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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
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