Engineering Project Planning and Management

CASE STUDY, PROJECT MANAGEMENT (ENGSCI 9510)

MILLAU VIADUCT

Submitted by

Group 42

Sapna Ashok Kumar (250821110)

Hongrui Zhang (250820920)

J M Rakibul Hasan (250821180)

Executive Summary

The Millau Viaduct project is really a masterpiece example of modern civil infrastructure

project management. Project management principles were applied thoroughly and adhesively

from the planning stage to the end of the construction. And finally result in a success project

finished ahead of schedule and below the budget without any compromise of safety. Even though

there are some flaws at the scope control stage and the feasible plan at the beginning stage

suffered the stakeholders’ disagreements and a little bit delay, it cannot prevent the Millau

Viaduct from being a successful project management case. This report mainly focuses on the

lessons learned from the Millau Viaduct case by analyzing the whole process of management.

According to the Project Management Body of knowledge (PMBOK), our lessons will cover the

areas as follows: cost, time, risk, quality, scope, human resources communication and

procurement.

Communication part will include lessons with analysis of stakeholders and by what

methods can ensure a success communication with them and make our management easy to

implement. And the rule of thumb when communicate is always try to create a win-win contract.

Human resource part cover the lesson learned in opting a good and suitable management system

and association with the technical expert at the planning stage. Risk part collectively analysis

how a good project management put the safety in his first place and take the precaution for the

risks that could happen in the future. The quality section discussed the strategies applied by the

local government and how different parts personnel ensure the quality respectively. And the time

section is mainly about how the technical advantage caused changes in the projects critical path.

All of those lessons highlight the importance of project management when operating

large project such as Millau Viaduct Bridge, and make the principles according to the PMBOK

vividly expressed through the management process of management of Millay Viaduct project.

And provide insight into methods that can be adopted in the future projects.

Introduction

The Millau Viaduct is a huge motorway bridge located in the southern part of France.

This project was given as a contract to Eiffage by the French government. Millau viaduct is one

of the construction projects which achieved grand success by implementing effective project

management techniques. Through this report we have learned eight major lessons in accordance

to this particular project which includes cost, time, risk, quality, scope, human resources,

communication and procurement

Background

The Millau Viaduct is a cable-stayed bridge that spans the valley of the River Tarn near

Millau in southern France .It is the 12th highest bridge deck in the world. It was built to reduce

traffic of small town Millau as the motorway connecting Paris and Spain passed through Millau.

The Millau Viaduct, designed by French Structural Engineer, Michel Virlogeux and

British Architect, Norman Foster, is the tallest cable stayed bridge in the world. It is the highest

road bridge in the world as well, weighing 36,000 tons. 1

The bridge’s innovative technical aspects and architectural beauty yielded a reputation

for the project as one of the great engineering achievements of all time. The viaduct extends

2.5km across the Tarn Valley in southern France to connect Causse Rouge and Causse of the

Larzac . The longest pier in the viaduct is 245 m, which is higher than the Eiffel tower. The

structure was designed for a useful life of 120 years. The Bridge opened in December 2004.1

Initial planning for the Millau Viaduct began in 1988, and after numerous technical

studies that debated the risks, costs, and technical design challenges associated with the project,

construction for the bridge began in 2001.The bridge was constructed under a BFOT contract by

Eiffage, a French Construction company due to the fact that the French government was unable

to finance the project alone.6 The viaduct opened for use by the general public over twenty years

after its initial conception on December 16, 2004. The bridge was entirely privately financed and

cost 394 million euros (272 million pounds, 524 million dollars). 9

The builders, Eiffage, financed the construction in return for a concession to collect the

tolls for 75 years, until 2080. However, if the concession is very profitable, the French

government can assume control of the bridge in 2044.

