How can floor vibrations be assessed?

Improvements in vibration performance after construction are likely to be difficult to achieve and very costly. The assessment of vibrations should therefore be carried out as part of the serviceability checks on the floor during the design process.

The vibration performance of the floor can be assessed using manual methods, a new simplified web-based tool or finite element methods. Where a BIM model of the building is being created by the design team, the model should contain all the necessary information required to carry out the analysis.

Manual methods

Simplified assessment can be carried out by hand methods of analysis, although such calculations are generally conservative and in some cases to a great extent. Various methods are available, one of which is set out in SCI publication P354.

To avoid the possibility that walking activities could cause resonance or near-resonant excitation of the fundamental mode of vibration of the floor, neither the floor structure as a whole nor any single element within it should have a fundamental frequency of less than 3 Hz.

The assessment procedure involves the following steps:

• calculate the natural frequency of the floor system;

• determine the modal mass, i.e. the mass participating in the vibration;

• calculate the critical rms acceleration and the response factor;

• compare the response factor with the acceptance criteria for continuous vibration.

If the response factor is not acceptable, try a more comprehensive method of analysis such as the new simplified web-based tool or finite element modelling.

Simplified web-based tool

A new Floor Response Calculator is available on www.steelconstruction.info that allows designers to make an immediate assessment of the dynamic response of a floor solution. The results from this tool provide an improved prediction of the dynamic response compared to the ‘manual method’ in SCI P354. The tool may be used to examine complete floor plans or part floor plans, comparing alternative beam arrangements.

The tool reports the results of approximately 19,000 arrangements of floor grid, loading and bay size, which have been investigated using finite element analysis. The designer must select between a variable action of 2.5 kN/m2 and 5 kN/m2, being typical imposed loads on floors. 0.8 kN/m2 is added to allow for partitions.

The designer must also select the arrangement of secondary and primary beams, with typical spans, which depend on the arrangement of the beams. Secondary beams may be placed at mid-span or third points. The pre-set damping ratio of 3% is recommended for furnished floors in normal use.

When a decking profile is selected, an appropriate range of slab depths are then available to be selected. Generally, thicker slabs will produce a lower response factor. When selecting the slab depth, solutions which result in a response factor higher than 8 (the limit for a typical office) are highlighted.

The primary and secondary beams are selected automatically as the lightest sections which satisfy strength and deflection requirements; these cannot be changed by the user.

The selection of the lightest sections is made to produce the most conservative dynamic response, as stiffer beams will reduce the response. A visual plot of the response is also provided for both the steady state and transient response.

Hovering over the plot shows the response factor. Generally the higher response will be in an end bay, where there is no continuity. The fundamental frequency of the floor is presented on the output screen. If the actual design differs from the pre-set solutions in the tool, users should note the following:

• Using stiffer beams will reduce the response

• Using thicker slabs, and stiffer beams, will reduce the response

• The gauge of the decking has no significant impact on the response factor

• Voids that break the continuity of beam lines will lead to higher response factors

Finite element analysis

The most accurate and detailed assessments of floor vibrations are made using finite element (FE) analysis. Simple methods can be applied with reasonable accuracy for orthogonal grids but where a floor plate is not orthogonal (e.g. curved in plan), simple methods are inadequate.

In FE analysis the floor slab, beams, columns, core walls and perimeter cladding are modelled with finite elements with appropriate restraints applied to the elements in the model.

A model of the whole building is often already available for Building Information Modelling (BIM) and an individual floor can be extracted and modified to provide a model that is suitable for vibration analysis.A modal analysis is carried out first to determine the natural frequencies, mode shapes and modal masses.

Steady state and transient responses are then calculated for each mode of vibration and each harmonic of the forcing function (the walking activity). The modal responses are then added up for all the mode shapes and harmonics considered, and a predicted rms acceleration calculated for each point on the floor.

The final step is to divide the acceleration by the base value to determine the response factor. The results can be plotted in a contour plot.

Mitigation

If the floor response is found to be unacceptable during the design assessment, the designer has some freedom to make adjustments to the structural arrangement such that the vibration response is reduced to acceptable levels.

Possible measures include increasing the mass, stiffness and damping of the floor, and relocating or reducing the length of corridors

Common mistakes of PMP® Application

Common mistakes of PMP® Application

 

PMI takes great care to uphold the quality of its Certifications by establishing high standards in working and educational requirements of certification applicants.

