Iowa 58 Viking Road Corridor from U.S. 20 to Greenhill Road in Cedar Falls, Iowa, NHSX-U-58-1(91)--8S-07, 2015

The Proposed Action consists of the improvement of Iowa Highway 58 (IA 58) from U.S. Highway 20 (U.S. 20) north to Greenhill Road in Cedar Falls (Black Hawk County, Iowa). The improvement would include limiting at-grade access to IA 58 by adding one or more interchanges to the corridor which would be located at Viking Road, Greenhill Road, and reconfiguring the U.S. 20 interchange (Figure 1). In order to construct these interchanges and associated ramps, the pavement of IA 58 would be reconstructed. In a couple of locations, the alignment of IA 58 would be shifted.

East 1 St Street Interchange and I-35 Widening, From MP 94.3 to Oralabor Road, Polk County, Iowa, Project # IM-035-4(140)92--13-77, Environmental Assessment and Section 4(f) De Minimis Impact Finding, 2015

From Proposed Action: "The proposed action consists of reconstructing the East 1st Street/I-35 interchange with a Diverging Diamond interchange, widening I-35 from four (4) lanes to six (6) lanes, and widening East 1st Street from four (4) lanes to five (5) lanes from Delaware Avenue to Frisk Drive. The project also proposes to reconstruct the intersections of East 1st Street/Creekview Drive and East 1st Street/Frisk Drive."

Effectiveness of Dynamic Messaging on Driver Behavior for Late Merge Lane Road Closures, 2009

Efforts to improve safety and traffic flow through merge areas on high volume/high speed roadways have included early merge and late merge concepts and several studies of the effectiveness of these concepts, many using Intelligent Transportation Systems for implementation. The Iowa Department of Transportation (Iowa DOT) planned to employ a system of dynamic message signs (DMS) to enhance standard temporary traffic control for lane closures and traffic merges at two bridge construction projects in western Iowa (Adair County and Cass County counties) on I-80 during the 2008 construction season. To evaluate the DMS system’s effectiveness for impacting driver merging actions, the Iowa DOT contracted with Iowa State University’s Center for Transportation Research and Education to perform the evaluation and make recommendations for future use of this system based on the results. Data were collected over four weekends, beginning August 1–4 and ending October 16–20, 2008. Two weekends yielded sufficient data for evaluation, one of transition traffic flow and the other with a period of congestion. For both of these periods, a statistical review of collected data did not indicate a significant impact on driver merging actions when the DMS messaging was activated as compared to free flow conditions with no messaging. Collection of relevant project data proved to be problematic for several reasons. In addition to personnel safety issues associated with the placement and retrieval of counting devices on a high speed roadway, unsatisfactory equipment performance and insufficient congestion to activate the DMS messaging hampered efforts. A review of the data that was collected revealed different results taken by the tube counters compared to the older model plate counters. Although variations were not significant from a practical standpoint, a statistical evaluation showed that the data, including volumes, speeds, and classifications from the two sources were not comparable at a 95% level of confidence. Comparison of data from the Iowa DOT’s automated traffic recorders (ATRs) in the area also suggested variations in results from these data collection systems. Additional comparison studies were recommended.

Road Safety Audit for Union County IA 25 from the WCL of Creston to North H-24 Intersection, 2008

In April 2008 a preliminary investigation of fatal and major injury crashes on Iowa’s primary road system from 2001 through 2007 was conducted by the Iowa Department of Transportation, Office of Traffic and Safety. A mapping of these data revealed an apparent concentration of these serious crashes on a section of Iowa 25 north of Creston. Based on this information, a road safety audit of this roadway section was requested by the Office of Traffic and Safety. Iowa 25 is a two-lane asphaltic concrete pavement roadway, 22 ft in width with approximately 6 ft wide granular shoulders. Originally constructed in 1939, the roadway was last rehabilitated in 1996 with a 4-in. asphalt overlay. Except for shoulder paving through a curve area, no additional work beyond routine maintenance has been accomplished in the section. The 2004 traffic map indicates that IA 25 has a traffic volume of approximately 2070 vehicles per day with 160 commercial vehicles. The posted speed is 55 mph. This report contains a discussion of audit team findings, crash and roadway data, and recommendations for possible mitigation of safety concerns for this roadway section.