Crosses : River Tarn

Design : Cable-stayed Bridge

Total length : 2.5 km long

Width : 32 m

Longest span : 342 m

Highest pier : 245 m

Curved radius : Constant 20 km1

Each pier is treated as a worksite in its own right so that construction of all the seven

bridges can take place independently.11

The geometry of the piers varies from one pouring step

to the following pouring step and is tapering entire way up. The shape of the mold was changed

at every 4m height to fit the profile and reinforcing concrete method was used in raising the

pier.4 The formwork was of self-climbing type for outer surfaces and crane assisted for the inner

surfaces as the risk factor was to be taken care of. Altimetry checks by GPS ensured a precision

of the order of 5mm in both X and Y direction.

Lesson Learned

This section presents lessons that we learned from analysis of the Millau Viaduct from a

project management view from both initial studies and construction stages. The lessons are

arranged into the explained categories of scope, procurement, cost, time, quality,

communication, human resources and risk.

Scope

Expend engineering miracle to tourism prosperity

Instead of opportunity, the financial recovery of the Millau Viaduct Project was

concentrated on the toll collection originally. At the very beginning, the granting authority made

their plan that opens two lanes across the bridge for toll collection. But because of the record-

breaking influx and unprecedented traffic flow, they decided to open two more lanes.3 And due

to this implementation, more opportunities ware brought. The Millau Bridge is a public-private

partnership (PPP) which means that it’s a free infrastructure for users. While on the 20th may

1998, the Ministry of Transport under Lionel Jospin government: jean Claude Gayssot

announced to the press to concede the viaduct. And the concession period for Millau Viaduct

was estimate to be 75 years originally.4 And according the increasing traffic flow, this was lower

to 45 years. The reason of this effect actually was largely lie in the tourist viewing to Viaduct.

And the popularity in tourism was far beyond the expectation at the planning stage.5

Scope control make the future brighter

Throughout the history of Millau Viaduct project, it promotes the crossed regions in

terms of economic and tourism development, plays as a main axis at the national scale and offer

an international axis from north-west of Europe towards Spain and Mediterranee. 6The original

objectives of this project are to make this infrastructure become richer and richer after launching

the construction. They defined it as a “country and town planning”. But when it was finished, it

strived to mean more and more local economic development with the ambiguilty about the scale

where this development could be plaid and brought the equality and inequality between the

different territories in the crossed regions. 20

And it also failed to connect Beziers and

Montpellier, so it’s hard for the authorities to check whether the original purposes have been

achieve or not nowadays. This may be related with its own constrains. At the end of 2009, the

bridge was constructed to Pezenas and the missing part to Beziers was expected to be finished in

2010. As the local economic actor observed” it will be only at this moment that we could

appreciate the role of Millau as a structuring actor of country and town planning and as a

structuring actor of economic regeneration at the scale of a delicate territory” 7Even though the

Millau is a huge success and engineering marvel. As a project manager, it’s very important to

control the scope and notice the influence on economy and territory issues. And a consciousness

should always be in mind throughout the project.

So the lesson learned is when act as a project manager, one should always put the tourism

income on the analysis list even though it’s a kind of associate income. Because this kind of

auxiliary income may be profitable in the future and become the main factor for the profit

improvement. So taking this part into account can make a full analysis of project outcomes.

Procurement

All projects require some kind of external resources, goods and services that is not

available within the organization. Procurement is the process of purchasing goods and services

outside the company.8 Procurement of services, goods or any other external sources requires

legal contracts between the parties like Buyer and the Seller. Procurement involves certain inputs

like Management plans, Procurement documents, Source opting criteria, Seller Proposals, Project

documents, Purchase decisions, Statement of work, Organizational process assets etc.

Millau Viaduct project was completed by the company Eiffage through a contract offered

by the French government. In the year 1998, French government decided to allocate the project

to the private sector through tendering. International tender was organized between the years

1999-2000, conveying the contractor’s responsibilities like Financing, building and the operation

of the bridge.10

Eiffage won the contract in March 2001 and they officially signed the contract on

30th

May, 2001.The council of state approved the project on October 8th

2001.The contractors

were good at procurement management which has been proved in their decision of replacing

metal building materials instead of concrete which helped to finish the project successfully

without any delay. The decision of French government to allocate the project to private sector

brought success to the project, at the same time it also benefited all the three parties including

public, private and the French government.