The PMP® Exam Application is often considered as a mini project in itself as Aspirants would need to take much time and efforts to get the application form completed and submitted, not to mention the possibility of having to deal with the dreaded Audit. Before even beginning to fill in the application form, Aspirants would need to understand common mistakes of failing the PMP® application with a view to accelerating and smoothing the application process (by noting these, You will also be well prepared for the Audit too).

Before going into details of the common mistakes, every Aspirants should note the no. 1 mistake in submitting the application is not to become PMI Member before hitting the form submit button — since the saving in exam fee for PMI membership is more than the annual membership fee of PMI.

 

Common Mistakes in Documenting Working Experience

PMI requires Aspirants to have accumulated a certain amount of hours of working experience before applying for the exam.

On the Application Form, you will be asked to fill in the number of hours for each project you have taken part in according to the project management process groups (initiating, planning, directing, monitoring & controlling and closing the project as defined in the PMBOK® Guide) according to the following template:

  • Title of project
  • Duration and nature of project
  • Supervisor details
  • No. of hours spent in each process group
  • A brief description of the project including objectives, key deliverables, project outcome, as well as your personal role (in less than 500 characters)

The total amount of working experience hours should be more than the minimal amount specified for different levels of formal education. Also each Aspirants should at least have some experience in each of the five process groups.

Common mistakes when filling in the Application Form include:

  • Include every project you have taken part in from Day 1 of your working life
    — include barely sufficient number of projects to fulfil the minimum amount of experience hour is highly advised as this will save you much efforts in verifying your working experience; also the experience submitting should be within the past 7 years.
  • Include many small projects
    — if you have worked on large and small projects over the past few years, try to select the large project first to reduce the complexity of your Application (and save you much efforts in PMI Audit). If you are the unfortunate those who work on only small project, you should try to document all your projects as organized as possible.
  • Not making efforts to collect truthful information of your projects
    — every Aspirants to try hard to gather all the relevant information to their working experience for each project (in particular the project schedule and plan, etc.). Before filling the Application From, you should have collected all the relevant information so that you can calculate the number of hours for each project management process group as accurately as possible. You are also highly advised to keep these information in a folder to prepare for the Audit. Remember to take the time to document your working experience as clear as possible and ask for consent from your supervisors on the documented hours.
  • Trying hard to follow some insiders’ secrets to fill in the Application Form to avoid the Audit
    — the PMI Audit is random in nature (proof: I got audit request for both my PMP® and PMI-ACP® Certification Application), there is nothing one can do to avoid or reduce the likelihood of being selected for the PMI audit. But the chance of getting PMI audit requests is often considered low, maybe around 10% or less (though the exact amount is not disclosed by PMI).
  • Include working experience during which you are not working on project management (e.g. operation)
    — since PMP® is about project management, the working experience submitted should include only those hours you are managing or directing project work only. Though it is not necessary to carry the functional title of “project managers”, you will pay special attention to report only the portion of your working experience that is directly related to project management.
  • Fill in the supervisors details before contacting them
    — if you are not selected for an audit, this should not be an issue; otherwise, you should contact your supervisor first to agree on the number of project management hours to be reported in the PMP® Application. This will also ensure that you can reach your supervisor (past or present) in case  you would need to ask them to sign the experience verification form for the Audit. Make sure you can contact the person you named as the supervisors for your projects by emailing or phoning them. PMI doesn’t require your immediately supervisor as the only person to be named on the application, in case you cannot find them, you can try to find others who have intimate knowledge of your role in the project (can be the CEO, COO, manager, supervisor, colleagues, etc.). If all efforts fail, it is better for you NOT include the project in your application or you would risk failing the PMI Audit.
  • Not making full use of the 500 characters for the project description
    — 500 characters is not too much especially when you are required to fill in the project including objectives, key deliverables, project outcome, as well as your personal role in the project you mention in your Application. PMI would just rely on this piece of information to understand whether your experience is considered suitable for working experience hours. Try to make full use of the characters allowed; otherwise PMI will ask you to re-submit (maybe through email) a more detailed project description during the Application Completeness Review process (which is before the Audit).
  • Crash the project schedule too much too often
    — PMI advocates work-life balance by recognizing only 40 hours per week of working. Therefore, for project spanning 12 weeks, you should only document at most 480 hours and no more. If you have read the PMBOK® Guide, you should understand that crashing is just a work-a-round and should not be a “planned” activity.
  • Fill in the Application before reading the PMBOK® Guide
    — PMI has laid out its concept of project and project management in the PMBOK® Guide, and your Application Form (in particular the project description part and the number of hours for each process groups) is judged against the definition from the PMBOK® Guide. If you get to know the PMOBK Guide well, there will be less discrepancies in the understanding of your project management terms vs PMI’s. You are also welcome to show off your understanding of project management in PMI’s point of view by making use of project management terms found in the PMBOK® Guide.

