One Size Does Not Fit All

By Kevin Lohr, PMP

When it comes to investing in airport capital infrastructure programs, finding the best size and approach are the fundamental keys to success. Delivery methods being considered need to be right-sized for the scope of the program and its complexity.

Program management services include the airport owner, designer, contractor and specialized subconsultants, along with program and construction managers. The program and construction management team brings talent, innovation, creativity, resources and a diverse skill set to ensure seamless project delivery, giving the project the best chance of a successful outcome.

Airport owners can employ a program management or construction management approach, or a combination of both. To meet their individual goals, airport leadership can tap a broad range of services including asset and construction management, design, planning, operations, project delivery, quality, risk management and safety and security.

Airports must carefully evaluate their options and determine the best fit for their one-off construction projects, like designing and building a cargo facility, or a large scale, multi-year capital improvement program to design and build new terminals, runways, roadways parking and rental car facilities.

An integrated program management team can bring efficiencies and increased accountability, both of which can result in potential cost savings. One of the benefits of utilizing program management services is that there is one main point of contact who has the responsibility and accountability for the project and can react to changing circumstances. Communication silos can result in project disruption and be further damaged by indecision.

In addition to having single point of contact, PM/CM brings consistency and uniformity in processes and procedures, which are also beneficial. Diversity, equity and inclusion offers new and different perspectives, and brings creative approaches, best practices and innovative solutions to the table.

As major infrastructure programs evolve across the country, the PM/CM approach is more adaptable for scaling up and down during the entire program lifecycle. With airport improvement programs encompassing multiple projects, coordination and communication among the team is essential and ensures that someone is always watching the gaps. Open and effective communication between all team members minimizes silos and ensures a successful project delivery.

PM/CM teams also embrace innovation to improve outcomes while serving as mentors to young professionals, both on the client and consultant side, so that tomorrow’s talent can be developed now with increased inclusivity and diversity. Our industry has an obligation to ensure adequate succession planning as the number of experienced PM/CM managers are decreasing. We must pave the way for the next generation of young professionals, so they succeed in future aviation-related careers.

Program and construction management services can benefit airport owners by maximizing the potential for successful project outcomes. A thorough understanding of the type of management support that may be necessary under various project delivery approaches is essential. By defining, developing, delivering and/or operating a single large project or a multi-year major capital improvement program, PM/CM services can be scaled accordingly to bring consistency, additional resources, increased accountability and innovative solutions to industry challenges.

Kevin Lohr, PMP, serves as a national practice consultant and vice president for HNTB’s aviation practice. In this role, he supports clients nationwide in a variety of ways, including management of large-scale capital programs. For more information, contact him at klohr@HNTB.com.