predictive technique to support Management was created. It is the potential to create a twin of the Crossing digitally through monitoring sensors around the structure. The electrical twin takes data from the sensors and delivers real-time data on its structural soundness. It also enables its performance under normal circumstances to be modeled alongside materializing trends or expected modifications in loading to predict problems before they happen. It not only reduces operational costs and enables supervision work to be planned well in advance, but it also ensures work is only undertaken when necessary, thus facilitating upheaval to the Crossing's users and associated carbon. The project was successful and was undertaken brilliantly, as no reported mishaps were declared. Even though the deadline was extended, the cost was kept in mind, and the work was done efficiently.
CHALLENGES
Time management and deadline
At the cost of £1.35 billion, the project consisted of: a 2.7 km long cable-stayed bridge, associated adjoining roads and intersection improvements, and a state-of-the-art 22 km long intelligent transport system to manage gridlock through the undertaking corridor. Completing the undertaking within the deadline was a significant issue because of bad weather conditions. High winds and unexpected snowfall are typical weather in Scotland. The task time of completion was ten weeks. However, it was ten weeks later than the contract end date and eight months later than the first estimated date; the new Crossing opened on 30 August 2017.
Traffic management
Seventy thousand automobiles crossed the bridge daily, so traffic was one of the biggest challenges. An hour if the bridge were closed, there would be much tension on the roadway. Transport Scotland managed it quite effectively and efficiently. They diverted the traffic towards a different junction for ten weeks until the construction was completed. They adopted particular strategies such as:
Layout, installation, maintenance, and disposal of route closures.
Design, installation, maintenance, and control of Temporary Traffic Light Systems. (Including any requirements for pedestrians).
Configuration, installation, and supervision of Lane Closures.
Supply and facility of Site Permit Signing.
Environmental safety
A strategic environmental assessment was undertaken on the Forth replacement crossing in 2007 (Ritchie & Walker, 2007). One of the biggest challenges was to save the earth from land waste and air emissions, and water pollution that would have been caused due to the construction of a new bridge. Concrete and carbon remaining would have been required to dispose of at the embankment. The government and the construction committee worked for hand and hand and reduced seven thousand tonnes of construction material. That embodied carbon and removed the lorry movement and its associated emissions.
Structural Construction
Structural construction was one of the biggest challenges. One of the main risks of a multi-span cable-stayed structure is providing the necessary stiffness to the central Towers. The solution is that they adopted overlapping strands with adjacent stay arrays. It includes one mark reference, trained for measurement during its installation length compared to the theoretical length provided—a direct measure for the design model. High Winds are a significant disruption and a common weather feature on the fourth estuary. It caused periodic closures and speed restrictions on the fourth road bridge resulting in substantial traffic. Therefore, building an effective wind shielding plan on the new Crossing was considered.
Deck lifting
The deck section Weighed approximately seven hundred and fifty tons and had to be lifted around Sixty m into position. It was indispensable to be careful as two-strand jacks were used during the operation and five times stroked before reaching the lifting height. This sequence was followed because the Deck segment design does not allow for locked-in stresses. The additional terrain on either side of the Firth of Forth presented complicated engineering challenges on each bridging course. Both the south and north approach viaducts were projected, overpowering the challenges associated with credentials for superstructure erection over vertical terrain and surface water.
Design and Infrastructure
The design of the Queensferry Bridge is very acute and critical, and any mistake between the actual construction and theoretical structure would cause a significant mishap. The frame is balanced on cable strands and V-shaped piers and must be carefully installed. These strands are coated with corrosion-resistant material. They are assembled of high-grade steel and a blend of alloys to make them strong, wind resistant, and structural.
Project Approval
The project approval took ten years as the fourth replacement crossing study started in August 2006, and the construction of the final Queensferry crossing was completed on August 2017.
Within this extended period, many things were considered, such as business case development, ministerial approval, project design, development procurement notice, the introduction of the bill in the Parliament, tendering process, opening of M9 Junction, and installing intelligent systems to monitor the bridge.
At the cost of £1.35 billion, the project consisted of: a 2.7 km long cable-stayed bridge, associated adjoining roads and intersection improvements, and a state-of-the-art 22 km long intelligent transport system to manage gridlock through the undertaking corridor. Completing the undertaking within the deadline was a significant issue because of bad weather conditions. High winds and unexpected snowfall are typical weather in Scotland. The task time of completion was ten weeks. However, it was ten weeks later than the contract end date and eight months later than the first estimated date; the new Crossing opened on 30 August 2017.