Common Mistakes in Counting 35 Contact Hours of Project Management Education

The requirement for the 35 Contact Hours for the PMP® Certification is quite simple and clear:

  • The 35 Contact Hours of project management education should be any education on project management provided by any formal education provider taken anytime before the PMP® exam, e.g.
    • part of University curriculum (only count those hours on project management education)
    • bootcamps
    • online PMP® courses — all online courses should include a formal end of course assessment to judge whether the student has actually studied the course
  • There is no need to have the curriculum based on the PMBOK® Guide nor PMP® Certification.
  • Not limited to courses provided by a PMI Registered Education Provider (R.E.P.) — though PMI has pre-approved courses offered by PMI R.E.P. to fulfil the contact hour requirement.

Common mistakes when counting 35 Contact Hours include:

  • Not Finishing the 35 Contact Hours before submitting Application
    — PMI requires the 35 Contact Hours to be gained before Application Form is submitted (i.e. you should have gotten the Course certificate before applying for PMP®)
  • Reading the PMBOK® Guide for 35 Hours by self-study
    — The 35 Contact Hours should be gained through a formal course offered by a formal education provider. Self-study is not considered a possible way to earn the required education.
  • Taking online project management courses without assessments
    — It is one of the requirements for online courses that a formal end of course assessment should be included before giving out the course certificates to the students. All courses provided by PMI R.E.P. would include assessments as PMI has communicated well with them; however other education providers would just miss this. When in doubt, always choose courses that are provided by PMI R.E.P. (you have the added benefits of being well prepared for the exam).
  • Including courses that are not directly related to project management
    — If you are not taking courses by PMI R.E.P., you will also need to provide the course outline if you are selected for an audit. PMI will try to judge whether the whole course or just some portions of it is/are about project management. You must try to make sure the course is all about project management in PMI’s eyes.

Common Mistakes in Responding to PMP® Audit

According to PMI’s Customer Care there are three ways that you can fail an audit: No Fault, Non-Compliance and Fraud. Let’s look at them in detail. First we’ll see what PMI writes for each, then we’ll give you an interpretation and our recommendations.

No Fault on the PMP® Applicant

Cannot verify education or experience through no fault of their own – No suspension period and cannot reapply until candidate can provide the experience hours and document them.

In other words, the PMP® Applicant cannot provide the proof of their project management education (35 contact hours) or experience upon request

Non-Compliance to PMI Audit Requests

Candidate chooses not to attempt audit – One year suspension period

If you are audited and you simply have too much going on in your life to participate in the audit, then you can choose not to give any audit responses. Similar to pleading “no contest,” the candidate is subject to a one year suspension period before he/she can apply for the PMP® Exam again.

Intentional Fraud Information Provided in PMP® Application

Providing False Information – Permanently suspended from sitting for PMI exams

PMI will permanently ban Aspirants who provide false information (including making up non-qualified working experiences or faking education certificates) with a view to deceive PMI into believing they meet the requirements of taking the PMP® Exam. Since honesty is an integral quality of every project manager according to the PMI Code of Ethics and Professional Conduct, anyone found providing misinformation will not be allowed another chance to apply for any PMI Certifications. This is the worst kind of punishment for failing the PMI audit.

After understanding these three ways of failing the PMI Audit, Aspirants should take note of the common mistakes for PMI Audit failure as follow:

  • Filling in the project management / education experience in the Application Form without any proofs on hand
    — since the PMI Audit is time-framed (you need to respond and complete the audit in 90 days), you should be well prepared for the audit in advance by gathering all the required certificates (university/secondary degree and the 35 contact hours) and contacting all your named contacts. This will save you much time in completing the audit.
  • Not responding Audit request due to incomplete documentations
    — even if you cannot submit all the required documentation, verification and certificates requested by PMI, you should still notify PMI about the reasons (e.g. the education provider cannot issue the certificate with 90 days, etc.). There will be not penalty period in this case and once you can get it, you can proceed the application.
  • Not responding Audit request as the named supervisors cannot be reached
    — though it is highly desirable to have the ones named in the Application Form to sign the experience verification forms for you, PMI does not mandate this! In fact, you can ask anyone with intimate knowledge of your project roles to sign the form for you! Just ask any other managers or colleagues to help you out on this and you should be able to pass the audit.

