Implementation strategies for high-performance corridors

Implementation strategies for high-performance corridors from the perspective of detailed design

The scope of the projects within the framework of the comprehensive refurbishment of the high-speed network (GSH) is larger and more concentrated than in previous refurbishments of existing infrastructure – with a more compressed timeframe. Consequently, the high-speed corridors require not only optimal cooperation between all parties involved but also new implementation strategies. Planning, in particular, must respond to streamlined processes.

1. Comprehensive refurbishment of the high-speed network as the backbone of a strong rail network

DB InfraGO is consolidating 9,200 km of its infrastructure into a high-speed network by 2030. For 4,000 km of this high-speed network, a comprehensive need for refurbishment in the form of complete overhauls has been identified (Fig. 1). Unlike previous refurbishment projects, these complete overhauls will take into account all trades, covering both the track and the stations, so that a fully renewed infrastructure is available upon completion of the work.[1] [2]

The renovations of high-speed lines 1733 and 4080 between 2019 and 2023 paved the way for the comprehensive refurbishment.[3]  Building on the positive experiences of these projects, the scope of the comprehensive refurbishment was expanded from the track to include the stations and noise abatement measures.

1. 1 The Riedbahn as a pilot project

The Riedbahn is a 70 km-long line between Mannheim and Frankfurt and, with over 300 trains daily, is one of the busiest lines in Germany. The line’s high susceptibility to disruption, as well as the ongoing ESTW project, were the reasons for expanding the scope of the project to a complete overhaul of the line in parallel with the existing ESTW project. (Figure 1).[4]   As a pilot project for the general refurbishments, however, this left just over 6 months between the decision to extend the ESTW project to a general refurbishment and the tender process, and approximately 10.5 months between the start of detailed design in September 2023 and the start of construction in July 2024. Furthermore, at the start of the detailed design phase, only an extended preliminary design was available due to the short lead time for preparing the tender, meaning that the design phase first had to be completed.

1. 2 The necessity of using digital methods

Traditional planning processes involve longer lead times with multi-stage planning. Based on a comprehensive planning framework, variants are developed, a decision on the preferred variant is made, a design plan is drawn up, and on this basis the construction work is put out to tender and a detailed design is produced. This approach requires a high degree of coordination between all trades and appropriate coordination. In addition to other approaches, accelerating and shortening these processes requires the consistent application of digital methods.

 2. Digital route planning

The concept of digital route planning was already introduced and implemented during the planning phase of the refurbishment of high-speed lines 1733 and 4080.[5] This was significantly expanded once again as part of the detailed design for the Riedbahn high-performance corridor. The consideration of implementation strategies for future high-performance corridors focuses primarily on three key areas: digital planning foundations, the digital planning process and digital project management.

 2.1 Processing of digital planning data

In GSH projects, the volume of planning data to be processed is considerable, as the existing data for all infrastructure facilities, as well as numerous supplementary pieces of information and expert reports, must be taken into account. For the Riedbahn, the planning data made available digitally comprised more than 100,000 files. (As of December 2024). Given this volume of data, current Common Data Environment solutions are insufficient, as changes resulting from multiple data transfers are only partially captured. The volume of data requires a comprehensive concept that takes into account quality control, access management, versioning and consistency.

 2.2 The digital planning process

The basis of a coordinated, digital planning process is consistent, coordinated and end-to-end workflows across all disciplines. In a digital planning process, the plans for all disciplines are supplemented by standardised supporting processes that enable coordination and alignment. This includes the standardised georeferencing of plans using GIS, uniform standards for processing existing data – for example, through clearly defined virtual site inspections – as well as digitally supported communication between planners. Clear CAD guidelines and interface definitions round off the digital planning process.

 2.3 Digital project management

Project structure plans (PSPs) and Gantt charts remain an essential basis for project management, but require supplementation due to significant time pressure and overlapping activities. The addition of agile methods, a central communication platform with an appropriate authorisation concept, and dashboards for clear progress monitoring complement the tried-and-tested project management approaches and are necessary to monitor project progress and ensure coordination.

 3. Implementation strategies

At the start of the project, an up-to-date kinematic track survey and inventory were available for the Riedbahn. This highly accurate digital record of the line’s current condition could be used as the starting point for comprehensive digital route planning.[5] Compact yet high-quality and comprehensive planning requires a complete overview and the consideration of all constraints and information. In this context, georeferenced coordination has proven its worth as a basis. The availability of a highly accurate kinematic survey of the existing infrastructure is therefore a key success factor and has contributed to the successful execution of the detailed design on the Riedbahn.

