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Program Management Services and Approach Program Planning - The airport sponsor must be briefed regularly to make decisions and move the program toward the owner’s financial, quality and schedule goals. Progress of the contracts can be summarized to the owner with obstacles and constraints to the program goals. Items to consider during the initial planning are. • Owner
needs of the components and overall program - This is the evaluation
of space and component needs of
the owner
to define
the overall program. • Program access – The ease of access to a site can vary considerably impacting the construction operations and phasing of construction. • Infrastructure – Existing utilities and potential routing of new utilities should be evaluated. Program components can be delayed or stopped if the necessary infrastructure is not in place at the appropriate time. • Safety and Security – Construction sites are dangerous places that attract attention and interest. Maintaining a secure site and implementing a program wide safety program that considers users, craft employees and the public is necessary. Security at airports has significantly stringent requirements. • Effect of New Program on Existing Operations – The growth and expansion of a facility may have detrimental impact on the existing operations if such things as restricted access and reduced services are caused during the construction. • Procure Necessary Government Approval – Building permitting and land disturbance are examples of the types approvals involved in a project. Financial Management – Management of the financial resources is a process beginning with development of the initial budget and establishing allocations for each component, design, land purchase, code review, finance costs, construction, and permit, etc. The process is refined throughout design by evaluating material and equipment systems for up front costs and long term budgets. Value engineering looks at the most cost effective construction means and materials. Contracts allow the contractor to value engineer the work for efficiency and cost reduction. As construction develops, further management tracking and program cost forecasting become critical. • Manage Owner Budgets – The control of the owner’s program funds must be managed. All funds are identified and tracked. The program manager and the owner constantly know the financial status of the program and can make educated decisions throughout the process. • Estimating – A number of estimates are performed to evaluate the program budget. An initial conceptual estimate utilizing broad pricing figures for various pieces of the program is developed. Each iterative design submittal includes a revised cost estimate so the budgets are updated at each stage of the process. • Value Engineering - Major assemblies such as structure type, steel or concrete, foundation types, piers or spread footings are evaluated and the most efficient for the given project is implemented into the design. It is during this initial evaluating of materials and types of construction that significant cost savings can be realized by the owner. Critical Path Method Master Program Schedule (CPM) – Utilizing the information developed as part of the program planning, a master schedule is developed for all major activities within the program. This detailed scheduling includes activities from design, permitting and government approval, owner activities, construction implementation activities and milestones. Resources are allocated and responsibility for activities assigned to appropriate parties. A critical element of the master program schedule is the tracking and allocation of funding resources. This includes monitoring cash flows to maintain construction progress. Construction of a particular element may be broken down to many hundreds or thousands of activities. It is not unusual for programs to have several thousand activities, dependent upon their size, the complexity and type of construction. Constructability Review/Logistics Analysis – Understanding the detail of how roadways, parking lots, terminals, airfields, and ancillary facilities are assembled makes the review of the design documents for “constructability” a less daunting task. By applying the technical expertise of the program management team, many clarifications and modifications can be made that essentially have no cost to the owner aside from minimal drafting. These corrections will save thousands of dollars as compared to mistakes in the field where expensive rework must occur. These refinements reduce program costs and avoid work interruption. Document Control – Deliverables under the program management contracts include highly organized and complete documentation. The number of entities that are involved in the capital improvement process makes the task of document control critical. The program manager organizes guidelines for coordinated communication through electronic media, mail, meetings and telephony. |
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