Cost

Since this was such a large project the overall project manager, Marc Buonomo, acted

more like program manager than a project manager. This is because the Millau Viaduct can be

considered as a series of projects which were managed by the constituent companies of Eiffage.

This method was clearly very successful especially as it was a hugely ambitious project, on a

scale not seen in France for many years and to achieve this was nothing short of astonishing.

The project required about 127,000 cubic meters (166,000 cu yd) of concrete, 19,000 tons

(21,000 short tons) of steel for the reinforced concrete and 5,000 tons (5,500 short tons) of pre-

stressed steel for the cables and shrouds. The builder claims that the lifetime of the bridge will be

at least 120 years.18

Public Works offered the construction and operation of the viaduct as a grant of contract

and an international call for tenders was issued in 1999. Four consortia responded to this call.

• Compagnie Eiffage du Viaduc de Millau (CEVM), led by Eiffage

• A consortium led by the Spanish company Dragados, with Skanska (Sweden), and Bec

(France)

• Societe du Viaduc de Millau, including the French companies ASF, Egis, GTM,

Bouygues Travaux Publics, SGE, CDC Projets, Tofinso and the Italian company Autostrade

• A consortium led by Generale Routiere, with Via GTI (France) and Cintra, Nesco,

Acciona et Ferrovial Agroman (Spain).

The consortium led by Compagnie Eiffage du Viaduc de Millau, working with the

architect Sir Norman Foster, was successful in obtaining the tender. This contract was very

lucrative as the design work and research had already been done by the Government to an

advanced stage. Another advantage of this contract was that the negotiations over it were much

easier, reducing public expense and speeding up construction, while minimizing such design

work as remained for the contractor.

The contract strategy itself was a Private Finance Initiative (PFI); this is where the

Private Sector will invest its own Capital in on the strength of a contract with the government to

provide agreed services. So there is no loss to the French Tax Payer. The Eiffage group now

operates the viaduct as a toll bridge, with the toll, as of November 2007, was set at 5.40 euro for

light automobiles 7.00 euro during the peak months of July and August. For this Project, the

decision to go with a PFI was wise as this Bridge will not benefit the French Population enough

to make it worth paying, only a proportion of French and other Europeans will benefit from it. 16

In 2006/07 the Concession viaduct was re-financed with funds provided from a

consortium of European banks and financial institutions such as Mono-line insurers. As part of

this process Capita Symonds acted as Independent Engineer and provided technical advice and

due diligence for Lenders. Capita were continuing to provide this service throughout the

operation and maintenance of the Concession. At the time of re-financing Capita Symonds

carried out a comprehensive technical audit of the operation and maintenance of the viaduct

including an assessment of routine and life cycle maintenance activities, program, costs, budgets,

environmental impact and risks. Since re-financing Capita Symonds provides an annual report to

Lenders on operation and maintenance activities including a review of technical issues, risks,

costs and budgets.17

This includes an annual site visit and meeting with the Concessionaire and

review of monthly operation and maintenance reports. Capita also certified annual budget

forecasts provided by the Concessionaire for operation and maintenance activities.

The cost management was a complicated issue for Millau Via Duct, as many stakeholders

were involved there and even after construction and completion of the project toll plaza was

constructed for financial support and in the section of the project agreement form a clause was

constructed defining no financial risk for the government even if the construction collapses.

Time

The first plans were discussed in 1987 by the Government, and by October 1991, the

decision was made to build a high crossing of the Tarn River by a structure of around 2,500 m

(8,200 ft).In 16 th October 2001 the work began and on December 16 th 2004 the viaduct

opened, ahead of scheduled date 10 th January 2005.14

Two project components, assembling the peers and construction the deck of the bridge,

constituted a large portion of the construction schedule for this project. In order to allow parallel

completion of these tasks and shorten the project schedule, the designers sought technical

innovation. This innovation was centered on the construction materials for the bridge. If the

bridge were to have been built from concrete, the project would have required building the two

components one after another. A construction plan based on a concrete design would have

yielded a 52 month construction schedule. 12

Constructing the bridge from steel, however,

allowed parallel construction of the peers and the deck, saving a great deal of construction time.