 3.1 Efficient data management based on SharePoint

Due to the often poor data quality, the basic data provided required a thorough examination of each data delivery. A rule-based check of all planning data provided, using in-house digital tools, and the consistent use of SharePoint’s functionalities were the first steps towards improved data management (Fig. 3). In addition, all delivered data was supplemented with attributes and keywords to improve accessibility and searchability. The highly accurate kinematic survey of the line also provided a further check on the quality of the existing data. The kinematic survey of the route was calculated relative to the measured track centreline, ensuring the survey has a positional tolerance of less than 10 mm. Through the location-based integration of all transferred existing data, this could be verified against the actual surveyed conditions and classified in terms of quality.

3.2 Coordination of planning via a digital coordination environment

In the Riedbahn project, the majority of the trades were planned using ProVI software. Standardised, centralised planning tools facilitate organisation and communication between the trades. As ProVI, as a planning tool, organises the existing infrastructure via a central database along the route axis and links it to the survey, all planning data is interconnected through this. This data is continuously fed into the digital coordination environment. The digital coordination environment is based on a highly accurate, georeferenced point cloud. This has been used as the basis for extensive linear construction sites since 2016. [3] Over the years, further project-specific data has been integrated into the point cloud. For the planning of the Riedbahn, not only was the current planning status of all trades embedded in this high-resolution point cloud as a visualisation, but photographic images and supplied existing data were also added via overlaid, clickable objects. The digital coordination environment thus provides centralised information on the current planning status of all trades based on a high-resolution survey of the existing conditions and enables the display of location-specific existing data. Measurements are also possible within this digital coordination environment. (Figs. 4, 5 and 6)

1. 

   

   

    

   The digital coordination environment is therefore not only a valuable tool for all planners, but also provides effective and efficient support for quality control. The underlying planning documents, as well as related plans and existing conditions, are transparently and easily accessible on a single platform.

   In addition to its use in construction planning, a digital coordination environment can also be reused in future projects during the construction phase and subsequently in operation and maintenance.

3.3 Agile project management

Agile project management for planning is based on the Scrum methodology. Clear roles, regular meetings within the respective functions and teams, and iterative work periods (sprints) are essential components of the Scrum method.[6] No specialised software was used for implementation. Microsoft Teams for organising communication and Microsoft Planner for creating and updating the Kanban board have proven to be useful and easy-to-use tools. The tools were used by those involved and found to be helpful. The frequency of daily stand-ups and sprints was adapted to the respective requirements throughout the project duration.

As DB InfraGO also relies on agile and lean methods for the implementation of major refurbishments, agile project management on the planning side fits very well into the processes of the overall project team.

Summary

Efficient SharePoint-based data management, cross-disciplinary planning using a digital coordination environment, and the application of agile project management methods were key factors in the successful completion of the construction planning for the Riedbahn project, both on schedule and to the required standard. This applies both to internal planning coordination and to the interfaces with project partners. Future high-performance corridor projects can build on these experiences.

Efficient data management based on SharePoint, cross-trade planning based on a digital coordination environment and the use of agile project management methods were key success factors for the timely and proper execution of the implementation planning for the Riedbahn project. This applies both to internal planning coordination and to the interfaces with the project partners. Future high-performance corridor projects can build on this experience.

References

1. DB InfraGO AG, ‘Comprehensive refurbishment of the high-performance network’, 2024. [Online]. Available: https://bauprojekte.deutschebahn.com/p/generalsanierung-hochleistungsnetz. [Accessed 02 01 2025].
2. R. ETR, “Infrastructure targets for 2030 defined,” No. 05/2023.
3. M. B. and P. S. M. Kückmann, “BIM-compliant superstructure planning for the refurbishment of high-speed lines,” No. November 2017.
4. DB InfraGO AG, “The comprehensive refurbishment of the Riedbahn in figures,” [Online]. Available: https://www.riedbahn.de/arbeiten-auf-der-riedbahn.html. [Accessed 2 January 2025].
5. M. B. and S. S. M. Kückmann, “Digital Line Planning: Digitalised Planning, Construction and Infrastructure Management,” No. May 2023.

6. CollaborationLab eG, The SCRUM Framework, Hamburg: CollaborationLab eG, 2024.

   ---

7. Authors

   Marc Kückmann, M.Sc.

   Head of the Karlsruhe Branch

   OBERMEYER Infrastruktur GmbH & Co KG

   marc.kueckmann@obermeyer-group.com

   

   Maximilian Bade, M.Sc.

   Head of Digital Planning, Karlsruhe

   OBERMEYER Infrastruktur GmbH & Co KG

   maximilian.bade@obermeyer-group.com