U.S. 61 From Memorial Park Road in Burlington North to 1 Mile North of IA 78 in Louisa County. Des Moines & Louisa County, Iowa NHS-061-2(50) - 19-58, 2015

Iowa Department of Transportation (Iowa DOT) has re-initiated planning and preliminary design studies to improve U.S. 61 from Memorial Park Road in Burlington north to 1-mile north of IA 78 in Louisa County. The proposed project consists of improving approximately 18 miles of roadway from 2-lanes to 4-lanes and evaluating a potential bypass around Mediapolis.

Bond Contribution to Whitetopping Performance on Low Volume Roads, Construction Report, HR-341, 1993

This research was initiated in 1991 as a part of a whitetopping project to study the effectiveness of various techniques to enhance bond strength between a new Portland cement concrete (PCC) overlay and an existing asphalt cement concrete (ACC) pavement surface. A 1,676 m (5,500 ft) section of county road R16 in Dallas County, Iowa was divided into 12 test sections. The various techniques used to enhance bond were power brooming, power brooming with air blast, milling, cement and water grout, and emulsion tack coat. As a part of these bonding techniques, two pavement thicknesses were placed; two different concrete proportions were used; and two sections were planed to a uniform cross-slope.

Low Cost Techniques of Base Stabilization, HR-312, Construction Report, 1989

This research project was initiated in 1988 to study the effectiveness of four different construction techniques for establishing a stable base on a granular surfaced roadway. After base stabilization, the roadway was then seal coated, eliminating dust problems associated with granular surfaced roads. When monies become available, the roadway can be surfaced with a more permanent structure. A 2.8 mile section of the Horseshoe Road in Dubuque County was divided into four divisions for the study. This report discusses the procedures used during construction of these different divisions. Problems and possible solutions have been analyzed to better understand the capabilities of the materials and construction techniques used on the project.

Performance of Nongrouted Thin Bonded PCC Overlays, Construction Report, HR-291, 1986

The Iowa road system has approximately 13,000 miles of Portland Cement Concrete Pavements, many of which are reaching the stage where major rehabilitation is required. Age, greater than anticipated traffic, heavier loads and deterioration related to coarse aggregate in the original pavement are some of the reasons that these pavements have reached this level of distress. One method utilized to rehabilitate distressed or underdesigned PCC pavements is the thin bonded Portland Cement Concrete overlay. Since the introduction of thin bonded overlays on highway pavements in 1973, the concrete paving industry has made progress in reducing the construction costs of this rehabilitation technique. With the advent of the shotblast machine, surface preparation costs have decreased from over $4.00 per square yard to most recently $1.42 per square yard. Other construction costs, including placement, grouting and sawing, have also declined. With each project, knowledge and efficiency have improved.

Alternative Flexible Overlays, HR-229, Construction Report, 1983

The object of this research project is to construct and evaluate several bituminous concrete base overlays with various high penetration bituminous products which have the potential to reduce future maintenance and construction costs. In September of 1981 nine different bituminous test sections were constructed on Osceola County roads A-34 and A-46 east of Ashton. Asphalt binders used were AC-5 asphalt cement, SC-800 liquid asphalt, MC-3000 cutback asphalt, CSS-1 emulsion and HFMS-2 emulsion. Aggregate for four of the test sections consisted of salvaged bituminous pavement and new aggregate combined. Each section was road mixed using a different binder arid placed 2-1/4" thick with a motor patrol. The other five test sections consisted of an AC-5 Type B asphalt concrete control section and four plant-mixed, cold-laid bituminous concrete overlay sections using new aggregate. The material was mixed in a continuous drum mix plant and laid with a full width paver.