Because the two tasks were done in parallel, the construction took only 38 months.

This is an important lesson learned by us, for choosing the materials a project manager

has to know the consequences over time and cost as well as the engineering strength of the

materials. For Millau via duct the steel was recommended and it also helped the Project manager

to schedule his tusks in a parallel way

Quality

The quality can be ensured from cooperation of diverse outsources

When comes to the construction of high way, the geographic data shows there is a very

essential barrier that the Viaduct Bridge had to overcome. The original design was made by the

Public administration and Ministry of Construction and Transport. After the technique related

department which is SETRA did a series of study and redesign. 2 new solutions were mentioned.

One is that the road should go down to the Tarn valley with a series of bridges crossing it. This

we call it “low solution”2. While the other is the bridge went cross the river which we call it

“high solution”, this solution will cost less but a little bit risky than the first one.

So the SETRA and Ministry of construction were both under a lot of pressure on

technique and feasibility. And this turned out an inevitable competition between different

departments when they try to solve the constraints on technique and resource.

The competition occurred in two stages. The first stage was to make their goal on

improvement on quality and design of the Viaduct. To realize this goal, the participant office and

architects were separately consulted and got 5 sets of solutions. And the second stage whether

it’s feasible technically under the implement between the SERTA and other international teams.

Finally, a team consists of Europe Etudes Gecti, Serf and the Architect Norman Foster and

SETRA’s engineer Michel Virlogeux was decided to fulfill this job. A variety of solutions were

proposed that would make contribution to the improvement of quality at the stage of planning.

Facing controversy gains high quality

Before the Millau Bridge was put in to construction, it faced a lot of controversy. The

most that the public concerned was that the bridge will be destructive to the Tarn valley

environment and the complex condition of environment which may make the bridge a failure.

For example, at such a height, the velocity of wind is not neglectable. All of those concerns gave

the participant department a lot of pressure. So to ensure the wind resistance of the bridge, it was

designed as a triangle to reduce the wind resistance effectively.15

In addition to using computer

simulation, they also conducted outdoor simulation. And they even built a specifically built a

valley for this purpose. Then irrigate water mixed with lots of small particles into this artificial

valley. Moreover, the adoption of new material makes the bridge lighter but stronger. After 18

times of attempt, they finally made the decision for the construction. And it turns out

unbelievable delicate and become another tourism point in France.3

In the process of project management, it is usual to face controversy. Facing the

controversy may give more delicate and detailed analysis on the future project. High quality is

always a result of those pro-phase analysis and simulation.

Communication

Effective communication is very important for the success of the project .Each and every

network involved in the project should have a firm bonding in their communication plan and

methodologies .In this project, communication planning and its benefits is conveyed through the

successful scenario with respect to the contract with Eiffage and Alliance with stakeholders.

Contract with Eiffage-Successful Scenario

Millau Viaduct project was offered to a private company Eiffage as a contract. The

French government gave this opportunity to Eiffage through competitive tendering, in the year

2001.This contract was successful and it benefited three parties which includes Public,

Government and Eiffage. The public got more job opportunities through the operation of the

bridge and the tourism development.16

The government was benefited by an excellent

infrastructure without raising the tax for the funds needed for the project. Eiffage gained profit

by completing the project in low budget. In one way or the other, all the three parties enjoyed the

benefits through their success in implementing the project.

Alliance with Stakeholders-Successful Scenario

There was a strong alliance between the Public administration and Ministry of

Construction and Transport (Ministere de l‟Equipement et des Transports), SETRA (Service

d’etudes techniques des routes et autoroutes), Interdepartmental directions Roads (Direction des

Routes) and the financing and construction company, Eiffage. This strong collaboration directed

to the success of the project.

Human Resources

The human resource planning identifies the project targets and matches them with the

competencies employees need to achieve those targets. It also develops a forecast to analyze the

projects future needs for jobs and people based on its strategic plans and normal attrition. In this

project human resources topic is explained based on the assessment related to the association

with the technical expert at the planning stage and the selection of a suitable management

system.

