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Program Management in an Airport Environment Background The airport industry’s most widely known method of contracting for major capital improvements has traditionally been the design-bid- build model. Recognizing the limitations and inherent lack of efficiency in this method for larger and more complex undertakings, other delivery models have been developed. It is the purpose of this document to define program management specifically as it applies to airports and the efficiencies and control that are gained by the airport sponsor in using this method of project delivery. Definition of Program Management Program management is the systematic supervision of all aspects of a multiple-project capital improvement program to ensure a safe, on time, cost efficient, and effective delivery that meets or exceeds all of the sponsor’s goals. Features and Benefits of Program Management A professional firm and/or team acting as the owner’s agent, the program manager, provides the airport sponsor with the ability to employ experienced professional staff to coordinate the overall objectives of the program. The program manager brings specialized expertise to each category of the program. An owner about to undertake a large program which will include numerous smaller and specialized projects typically does not have the engineering, architectural, and construction expertise required to ensure its effective delivery. Such airports as Port Authority of New York/New Jersey, Tucson, AZ, Ft. Meyers, FL, Chicago, IL (ORD and MDW), Kalamazoo, MI, and Rochester, MN among numerous others, have found significant benefit in retaining the services of a program management firm or team with construction management/administration capability to act as one integral manager to ensure effective delivery of the projects. The involvement of a professional staff experienced in the types of contracts and construction methods required to fulfill the sponsor’s goals is an immediate asset to the owner. The program management team becomes a short term “employee” of the owner and has a fiduciary responsibility to represent the airport sponsor’s best interest. This “employee” also poses no long term financial commitments to the owner. Single Point of Contact - The owner or airport sponsor through its chief executive officer directs the program manager with goals set throughout the planning process. In this project delivery method, the program manager is responsible for directing all contracts on the behalf of and in consultation providing a single point of contact with the owner. Technical Expertise - The technical expertise of the program manager provides for critical input from the earliest planning stages through the management of the construction aspect of the program. Since the most significant risk to the owner is the delivery of in place construction, the best program management team will have expertise in the details of planning, design and construction in an airport environment. |
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