FROM HARD-EARNED LESSONS TO GREAT PROJECTS 2017 MODERATOR: FRANK GIUNTA, HILL INTERNATIONAL/HKA RICHARD SMYTH, PROJECT EXECUTIVE, LAGUARDIA AIRPORT GREG CAMPBELL, CHIEF AIRPORT S ENGINEER, LAWA KEVIN ROBINS, DIRECTOR ENGINEERING, SALT LAKE CITY INTERNATIONAL Special Thanks To:
SUCCESSFUL PROJECT FOCUS ON COMMUNICATION The High Cost of Low Performance: The Essential Role of Communications, PMI s Pulse of the Profession In-Depth Report, Project Management Institute, May 2013 2
1 The project team is lacking in the necessary expertise, experience, breadth, and depth to successfully execute the project. TOP 10 LEADING INDICATORS 2 The project team is experiencing a high turnover rate and instability in team membership. 3 The project team s response to Requests for Information, questions, and changing events that can significantly impact the project results is slow, inadequate, or incomplete. 4 The project team is losing confidence in the accuracy and validity of the project schedule. 5 Project milestones are not being met and are consequently jeopardizing future project milestones. 6 Construction is awarded before adequate completion of project design, including discipline design packages, resulting in an incomplete scope definition at time of award/start of construction. 7 Business goals, project objectives and priorities, and critical success factors are not being consistently used by project team members and key stakeholders to guide decisions. 8 Owner and/contractor are requesting an excessive number of contract changes and/or scope changes during project execution. 9 Significant project scope items are inadvertently omitted from bid packages. 10 Some project participant companies become financially unstable.
Surviving the Unexpected LAGUARDIA AIRPORT RICHARD SMYTH, PROJECT EXECUTIVE Early Planning: How a P3 structure enabled LaGuardia s Central Terminal construction to avoid unexpected logistical hiccups on a complex site. LAWA GREG CAMPBELL, CHIEF AIRPORT S ENGINEER Thinking on the fly: How an unexpected safety condition during construction of a 12-gate concourse forced the project team to think on the fly when dealing with troubles from an existing sewer line. SALT LAKE CITY INTERNATIONAL, KEVIN ROBINS, DIRECTOR ENGINEERING Unavoidable Change in Scope: How SLC dealt with an additional car rental facility requirement after design was complete and construction commenced. 4
RICHARD SMYTH PORT OF NEW YORK AND NEW JERSEY 2017 Special Thanks To:
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GREG CAMPBELL LOS ANGLES WORLD AIRPORTS 2017 Special Thanks To:
Midfield Satellite Concourse Over North Outfall Sewer Easement Authority Shifted Concern Risk Assessment Risk Assessment No Mitigation Alternatives Monitoring 17
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Midfield Satellite Over NORS Easement area/concourse location North Outfall Relief Sewer serves 600,000 residents 21
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KEVIN ROBINS SALT LAKE CITY INTERNATIONAL 2017 Special Thanks To:
SLC Terminal Redevelopment Program 24
All existing terminal area facilities will be replaced. Complex phasing to minimize impacts to airport operations. Construction period 2014 through 2024. 25
Existing car rental service facilities required relocation to allow terminal and roadway construction to begin. 26
Enabling package included: Site utilities Replacement parking Quick Turn Around Facility (QTA) Rental Car Service Sites (RSS) $89 million GMP QTA Replacement Parking RSS 27
QTA and RSS facilities designed for 6 RAC tenants. 28
The only constant is change. Concurrent with bidding for trade contractors, SLCDA was soliciting for Rental Car leases. After construction had started, SLCDA determined to add a seventh Rental Car tenant. Design team issued 17 bulletins to construction documents to incorporate required changes. CMAR negotiated and processed 65 change orders totaling $11.25 million in direct trade costs. 29
High Performing Integrated Team Teamwork and cooperation between Designer, Program Manager, and CMAR minimized cost and schedule impacts to overall program. QTA and RSS facilities were completed with only a six week impact to schedule. RAC tenants moved in to new facilities in late March 2014. 30
Q & A 31