COMMISSION 
AGENDA MEMORANDUM                Item No.       6a 
ACTION ITEM                   Date of Meeting   September 26, 2017 
DATE:    September 7, 2017 
TO:     Dave Soike, Interim Executive Director 
FROM:   Lance Lyttle, Managing Director Aviation 
SUBJECT:  Executive Program Management Services IDIQ Contract 
Amount of this request:         $15,000,000 
Total estimated project cost:      $15,000,000 
ACTION REQUESTED 
Request Commission authorization for the Executive Director to execute a consulting contract
for Executive Program Management Services for up to 5 years in the not-to-exceed amount of
$15,000,000. 
EXECUTIVE SUMMARY 
The purpose of this request is to augment Port staff to improve the efficiency and effectiveness
of project delivery for the airport's complex and growing capital program. The Executive
Program Management support services will assist with the formulation of an airport-wide
capital improvement program, program controls, program risk management, and design and
construction coordination. 
This request authorizes the advertisement and execution of an Executive Program Management
Services contract to: 
1.  Formulate and coordinate delivery of the Airport's capital development program
(program coordination focus rather than individual project management focus) 
2.  Working with Capital Development Department (CDD), Port Construction Service
(PCS) and Information and Communications Technology (ICT), and other Port
business units to manage the interrelationships between individual projects as the
overall program evolves 
3.  Ensure that impacts of individual project delivery (schedule, budget, operational
disruption, etc.) are coordinated with wider Airport priorities. 


Template revised September 22, 2016.

COMMISSION AGENDA  Action Item No. 6a                       Page 2 of 6 
Meeting Date: September 26, 2017 

JUSTIFICATION 
The Seattle-Tacoma International Airport operates in a very constrained environment and as
passenger levels increase, this constraint is expected to continue in the foreseeable future.
With this in mind there is a need to procure the services of experienced consultants to ensure
the proper planning, execution and delivery of the critical facilities to not only meet the Port's 
Century Agenda but also to provide the level of service expected by our customers. 
Upcoming major development requires integrated management of multiple individual projects
program focus vs project focus. Effective delivery of Aviation's expanding capital program
requires enhanced coordination capability   not just in terms of  planning, design and
construction, but also of financial strategy, risk management, operational impacts of
construction, commercial and customer service implications, and consistency with Aviation
Division strategic priorities. There is limited capability to plan or review progress on the
program as a whole, or to understand the impact of changes to program scope or schedule 
for example, how adding a new project impacts deliverability of existing projects. 
Currently the Aviation division's Capital Programs department is staffed with a talented group
of FTE's that focus primarily on program formulation and construction coordination. However
to improve the effectiveness of the delivery of all the airport's capital projects, there is a need
to augment that staff with persons experience in program controls, risk management, design
coordination and Operational Readiness and Airport Transfer (ORAT, aka Activation). 
The EPM consultant is expected not only to execute work in these key functional areas, but also
ensure that through a process of knowledge transfer, the Port's staff is trained and be capable
of assuming these functions at the end of the contract period. 

DETAILS 
Scope of Work 
The Executive Program Management consultant staff will be integrated into the existing
Aviation Capital Programs staff creating a combined section of both Port and consultant staff.
Primary responsibilities of the consultant staff will be in the following areas that are not
currently performed by existing Port staff. 
1.  Executive Program Management 
This includes, but is not limited to the following: 
Leadership of the Executive Program Management (EPM) group to: direct formulation,
coordination and delivery of the Airport's capital development program and to ensure
timely and on-budget completion of individual program elements, while maintaining
continuity of Airport operations. 
2.  Program Controls 

Template revised September 22, 2016; format updates October 19, 2016.

COMMISSION AGENDA  Action Item No. 6a                       Page 3 of 6 
Meeting Date: September 26, 2017 
Program controls is the assembly of cost, scheduling, reporting program wide during the
CIP formulation, scoping, design, construction and close-out, monitoring, utilizing
management, systems and analytical processes to predict, the outcome of the program
in terms of cost, scope and schedule, communicating the information to constructively
influence effective management and decision making. 
Scope includes, but is not limited to the following: 
Definition and development of regular management reporting concerning the
progression of capital programs, interactions between individual project elements,
key issues, priorities for action and related initiatives. 
- Definition of information requirements to report on progress of overall
program, assembling information on individual projects provided by CDD and
others 
- Design of mechanisms for program reporting and control to ensure timely
and on-budget completion of individual program elements 
- Consolidation and rationalization of individual reporting efforts 
- Regular preparation of program reports 

