CSM80005 - Railway Track Installation: Time-Chainage Diagram & SWMS

This assignment provides solutions to questions regarding linear projects, focusing on railway track installation. It details the methodology for installing twin tracks on a viaduct, including planning, material production, drainage checks, and track laying phases. The report includes construction schedules using Time-Chainage Diagrams (TCD) for both sequential and concurrent installation approaches, comparing the total construction time. Additionally, a Safe Work Method Statement (SWMS) is outlined, covering aspects such as working at heights, falling objects, crane use, personal protective equipment, housekeeping, flammable materials, first aid, and accident reporting. The document also discusses the merits and limitations of schedule-driven projects, emphasizing the importance of professional discipline and sensitivity to external factors.

SOLUTIONS TO THE QUESTIONS
QUESTION 1
a) Linear Project’?
This is a project with a repetitive task feature such that its configuration is in a parallel
fashion and serves to transport utility products such as electricity, water, oil, vehicles, gas
and even communication among others.
Examples of the various types of Linear Projects include:
-Construction of oil pipeline
-Bridge and road construction especially long kilometer highways
b) A section of a new High Speed Railway (HSR) route will cross a large estuary on a twin
track viaduct. The total length of the viaducts required to achieve this together with the
approach sections on land are as follows:
Chainage (km):
0-4: Tracks on grade with access roads available beside tracks
4-7: Tracks on viaduct over land (access roads at ground level)
7-10: Tracks built on viaduct over the estuary
10-14: As for the 4-7km section above
14-20: As for the 0-4km section above
b1.Methodology of the installation of the twin track work
1. Planning
Based on the site requirements and the project objectives, the planning team will
establish the capacity so that amount of work to be handled per day can be known.
The general profile of the project both horizontal and vertical shall be reviewed with
the aim to comprehend the various unique requirements along the stretch.

2. Production of rail track materials
Production of essential materials such as concrete sleepers and concrete shall be done
as soon as the planning team starts their planning work. At every point of each phase,
there will be a production unit for the said materials. This will also provide buffers for
materials such as rail. Track laying will be split into five phases. It should be noted
that each phase has unique laying attributes hence different equipments and machines
will be utilized. For example, when laying the track over the estuary, a rail lifting
crane will be used while the on-ground laying, the automated track laying machine
will come in handy.
The laying phases are as illustrated in table 1
Table 1: Laying Phases
PHASE FEATURES
First (0-4km) Near access roads
Second(4-7km) Overland stretch (access roads
underground)
Third(7-10km) Over the estuary
Fourth(10-14km) Overland
Fifth (14-20km) Near access roads
Prior to laying work, the access roads shall remain closed both as a safety and quality
control strategy. Meanwhile, the laying machine is brought to the site as planning
team completes its work ready for the work from 0 to 20km. The ground will also be
checked for stability. The team will rely on the geotechnical engineer’s data obtained
during the feasibility study. In sections where stability was noted as inadequate, the
civil engineering team (prior to laying work, they must have developed plan to
overcome this challenge) will work on ground stabilization accordingly.
3. Check drainage
Additionally, the local drainage at every section will be ascertained prior to laying
and appropriate systems to curb poor drainage shall be made available.

4. Track laying
(i) Ballast pouring and Sleeper placement
Beginning from phase 1 at 0km, just enough ballast is poured by the trucks and
accurately leveled by compacting machine. Quality of ballast spread and leveling
must be checked by the quality team. Meanwhile, the produced concrete sleepers are
brought to the site via trucks. They are then correctly spaced according to the
technical plans. The inter-sleeper distance is to be checked by using efficient sleeper
placement machine. Based on the international standards, the placement rate is
normally between 24 and 26 sleepers per 60 feet. Hence assuming the team uses
average rate of 25 sleepers per 60 feet. The total number of sleepers is therefore given
by the formula: Sleeper rate x length of stretch
(ii) Rails on site
The rails are brought to the site via wagons, each of length 120m. Normally they
would be brought from the shipment depot. Meanwhile, the manufacturer of the rails
will have to be ahead of the laying team in terms of production rate so as to avoid
delays caused by material being unavailable. To facilitate transportation, the rails will
be made slightly shorter than the standard sizes and their ends, after laying, will be
joined by welding.
(iii) Actual laying work
Laying will be done using an efficient track laying machine such that the rails are
automatically dropped on the prepared track ground where sleepers are already
placed. Once placed, they are then fixed to the sleepers as the machine moves over
the laid rail track. To prevent unnecessary buckling due to thermal stresses, the rails
once laid are pre-stressed. Since this is a twin –track rail system, there will be two
machines working simultaneously.

(iv) Top ballast Pouring
They are then showered with ballast. This is done using a train wagon such that it
travels slowly as it spreads the top ballast. This is to ensure sleepers are held
accurately on rail.
(v) Tamping
It will be followed by a compacting machine. This machine lifts the sleeper and rail
and pushes some ballast underneath to further stabilize the track, ensuring the design
and geometric requirements are realized.
(vi) Finishing
Finally, the track will be smoothed using an automated track finishing machine.
Table 2: Laying Machines and Equipment
Construction plan and equipment Designation
Lifting crane For rail lifting over estuary and over land
Mixers and pumps For concrete preparation
Rail track laying machine Laying the track automatically
Bridge launching equipment Carrying the deck and placing over bridge
Trucks Transporting the track material to site
Sleeper placement machine Placing sleeper automatically
Compacting machine Firming and leveling the ballast once poured
Tamping machine Providing sufficient compaction and stabilization
Hydraulic jack To facilitate Light lifting of materials over heights
Bulldozer and grader To clear any vegetation including roots and stumps
that is still in the vicinity
b2. Prepare a construction schedule for the track installation contract on the viaduct using
Time-Chainage Diagram (TCD) format in XL or AutoCAD showing all activities that
need to undertaken for the construction of the twin railway track including site
establishment, and equipment set up.
Construction Schedule (Time chainage)
It is assumed the activities occur in a uniform manner for all phases.
Check the attached excel file for the diagram .