Association with the technical expert at the planning stage:

At the initial stage of the project, stakeholders were not satisfied with the alternative

designs because of the technical problems. This issue led to the delay of the project for a period

of twenty five years. Such a long delay could have been solved by appointing technical experts

during the initial stage of the project itself.19

This issue has a root connection with the initial

project studies. The initial studies conducted by the government ministries for this project was

not helpful in spotting and evaluating certain aspects like technical need, cost and risk. This

drawback in the initial studies of the project failed to identify the need for the technical experts

during the right time. The initial studies for the project were performed by Michel Virlogeux.He,

who proposed the initial design of the project. 14

This person should have been accompanied by

other technical experts in the same field from the external sources. So that the horizons would

have been broadened in the analysis of the project by covering all the important criteria’s like

technical need, cost and risk. Therefore it is very essential to get associated with the technical

experts during the planning stage itself to avoid technical and time delay problems.

Opting a good and suitable Management System

Management method is a main and essential tool for the success/Failure of the project. It

is very significant to select an appropriate management system to take a good and effective

decision at the critical situations.9 Millau Viaduct project was a public-private partnership (PPP)

project which got funds from public as well as the private organization. This project was

undertaken by a private company Eiffage through competitive bidding. This outsourcing

technique worked out well for this project by benefitting both public and private sector.

In this project good decision and appropriate selection was made during the project,

which can be explained through an important situation faced by the project. The situation was the

usage of steel design instead of concrete design. This change in decision during the right time of

the project saved time.

Risk

Protest against the building of the structure from the local population, Political Issue

regarding the route of the bridge, Environmental Impacts etc was risks before the planning of the

project but during the construction phase and ongoing process there were many complicated

risks in this project. The construction was based on these phases Raising the piers, Throwing the

deck, Joining the deck, Installing the pylons and then the Finishing. The major risks in

constructional phase was to build the tallest Bridge Piers in the world, Put 36000 ton freeway on

the top, erect 7 steel pylons Hundreds of meter above the solid ground.6 Some project

management strategies that we learned from Millau Via Duct are like these:

Control and Evaluation

Two missions, known as the missions of control, and evaluation were integrated by the

Ministry into Eiffage’s contract in order to provide continuous evaluation of the project

feasibility and control. The mission of control ensured that in case of a failure or accident

government is held accountable and it is the responsibility of government to ensure the safe of

people using the Viaduct after is put to service. To ensure this, the Mission of control can order

some required actions to be taken by the Concessionary or the Eiffage Company for repair and

failure control. This is due to the fact that it is impossible to raise funds for the government in

short period of time in case of failure.

This transference strategy for risk mitigation provided safety for the government.

Though Failure of the bridge has a low likelihood probability, the potential effects of this risk are

enormous. If the bridge were to fail in the future, this clause in the contract would ensure that

the government is safe from financial damage.19

Workers Safety Risks

The strategies to mitigate risk identified in PMBOK include acceptance, minimization,

sharing, transferring, and contingency reserves. The project managers in charge of the Millau

Viaduct project identified personnel safety as a critical risk that had to be mitigated. . In order

to reduce the possibility that a worker was injured on the worksite, Eiffage implemented the

minimization strategy. This consisted of prefabricating many of the bridge components in a

factory to remove the need for extended periods of high-altitude work.7

The ability to minimize the risk of injury with this strategy was made possible because

steel was selected as the construction material rather than concrete. Not only did this innovation

enable an enhanced construction schedule, it acted as a driver for reducing risks. In construction

projects, it is vital that project managers consider prefabrication of deliverables in their risk

analyses as a strategy to reduce danger to workers. When this lesson is incorporated into the

initial project design and planning, one of the most significant risks in construction is minimized.