Innovative Culture – Searching for Innovativeness in a Construction Company

The purpose of the thesis is to study innovativeness in a context of the construction industry especially the front-end of the innovation process. The construction industry is often considered an old-fashioned manufacturing industry. Innovations and innovativeness are rarely linked to the industry. The construction industry, as well as other industries in Finland, is facing challenges such as productivity, the climate change and internationalization. The meaning of innovations is greater than ever in continuously changing markets, for standing out from competitors or increasing the competitiveness. Traditional production methods, tight building regulations, unique buildings, one-of-a-kind project organizations and highlighting the cheapest price in building contracts are particular challenges in the construction industry. The research questions of the thesis were: - What kind of factors shift the existing company culture towards innovativeness? - What are the phases of the front-end of the innovation process? - What kind of tools and methods enable managing the front-end of the innovation process? The theoretical part of the thesis bases on the literature review. The research methodology of the empirical part was the action research and qualitative approach. Empirical data was collected by the theme interviews from three companies. The results were practical methods and experiences from innovation activities of the companies. The results of the thesis can be clarified as follows: enhancement of the innovation activities requires support and commitment of the top management, innovative culture and innovation strategy. Innovativeness can be promoted by systematical methods for example collecting ideas from employees. Controlling and managing the front-end phase is essential to succeeding. Despite that managing the front-end is the most challenging part of the innovation process, development and management of that save companies’ money, resources and prevents useless investments. Further clarification and studies are needed to find out furthermore functional tools and methods to manage innovations and implementing them to the culture of the companies.

Road novel, road movie : approche chronotopique du récit de la route

Thèse réalisée en cotutelle, sous la direction de M. Philippe Despoix (Université de Montréal) et de M. Michel Marie (Université Sorbonne Nouvelle-Paris 3)

Crime organisé et construction : un duo indissociable?

La collusion est une pratique anticoncurrentielle qui a pour but la coopération de personnes morales afin d’atteindre un but commun tel que le profit. Cette méthode se retrouve dans le milieu de la construction notamment par la rotation de contrat, par la fixation de prix ou le débalancement de bordereaux. Bien que la collusion dans la construction soit souvent associée au crime organisé, cette étude propose l’hypothèse d’un contrôle du marché par le crime organisant et non le crime organisé. Ainsi, l’industrie de la construction serait influencée par une organisation en mouvance et en développement constant pouvant s’organiser tout en organisant d’autres noyaux. En analysant le marché de l’industrie de la construction, cette étude a pu relever qu’il était possible à l’aide d’outils quantitatifs tels que l’analyse de classification d’identifier des irrégularités au sein du marché, au fil des années. Des entrevues passées auprès d’acteurs du domaine de la construction sont venues confirmer l’hypothèse d’un contrôle du marché par le crime organisant et non le crime organisé. L’analyse qualitative se penchait ainsi sur les motivations des acteurs à entreprendre des pratiques anticoncurrentielles et sur la compréhension de l’émergence de la collusion dans la construction. La discussion identifie les opportunités criminelles, de même que les problématiques survenant dans le milieu de la construction et pouvant influencer l’émergence de la collusion. Ces problématiques concernent les contributions aux partis politiques, le truquage des devis et bordereaux par les firmes de consultants, l’impunité des autorités, l’historicité des entrepreneurs, l’idéologie de marché et les problématiques liées au cautionnement. Enfin, des solutions adaptées à la réalité de l’industrie de la construction en tenant compte des facteurs de risque ont été identifiées.

Roles in construction projects: analysis and terminology

Standard form contracts are typically developed through a negotiated consensus, unless they are proffered by one specific interest group. Previously published plans of work and other descriptions of the processes in construction projects tend to focus on operational issues, or they tend to be prepared from the point of view of one or other of the dominant interest groups. Legal practice in the UK permits those who draft contracts to define their terms as they choose. There are no definitive rulings from the courts that give an indication as to the detailed responsibilities of project participants. The science of terminology offers useful guidance for discovering and describing terms and their meanings in their practical context, but has never been used for defining terms for responsibilities of participants in the construction project management process. Organizational analysis enables the management task to be deconstructed into its elemental parts in order that effective organizational structures can be developed. Organizational mapping offers a useful technique for reducing text-based descriptions of project management roles and responsibilities to a comparable basis. Research was carried out by means of a desk study, detailed analysis of nine plans of work and focus groups representing all aspects of the construction industry. No published plan of work offers definitive guidance. There is an enormous amount of variety in the way that terms are used for identifying responsibilities of project participants. A catalogue of concepts and terms (a “Terminology”) has been compiled and indexed to enable those who draft contracts to choose the most appropriate titles for project participants. The purpose of this terminology is to enable the selection and justification of appropriate terms in order to help define roles. The terminology brings an unprecedented clarity to the description of roles and responsibilities in construction projects and, as such, will be helpful for anyone seeking to assemble a team and specify roles for project participants.

