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OCR for page 44
44 A Guidebook for Selecting Airport Capital Project Delivery Methods
· Required Delivery Date (if applicable)
· Source(s) of Project Funding
· Project Site Dimensions or Project Limits
· Security Issues or Concerns
· Rate of Return on Capital Investment/Payback Period (if applicable)
· Major Schedule Milestones
· Major Project Stakeholders
· Labor Union Status
· Major Challenges (as applicable)
With Permitting and/or Environmental Approvals
During Construction Phase
During Operation and Maintenance
· Main Identified Sources of Risk
· Sustainable Design and Construction Requirements
Step 2. Define Project Goals
Defining and communicating a concise set of project goals is perhaps the most important
element in selecting an appropriate project delivery method. The importance of project goals
in delivery method selection cannot be overemphasized. The definition of project goals is a
key success factor not only in the project delivery decision, but also in the development of pro-
curement documents and the administration of a project. The project will have technical goals
that must be met (e.g., anticipated passenger/cargo throughput, design standards, safety stan-
dards, and so forth) and will also have performance goals that must be met regarding time,
cost, quality, maintainability, and sustainability. Performance goals typically drive the project
delivery decision.
At project inception, the airport must identify the various performance factors of the project
to meet its requirements. Generally, these performance factors will fall into the categories of cost,
schedule, and quality as defined by the technical design. Of these three factors, a project will nor-
mally have one that is the most important for the project's ultimate success--the preeminent fac-
tor. In order to achieve goals related to this factor, an airport would be willing to sacrifice pieces
of the other two factors.
A clear and concise definition of project goals not only assists with selecting an appropriate
project delivery method, it also provides a clear measure for project success and clear directions
for the construction manager or design-builder in completing the project. Project goals set
the stage for decision-makers throughout the project lifecycle and keep project priorities before
decision-makers as they analyze different alternatives. Project goals influence choice of procure-
ment method, risk-allocation strategies, contracting, monitoring progress, and, at the end of
the project, evaluating project performance.
To define project goals, thinking in terms of performance categories can be helpful. Time, cost,
quality, and suitability are common categories. Table 4-1 provides some generic goals in these
categories.
Choosing the goals that apply to a specific project is a first critical step in an airport's selection
of a delivery method. The second, and equally important step, is the ranking of the goals. On every
project, there are tradeoffs among schedule, cost, and quality. It is to the project's benefit if the air-
port, designers, and constructors are aware of, understand, and are in agreement with these proj-
ect goals. For example, if a goal to accelerate the start of project revenue is ranked first and a goal
of completing the project on budget is ranked third, the ranking of these goals provides the team
