Introducing the STAMP method in road tunnel safety assessment

After the tremendous accidents in European road tunnels over the past decade, many risk assessment methods have been proposed worldwide, most of them based on Quantitative Risk Assessment (QRA). Although QRAs are helpful to address physical aspects and facilities of tunnels, current approaches in the road tunnel field have limitations to model organizational aspects, software behavior and the adaptation of the tunnel system over time. This paper reviews the aforementioned limitations and highlights the need to enhance the safety assessment process of these critical infrastructures with a complementary approach that links the organizational factors to the operational and technical issues, analyze software behavior and models the dynamics of the tunnel system. To achieve this objective, this paper examines the scope for introducing a safety assessment method which is based on the systems thinking paradigm and draws upon the STAMP model. The method proposed is demonstrated through a case study of a tunnel ventilation system and the results show that it has the potential to identify scenarios that encompass both the technical system and the organizational structure. However, since the method does not provide quantitative estimations of risk, it is recommended to be used as a complementary approach to the traditional risk assessments rather than as an alternative. (C) 2012 Elsevier Ltd. All rights reserved

Improving safety in Greek road tunnels

Tunnels are regarded as one of the most important infrastructures in Europe, as they may improve the connection of regions and aid economic development through facilitating the transportation of people and goods. In order to achieve a minimum acceptable level of safety, the EC issued Directive 2004/54/EC, which describes specific safety measures that have to be taken for all road tunnels in the trans-European road network. In parallel, there are several qualitative or quantitative methods for measuring road tunnel safety, while the method that seems to be the most accepted by administrative authorities for quantitative risk analysis is the OECD/PIARC QRA Model (QRAM), which has been developed by INERIS, WS-Atkins and the Institute for Risk Research. QRAM is based on engineering software that aids quantitatively assessment of the societal risk due to transporting goods and dangerous goods with Heavy Goods Vehicles (HGV) through road tunnels. The aim of this paper is to expose the effectiveness of the measures imposed by the EC in Greek road tunnels. A typical road tunnel, as designed and implemented after Directive 2004/54/EC, is compared to the same tunnel as if it was developed before the Directive was put into action. The comparison is made on the basis of the societal risk existing in the two cases. The conclusion of the paper, based on the outcome of the risk analysis with the QRAM method, is that the safety of Greek Tunnels is significantly improved due to the implementation of the measures imposed by the EC Directive 2004/54/EC

Quantitative risk analysis for road tunnels complying with EU regulations

Tunnels have improved the connection of regions within the European Commission (EC) and have been used lately as a catalyst for economic development of previously isolated regions. However, the increasing number of these important infrastructures is raising upfront an endogenous problem, which is the severity of accidents that may occur. These risks have much greater impact when heavy goods vehicles (HGVs) or dangerous goods (DGs) are involved in the accident. As a result, the EC launched the EC Directive 2004/54/EC. In order to achieve a minimum acceptable level of safety, the EC Directive 2004/54/EC suggests, apart from the measures imposed based on tunnel characteristics, the implementation of a risk analysis in cases such as the opening of the road tunnel to DGs. The most widely accepted method for such quantitative risk analysis (QRA) is the OECD/PIARC QRA Model. This research exploits the QRA Model to perform a QRA for five illustrative cases in order to explore the sufficiency of the minimum tunnel safety measures imposed by the Directive when transportation of HGVs and DGs is allowed through the tunnel. The research concludes that, at least for tunnels with marginal values of the EC Directive classes for length and traffic, the risk exposure (F/N curves) lays over the acceptable safety limits of ALARP (as low as reasonably practicable) models. Thus, the manager of the tunnel should take seriously into account the provision of the Directive for further risk analysis and consider more safety measures as well as take into account the risk associated with the alternative routes

Exploring project managers’ perception of stress when working in increasingly complex construction projects

Stress is a recognised feature of the project managers’ life. Projects are becoming more complex with the uncertainty in the system contributing to the lack of control and added stress. This study explores a microcosm of 25 project managers in the South Australian construction industry, their perceived level of uncertainty and stress. The project managers interviewed provide their views on what their key stressors were and the mechanisms they use to manage effectively their stress. The results showed that structural, technical and directional complexity of projects was high, but this did not always convert into more stress for the project managers. The results indicate that stressors like the lack of resources; lack of control and increasing accountability were project managers’ primary concerns. Coping strategies included optimism, applying emotional intelligence and active planning strategies. In addition, they reduced their stress by working with good teams, using theirs and their team's experience, implementing sound systems and processes and effectively researching and gathering information