Learning across business sectors: Knowledge sharing between aerospace and construction

This report addresses the extent that managerial practices can be shared between the aerospace and construction sectors. Current recipes for learning from other industries tend to be oversimplistic and often fail to recognise the embedded and contextual nature of managerial knowledge. Knowledge sharing between business sectors is best understood as an essential source of innovation. The process of comparison challenges assumptions and better equips managers to cope with future change. Comparisons between the aerospace and construction sectors are especially useful because they are so different. The two sectors differ hugely in terms of their institutional context, structure and technological intensity. The aerospace sector has experienced extensive consolidation and is dominated by a small number of global companies. Aerospace companies operate within complex networks of global interdependency such that collaborative working is a commercial imperative. In contrast, the construction sector remains highly fragmented and is characterised by a continued reliance on small firms. The vast majority of construction firms compete within localised markets that are too often characterised by opportunistic behaviour. Comparing construction to aerospace highlights the unique characteristics of both sectors and helps explain how managerial practices are mediated by context. Detailed comparisons between the two sectors are made in a range of areas and guidance is provided for the implementation of knowledge sharing strategies within and across organisations. The commonly accepted notion of ‘best practice’ is exposed as a myth. Indeed, universal models of best practice can be detrimental to performance by deflecting from the need to adapt continuously to changing circumstances. Competitiveness in the construction sector too often rests on efficiency in managing contracts, with a particular emphasis on the allocation of risk. Innovation in construction tends to be problem-driven and is rarely shared from project to project. In aerospace, the dominant model of competitiveness means that firms have little choice other than to invest in continuous innovation, despite difficult trading conditions. Research and development (R&D) expenditure in aerospace continues to rise as a percentage of turnovers. A sustained capacity for innovation within the aerospace sector depends crucially upon stability and continuity of work. In the construction sector, the emergence of the ‘hollowed-out’ firm has undermined the industry’s capacity for innovation. Integrated procurement contexts such as prime contracting in construction potentially provide a more supportive climate for an innovation-based model of competitiveness. However, investment in new ways of working depends upon a shift in thinking not only amongst construction contractors, but also amongst the industry’s major clients.

Understanding construction consortia: Theory, practice and opinions

Firms form consortia in order to win contracts. Once a project has been awarded to a consortium each member then concentrates on his or her own contract with the client. Therefore, consortia are marketing devices, which present the impression of teamworking, but the production process is just as fragmented as under conventional procurement methods. In this way, the consortium forms a barrier between the client and the actual construction production process. Firms form consortia, not as a simple development of normal ways of working, but because the circumstances for specific projects make it a necessary vehicle. These circumstances include projects that are too large or too complex to undertake alone or projects that require on-going services which cannot be provided by the individual firms inhouse. It is not a preferred way of working, because participants carry extra risk in the form of liability for the actions of their partners in the consortium. The behaviour of members of consortia is determined by their relative power, based on several factors, including financial commitment and ease of replacement. The level of supply chain visibility to the public sector client and to the industry is reduced by the existence of a consortium because the consortium forms an additional obstacle between the client and the firms undertaking the actual construction work. Supply chain visibility matters to the client who otherwise loses control over the process of construction or service provision, while remaining accountable for cost overruns. To overcome this separation there is a convincing argument in favour of adopting the approach put forward in the Project Partnering Contract 2000 (PPC2000) Agreement. Members of consortia do not necessarily go on to work in the same consortia again because members need to respond flexibly to opportunities as and when they arise. Decision-making processes within consortia tend to be on an ad hoc basis. Construction risk is taken by the contractor and the construction supply chain but the reputational risk is carried by all the firms associated with a consortium. There is a wide variation in the manner that consortia are formed, determined by the individual circumstances of each project; its requirements, size and complexity, and the attitude of individual project leaders. However, there are a number of close working relationships based on generic models of consortia-like arrangements for the purpose of building production, such as the Housing Corporation Guidance Notes and the PPC2000.