b'34 CLT TERMINALSLeeper was brought on more than two years before constructionAirport stakeholders, including Operations personnel, tenants began. Gresham Smith and K2M Design were hired as key designand TSA, were also part of the planning process. There was consultants. a lot of input to what was important from all those different The CMAR worked on a daily basis withperspectives that we needed to account for as we set up the the airport and design team to complete aphasing for the project, Christine recalls. The collaborative design that is in-synch with our phasingapproach helped find the balance between operational needs plan, explains Chad Martin, senior viceand constructability of the project, he explains. president, Holder Construction.It was an iterative process, with planners mapping out six We knew from Day One it was goingdifferent versions of sequencing/phasing. Strategies ranged from to be a major component of the project CHAD MARTIN 27 different phases in 4 years, to two phases in seven years. maintaining access, egress, safety, securityUltimately, the team selected a midway point: six phases in 60 and continuity of systems while executingmonths. the project as timely as possible, saysWe needed to find that balance, says Christine. It was Wilson Rayfield, executive vice president withunreasonable to have construction occurring for more than seven Gresham Smith.years, but the airport could not afford to turn over the majority of CLT officials presented the design andthe terminal space to achieve faster results, he explains.construction team with specific minimumThe sequence that we have is a compromise from all sides criteria for maintaining operations throughoutWILSON RAYFIELD to balance getting the work done versus running the operation, constructionincluding how many exit/ Christine remarks. Capacity will be impacted during short entrance doors needed to be accessible at one time, how manysequences, but only for key pieces that will ultimately provide linear feet of ticket counter had to be available, and the minimumadditional space, he specifies. You have to find the balance number of TSA lanes to keep open. The CMAR, airport and designbetween the two so you can execute the work and still run the team spent six months combining that list with schedule andoperation every day. budget considerations in order to develop a detailed phasing and sequencing plan for the project. WHATS AT THE END OFYOUR RUNWAY?LEARN MOREFort Lauderdale-Hollywood International Airport Terminal 2 Modernization www.runwaysafe.com | info@runwaysafe.comGreshamSmith.comJanuary | February 2023AirportImprovement.com'