Twelve engineers are shortlisted for the Civil Engineering Manager of the Year Award 2001. Over the next few weeks, NCE will present a brief summary of their achievements, four at a time. In October, based on their detailed submissions to the CEMYA judging panel, the 12 will be slimmed to four finalists to compete on 21 November for the medal and £1,000 first prize.
John Mowlem & Company, project manager, Mowlem/Railtrack alliance on assessments, design and upgrades of railway infrastructure in Scottish zones.
Kevin Brady describes the last year as 'the most intense and challenging of my career'. His team is an alliance between Railtrack and contractor Mowlem and his first objective when it was set up was to loosen the 'inhibitions and mindsets conditioned by conventional contractual arrangements'.
Transparency, openness and mutual trust are the words he uses to describe the approach to tasks which, at first, were primarily concerned with structural assessments, design, upgrading and renewals in Scotland.
But the Hatfield train crash in England and the very wet autumn changed Railtrack's funding priorities. Emphasis switched from structural analysis to slope stabilisation, flood alleviation and scour protection. Brady's team had to respond rapidly to the new priorities which demanded different skills and experience.
By the end of June this year Brady had managed 32 project designs by nine consultants and implemented half of them. They ranged from total bridge replacements to scour repairs.
Project lead-in time on the railway was cut from the previous norm of 18 months to six.
Brady is now working on a business plan to develop Mowlem's rail work.
Mott MacDonald, project manager, leading the client's professional team from planning to delivery of Manchester Airport's multimodal ground transport interchange.
What began as a £5,000 concept study for Charles Hoskins and consultant Mott MacDonald at Manchester Airport has rapidly expanded to include management of the tripartite client for the airport's new multi-modal ground transport interchange.
A little over 12 months ago Hoskins was managing a small engineering team under the control of the project architect. Now he is project manager of the entire professional team working on the £60M development for Manchester Airport, Railtrack and Greater Manchester Passenger Transport Executive.
The interchange will increase public transport use by both air passengers and staff by 2005 with heavy rail facilities enlarged and light rail services introduced with the Metrolink airport connection.
Hoskins has produced key documentation and business case studies to provide 'a catalyst for SRA funding involvement', and taken a leading role in managing the design and build contractor for the shell and core contract.
Against an original client budget of £28M this contract was negotiated at a 'guaranteed maximum price' of £23M. Hoskins is championing the introduction of an electronic information management system.
Dr Mike Hunter
Parkman, divisional director - management services, procuring and managing £55M of design and construct airfield infrastructure at RAF Fairford.
Redevelopment of the airfield and facilities at RAF Fairford for USAF and Nato is the largest infrastructure contract awarded by Nato since the end of the cold war.
It involved a tight timescale and minimal loss of operational use of the runway during resurfacing and reconstruction of all aircraft pavements plus extensive reconstruction of drainage, power, lighting, fuelling and buildings.
Top of the management challenges listed by Dr Mike Hunter in procuring this work was that the scheme involved 'amalgamating 12 separately funded projects into one coherent contract while retaining a separate reporting structure for each project'. There are three separate funding agencies: Defence Estates, USAF and Nato, each with its own yearend and reporting requirements.
A wide range of standards had to be understood and complied with in the design and a complex approval process worked around.
Each of 150 design submissions from the contractors had to be turned round in 21 days.
Hunter had to use great diplomatic skill when dealing with the very different personalities in the client, end user and contracting organisations. He had to grasp quickly 'the political processes surrounding Nato funding'.
Hyder Consulting, projects group manager, leading technical management of fasttracked A120/M11 - Stansted Slip Roads project.
Rapid expansion of Stansted Airport has all but overwhelmed its connection to the motorway network at the A120/M11 junction, a large roundabout with simple ramp access to the M11.
In January 1999 Hyder Consulting was appointed by the Highways Agency and the airport to lead technical aspects of procuring an entirely new slip road link at the A120/M11 by summer 2002 - years faster than usual for highway infrastructure.
John Greiller has led Hyder's highways team in Birmingham since April 2000, and since March this year has a second team on site. Challenges included 'public consultation and successful negotiations negating the need for a Public Inquiry'.
Developing and leading the team within the Birmingham office and drawing on expert assistance from within Hyder has been Greiller's key contribution to ensuring unusually swift implementation.
Close partnering with the Agency and the airport during design development has been extended to include contractor May Gurney, now on site constructing the project. The team built up by Greiller is now busy with five other projects for four different clients.