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Proceedings of the ICE - Civil Engineering

image of Proceedings of the ICE - Civil Engineering
ISSN: 0965-089X
E-ISSN: 1751-7672

Impact Factor 0.443.

Civil Engineering is the ICE's flagship journal providing full-colour papers and articles on topics across the spectrum of civil engineering activity. Practical and diverse in its scope, Civil Engineering gives a wide-ranging insight into the engineering profession. Topics range from landmark projects to debates on philosophical, ethical, environmental, management and safety issues.

  • - 2013 average time to acceptance 133 days
  • - It is free to submit a paper to this journal. Papers appear Ahead of Print (below) as soon as they are ready to be published. Ahead of print articles are fully citable using the DOI system
  • To see videos from the May 2014 Special Issue on Visualisation click here.



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  • Awards - Every year, the papers rated best by the Editorial Panel are awarded the Coopers Hill War Memorial Prize.
  • Open Access Guidelines

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Most read recently in this journal:

  • Jacking the box: a 101 h squeeze under West Coast main line
    Author(s): Simon Ogborn; John Sreeves; Steve Beech
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  • One of the last level-crossings on the West Coast main line was finally removed following its replacement by an under-bridge installed as a jacked box during a 101 h track possession. The Owen Street level-crossing next to Tipton station was a notorious local bottleneck, with the barriers typically closed for 75% of the day. This paper describes the planning and construction of its replacement that opened in January 2010, which was undertaken in a highly constrained site between the railway and a canal, and in very difficult ground conditions. The box straddling a geological fault, and the post-industrial nature of the site meant that old mine workings, a canal basin and bridge abutments had to be dealt with along with major utilities.
  • Burj Khalifa – a new high for high-performance concrete
    Author(s): E. M. Comdromos; M. C. Papadopoulou
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  • The world's tallest structure – the 828 m high Burj Khalifa building in Dubai – has set a new benchmark for engineering super-tall buildings. In particular, it significantly raised the bar for high-performance-concrete construction, with its massive reinforced-concrete core and wings extending nearly 600 m above ground level. This paper describes the how the extreme concreting challenges were overcome on the project, including successfully pumping and placing high-performance concrete to unprecedented heights as well as preventing excessive cracking and shrinkage in the hot and arid conditions. Practical advice is provided for future projects.
  • Delivering London 2012: health and safety
    Author(s): Howard Shiplee; Lawrence Waterman; Kevin Furniss; Ros Seal ; Jonathan Jones
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  • This paper describes the challenge of managing health and safety during construction of the London 2012 Olympic and Paralympic Games. The workforce on the Olympic Park site in east London peaked at 12 000 and a total of 30 000 people will have worked on the project through its lifetime. Through careful planning, implementation of strategies with a proven track record and clear leadership, the Olympic Delivery Authority managed to achieve an accident frequency rate comparable to the average for all British employment, significantly better than the construction sector. The project's health programme also provided a degree of care and campaigning not previously experienced in construction.
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  • Adaptation of flood risk nfrastructure to climate resilience
    Author(s): Berry Gersonius; Richard Ashley; Assela Pathirana; Chris Zevenbergen
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  • This paper presents an adaptation process for flooding systems that can be applied whatever analytical method is used to account for climate change uncertainty. The process is aimed at providing flood risk infrastructure that is more resilient to climate change, where resilience is considered as the ability of the system as a whole to function as expected. It comprises five stages, which include the specification of a core and supporting strategy and the definition of a monitoring system to indicate whether performance is likely to be compromised. The core strategy gives the responses and potential adaptations for providing infrastructure that delivers an acceptable risk through time, maintaining expected performance. The supporting strategy addresses the internal and external changes that affect the performance of the core strategy. The monitoring system requires identification of indicators and thresholds for implementing adjustments to the infrastructure and the way it is utilised, and for reassessing the overall strategy. The added value of utilising the proposed adaptation process is illustrated as part of a ‘how-to’ guide for providing greater resilience in flood risk infrastructure.
  • Delivering London 2012: the Olympic Stadium
    Author(s):  Ian Crockford; Mike Breton; Fergus McCormick ; Philip Johnson
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  • The UK Olympic Stadium, which will host athletic events and the opening and closing ceremonies of the London 2012 Olympic and Paralympic Games, is designed to be converted to a home for British athletics. An innovative use of permanent and temporary forms was developed to meet the 80 000 games capacity and 25 000 legacy capacity, with the final structuring consisting of a permanent sunken concrete bowl and a removable upper seating tier. To save space and drive efficiencies, the majority of spectator facilities were moved outside the structure and the upper seating tier rakes outwards, resulting in the lightest stadium of its size in the world. The rapid delivery of the stadium in just 34 months was achieved through a strategy of prefabrication of concrete and steel elements and just-in-time delivery, supported by a strong collaborative team-working ethic.
  • Delivering London 2012: organisation and programme
    Author(s): Dennis Hone; David Higgins; Ian Galloway; Kenna Kintrea
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  • The UK's Olympic Delivery Authority (ODA) was established in 2006 to construct the new venues and infrastructure required to host the London 2012 Olympic and Paralympic Games. These responsibilities were carried out in conjunction with CLM, a delivery partner from the private sector. This paper reviews how ODA was organised and describes the programme management and assurance practices deployed. The delivery strategies established, coupled with an effective relationship between ODA and its delivery partner and rigorous programme controls, facilitated successful delivery of the £7 billion of venues and infrastructure needed for the games.
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