Ongoing action to monitor and control program progress, to include monitoring and
analysis of the progress of individual program elements and the program as a whole 
3.  Risk Management 
Identification, assessment and reporting of program risks, based on project risk
information supplied by CDD and other project managers 
Development and implementation of mitigation measures to manage program
risks 
Ongoing assessment of potential impacts of individual projects on other projects
and overall program objectives, and on wider Airport priorities such as continuity
of operations (in conjunction with the Project Controls Manager) 
Development of plans to mitigate project impacts, and coordination of
mitigation actions with other Aviation staff and CDD 
Coordination of Operational Readiness and Activation (ORAT) programs to
ensure operability of facilities after commissioning 

4.  Design Coordination 

Template revised September 22, 2016; format updates October 19, 2016.

COMMISSION AGENDA  Action Item No. 6a                       Page 4 of 6 
Meeting Date: September 26, 2017 
Ensure the design as developed by CDD and other Port staff are consistently 
applied throughout the Airport capital program 
Management and coordination of the design review process for individual
projects, and coordination with CDD and others to carry forward design review
recommendations as necessary 
Periodic review and improvement of the process for design review 
Support to CDD design managers as required during the design process 

Small Business Opportunities for this procurement 
We will work with the Disadvantaged and Small Business office to identify possible opportunity. 
Schedule 
We estimate that this contract will be executed in December 2017/January 2018 for a
maximum period of 5 years, initial base term 3 years duration with an additional two (2) one
year options. 

ALTERNATIVES AND IMPLICATIONS CONSIDERED 
Alternative 1  Do not procure EPM Services contract and continue to manage aviation capital
programs with existing FTEs 
Cost Implications: $0 
Pros: 
(1)   No additional cost 
(2)   Develop organic skills and institutional knowledge that will likely be retained 
Cons: 
(1)   Not enough resources to deliver the large capital development program necessary to
meet the needs of growing passenger levels and high volume of capital projects 
(2)   Lack of experience, in some areas, in completing multi-billion dollar programs 
This is not the recommended alternative. 
Alternative 2  Augment existing Port staff with four (4) additional FTE's 
Cost Implications: $5.4 million for 5 years 
Pros: 
(1)   Least expensive option 

Template revised September 22, 2016; format updates October 19, 2016.

COMMISSION AGENDA  Action Item No. 6a                       Page 5 of 6 
Meeting Date: September 26, 2017 
Cons: 
(1)   Difficulty attracting and hiring experienced personnel 
(2)   Does not provide the flexibility to adjust staffing levels to match workload 
This is not the recommended alternative. 
Alternative 3  Procure a single EPM Services IDIQ contract 
Cost Implications: $11.9 M - $15 million for 5 years 
Pros: 
(1)   Provides the expertise and consultant experience gained from managing similar multibillion
aviation capital programs 
(2)   Provides the flexibility to decrease staffing levels to match workload 
(3)   Provides the ability to improve organic knowledge through knowledge transfer from
experienced and seasoned consultants 
(4)   Develop organic skills and institutional knowledge that will likely be retained 
Cons: 
(1)   Requires the most capital outlay 
This is the recommended alternative. 
Annual Budget Status and Source of Funds 
There is no funding request associated with this authorization. Individual service directives will
be executed to authorize the consultant to perform any specific work on the contract against
approved budget authorizations and within the total contract amount. On an annual basis, the
Port will estimate the cost of services, and the likely split between capital and expense. The
portion expected to be accounted for as expense will be included in the annual operating
budget. Any amounts charged to capital will be included within the authorized project budgets. 
ADDITIONAL BACKGROUND 
Sea-Tac Airport current 10 year CIP is estimated at $3.8B is expected to grow substantial when
the much need projects for new facilities from the Sustainable Airport Master Plan (SAMP) as
well as those for renewable and replacement generated by the Asset Management program. 
The EPM consultant will augment current Aviation Capital Programs staff in key functional areas
that are required to develop the program necessary to provide the physical assets, both new
and replacement to meet the forecasted demand at Seattle-Tacoma International Airport. 
The proposed EPM contract will not allow for any cost growth beyond the budgeted amount of
$3M per year will be structured in such a way that the consultants will train Port staff to
assume the responsibilities and functions performed by the consultants at the end of the
contract period. 


Template revised September 22, 2016; format updates October 19, 2016.

COMMISSION AGENDA  Action Item No. 6a                       Page 6 of 6 
Meeting Date: September 26, 2017 

ATTACHMENTS TO THIS REQUEST 
None 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
None 















Template revised September 22, 2016; format updates October 19, 2016.