b'14 SFOTAXIWAYSfor additional improvements. The project is a triple-win for themake sure that everyone is performing and looking out for one airport, Summers comments. It not only addressed the incursionanother, Lee adds.and safety concerns created by the relic geometry but also gaveTo enhance coordination, the SFO team co-located with us an opportunity to rehabilitate high-use taxiways in the heart ofproject designers, management support teams, Golden Gate the airfield that are otherwise hard to access during normal airportConstructors and AECOM. Working from the same office operational conditions; plus, the bonus of improving operationalfacilitated communication and collaboration, fostering a strong efficiency allowing aircraft to exit the runways and arrive at theirculture of engagement and teamwork.assigned gates faster than before.AECOM, Golden Gate Constructors and SFO spent the Realigning taxiways D and T shifted their intersectionlatter part of 2023 planning and phasing the project. The early with Runway 10R-28L and required changes to the lightingengagement on the contractor through a progressive CMGC infrastructure at these intersections. Instead of creating a[construction manager/general contractor] contract meant that patchwork of conduit trenches to remove the old lighting andthey were engaged and could provide early input in the design, install new, a 4-inch overlay was applied to the entire affectedconstructability and phasing of the project, Summers explains. area, ensuring a uniform and high-quality surface for aircraft,This was key to balancing construction efficiency with minimizing Summers explains. operational impact.A Learning Experience Hennig-Hance underscores the importance of partnering Lee emphasizes the importance of comprehensive planning andwith airport operations and airline representatives to minimize coordination with all stakeholders. The team held monthly town halldisruptions. During the taxiway project, detailed meetings were meetings with 70+ attendees and coordinated closely with airlines,held regularly to discuss the timing of gate impacts, in an effort to the SFO ground service group and air traffic control. Extensivefind the most optimal schedule. We try to be respectful of their communication throughout the project provided stakeholdersbusiness and do what we can to streamline our operationsto with regular updates on progress and challenges. Effectivereduce the impact on those stakeholders, who we consider our communication is very important, Lee says.partners on these projects, Hennig-Hance comments. Early challenges, such as staffing issues during the winter months, The project team also prioritized safety, with extensive riskrequired close collaboration with airside operations to adjust management evaluations and training for construction crews. Weschedules and find practical solutions. Golden Gate Constructors put in project safety meetings as well as field safety check-ins toalso partnered with the engineering team to troubleshoot issues while maintaining high quality and achieving project objectives, says Hennig-Hance. The key takeaway for Mario DaRosa, project manager with Golden Gate Constructors, was the importance of engaging all stakeholders early in the project and keeping the linesMARIO DaROSAof communication open. Engage all stakeholders very early on, he advises. Have open and honest communication about what the schedule is going to look like, and then try to really understand impact to the overall airfield operations, what your project is going to be, and try to seek opportunities to minimize that impact to those folks. Ensuring that materials and resources are lined up in advance is also crucial to avoid delays and keep the project on track, he says. The taxiway project, which ran 24 hours a day, six days a week for six months, required constant problem-solving and stakeholder engagement to ensure smooth progress.October 2024AirportImprovement.com'