Monitoring for early risk detection

Even though there was certain plan in the beginning of the project along with an expert

committee, continuous monitoring of the project took place and control meetings were conducted

in each certain time periods to ensure that the construction was on the right track with

consideration of architectural design, landscape and environment. The meeting also focused on

risk analysis of each future phase. The Millau Viaduct project along with continuous monitoring

through SETRA to spot any miscalculations or changes, also involved a second expert committee

to ensure contract fulfillments and infrastructure durability are maintained. This second expert

committee had specialists from all the involved fields so that at every stage, project is ensured

that it is under control. Specialists even reviewed perseverance of landscape and environment as

one of the initial plans are maintaining the environment by using 1% of the project cost for

landscape development and compensation strategy was also taken for local people’s property.12

A construction project can be considered a failure when it is delivered late as the satisfaction of

owner is not fulfilled. The continuous monitoring strategies implemented in this project enabled

Eiffage to compensate for minor delays and deliver the project three months early. This strategy

should be adopted in future projects to ensure that risks that come true are detected early to

prevent propagation of effects.

Risk Mitigation Strategies

The Millau Viaduct project contained many risks that had to be addressed by Eiffage in

the initial construction planning. These included a risk of increased cost, delay, construction of

piers, positioning of construction materials, scheduling misalignment from the proposed scope or

poor quality. The Eiffage Company allocated contingency funds according to possible scenarios

identified during a risk assessment of the project. This ensured the company had a plan to

mitigate the effect of delays or increasing costs.

There was also a risk of protest against the building of the structure from the local

population. To mitigate this risk, Eiffage presented the economic and other benefits of the

project to the public as compensation. Once the benefits of the project were clear, the idea of

Viaduct was warmly welcomed by the local authorities and residents of Millau.11

The overall

approach to risk mitigation applied in this project resembled the theory presented in the

PMBOK. The effectiveness of these strategies is exemplified by the project’s overall success.

Engineering Marvels was an Opportunity for Tourism Prosperity over Risks

The Millau Viaduct project was more focused on risk than on opportunity. Initially, the

granting authority planned for two lines of toll collection lanes across the bridge, but, due to the

unprecedented opportunity or influx of huge density of traffic, they sanctioned opening of two

more lanes. This opportunity increased the profitability of the endeavor. The public-private

partnership (PPP) of this project means that all parties benefit from this traffic density. The

concession period for Millau Viaduct was estimated to be 75 years based on the anticipated

traffic, but recent traffic data shows that this may be lowered to 45 years. This boost in the

expected traffic is largely due to tourists visiting Millau to view the viaduct. The overwhelming

response of the public to the bridge was largely unexpected during the planning stage.

Facing controversy gains high quality

Before the Millau Bridge was put in to construction, it faced a lot of controversy. The

most that the public concerned was that the bridge will be destructive to the Tarn valley

environment and the complex condition of environment which may make the bridge a failure.

For example, at such a height, the velocity of wind is not neglectable. All of those concerns gave

the participant department a lot of pressure. So to ensure the wind resistance of the bridge, it was

designed as a triangle to reduce the wind resistance effectively. In addition to using computer

simulation, they also conducted outdoor simulation. And they even built a specifically built a

valley for this purpose. Then irrigate water mixed with lots of small particles into this artificial

valley. Moreover, the adoption of new material makes the bridge lighter but stronger. After 18

times of attempt, they finally made the decision for the construction. And it turns out

unbelievable delicate and become anther tourism point in France.6

In the process of project management, it is usual to face controversy. Facing the

controversy may give more delicate and detailed analysis on the future project. High quality is

always a result of those pro-phase analysis and simulation.

Scope control makes the future brighter

Throughout the history of Millau Viaduct project, it promotes the crossed regions in

terms of economic and tourism development, plays as a main axis at the national scale and offer

an international axis from north-west of Europe towards Spain and Mediterranee. 2The original

objectives of this project are to make this infrastructure become richer and richer after launching

the construction. They defined it as a “country and town planning”. But when it was finished, it

strived to mean more and more local economic development with the ambiguilty about the scale

where this development could be plaid and brought the equality and inequality between the

different territories in the crossed regions. And it also failed to connect Beziers and Montpellier,

so it’s hard for the authorities to check whether the original purposes have been achieve or not

nowadays. This may be related with its own constrains. At the end of 2009, the bridge was

constructed to Pezenas and the missing part to Beziers was expected to be finished in 2010.7 As

the local economic actor observed” it will be only at this moment that we could appreciate the

role of Millau as a structuring actor of country and town planning and as a structuring actor of

economic regeneration at the scale of a delicate territory”

Even though the Millau is a huge success and engineering marvel. As a project manager,

it’s very important to control the scope and notice the influence on economy and territory issues.

