The Challenge The Draper Approach
Results Realized
The Challenge
The City of Atlanta constructed what at the time was the world's largest Passenger Terminal complex with a total value of $600 million. Six separate design organizations were required to develop the drawings and specifications, and thirteen prime contractors were involved in the building phases. Eight airlines played major roles in the design and construction process, and additional organizations involved included: the State Highway Department, the Metropolitan Atlanta Rapid Transit Authority (MARTA), the FAA, concessionaires, and the major utility companies. In all, the project team consisted of more than fifty major corporations/organizations.
Components of the project included:
- Two terminals
- Five concourses
- An underground transportation mall
- A state-of-the art people mover
- A MARTA station
- New aprons and taxiways
- Major extensions of existing runways
- New navaids
- Hundreds of acres of parking
- New rental car facilities
- Two parking decks
- Miles of access roads including multiple bridges and elevated roadways at the terminals
- Relocation of a major interstate highway
The project was structured under the Fast Track approach wherein the design drawings were to be brought to completion during the construction phase. Construction started in the spring of 1977 with a scheduled completion of late January 1981. The difficulties inherent in such a complex undertaking began to become evident within six months of construction start. Gary Draper was retained by the City of Atlanta in November 1977 to assist in identifying the project management problems on the project and, if possible, to help structure and implement a program for meeting the original completion date.
The Draper Approach
The role of Draper's team on the project included:
- Determination of the feasibility of completing the project on schedule
- Scheduling and coordination of the design firms and construction contractors.
- Resolution of interface conflicts among all the organizations involved in the project.
- Identifying and expediting solutions to project management problems by setting up and leading special task forces.
- Reporting to the Top Committee (composed of representatives of each airline) on the status of the project including problems and recommended solutions.
Results Realized
Draper determined that the contractors were due extensions of time as a result of design delays; nevertheless, an expedited program was undertaken with all parties' cooperation with Draper heading up the schedule control effort using its scheduling, Steering Committee and other unique project management systems. The result of the Draper effort: the Atlanta Airport opened in September, 1980 more than four months earlier than the original completion date. |