Conclusion

It is hoped that by avoiding these common mistakes in PMP® Application submission, Aspirants can proceed through the Application process as smooth as silk. After passing the application completeness review, paying the exam Fee (and possibly passing the audit), Aspirants will be able to schedule their PMP® Exam time slot and begin the hardcore study for their certification success!

10 Reasons Why Bridges Collapse

10 Reasons Why Bridges Collapse

 

You may not think about the bridges you cross on your way to work, but they’re far more than pretty structures that make your commute manageable. Bridges are crucial transportation links that carry road and rail traffic across rivers, gorges or other roads. When a bridge collapses or closes for repairs, it can cause massive traffic problems or strand people altogether, if they live on an island.

Some of the most massive and expensive engineering projects in history have involved building bridges. Although the general physics of bridge-building have been established for thousands of years, every bridge presents complicated factors that must be taken into consideration, such as the geology of the surrounding area, the amount of traffic, weatherand construction materials. Sometimes these factors are miscalculated, or something occurs that the bridge designers didn’t expect. The result can be tragic.

As we go through this list of 10 reasons why bridges collapse, keep in mind that most bridge collapses are the result of multiple factors. For example, a flood that damages bridge piers might not have caused a collapse — except for a design flaw and poor maintenance. Remove one of those factors and the bridge may have remained upright. On the other hand, sometimes a train smashes into a bridge and it just falls down. We’ll consider the possibilities, starting on the next page.

10. Earthquake

Earthquakes cause damage to all structures, including bridges. Major earthquakes can bring about the collapse of dozens of buildings, but collapsed bridges are often the most visible signs of the havoc an earthquake can wreak. Amidst the rubble and devastation, the sight of a damaged bridge from TV news helicopters stands out and becomes the iconic image of that particular disaster.

Such is the case with the Loma Prieta earthquake that struck the California coastal cities of Oakland and San Francisco in October 1989. The earthquake — named for a nearby mountain — caused 63 deaths, and the majority of them occurred in two bridge collapses: One person died as a section of the San Francisco-Oakland Bay Bridge gave way, and 42 others perished when a large portion of the Cypress Street Viaduct carrying Interstate 880 collapsed [source: USGS].

Fortunately, earthquake-triggered bridge collapses are relatively rare. In addition, builders can construct bridges in earthquake-prone areas to withstand tremors — or at least minimize the loss of life when one occurs.

9. Fire

Fire might be the rarest cause of bridge collapses, but fire has brought a few bridges down in the past. In fact, it used to happen much more often, when bridges were made out of wood. Train bridges were especially susceptible to fire, because the steel wheels of the train on the steel rails of the track frequently sent sparks shooting onto the bridge. If it was very dry or the wind fanned the sparks, the bridge could catch fire and burn completely down [source: Letchworth].

Bridge fires aren’t a thing of the distant past, however. Several modern bridges have also collapsed or been severely damaged due to fire. The cause is typically the crash of a tanker truck carrying a large amount of a highly flammable substance like gasoline. The crash triggers an explosion and a blaze so intense it melts the steel used to build the bridge. Eventually, the softened steel can no longer hold up the structure, and the bridge falls.

This is exactly what happened in 2009 when a tanker truck on I-75 near Detroit suddenly burst into flames directly under a bridge. The resulting inferno destroyed the bridge completely and forced the closing of I-75. Amazingly, no one was killed [source: Guthrie].

8.Train Crash

This type of bridge collapse is extraordinarily rare, but one of the worst rail disasters in history, the Eschede train disaster, was a bridge collapse caused by train impact. In 1998, a high-speed train traveling through Germany suffered a mechanical malfunction of one of the wheels. The broken wheel struck a switch and shifted it, throwing subsequent cars onto a different track. Moving at roughly 124 miles (200 kilometers) per hour, the cars derailed and slammed into the piers of a road bridge that passed over the railroad tracks at that point. The massive impact brought the bridge down directly onto the passenger cars of the train, crushing them. As a result, 101 people died in the accident [source: Oestern]. Eighty-three people lost their lives in a similar tragedy near Sydney, Australia in 1977 [source: ABC News].

