REPRESENTATIVE AIRPORT PROJECTS
Over $34 Billion in Value Managed in Aviation Projects
Over 9 Million SF of Aviation Space Built to Date
1.LGA – Airfield Reconfiguration Project, Queens, NY
Owner: Delta Air Lines
Project Value: $4 billion
Project Size: 1.34 million SF
Our Services: Construction/Project Management, Field Supervision, Commissioning Project Management, Superintendent and Project/Program Controls (Change Order Management, Cost Estimating, Document Control, Contract Administration)
2.JFK – New Terminal One Redevelopment, Queens, NY
Owner: NTO
Project Value: $9.5 billion
Project Size: 2.4 million SF
Design-Build project delivery/Public-Private Partnership
Our Services: Construction/Project Management and Scheduling
3.LGA Airport Redevelopment, Queens, NY
Owner: PANYNJ
Project Value: $8 billion
Project Size: 2.7 million SF
Public-Private Partnership project delivery
Our Services: Program Management, Program Controls Services including Scheduling and Document Control
4.LGA Terminal C/D Renovation, Queens, NY
Owner: Delta Air Lines
Project Value: $235 million
Project Size: 1.34 million SF
Our Services: Project Management, Cost Control, Scheduling, and Independent Project Audits
5.Newark Airport CHRP Chiller Replacement & North Substation, Newark, NJ
Owner: PANYNJ
Project Value: $16 million
Our Services: Cost Estimating Services
6.JFK Terminal 8 Expansion, Queens, NY
Owner: American Airlines
Project Value: $344 million
Project Size: 127,900 SF
Our Services: Construction/ Project Management Services
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7.JFK – Master Planning and Program Planning, Queens, NY
Owner: PANYNJ
Project Value: $15 billion
Project Size: 3.9 million SF
Expert Services: Cost Estimating, Scheduling
8.Delta Air Lines, JFK IAT Redevelopment Program, Queens, NY
Owner: Delta Air Lines
Project Value: $1.5 billion
Project Size: 150,000 SF
Our Services: Project Management, Construction Management, Superintended, Contract Administration
9.JetBlue, JFK Terminal 6 Expansion Queens, NY
Owner: JetBlue
Project Value: $3 billion,
Project Size: 1.2 million SF
Our Services: Document Controls
10.Newark Liberty International Airport
Terminal 1 Retail Program, Newark, NJ
Owner: Marshall Retail Group
Project Value: ~$7 million
Project Size: 10,000 SF
Our Services: Project Management, QA/QC
11.American Express Centurion Lounge, Newark Airport, Newark, NJ
Owner: American Express
Project Value: $100 million
Project Size: 10,000 SF
Our Services: Construction Management
12.People Mover System, DFW Airport, TX*
Owner: Dallas/Fort Worth International Airport
Project Value: $150 million
Design-Build project delivery
Expert Services: Program Management, Scheduling, Estimating, Contract Administration, and Document Control
*denotes projects completed with other firms
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REPRESENTATIVE
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AIRPORTS PROJECTS
8.JFK – Terminal 8/9, Queens, NY*
Owner: American Airlines
Project Value: $1.2 billion
Project Size: 1.3 million SF
Expert Services: Program Management, Change Order Management, Scheduling
9.Denver International Airport and People Mover System, Denver, CO*
Owner: City & County of Denver
Project Value: $3.2 billion
Project Size: 1.5 million SF
Design-Bid-Build project delivery and Design-Build People Mover
Expert Services: Project/Construction Management, Scheduling, Change Order Management, and Cost Control
10.Newark Airport Monorail, Newark, NJ*
Owner: PANYNJ
Project Value: $350 million
Project Size: 3 miles
Design-Build project delivery
Expert Services: Construction Management/Project Management, Scheduling, Change Order Management, and Cost Control
11. Logan International Airport, Concourses and Roadways, Boston, MA*
Owner: Massport
Project Value: $200 million
Expert Services: Program Management
12.People Mover System, DFW Airport, TX*
Owner: Dallas/Fort Worth International Airport
Project Value: $150 million
Design-Build project delivery
Expert Services: Program Management, Scheduling, Estimating, Contract Administration, and Document Control
*denotes projects completed with other firms
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OUR PHILOSOPHY: HOW WE WORK
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Collaboration plays a critical role in successful project delivery. The stronger the project team relationships, the better the collaboration and ability to achieve best value outcomes.
Nearly 70% of construction projects fail to achieve their performance objectives.1 Top reasons for project failures include factors that degrade collaboration:
Lack of team-building leadership
Poor team culture and dynamics
Misaligned stakeholder interests
Disjointed project organization
Untimely removal of obstacles
Ineffective communication
Develop high performance, integrated project teams focused on delivery
Establish proactive, collaborative team cultures aligned around project-first thinking
Transform team dynamics characterized by conflict and blame into a culture of conflict resolution and accountability
Manage risks and identify and remove obstacles to progress
Structure delivery organizations and implement tools and analytics to maximize performance
Build long-term relationships and serve as a partner to our clients, industry colleagues, and project stakeholders
Advances the client’s best interests
Supports and improves relationships and cooperation among all project participants
Cultivates a culture of inclusiveness
Strengthens the team and creates opportunities for breakthroughs
Ensures accountability by all team members
Optimizes performance during every project phase and long after closeout and ribbon cuttings
Raises the bar on project delivery
1 KPMG. (2015). Climbing the Curve, 2015 Global Construction Project Owner’s Survey. Retrieved from https://assets.kpmg/content/dam/kpmg/pdf/2015/04/2015-global-construction-survey.pdf
We believe everyone wins by working together.
What we do. How do we know?
The benefit of our approach: One Team. Shared Success.SM
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