The construction duration can be estimated as follows:
Laying rate per day= 250m (inclusive of material transport, production and holding)
Total laying period= 20 000/250= 80 days equivalent to 2 months, 20 days
b3. Prepare a second TCD, assuming that installation work will start at the 0km and the
20km chainages at the same time. Include all assumptions and calculations for estimating
construction durations. What is the difference in total construction time between b2
above and b3?
Construction Schedule (Time chainage)
Check the excel sheet attached. In this case, it is assumed that the meeting point for the
concurrent phases occur at the 7km chainage point. In this case, since the two set of
activities are running concurrently, the construction time is slashed by half hence: 40
days only required. However, there is a possibility of doubling the labor capacity.
b4. A Safe Work Method Statement (SWMS) for the track installation work on the
viaduct
Safe Work Method Statement (SWMS)
The following shall be complied with while within and around the construction site:
1. Working at heights
The supervisor shall assess the height prior to working and appropriate gears made
available. Standard operating procedures shall be followed to the letter.
2. Falling objects
It is the responsibility of every worker to remain vigilant for any signs of objects falling.
Necessary measures shall be instituted to regulate objects movement and position at
heights.
3. Crane Use
The operator shall be experienced personnel in crane operations with a history of non-
negligence at work. The crane shall be operated as provided in the operator manual. No
use of the crane other than the one specified shall be allowed.

4. Personal Protective Equipment
These shall include: hard hats, safety boots, eye face protection, skin protection and hand
gloves. These shall be revised as deemed necessary.
5. Housekeeping
All equipments, tools and machineries shall be returned to their proper storage location.
Foremen shall ensure the right equipment inventory is issued and returned accordingly.
All clutter shall be cleared after a day’s work unless otherwise directed by site supervisor.
6. Flammable materials
All workers shall practice safe handling, storage and use of hazardous and flammable
materials. Regular trainings shall be conducted to keep workers abreast on the same. No
smoking shall be allowed within and around the construction site.
7. First Aid
For every 5workers (at whatever level and trade), there shall be one who is a trained first
aider and shall be allowed by the safety manager to address the following emergency
situation:
-Bleeding
-Burns
-Resuscitation
First aid kits shall be available at every workplace and shall be in the custody of the
assigned first aider.
8. Accidents Reporting
Should any safety incident occur, this must be brought to the attention of the foreman or
section supervisor. Meanwhile, the information shall be made available to the Site
supervisor and quality manager within 24 hours. There will be templates to fill the
emergencies.
9. Accident investigation and measures
All accident occurrence shall be investigated by the safety team and report made
available to the project manager within 2 days. Appropriate corrective actions shall be
undertaken thereafter

QUESTION 2 – The Merits and Limitation of Schedule driven projects:
Although the authors tend to discredit schedule-driven projects at face value, I tend to
agree with the Australian author that schedule-driven projects often instill some sense of
professional work discipline at an individual level (Sankaran, 2016). Normally, they aim
to navigate the scope of work and minimize inefficiencies caused by mismatch between
the objectives and the scope. The temptations to veer off the well defined road map are a
major contributor to the unnecessary costs being incurred. In schedule-driven projects,
these changes are anticipated hence accommodated in the budget.
However, there are situations when the project can be thrown into limbo. For instance,
due to political reasons, a certain project can be cancelled prior to launching. Admittedly,
project managers must be very sensitive both internally and externally. One ear must be
inside while the other is focused outside so that any threats are identified beforehand and
prudent actions are taken (Sankaran, 2016). For example, in projects with high impacts
on environment such as installation of on-shore oil pipeline, there will be need for
continuous compliance with the regulations otherwise litigations and suits will add
unnecessary costs and even lead to project halting and cancellation.
Moreover, as pointed out by Frago (2018), quite a number of inexperienced project
professionals often misunderstand the term “Schedule-driven”. This then causes
confusion amongst the team as different interpretations are made. In fact this is the major
cause of failures for projects under schedule-driven terrain. Therefore, it is often required
that experienced professionals occupy the senior management positions such that they
can greatly assist with professional steering of the project. Additionally, schedule driven
project must be implemented curiously, in other words, there needs to be a striking
balance between schedule-driven and resource-driven approaches especially for the
complex projects like the one presented above (Frago, 2018).

References
Frago,R. (2018). | Project Controls - planning, scheduling, cost management and forensic
analysis (Planning Planet). [online] Available at:
http://www.planningplanet.com/blog/schedule-driven-projects (accessed 20/1/18)
[Accessed 31 Mar. 2018].
Sankaran, S. (2016). Industrial Megaprojects: Concepts, strategies and practices for success.
Project Management Research and Practice, 3, p.5118.