Modelling project complexity driven risk paths in new product development

Project complexity has been extensively explored in the literature because of its major contribution towards the failure of major projects in terms of cost and time overruns. Researchers have identified important factors that contribute to the project complexity and validated their findings through case studies. Few studies have even focused on developing tools for evaluating the project complexity. However, existing research has not explored an important aspect of linking project complexity to different types of project and supply chain risks. We propose a framework for establishing risk paths across project complexity elements, project and supply chain risks, and resulting consequences. Project complexity elements are the knowns at the commencement stage of a project whereas project and supply chain risks are the uncertainties that might realize within the life cycle of the project. We demonstrate application of our proposed framework through a simple simulation example using Bayesian Belief Network. The method can be an important contribution to the literature and beneficial to the practitioners in terms of introducing a new perspective of investigating causal paths of interacting project complexity elements and risks

Readiness, feasibility and confidence: how to help bidders to better develop and assess their offers

In a bidding process, the bidder must define and evaluate potential offers in order to propose the most suitable one to the potential customer. Proposing attractive but also realistic offers to various potential customers is a key factor for the bidder to stay competitive. In order to achieve this, the bidder needs to be very sure about the technical specifications and the constructability of the proposal. However, performing a detailed design is resource and time-consuming. This article proposes the foundation of a new framework which can help bidders to define the right offer: (i) in the context of a non-routine design process, while avoiding a detailed design and (ii) taking into account two new indicators that reflect the bidder’s confidence that they can meet the commitments once the offer is accepted. The first indicator (OCS) characterises the Overall Confidence in the technical System, while the second one (OCP) gives the Overall Confidence in the delivery Process. Both OCS and OCP are based firstly on two factual objective indicators, Technology Readiness Level (TRL) for OCS and Activity Feasibility Level (AFL) for OCP, and secondly on two human-based subjective indicators, Confidence In System (CIS) for the OCS and Confidence In Process for the OCP. An illustrative application shows how this framework can really help bidders define an offer, while avoiding detailed design and enable them to evaluate the confidence level in each potential offe

Project complexity and risk management (ProCRiM) : towards modelling project complexity driven risk paths in construction projects

Project complexity has been extensively explored in the literature because of its contribution towards the failure of major projects in terms of cost and time overruns. Focusing on the interface of Project Complexity and Interdependency Model ling of Project Risks, we propose a new process that aids capturing interdependency between project complexity, complexity induced risks and project objectives. The proposed modelling approach is grounded in the theoretical framework of Expected Utility Theory and Bayesian Belief Networks. We consider the decision problem of identifying critical risks and selecting optimal risk mitigation strategies at the commencement stage of a project, taking into account the utility function of the decision maker with regard to the importance of project objectives and holistic interaction between project complexity and risk. The proposed process is supported by empirical research that was conducted in the construction industry in order to explore the current practices of managing project compl exity and the associated risks. The experts interviewed acknowledged the contribution of the proposed process to the understanding of complex dynamics between project complexity attributes and risks. Application of the proposed process is illustrated through a simulation study

Identifying Barriers in the Implementation of Agile Methodologies in Automotive Industry

Projects have grown into more dynamic and complex endeavors, and agile project management should be considered as a way to deal with them. This is a novel study in this field, because the implementation of agile project management in the automotive industry was not explored so far, thus, this work intended to fill this gap, by identifying barriers in the implementation of agile methodologies in project management regarding the automotive industry. This was conducted through a questionnaire survey, which was developed and distributed to 148 manufacturing companies of components for the automotive industry, out of a total number of companies of 240, and 56 complete answers were obtained (23.33%). Statistical analyses were performed using a Kruskal–Wallis test, a Mann–Whitney test, and Spearmen’s correlation. A real picture of the implementation of agile project management in the Portuguese automotive industry is depicted through this work. ‘Organizational’, ‘Knowledge and Technology’, ‘Institutional’, and ‘Financial’ barriers are found to be the most important. However, in overcoming these barriers, companies can be more sustainable in economic, environmental, and social terms. Recommendations on how to overcome these barriers were presented, and a framework sequencing these recommendations was presented, leading to an effective implementation of agile methodologies. It starts with the willingness of the company, and all collaborators, to adopt the agile methodologies, looking for the agile values as an input in order to achieve a competitive advantage. It is followed by an initial investment, which intends to attain the deployment of an agile team, composed of highly skilled collaborators with a clear understanding of the agile objectives, who disseminate knowledge about agile methodologies to the other collaborators, increasing their ability to implement agile methodologies in project management. This team should work and develop frameworks and workflows, according to each company’s characteristics and environment. The studied aspects can be replicated in other countries, and allow a comparison of the situation between countries, trying to correlate the culture of each country with the ability to implement agile methodologies, among other aspects, such as economical level of the companies, type of production, and the commitment of the collaborators to improve processes and create competitive advantages with which to face competitorsinfo:eu-repo/semantics/publishedVersio