And a consciousness should always be in mind throughout the project.1

Conclusion

The planning, design, implementation, construction and maintenance is a typical example

of high efficiency project management. Not only make the Millau Viaduct an engineering marvel

around the whole world, but also make the project management leave us a very impressive

picture. The Millau is so well constructed before the revised plan date and the budget was strictly

controlled. It also broke much world record. All of those owe to good project management.

Sufficient planning and design, effective communication and implementation, proper risk

analysis and allocation, and continuous monitoring all contributes to the success of Millau

Viaduct project which eventually ended up with 3 months saved, 22%(0.15 BN USD) budget

reduced6.

Notes

[1] Wikipedia

[2]Olard, François, Bernard Héritier, Frédéric Loup, and Serge Kraft. "New French

Standard Test Method for the Design of Surfacings on Steel Deck Bridges. Case Study of the

Millau Viaduct." Road Materials and Pavement Design, 2005. doi:10.3166/rmpd.6.515-531.

[3]Hoorpah, W. "The Millau Viaduct. Conceptual Design and First Works." Revue De

Metallurgie-cahiers D Informations Techniques, 2002. doi:10.1051/metal:2002203.

[4]Millau Viaduct: Norman Foster, Empire State Building. [S.l.]: Alphascript, 2009.

[5]Duncan CW. Foundations on rock. London: E & FN Spon/Chapman & Hall; 1996.

[6]"Millau Viaduct | Projects | Foster + Partners." Foster + Partners. Accessed June 25,

2015. http://www.fosterandpartners.com/projects/millau-viaduct/.

[7]"Millau Viaduct - Official Website - Home." Viaduc De Millau - Site Officiel -

Accueil. Accessed June 25, 2015. http://www.leviaducdemillau.com/en_index.php#/accueil/.

[8 MI AU., ules ARTI RES. Documents sur la ville de Millau. M morial des

privil ges, livres de comptes des Consuls Boursiers, d lib rations communales, XIe-XVI e

si cles. Par ules Arti res. 1 30.

[9]http://www.capitaproperty.co.uk/projects/all_projects/millau_viaduct_re-

financing.aspx

[10]http://www.omegacentre.bartlett.ucl.ac.uk/wpcontent/uploads/2014/12/FRANCE_MI

LLAU_PROFILE.pdf

[11] http://www.highestbridges.com/wiki/index.php?title=Millau_Viaduct

[12]Olard, François, Bernard Héritier, Frédéric Loup, and Serge Kraft. "New French

Standard Test Method for the Design of Surfacings on Steel Deck Bridges. Case Study of the

Millau Viaduct." Road Materials and Pavement Design, 2005. doi:10.3166/rmpd.6.515-531.

[13]Hoorpah, W. "The Millau Viaduct. Conceptual Design and First Works." Revue De

Metallurgie-cahiers D Informations Techniques, 2002. doi:10.1051/metal:2002203.

[14]Millau Viaduct: Norman Foster, Empire State Building. [S.l.]: Alphascript, 2009.

[15]Duncan CW. Foundations on rock. London: E & FN Spon/Chapman & Hall; 1996.

[16]"Millau Viaduct | Projects | Foster + Partners." Foster + Partners. Accessed June 25,

2015. http://www.fosterandpartners.com/projects/millau-viaduct/.

[17]"Millau Viaduct - Official Website - Home." Viaduc De Millau - Site Officiel -

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[18] http://www.fosterandpartners.com/projects/millau-viaduct/

[19] http://custom-essay-cheap.com/project-management-case-study-millau-viaduct/

[20] http://www.technologystudent.com/struct1/millau1.htm

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