Even rarer than trains crashing into bridges are airplane crashes that destroy bridges. The 1982 crash of Air Florida Flight 90 hit the 14th Street Bridge over Interstate 395 near Washington National Airport, killing several people in their cars. The bridge did not completely collapse, but did require extensive repairs [source: Wilber].

7. Boat Impact

Many bridges cross rivers and other bodies of water. Boats passing under a bridge are usually moving pretty slow (compared to trains), but boats have incredible mass. This means that even a barge, which typically creeps along at very slow speeds, can impart tremendous force if it collides with bridge pilings or piers. That force is sufficient to knock down the bridge in some cases.

An example of this type of incident is the collapse of the Judge William Seeber Bridge in New Orleans in 1993. The bridge carried road trafficover a canal, and a barge passing under the bridge struck a pier supporting the bridge and severed it. Nearly 150 feet (46 meters) of bridge collapsed as a result. One motorist driving on the bridge at the time died in the accident [source: NTSB]. More than a dozen major bridge collapses have been caused by boat collisions in the last 100 years [source: Wardhana].

 

6.Flood

Floods cause bridge collapses in a few different ways. Severe floods can cause rivers and creeks to overflow, picking up debris like trees, cars and parts of houses. When the river passes under a bridge, the high water level smashes the debris into the bridge. If the impact doesn’t destroy the bridge immediately, the weight of the piled up combined with the force of the flowing water pushing on it can bring the bridge down. This is what happened to the Conemaugh Viaduct in 1889, when the South Fork Dam in Pennsylvania collapsed, unleashing a massive torrent of water down the Little Conemaugh River [source: NPS].

Flooding can collapse bridges in a far more insidious way — by gradually wearing away the earth around and underneath the bridge piers. This process is known to bridge engineers as scour, and occurs whenever bridge foundations are placed underwater. The natural flow of the water can produce scour over many years, but bridges are built to withstand that type of erosion. Engineering techniques such as laying riprap, or layers of heavy rocks, can prevent scour. However, floods dramatically increase the force and volume of water affecting the bridge, and the damage to sediments can cause a bridge to collapse immediately or even days or months later. A study by the American Society of Civil Engineers determined that 53 percent of all bridge collapses are caused by flood and scour [source: Wardhana].

he Schoharie Creek Bridge is an example of a collapse caused by flood and scour. The bridge carried the New York State Thruway over the creek. In 1987, spring flooding caused high water levels. This washed sediment out from under one of the bridge piers, causing it to fall into a hole nearly 10 feet (3 meters) deep. Ten people died in the resulting bridge collapse [source: Storey & Delatte].

5. Construction Accidents

The Quebec Bridge collapsed twice during construction before finally being built.

A surprising number of bridges collapse as they’re being built. You might think these types of collapses aren’t as serious because no one was driving on the bridge at the time of the collapse. Unfortunately, some of the deadliest bridge collapses in history have occurred during the bridge’s construction. While a functional bridge may only have a few vehicles on it when it collapses, it takes hundreds of workers to build a bridge — all of whom may be in dangerous positions in case of collapse.

The 1907 collapse of the Quebec Bridge crossing the St. Lawrence River at Quebec City shows how engineering miscalculations can lead to disaster. The bridge was only partially constructed, but parts were already bending and breaking from the weight of the bridge itself. Engineers were concerned, but unable to take action swiftly enough. When it collapsed, 74 workers were killed [source: Structurae]. Amazingly, when the bridge was being rebuilt in 1916, it collapsed again, killing 13 more workers. It was finally completed in 1917 and remains in use today.

4. Manufacturing Defect

 

Some bridge collapses are mysteries when they first happen. It isn’t until a detailed investigation is completed that the true cause is revealed. Combing over the wreckage, engineers and accident investigators piece together the bridge’s history, looking at inspection reports and witness accounts of the collapse. At times, the simple failure of a small piece of the bridge caused the entire collapse. Sometimes low-grade or faulty materials were used, rendering the entire bridge too weak to withstand the rigors of time.

