C+S March 2021 Vol. 7 Issue 3

C+S March 2021 Vol. 7 Issue 3

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CONTENTS

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THE COVER Underground Art Scene: Updating the Museum of Fine Arts, Houston – story on page 10 CHANNELS STRUCTURES + BUILDINGS 12 Supporting the Bottom Line: High-Performing, Engineered, EPS Geofoam as an Alternative Fill 14 Ground Improvement 17 Fermilab – Integrated Engineering Research Center 19 UMA Supports South Carolina Manufacturer's Expansion with Micropiles TRANSPORTATION + INFRASTRUCTURE 23 High-Temperature Tunnel Dampers and Switchboxes Are a Hot Combination for Riyadh Metro System 25 Invisible Enemy 27 Colesman Tunnel 29 Automation and Digitization Enabling Informed Decision Making Throughout the Tunneling Lifecycle WATER + STORMWATER 32 Land & Water Completes Sustainable Works as Part of the Thames Tideway Tunnel Project 34 Light at the End of the Tunnel: How Technical Innovation and Community Buy-in Turned a 5.6 km Microtunnelling Project into a Huge Success BUSINESS NEWS 37 5 Keys to Designing Earthquake-Resistant Buildings 38 Coming Soon: Practical BIM Implementation for Facility Management SOFTWARE + TECHNOLOGY 39 The Collaboration and Constructible Models Behind HUS Helsinki University Hospital’s Largest Project 40 Arcadis Deploys Autodesk Cloud Technology to Deliver an Infrastructure Project Bookended by Public Health Crises UNMANNED SYSTEMS 42 Taking UAV Technology Even Higher SURVEYING 43 Precise Accuracy for Underground Pipelines 45 California Company Uses New GPR Technology for Underground Utility Locating 47 Three Ways Your Surveying Practices Might Be Falling Short departments 8 Events 49 Benchmarks: How long does it take to fill an open position in the AEC industry? 50 Reader Index Columns 5 From the Publisher: Tunnel to Safety Chad Clinehens 6 Engineering Front Line: Purpose Driven Leadership and Strategy Phil Keil

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VOLUME 7 ISSUE 3 csengineermag.com

publisher Chad Clinehens, P.E. | 479.856.6097 | [email protected] media director Christy Zweig | 479.445.7564 | [email protected] Production & circulation manager Anna Finley | 479.435.6850 | [email protected] ART director Maisie Johnson | 417.572.4561 | [email protected] Editor Luke Carothers | [email protected]

800-466-6275 1200 North College Avenue, Fayetteville, AR 72703 PO BOX 1528, Fayetteville, AR 72702-1528

CIVIL + STRUCTURAL ENGINEER IS A ZWEIG GROUP PRODUCT

MARK C. ZWEIG, CHAIRMAN, ZWEIG GROUP LLC

Civil + Structural Engineer (ISSN 23726717) is published monthly by Zweig Group, 1200 North College Avenue, Fayetteville, AR 72703. Telephone: 800.466.6275. Copyright© 2020, Zweig Group. Articles not be reproduced in whole or in part without the written permission of the publisher. Opinions expressed in this publication are not necessarily those of Zweig Group. Unsolicited manuscripts will not be returned unless accompanied by a stamped, self-addressed envelope. Subscriptions: Annual digital subscription is free. To subscribe or update your subscription information, please visit our website www.csengineermag.com/ subscribe/ or call 800.466.6275.

