A CASE STUDY ON THE KOLKATA FLYOVER

by

GROUP 35

UCID STUDENT NAME SIGNATURE

30176173 Saumil Patel SP

30200488 Harshil Patel HP

30190395 Vishnupriya Donepudi VPD

30198060 Adhitya Ragula AR

30189210 Chimezie Azih CA

A DISSERTATION.

Presented to Pros. Estacio Pereira, Professor at the University of Calgary

1. Abstract…………………………………………………………………………… 1

2. Introduction………………………………………………………………………. 1

3. Methodology……………………………………………………………………... 2

4. Risk Findings

4.1 Scheduling Error……………………………………………………………… 3

4.2 Design Error…………………………………………………………………...4

4.3 Building Material Quality Error………………………………………………. 4

4.4 Execution Error………………………………………………………………. 4

5. Mitigation Solutions

5.1 Scheduling Error……………………………………………………………… 6

5.1 Design Error………………………………………………………………….. 7

5.2 Building Material Quality Error……………………………………………… 7

5.3 Execution Error………………………………………………………………. 7

6. Conclusion………………………………………………………………………... 8

7. Bibliography……………………………………………………………………… 9
1. ABSTRACT:
On 31 March 2016, Vivekanda flyover under the Jawaharlal Nehru National Urban Renewal

Mission without warning. Many questions were raised in the news media based on the award of

the contract, with political tone. The usual suspicions of using substandard materials, lack of

supervision, etc. were also raised, but very little discussion was there in the media on technical

matters like under design of structural elements and inadequate connections between the elements

for the collapse. The IIT report submitted to the Govt. of West Bengal also found fault with all the

aspects of this collapse-from quality of materials, faulty approval of design to improper project

execution. This paper focuses its attention on the design and detailing aspects only as it may be

the main reason for collapse of the Kolkata Flyover.

Keywords: Splitting Tensile Strength, Unstable Propagation, Collapse analysis: connection

detailing.

2. INTRODUCTION:

Bridges and flyovers are critical links in any transportation network. This kind of failure should

be analysed, and the causes should be reported widely, so that other engineers who are involved

in similar projects will not repeat the same mistake and can learn from the mistake of others. On

31st March 2016, a segment of flyover in Kolkata which was under construction collapsed

suddenly causing casualty of 26 people in a short period and injuring more than 80 people severely.

(see Fig.).
The first reaction of the construction company was that it was an “Act of God”, as such a collapse

had never happened in their 27 years of experience of constructing bridges [Ref. 1 and 2]. The

usual suspicions of using sub-standard materials, lack of supervision, etc., were also raised, but

very little discussion was there in the media on technical matters like under-design of structural

elements and inadequate connections between the elements for the collapse. These matters were

discussed in detail in the website [Link] of Structural Engineering Forum of India (SEFI),

from the discussion of an experienced Bridge Engineer and SEFI member, had with a visiting

professor of IIT, Kharagpur, who had visited the accident site, it was known that this flyover

collapse was triggered by the failure of a pier cap.

This professor had also mentioned that the structure had given sufficient warning 6 to 7 hours

before the actual failure. It was revealed that when concreting of the deck slab was halfway, the

bolts in the cross girder of the steel girders, placed on cantilever pier cap, sheared off. This

happened because of excessive deflection of the pier cap, over which these longitudinal girders

were placed. The failure occurred when concreting of deck slab above the steel girders, on one

carriageway, had just been finished. The concrete was still in the green state when the failure took

place. Some close-up photographs gave much needed clues of the behaviour and failure of the

structural elements, particularly the connection details between the structural elements. In addition,

as per the Hindu dated 12th Aug. 2016, the committee set up by West Bengal Chief Minister

Mamata Banerjee found the design of the flyover to be faulty, and pointed out inconsistency in

construction material, faulty approval of design, lack of quality check and improper project

execution on part of the Kolkata Metropolitan Development Authority.

3. METHODOLOGY:
Our research methodology adopted is qualitative, we have carried out an in-depth study as to why

and what led to the project delivery issues in Kolkata bridge collapse which was happened in the
year 2016. We seek to identify and evaluate the project delivery issues. The study is descriptive as

it explained the results and provided a project management solution. This study provided an

overview of the key events surrounding the project management component of a flyover collapse.

We have identified all relevant stakeholders such as: A company of B. West Bengal & Iragavarapu

Venkata Reddy Construction Limited (IVRCL) was selected to coordinate the oversight of project

management processes and information, cost control, and management of over 2,000

subcontractors. Agreement. From conception to project execution to allegations about the

effectiveness of project management teams (PMTs), we examined key events. Taking a gander at

the task comprehensively, we can illustratively direct out introductorily undertake the board issues

that lead toward further and more mind-boggling issues. The main areas of the flyover project that

was looked at are the design issues of pilar, risk analysis, and the stakeholder’s faults and their

involvement and influence on the project management. All of these factors helped inform the

findings and analysis of the case. I used the knowledge I gained in my project management lectures

to present solutions to identified project management problems and consulted lecture notes from

project management courses and other project management journals and resources online.