The 1967 collapse of the Silver Bridge over the Ohio River at Point Pleasant, W. Va. has become infamous for its connections to Mothman, a strange creature supposedly sighted near Point Pleasant in the months prior to the collapse (The 2002 Richard Gere film “The Mothman Prophecies,” chronicled the story). In truth, the collapse was due to a manufacturing defect in one of the steel eyebars that held the bridge up. Years of corrosion worsened the defect until it eventually failed, resulting in the deaths of 46 people [source: LeRose].

 

The 1994 collapse of the Seongsu Bridge in Korea was due to poor quality steel in some parts of the bridge and improper welding techniques in the bridge’s construction. 32 people were killed in the collapse [source: Korea National Emergency Management Agency]. The De la Concorde overpass in Laval, Quebec, Canada collapsed in 2006, killing five. The investigation revealed that some aspects of the bridge’s construction were done incorrectly and not according to the design, and that inferior quality concrete became too weak to support the structure.

3. Design Defect

Sometimes, bridges collapse due to design flaws

There are bridges whose collapse was inevitable before the bridge was ever built. The fault lies not with the construction of the bridge, but the design itself. The bridge is doomed to failure from the moment it was laid out on a blueprint.

One of the worst accidents in U.S. history is the collapse of the walkways in the Kansas City Hyatt Regency hotel. The walkways connected various parts of the second, third and fourth floors, overlooking the hotel lobby below — they were essentially pedestrian bridges inside the hotel. On July 17, 1981, the fourth-floor walkway collapsed, crashing onto the second-floor walkway which was directly below it. Both walkways then fell onto the lobby. Both the lobby and walkways were crowded with people watching or participating in an evening dance contest. The collapse killed 114 people [source: Associated Press].

Why did it happen? A redesign of the original plan caused the walkways to be constructed in such a way that structural elements ended up supporting the weight of both the second and fourth floor walkways simultaneously, doubling the load on them. Investigation revealed that even the original design was far too weak to support significant loads — and the redesign made the problem much worse [source: Martin]. It was nearly inevitable that they would collapse at the worst possible moment.

The 2007 collapse of the I-35 Bridge over the Mississippi River in Minneapolis, Minn. was also due to a design flaw. Steel gusset plates which bound key parts of the bridge structure together weren’t large enough. Additional weight placed on the bridge by concrete resurfacing and construction equipment caused the plates to buckle, and the entire bridge collapsed, killing 13 [source: NTSB].

2. Poor Maintenance

Poor maintenance is a difficult problem to diagnose in the wake of a bridge collapse. Many bridge collapses could have been prevented with more stringent inspection and maintenance routines, and lots of collapses that occur for other reasons are exacerbated by poor maintenance. When a bridge is designed, the engineers assume a certain level of maintenance that is necessary for the bridge to live out its intended lifespan. Rusted parts must be replaced, drainage areas cleared, new coats of paint applied and reinforcements added if traffic levels have increased.

A bridge carrying the Connecticut Turnpike over the Mianus River collapsed in the middle of the night in June 1983. The collapse was due to the failure of steel pins that had corroded. Investigators ruled that the bridge’s design and construction weren’t at fault — the collapse was blamed on deferred maintenance that would have spotted and replaced the rusted pins [source: NYCRoads].

1. Odd Occurrences

Some bridge collapses just can’t be explained at all.

We’ve discussed many causes of bridge collapse, but there are collapses that weren’t caused by any of the usual factors — rather, they were caused by events that can only be described as unusual.

In 1958, Cuba held the second Cuban Grand Prix. Legendary racer Juan Fangio was actually kidnapped by socialist revolutionaries before the race, but that wasn’t the worst thing about the event. The course was lined not with guard rails or safety fences, but with spectators standing right at the edge of the track. During the race, driver Armando Garcia Cifuentes lost control of his Ferrari and plowed into the crowd, destroying a temporary pedestrian bridge in the process. Seven people were killed [source: Edmondson].

The Lacey V. Murrow Memorial Bridge in Seattle crosses Lake Washington. It’s a floating bridge, suspended on pontoons. In 1990, a bizarre series of construction errors filled the pontoons with water used in resurfacing the bridge along with rain and lake water from a storm. Over the course of several hours, the bridge sank to the bottom of the lake.

