AECOM Technical Services, Inc. 
Progressive Design-Build on
Large-Scale Aviation Projects 
May 6, 2014


List of Projects 
Project                    Delivery               AECOM Role 
Lead Civil
San Jose  Terminal Area        Progressive Design-Build
Designer/Mechanical
Improvement Program (TAIP)       (PDB) 
Electrical Plumbing (MEP) 
Construction Manager at Risk   Project/Construction
Sacramento - Big Build 
(CMAR)               Manager (PM/CM) 
San Diego - Green Build          Progressive Design-Build     PM/CM 
Los Angeles  Tom Bradley
CMAR              PM/CM 
International Terminal (TBIT) 
Los Angeles - CUP             Design-Build              PM/CM 
Los Angeles  Terminal 4 Connector   Design-Build               PM/CM 
Construction manager (CM)
San Francisco Terminal 3/BA"E"     Progressive Design-Build 
Activation 
Houston                   Design-Build              PM/CM 
San Francisco  Terminal 2        Progressive Design-Build     None 
San Francisco  West Field Cargo    Progressive Design-Build     None 
San Francisco  Terminal 3        Progressive Design-Build     CM - Special Systems


Similar Projects 
SAN  San Diego
International Airport 

SJC - Norman Y.
Mineta San Jose
International Airport 





SFO  San Francisco
International Airport


SAN - Program Overview 
Budget - $864 million; Cost  
Approx. $820 million 
Schedule: 
Design Builder Procurement: April 2009 
Terminal Opening: August 2013 
Phased Opening to Minimize Risk 
Progressive Design Build
[Qualifications Based Selection] 
Program included 260,000 square foot (sf) expansion of existing
terminal, 1.5 million sf new apron, New Baggage Handling
System (BHS), 30 acre reconstruction of landside facilities
including new parking lot, elevated departures roadway, outdoor
check-in pavilions (2) and 15,000 sf United Service Organization
(USO)/Parking Management Office (PMO) building.


SAN  Key Characteristics/Similarities 
Evaluation of Delivery Methods 
First Design Build Project at SAN 
Schedule a key driver 
Quality very high priority 
Construction within ongoing airport operations 
Terminal 
Airside 
Landside 
Numerous internal and external stakeholders 
Sustainability objectives 
Open Book  Cost Review/Accounting 
Project essential to competitive position of SDIA


SAN  Lessons Learned 
Early and continued support from Policy and Decision
Makers 
Board & Senior Management 
Robust Communication, Collaboration and Partnering 
Program Definition 
Streamlined decision making 
Develop a Program Implementation Model 
Create stand alone Implementation Team 
Empower staff 
Establish an Affordable Budget 
Engage Finance and Accounting 
GMP Collaboration 
Develop a Realistic Schedule 
Achievable 
Planning of Permits and Inspections 
Phased opening


SAN  Results/Conclusions 
Progressive Design Build was the correct choice for the Green Build to achieve
on-time, under budget and high-quality goals 
Progressive Design Build made it possible to overlap design and construction
phases while shielding the Owner from the design risk often associated with a
"fast track" schedule" 
Collaboration with the design-build team yielded high quality, yet cost effective
solutions 
Having a consolidated team of designers and constructors on-site throughout
the life of the project provided a high degree of flexibility to accommodate the
inevitable changing needs of key stakeholders and the traveling public 
Open Book Accounting provided transparency needed to establish trust and
determine value.


SJC  Program Overview 
Cost - $668 million 
Schedule: 
D/B Procurement: August 2006 
Terminal Opening: June 2010 
6 Month Acceleration 
Delivery  Progressive Design-Build (QBS) 
Brief Description  New Terminal B, Renovate Terminal A,
Landside Circulation Roads


SJC - Program Scope 
Temporary Terminal C and Future Removal (Dark Grey) 
Terminal B  Phase I (Orange) 
North Concourse (Yellow) 
Terminal A Modifications (Green) 
ConRAC (Purple) and Surface Parking (Green) 
Roadway and Overcrossings


SJC  Key Characteristics/Similarities 
First design build Project at SJC 
Terminal Upgrade & Expansion in a highly active
terminal and constrained site 
Schedule and cost were drivers 
Many stakeholders (airlines, TSA/CBP, FAA,
users, City of San Jose, Tenants) 
Much Needed Terminal Upgrade  community
and airlines wanted improvements


SJC  Lessons Learned 
Co-Location of Team drives: 
Heightened communications and expedited decision making 
A necessary partnering environment 
Stakeholder involvement "key" in making timely and
sound decisions 
Transparency through regular reporting to council
and stakeholders 
Transfer to a GMP once owner is comfortable with
design development


SJC  Results/Conclusions 
PDB afforded SJC the ability to 
Meet schedule & budget constraints 
Foresee and plan for change 
Reduce complexity and costs of working in a
constrained site 
Results in a smaller Owner Management
Team  reduces Owner's costs 
Contractor (not the Owner) must work
with designer to quickly resolve issues


SFO  Program Overview 
Cost - $138 million 
Schedule: 
DB Procurement: May 2010 
Terminal Opening: January 2014 
Delivery  Progressive Design-Build
(Qualifications & Price Factors) 
Brief Description  Renovation and upgrade of
10-Gate Boarding Area "E"


SFO  Program Overview


SFO  Key Characteristics/Similarities 
Progressive Design Build using price
factors and qualifications for selection 
Numerous Stakeholders (United Airlines,
TSA, users and maintainers personnel,
tenants) 
Maintenance of operations on a
constrained site 
Compressed schedule 
Much needed terminal upgrade


SFO  Lessons Learned 
Partnering and a collaborative process yields the best
PDB results 
Focused management of the stakeholder engagement
process is critical to success 
Team did a good job of building contingency into the cost
model; more contingency should have been built into the
schedule 
Allow adequate time for all activation activities, including
public events/opening ceremonies 
Create a structured onboarding process for
subcontractors, concession contractors and vendors for
site access


SFO  Results/Conclusions 
The Airport's Commitment to develop World Class
Facilities through a "Hospitality" approach to
customer service
Deliver Exceptional Project Outcomes (EPO) 
Develop Programs that meets all Stakeholder
Requirements 
Become an Agency of Choice for Designers and
Builders 
Attract Highly Qualified Designers & Builders 
Create an Environment of Collaboration 
Develop a Partnered Approach to Issue Resolution &
Problem Solving 
Promote Creativity & Innovation