4. RISKS IDENTIFIED:

4.1 Scheduling:

The construction project began in 2008 during CPM time, and construction was supposed to start

in December 2008 and finish by the end of the 2010 fiscal year. Still, it was repeatedly delayed

due to scheduling errors. The project's schedule was inaccurate, and many dependencies were

missing. After starting the project, multiple factors came into play, causing the project to be
delayed for six years before it collapsed. The company has promised an unrealistic completion

time.

4.2 Design Errors:

When the construction started, engineers found that the designs were unapproved and unverified

by government officials. Structural errors were a primary cause of the collapse. After the

foundations were laid, it was found that the columns and beams' drawings were unclear and that

few of the beams did not support the load-bearing capacity. Due to unverified structural design of

beam of 40(C) grinder was cracked and bended. Construction of vertical and horizontal braces

were not mention in technical drawings. One of the foremost reasons is the lack of qualified

structural engineers who could address the fault before the collapse. Gaping design mistakes led

to the collapse of this flyover.

4.3 Building Material Quality Errors:

A critical factor in determining the strength of the structure is the quality of materials used during

the project's execution. Because of poor concrete and steel quality, the two arms of the t-shaped

pillar, Pier No. 40 (C), buckled. Material quality is degraded due to cost-cutting. Fabrication of

steel was not done proper and used rusty steel bar for beams and columns in entire project.

4.4. Execution Errors:

During execution, there were multiple lapses in the technical drawings; a lack of regular inspection

and material selection were the central issues found.

immediately started fixing columns.

The significant issues during the execution were technical drawings; the project manager found

that the drawings given by the architect and engineer were unapproved. The fabrication detailing

was improper and would not support the beams' load-bearing capacity.

There was a lack of inspection for every stage of the project; none of the engineers had done their

work efficiently; the quality assurance team did not do its job correctly, and no regular site

inspection was done.

Another reason was liquidity problems, which stem from income shortages or scheduling

mismatches between cash receipts and payments. At the same time, borrowers may be unable to

renew an outstanding loan due to poor loan conditions or a loan term inconsistent with the project's

existence.

Several parties are engaged, and their activities and motivations will not align, resulting in

unfavorable results. Other parties, such as contractors and local authorities, forced the project

company to pay large sums before the project was completed, which was a significant cause of

execution and scheduling errors.

5.1 Scheduling errors:

1. As project managers, we must provide a simplified, high-level view of daily tasks. Details

should be regularly added to the critical path and fully describe the work required for

implementation.

2. Every building timetable has dependencies that make sense in that order. Missing

dependencies might cause more problems than merely missed deadlines if they are not

established. It may make it harder to prove your case in court or arbitration.

degree of planning, critical resources may be assigned and used effectively, and delays

brought on by waiting for assets to become available can be avoided.

5.2 Design Errors:

1. Qualified structural engineers should be assigned to the project.

2. The drawings should be certified by qualified engineers.

3. To ensure that design-related communications are strong, coordinated, and effectively

managed, it is essential to introduce a principal independent consultant as the "managing

mind" for design development.

4. Every project needs a clearly stated goal, constant attention to the results, a project team

that works well together, and a back-briefing procedure.

5.3 Building Material Quality Errors:

1. We need to hire a Qualified Quality Engineer and manager to check the quality of materials.

2. The use of certified building materials is required.

3. During the execution of the project, every stage should require regular quality checks by

the quality assurance team.

4. Regular proof checking and certifications are necessary, decreasing the risk of project

designer failures in the design stage.

5.4 Execution Errors:

to verify what went wrong on the site after checking the type of error and should allow the

respective team to redo the work.

2. Each stage of work should be inspected regularly, and you would need to do documentation

and have weekly and monthly meetings.

3. We need to understand fund control and utilize funds administration management to help

reduce or eliminate the risk associated with budget shortfalls.

4. Materials frequently account for at least 50% of the total cost in fixed-price building

contracts. The cost of materials is never set, and some market conditions, such as labour

stoppages where materials are produced, transportation issues or bottlenecks, trade tariffs,

and others, are difficult to predict.

[Link]:
The nearby photo of the imploded cantilever supports plainly show some unusual association

subtleties of the cantilever supports to the vertical pier 40(C) supporting them. The congruity of

the cantilever braces which are made of box segment, were given just through the top spine of the

supports and 4 nos. little measured radiates put underneath it. In any case, there are no associations

between the wharf and the braces at the upward faces via seating or web spikes at the substance of

the wharf to help the braces and to oppose vertical shear from the braces. These are positively an

odd approach to doing the association subtleties which make us keep thinking about whether there

was actually any inclusion of a certified primary designer on this work. In the event that an outsider

confirmation checking had been made on the plan and drawings of this supporting design,

preceding development, it would have saved the breakdown also, 26 lives. Considering this

breakdown, the entire length of the flyover that has been assembled as of now is to be completely
checked for underlying wellbeing and steadiness before it is placed into administration. It is

likewise essential to present mandatory confirmations and proceeding schooling, all together that

such disappointments are limited in future.

BIBLIOGRAPHY
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"Kolkata bridge builder charged with murder, police question IVRCL officials".

IBNLive. 1 April 2016. Retrieved 1 April 2016.

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Kolkata: Vivekananda flyover yet to be pulled down after mishap in 2016 | Cities

News,The Indian Express

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