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from the publisher

As I was nearing graduation in 1999 and finalizing where I would start my first full-time job as an engi- neer intern, I traveled to Little Rock, Arkansas to interview for the transportation team of an Arkansas- based engineering firm, where I would ultimately start and spend the majority of my career. On that jour- ney, I left the college town of Fayetteville and traveled interstate 540, now I-49, which had just opened weeks before. I-49 is an approximate 40-mile section of interstate that bypassed US-71, once known as one of the most dangerous highways in America. The opening of I-49 was a huge event for Northwest Ar- kansas as it dramatically improved accessibility to the south, connecting Northwest Arkansas to I-40, one of the major east-west interstates in the United States. Probably more importantly, it improved the safety of a rapidly increasing population in Northwest Arkansas where travel in and out of the area was essential to the growing commerce. As a kid, I remember traveling highway 71 and seeing the large flashing signs as you would leave Fayetteville saying “16 people killed in the last 3 years. Use extreme caution while traveling” or something similar. If you asked my mom what the opening of I-49 meant for her as I made my first trip to Little Rock on that new, much safer I-49, she would say she slept much better at night. There was another first for me on my maiden voyage to Little Rock in 1999, it was the first time I had driven through a tunnel. One of the reasons the $458 million alternate route took so long to come to frui- tion, was the incredibly challenging topography of the project. The 40-mile stretch of interstate has some of the tallest interstate bridges west of the Mississippi River, traversing some extreme peaks and valleys. One of those peaks was an 1,800-foot high section that was ultimately tunneled through. The neat part for me as a civil engineer was the firm I was going to interview with on that day in 1999, Garver, was the firm that was awarded the tunnel feasibility study back when I-49 was just a conceptual plan. The study determined that a tunnel was the best option as alternatives would spoil the topography and require too much cut. The result was the Bobby Hopper tunnel, the first and only interstate tunnel in Arkansas. With two bores at 1,595 feet long, 38 feet wide and 25 feet tall, interstate traffic enters the mountain effortlessly with plenty of space in the tunnel including shoulders. When I drove through the tunnel, it was not the first time I had been in those tunnels. During construction, I was part of a tour group with the Arkansas Society of Professional Engineers (ASPE) and we were able to go inside the tunnels as they were progressing through the mountain. Getting access to the site was extremely difficult, but once we got there it was a fascinating experience. We toured the tunnels when they were about 40 percent through the mountain. I remember a lot of mud. The tunnels were mined, not bored, through the moun- tain. Blasting, drilling, and excavation removed native shale and sandstone rocks, which is very prevalent in the area. Had this been during the cell phone camera era I would have plenty of pictures to share, but instead, all I have is memories. Since then, I’ve been fascinated by tall bridges and tunnels. These epic projects take years and often decades to finish, but once complete, provide access and safety for generations. Last year, right before the pandemic began, I was fortunate to get to ride the Eurostar train from Paris to London. The Channel Tunnel, also known as the “Chunnel”, is a 32-mile railway tunnel under the English Channel at the Strait of Dover. At 380 feet below sea level, traveling 100 mph in the longest underwater tunnel in the world is an exciting experience for a civil engineer. For us civil and structural engineers, along with the many other related professions that design build the world, we have a lot to be proud of. We give access to new areas of the world. We provide new oppor- tunities for commerce and growth. We provide great experiences. We connect people. We empower the world. What an awesome profession we’ve dedicate our lives to. It all started for me when I traveled that stretch of roadway and that tunnel that had just opened up weeks before. The civil and structural engineers, along with the geologists, surveyors, contractors and beyond spent over 10 years making that new connection possible. What it meant to me was that my mom would sleep better at night knowing the many trips on I-49 that started with that job interview, would be safer and easier.

Tunnel to safety

Chad Clinehens

CHAD CLINEHENS, P.E., is Zweig Group’s president and CEO. Contact him at [email protected].

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Purpose driven leadership and strategy Phil Keil

To solve the problem of soul-destroying traffic, roads must go 3D, which means either flying cars or tun- nels are needed. It is December 2016, and a new company emerges that constructs safe, fast-to-dig and low-cost trans- portation, utility, and freight tunnels, The Boring Company created by Elon Musk. Love him, hate him, agree with him, or not, Elon Musk has accomplished some incredible things, including adding $165.5 billion in wealth in the past year, which means we should at least learn something from him. He clearly isn’t driven by the money, though. According to the man himself, the thing that drives him is his vision: “I think it’s important to have a future that is inspiring and appealing. There has to be reasons you get up in the morning and want to live. Why do you want to live? What’s the point? What inspires you? What do you love about the future?” — Elon Musk “When something is important enough, you do it, even if the odds are not in your favor.” — Elon Musk What is incredible to me, personally, is that when he cares about something, he goes out and finds a solution and does it. This is clearly evident on the climate front and Tesla being recognized as a purpose- driven innovator breaking records in sustainable transportation, technology, and more. Musk clearly has missions with associated companies rather than companies with associated missions. He builds move- ments, elevates the brand, and democratizes the impact. His organizations break down barriers and de- molish silos with flat organizations, ensures everything they do is aligned with the mission, and focuses on continuous improvement. This is incredibly important for anyone to understand. You need to have purpose driven leadership throughout the organization which informs your strategy development and ultimately allows you to build a legacy. It is hard to overstate the impact of following this advice and I’ll share some numbers with you on why that is the case. I will not sugarcoat it, though, this is a much more difficult task to authentically implement than it is to state here. Purpose and profits are not fundamentally opposed to each other. This has been demonstrated empiri- cally by research conducted through the Wharton School of Business, Harvard University, and The Great Places to Work Institute. They used more than 1.5 million employee-level observations across thousands of companies and quantified purpose as the aggregate sense of meaning and impact felt by employees of a corporation. If a company has a strong corporate purpose, its employees will feel greater meaning and impact in their jobs. In the >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50

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