CASE STUDY ON THE MILLAU

VIADUCT PROJECT

Executive Post Graduate Program in Quantity Surveying & Services

Batch 6
 PROJECT BRIEF
Overview:

Contract Type : Built operate transfer (BOT).

Project Start Date : October 10, 2001.

Project Finish Date : December 17, 2004.

Contractor Name : EIFFAGE Group

Construction Cost : € 394,000,000

Total Length 2460 Mtr., 154 Nos of Cable Stays


Construction Records:


Tallest Cable stayed Bridge – 343 Mtr.
 STUDY QUESTION

Please highlight the Major areas of strength in

the management of this project. How this project
is different as compared to domestic project?
 Major Areas of Strength (Management)

01
Scope
02
Risk
03
Procurement &
Management Management Cost Management:

04
Time Management
05
Quality
06
Communication
Management Management

07
Contract
08
Stake Holder
Management Management
 Scope Management

01 02
Median Option-Through Middle
of the Valley- Millau Bridge

Western Option Eastern Option

Western Option 4 Options
12km Bypass with 2 large bridges over the 12km Bypass with were
Eastern Option
1.
construction of four Analysing available
available
2 large bridges over the
construction of four Tarn and Dourbie River bridges
Tarn and Dourbie River
options.
bridges
2. Selection of best option
Route of National 9 option

03
Route of National 9
04
Median Option-Through
passed through Millau

option passed through Middle of the Valley-

Millau Millau Bridge
 Major Areas of Strength (Management)
Risk
Management

02
The construction risk :

01 1. strength of the wind

2. height of the piers
3. Safety
The financial risk : self
financing 4. Economy
5. Time
the option for a steel
bridge construction
 Risk Management
 The major risk in the project was the self finance made by M/s Eiffage which had been properly mitigated by the
contractor by

Construction of the Viduct at Height of 343 m from GL with wind velocity upto 180Kmh.
Selection of the appropriate design, which has been mitigated by evaluating the design with teams of Architect
and designer. Also constituted an International Jury to advice the department of Transport and Public works on
the project design.
Risk related to environment, safety and quality is encountered by appointing the expert professional and
implementation of standard work procedure to ensure proper safety, quality and environmental sustainability.
Risk related to Toll Collection: After completion of project, the revenue collection from the toll was much
more that the estimated figures at the initial phase of the project.
 Procurement & Cost Management:.
 The Decision of French Govt. for appointment of M/s Eiffage brought success to the project.
 The contractor (M/s Eiffage) were good at Procurement management which has been prove through their decision
of replacing metal building material instead of concrete which helped to complete the project successfully without
any delay.
 Use of Steel material for the deck make it slimmer, therefore aesthetically more appealing. A steel deck also required
fewer cable stays, lower maintenance and would extend the viaduct’s useful life.
 Employment of independent services company for the transport and delivery of the deck component to work site
which enables to manage the proper supply at site without exceeding the storage capacity available at site.
 Appointment & procurement of PERI formwork system for the construction of Piers not only reduces the time but
also the cost of the formwork.
 The project closed at $536 Million half the initially estimated cost
 Time Management
 In order to allow parallel completion and shorten the project, the designers sought technical innovation by
replacing concrete slab with steel deck. (A construction plan based on a concrete design would have
yielded a 52 month construction schedule)
 By working simultaneously on seven piers and two abutment saved a lot of time of project.

 One major advantage of the project's early completion was that the temporary piers could be dismantled
earlier, allowing greater time for load testing prior to opening to general vehicular traffic. Additional
Storage arrangement was made at the mid of Bridge to save time & cost.
 Use of hydraulic steel formwork to ensure the timely completion of work along with proper finishing.
 Project was completed one month before the actual completion date of the project.
 Quality Management


Quality standards set for the project and being supervised by the Project Managers of Setec and SNCF at every stage of the work.

Satellite guided GPS system has been used to position the formwork (PERI) correctly on the piers before the concrete was poured.

All the metallic components of the structure including the deck, cable stays, and wires, were put through the corrosion and fatigue test.