Traffic management
Seventy thousand automobiles crossed the bridge daily, so traffic was one of the biggest challenges. An hour if the bridge were closed, there would be much tension on the roadway. Transport Scotland managed it quite effectively and efficiently. They diverted the traffic towards a different junction for ten weeks until the construction was completed. They adopted particular strategies such as:
Layout, installation, maintenance, and disposal of route closures.
Design, installation, maintenance, and control of Temporary Traffic Light Systems. (Including any requirements for pedestrians).
Configuration, installation, and supervision of Lane Closures.
Supply and facility of Site Permit Signing.
Environmental safety
A strategic environmental assessment was undertaken on the Forth replacement crossing in 2007 (Ritchie & Walker, 2007). One of the biggest challenges was to save the earth from land waste and air emissions, and water pollution that would have been caused due to the construction of a new bridge. Concrete and carbon remaining would have been required to dispose of at the embankment. The government and the construction committee worked for hand and hand and reduced seven thousand tonnes of construction material. That embodied carbon and removed the lorry movement and its associated emissions.
Structural Construction
Structural construction was one of the biggest challenges. One of the main risks of a multi-span cable-stayed structure is providing the necessary stiffness to the central Towers. The solution is that they adopted overlapping strands with adjacent stay arrays. It includes one mark reference, trained for measurement during its installation length compared to the theoretical length provided—a direct measure for the design model. High Winds are a significant disruption and a common weather feature on the fourth estuary. It caused periodic closures and speed restrictions on the fourth road bridge resulting in substantial traffic. Therefore, building an effective wind shielding plan on the new Crossing was considered.
Deck lifting
The deck section Weighed approximately seven hundred and fifty tons and had to be lifted around Sixty m into position. It was indispensable to be careful as two-strand jacks were used during the operation and five times stroked before reaching the lifting height. This sequence was followed because the Deck segment design does not allow for locked-in stresses. The additional terrain on either side of the Firth of Forth presented complicated engineering challenges on each bridging course. Both the south and north approach viaducts were projected, overpowering the challenges associated with credentials for superstructure erection over vertical terrain and surface water.
Design and Infrastructure
The design of the Queensferry Bridge is very acute and critical, and any mistake between the actual construction and theoretical structure would cause a significant mishap. The frame is balanced on cable strands and V-shaped piers and must be carefully installed. These strands are coated with corrosion-resistant material. They are assembled of high-grade steel and a blend of alloys to make them strong, wind resistant, and structural.
Project Approval
The project approval took ten years as the fourth replacement crossing study started in August 2006, and the construction of the final Queensferry crossing was completed on August 2017.
Within this extended period, many things were considered, such as business case development, ministerial approval, project design, development procurement notice, the introduction of the bill in the Parliament, tendering process, opening of M9 Junction, and installing intelligent systems to monitor the bridge.
INNOVATION IN PROJECT
The innovation involved in the project's construction was unique and long-lasting. Technological advancement techniques such as wind shielding were used to protect against typical windy and stormy weather. It helps with the non-closure of bridges and traffic and transportation problems. The broader roads help buses drive safely without obstruction and with more infrequent to no accidental reports. Two–lane carriageways with extra-wide rigid shoulder – less disturbance from mishaps/ breakdowns, the prospect for bus use if redirected from Forth Road Bridge. Allows flexibility to handle three traffic arteries plus pedestrian and cycle lanes if cables on the existing bridge deteriorate. It was due to corrosion, and The bridge was supposed to be revamped. Dehumidification systems help in avoiding corrosion concerns. They are overlayered with multiple coats of material for prophylactic measures. Cables can be restored or superseded separately without closing the bridge and can be visually examined. Digital screens and speed monitors are installed to ensure passenger vehicles maintain the speed limit, and all government announcements are published and reported to the public on time. First wide-scale application of a unique, admiringly enduring road surfacing – positively resilient and extended enduring than ideal.
