A12 Case Study

 

 

Introduction

Upon the successful delivery of the 11 legacy concrete programme schemes in East England region, DDC’s name was well recognised by National Highways East Region for quality, innovation and professionalism. DDC was appointed to undertake further drainage survey works for the Concrete Road programme Framework to complete a NH DDMS pipework and chambers defect survey by CCTV, compliant with CD535 and CS 551 for the project Concrete Roads – A12 NB&SB J25 Marks Tey – J26 Stanway. This commenced in October 2021.

 

Aim of the project

The main objective of the scheme was to replace existing concrete pavement with flexible pavement on the A12 between J25 Marks Tey and J26 Stanway. Associated works included replacement or changes to existing assets, if impacted by the pavement renewal works. The works involved mobilising SMSTS Site Manager, 3D chamber scanning, GPS, CCTV and Cleansing teams with root cutting equipment to conduct a combination of a pipework and chambers defect survey by CCTV and a chambers defect and geometric survey by laser scanner in accordance with CD535 and CS551.

 

Planning

The Early Contractor Involvement (ECI) meeting was facilitated by the contractors design and project management team and the Designer. DDC conducted extensive research and gathered information to assess the scope prior to attending the ECI meeting. Listening and understanding the designer and the contractor’s requirements in the ECI meeting, DDC proposed the utilisation of the 3D chamber scanners to capture detailed information and creating point cloud of the chambers. The proposal was accepted by both designer and contractor. DDC’s early contractor involvement supported the contractor in their preparations of the project master programme and the Construction Phase Plan which ensured that there was clarity on the requirements and deliverables. The ECI had a huge positive impact on the client’s time, resources and budget. Due to the complex nature of the project, unambiguous and timely cooperation between contractor and DDC was critical.

Jointly the contractor and DDC agreed to schedule weekly fast-paced and fluid meetings. Those involved included DDC’s deputy Managing Director, DDC’s project delivery team, and contractor project manager. These meetings enhanced the commitment to planning, gave a useful platform to challenge assumptions and ensured smooth and successful delivery.

Ongoing collective decisions were taken and robust processes were agreed and adhered to. The risks in respect of resourcing, competencies and skills, H&S, wellbeing and environmental compliance were mitigated against.

 

Key Fact

With the authorisation from National Highway’s head of Concrete Road Programme, DDC compiled and shared all the relevant information within the project extent that was surveyed in 2019-2020. This included not only the final deliverables but also the site conditions and detailed shift reports. This helped the designers to draft a ‘fit-for purposed’ survey scope and eliminated the chance of over or under delivery.

 

Managing

As goals had been defined and the scope was understood the surveying team was fully aware and had good insights into this drainage specific scheme.

The weekly progress meeting kept all stakeholders engaged, focused and determined. This dialogue was crucial to keep the project on track. Proposed changes and impact on budget and deadline were evaluated and implications were assessed. DDC recommended innovative approaches regarding specific challenges applicable to these surveys.

Key fact

DDC resourced the same SMSTS site operations manager who successfully managed the site activities of the 11 East Region Concrete Road schemes. DDC’s site operations manager and project quality coordinator directly discussed issues, access, and concerns ensuring members of the community were consulted and informed.

 

A comprehensive tracking system was set up by DDC and shared with the contractor providing management information, enabling all parties in the project delivery chain to have access to the same information prior to taking informed decisions.

Technical skills and expertise of DDC’s site management team along with their strength in communicating ensured effective delivery/ management of this project in accordance with CD535 and CS 551 standards, H&S, wellbeing and environmental standards.

At times the relationship with the client needed to be managed sensitively, DDC were able to negotiate/ influence into different ways of thinking. Managing frequent changes in scope and requirements was evidence of DDC’s resilience when presented with challenges.

 

Monitoring

Monitoring was undertaken daily and reviewed weekly. Digital daily reports were reviewed and discussed by DDC’s and the contractor’s project delivery team. DDC’s dedicated telephone line ensured integrated and seamless team collaboration. The jointly agreed monitoring process involved openness and multi-layered feedback from both teams.

During these meetings, health and safety and environmental reporting was reviewed together with on-site activity (including morale of personnel), budget against forecast, programme schedule and resourcing.

DDC’s project assurance team verified data quality prior to making recommendations and implementing agreed solutions with the contractor.

 

 

Resources

DDC’s robust vetting procedures ensured quality was driven throughout the supply chain. Compliant, committed and capable personnel who were responsive and reactive worked to deliver shared goals to optimise project delivery.

Careful attention to resourcing personnel and equipment was one of DDC’s priorities. Often, at short notice resources were relocated in line with the fast-pace of this project. A strong focus around training, compliance and all personnel having the right information at the right time was instrumental to the success of the project.

The contractor was impressed with the work on site, with DDC personnel and with their standard of work and behaviour.

 

Outcomes, Delivery and Conclusion

The designer requested fully quality checked weekly 3D Chamber scanning reports of all the scanned chambers to be delivered by the following Friday, and these chamber scanning reports need to meet the standard for design purposes. DDC’s site team, operations team and technical delivery team fully collaborated between each other to ensure all the 3D chamber scanning digital data and point cloud were managed and transferred via cloud, data was processed, and reports were quality checked in a timely manner.

As outlined in the scope DDC was compliant to CD535, CS 551 and ADMM standards and all the ESRI SHP Files, Reports and Wincan reports were delivered on time, and to budget. Our belief in, and commitment to, ‘better information management’ inspires our team to get it right first time and to deliver driven solutions to meet clients’ expectations.

At DDC Health, Safety, and Wellbeing are integral aspects of its organisational culture, we make sure people have the support and care they need with the compassion and respect they deserve. Everyone in the DDC team is committed to continuous improvements in safety, customer excellence, and service delivery.

The relationships we engender are based upon trust and mutual respect which evolve into exceptional partnerships enabling delivery on large scale projects.