Appia, a subsidiary of Effiage developed the special coating for Deck and other structural element after the 2 years of research and
tests.

Special sensors provided to detect minute movements in the viaduct as well as the gauge the effects of wear and tear on the structure.

Extensometer were fitted into the foundation slab of Pier P2, the tallest pier of the viaduct.
 Communication Management
 The project did not encounter any major HR/Communication/co-ordination problems as the
staff worked for one company and its subsidiaries.
 At the peak of construction about 600 French construction workers worked with proper co-
ordination .
 The locals where educated about the project through site visit

 There was proper co-ordination between Client, Architect, Designer and Contractor, which
results in completion of project one month before the targeted schedule.
 Contract Management
 International Federation of Consulting Engineers (FIDIC) is used which is fair
type of contract document for both the parties
Stake Holder Management
 Comparison with Domestic Project
Bandra-Worli Sea Link Bridge

S. No. Area of concern Planned/Estimated Actual

1 Project Duration Original construction period planned was 03 Years The project took 8 years for the completion.

However the actual construction cost of the project

2 Original Estimate The project estimate was Rs. 660 Crs.
is Rs. 1634 Crs.

Traffic Growth
3 Projection of 1,20,000 vehicles was calculated. Actual date from toll entity was only 37,336.
Estimate
 Comparison with Domestic Project
SN Area of concern Millau Viaduct Project Domestic Project

1 Contract In International project, FIDIC is used which is fair In Domestic projects, we still are using the biased
Understanding type of contract document for both the parties type of contract.

2 Project Duration Project completed before estimated date even though Projects are completed after estimated completion
geographical & weather challenge. date.

3 Co-ordination Stakeholders works together to achieve the desired In-proper coordination within the stakeholder.
objective Priorities given to self interest rather than project
interest.

4 Approval , Risk & Initial approval taken so much time, but after
complexity sanctioning the project all approval provided in time.
Detailed engineering are taken place after
allotment of job. Every body knows that without
detailed drawings, engineering works can not
move. When design & drawing approved then ¼
project execution time has gone away.
 Comparison with Domestic Project
SN Area of concern Millau Viaduct Project Domestic Project

5 Proper Quality, Expert officials deployed to ensure the quality, Domestic project management are reactive, when
Safety & safety & environmental condition. They are somethings misshaped then take corrective
Environmental Proactive. Existing un-used materials are disposed measures. Less interested or concerned regarding
sustainability & recycled properly for environmental environmental sustainability.
sustainability.

6 Visibility of Project Adopted steel structure with special bonding primer Authority are less interest to adopt latest
to the out side world to ensure its life 120 years. technology, even though there is a value
engineering scope. Major officials are interested to
safeguard their services without taking any risk.

7 Political Politician not involved toward developing project. Politician involved directly to get credit or undue
Environment Government policies take cares of the projects and advantages. Volatile Political scenario affects
Industry. project schedule and completion

8 Key success factor Proper Planning, Designing, engineering & Good in Planning but weak in execution.
Construction with quality & safety.
 Comparison with Domestic Project
SN Area of concern Millau Viaduct Project Domestic Project

9 Investment To complete the project, huge capital investment is Less capital Investment is involved
involved
10 Human Resource Multi strategic and multi cultural human resource is Domestic projects are managed & succeed with
necessary for smooth operation of an international minimum skill and knowledge
business

11 Technology Projects are highly technology driven projects. Projects are managed and succeed with available
More dependable upon technology technology and Human resource. Less dependent
upon technology
 Bibliography

The Millau Viaduct Project: Creating an Engineering Marvel (A case Study) (NICMAR Study
Material)
Hoorpah, W. "The Millau Viaduct. Conceptual Design and First Works." Revue De

Metallurgie-cahiers D Information's Techniques, 2002

https://www.financialexpress.com/india-news/bandra-worli-sea-link-not-as-popular-as-predict
ed/586330/
https://www.dnaindia.com/mumbai/slideshow-looking-back-frustration-and-elation-of-buildin
g-the-bandra-worli-sea-link-1560872