The Winkley Bridge was a pedestrian suspension bridge in Arkansas. It was known for swaying significantly under load. In 1989, a group crossing the bridge started intentionally swinging it. They caused the bridge to sway so fiercely that the support structures failed and the bridge collapsed, killing five [source: Bridgehunter].

 

 

Feu vert à un plan autoroutier de 700 millions d’euros

Feu vert à un plan autoroutier de 700 millions d’euros

Le plan d’investissement autoroutier voulu par François Hollande est entériné, tout en étant ramené de 800 à 700 millions d’euros. 23 nouveaux échangeurs autoroutiers, entre autres, vont être créés.

Le plan d’investissement autoroutier annoncé par François Hollande en 2016 a émergé fin juillet de son examen par le Conseil d’Etat. Il est un peu rapetissé, mais entériné, après avoir reçu le feu vert du Conseil d’Etat pour 700 millions d’euros de travaux, au lieu des 800 millions escomptés. Car sur les 57 chantiers projetés, certains ont été retoqués. Ce plan visait à effectuer des travaux nécessaires mais que les collectivités locales demandeuses ne pouvaient financer seules et qu’elles co-financent avec les sept concessionnaires de réseaux autoroutiers. A la clé, il a été convenu d’une hausse des péages autoroutiers de +0,1 % à +0,4 % selon les réseaux.

Les chantiers abandonnés vont faire des déçus dans certains territoires mais au final, s’il n’y aura pas 32 nouveaux échangeurs autoroutiers, le plan en comptera tout de même 23, et environ 25 opérations de nature environnementales ou connexes (parkings, voies de co-voiturage, etc). Dans le détail, sur les sept concessionnaires ayant soumis une liste de travaux sur leurs réseaux, trois ont vu leur liste intégralement approuvée : il s’agit de Sanef, de SAPN (filiale de Sanef) et de Cofiroute. Ce dernier réseau (groupe Vinci) accueillera certaines des opérations les plus emblématiques, comme le réaménagement du périphérique de Nantes et la création d’un échangeur à Laval (Mayenne) ou encore celui de Connerré (près du Mans).

Hausses de péages

Les avenants aux contrats de concession, afin de permettre ces travaux et les hausses de péages afférentes, paraîtront en décrets en septembre, indique le ministère des Transports. Restent quatre autres réseaux pour lesquels la liste des travaux devant être revue à la baisse, suite à l’avis négatif du conseil d’Etat sur certains d’entre eux, la parution des décrets prendra un peu plus de temps. Pour ASF et Escota (groupe Vinci), comme pour APRR et Area (groupe Eiffage), le ministère des Transports va à nouveau soumettre à la rentrée au Conseil d’Etat un projet d’avenant à leurs contrats de concessions comportant une liste de chantiers amendés pour que, au final, les décrets puissent paraître d’ici à la fin de l’année.

Le ministère des Transports prend garde de ne pas présenter les choses de manière négative : quelle que soit la date de parution des décrets, septembre ou novembre, les sept concessionnaires autoroutiers auront des chantiers mis en oeuvre à compter de l’an prochain, et l’annonce que la voie se dégageait a donc été faite dans les territoires ce jeudi sous la forme d’un communiqué d’Elisabeth Borne. Après deux ans d’examen et de négociations, il fallait bien cela pour sortir le plan de l’oubli qui le menaçait.

Myriam Chauvot
www.echo.fr

Design and Construction of Tunnels: Analysis of Controlled Deformations in Rocks and Soils

Design and Construction of Tunnels: Analysis of Controlled Deformations in Rocks and Soils

 

Geological hazard and the lack of appropriate survey, design and construction instruments for tackling those terrains we call “difficult”, with good prospects of success, have always made the design and construction of underground works a risky affair, which could not therefore be faced with the same degree of accuracy as other civil engineering works. As a consequence they have always occupied a subordinate position with respect to similar surface constructions and in the past they were only resorted to when the latter seemed impractical or of little use.

The purpose of this book is not just to illustrate the basic concepts of the approach as fully and exhaustively as possible and to show how, by following its principles, underground works can be designed and constructed with a reliability and accuracy never attained before. Its purpose is above all to furnish the scientific community with a useful reference text around which all may work together to improve the ADECO-RS approach or even to go beyond it.

 

Download Link:

https://drive.google.com/open?id=1M94YAK-wvwJ4Whf7a_2E6G3wkaQa1fp0

 

 

error: Content is protected !!
Exit mobile version