•Reviewed the project of the 12th highest bridge deck Millau Viaduct with scope, procurement, risk, quality, human resources, time and cost analysis.

1. 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)

2. 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

3. 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

4. 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

5. 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

6. 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. 6
The 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” 7
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.
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.

7. 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.

8. 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

9. 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.

10. 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

11. 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.

12. 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.

13. 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.

14. 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.

15. 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:

16. 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

17. 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.

18. 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.

19. 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. 2
The 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

20. 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
.

21. 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

22. [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.
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