Both the south and north direction viaducts were launched, overpowering the challenges associated with a permit for superstructure erection over vertical terrain and shallow water. The different terrain on either side of the Firth of Forth demonstrated complex engineering challenges with each bridge technique. (Peter,2019) The bridge has been warmly received, by the masses, politicians, and construction and strategy press, gathering several prestigious honors. The construction of the Queensferry Crossing gained considerable public interest from the moment the three towers emerged from the Forth estuary under the gaze of FRB users. Immediately after unfurling, the bridge was completed to allow the public to walk the bridge on application. A staggering 50,000 folk from across the UK and beyond made the walk. (Ramboll,2019)
the added benefits of the project are:
Connect to the strategic transportation web to aid the optimization of the network.
Increase travel options and improve integration across methods to encourage modal shifts of individuals and interests.
Enhance accessibility and colonial inclusion.
Support sustainable expansion and monetary growth.
Minimise impact on individuals and the biological and cultural genealogy of the Forth province.
Both the south and north direction viaducts were launched, overpowering the challenges associated with a permit for superstructure erection over vertical terrain and shallow water. The different terrain on either side of the Firth of Forth demonstrated complex engineering challenges with each bridge technique. (Peter,2019) The bridge has been warmly received, by the masses, politicians, and construction and strategy press, gathering several prestigious honors. The construction of the Queensferry Crossing gained considerable public interest from the moment the three towers emerged from the Forth estuary under the gaze of FRB users. Immediately after unfurling, the bridge was completed to allow the public to walk the bridge on application. A staggering 50,000 folk from across the UK and beyond made the walk. (Ramboll,2019)
the added benefits of the project are:
Connect to the strategic transportation web to aid the optimization of the network.
Increase travel options and improve integration across methods to encourage modal shifts of individuals and interests.
Enhance accessibility and colonial inclusion.
Support sustainable expansion and monetary growth.
Minimise impact on individuals and the biological and cultural genealogy of the Forth province.
PROJECT MANAGEMENT
The project was managed very effectively and efficiently by the project team. Transport Scotland had a device for the purpose and planning of strategies with cost management, regulated the budget of 1.34 million, and put efforts to get more value of money from what they had initially invested. They maintained a sound Government and ensured that each plan was produced within the initial budget cost. The transport was initialized, and all thoughts of Management were taken into place through budget monitoring. Moreover, detailed step-by-step planning, there were many multi-unit companies involved in the process to make the undertaking a success, such as Ramboll. Despite being a government body, Transport Scotland gave complete output in the project through thick and thin. It managed the traffic regulations, diversion, and Management of the public. It was a successful project due to multiple authorities adjoining together, such as the project director-David Climie, Project Director- David Climie, Operations Director for Employer's Delivery Team- Iain Murray, FCBC Project Director- Michael Martin, FCBC Survey Manager- Ronan Hayes MRICS, FCBC Temporary Works Co-ordinator for Foundations & Towers-Neil Robinson, FCBC Deputy Laboratory Manager- Jim Woods. (Ramboll, 2017) The scope of the commission included the development and assessment of the project proposals, concept (Hussain et al., 2011), and specimen design (Carter et al., 2011) of the bridge, preparation of an environmental statement, the practice of contract documents, contribution in the procurement and clearance of the project and succeeding monitoring of edifice.
CONCLUSION
The Queensferry is one of the most significant achievements taken. It was completed in under 1.3 million, stretching over 1.7 miles. It is the most extended three Tower cable Stayed structure in the world. It holds the world record for the same. The Queensferry Crossing committee and the transport land took keen interest and excellent skills to construct the bridge due to the corrosion discovered in 2006. it took them ten years for project approval and all sorts of formalities before the construction could be started and completed. The Queensferry crossing has unique features built with itself, such as a two-lane carriageway plus an extra wide hard shoulder, allowing flexibility to run and traffic. Wind shielding reduces the potential for Bridge closures from high wind. The dehumidification system inside the bridge prevents the Towers from corrosion. It has a long-lasting coating applied to the structure as well. Hi-tech monitoring of the health and structure of the bridge is installed. The cables can be repaired individually without having to close the bridge. Intelligent transport systems are provided for speed control and electronic messaging from Scotland. The construction of the bridge still needs to be completed by the deadline. However, it was completed within the given budget even though costs were estimated to be higher by about 1.6 million. Transport Scotland controls the traffic effectively and efficiently and manages the construction to be completed within ten weeks to help the economy. To conclude, the Queensferry project was a massive success in money and production.
