b'TAXIWAYSSFO9The previous site was identified as a potential hot spot throughPlanning and Re-Planningthe FAA Runway Incursion Mitigation program in 2015, and SFOReplacing two taxiways is no small feat at an airport with more than began planning the fix in 2016.50 million passengers in 2023. The original plan included more Taxiway T, one of the busiest at SFO, was last overlaid inof the project to be built during night work closures, which would 2006, while Taxiway D was reconstructed in the early 1990s. Thehave significantly extended the project duration because working recently completed project presented an opportunity not onlyin limited windows would have taken almost twice as long to to enhance the airfields geometry but also to reconstruct andcomplete. To streamline the process and reduce the overall impact rehabilitate a high-traffic area.of the project, the team revised the phasing strategy to schedule Changing the geometry of taxiways D and T required significantcontinuous work until the end of May; suspend work during the construction, including extensive excavation, drainage work,high passenger volume months of June, July and August; and then paving, striping, markings, lighting and signage. Additionally, theresume in September for the final 30-day phase. closure of Runway 10R-28L was necessary to reconfigure theConstruction started on Jan. 18, 2024. runway entrance lights, taxiway lead-in lights, signs and otherAfter the project began, however, project electrical systems.stakeholders suggested working straight The $75 million taxiway reconstruction project was fundedthrough the summer months for an earlier through $39 million in FAA Airport Improvement Program grantsoverall completion. So the project team with the remaining $36 million covered by SFOs capital programcollaborated with key stakeholders to bond funding. make that possible. We were all focused on delivering the job on time, says QuinnQUINN HENNIG-HANCE Assembling the Team Hennig-Hance, senior project manager for Golden Gate Constructors. Most of the stakeholders, both on Airport leaders determined a construction manager/generalthe airport side with the airlines, tenants, service contractors and contractor project delivery would fit the project best and selectedvendors, as well as the construction teams were understanding of Golden Gate Constructors, a joint venture between Graniterockthe impact of this project and to the operation of the airport and and DeSilva Gates Construction that has been doing airfieldreally supportive of our efforts to bring it in ahead of schedule and improvement projects at SFO for the last 10 years. AECOM, whichcomplete it successfully.has been supporting SFO airfield projects for the past 13 years, was hired for project management support. Near the end of Phase One, SFO asked for an accelerated timeline for Phase Two, which was planned to take 30 days. Golden Gate worked to efficiently scheduleGolden Gate Constructors fulfilled that request and completed the project with detailed coordination andthe work on June 21, which was 10 days ahead of schedule. The input from key project stakeholders includingcompany expedited construction by shifting to a 24/7 schedule, airfield operations, FAA air traffic control,adding work on Sundays. It also doubled its onsite crews and FAA tech ops, airline representatives,made sure extra standby equipment and materials were readily subcontractors, vendors and other entities.available to minimize downtime and avoid delays. This early Theres some coordination work that takescompletion enabled the airport to increase its arrival rate, which place almost on a daily basis to ensureDANIEL LEE benefited all stakeholders. that there are no safety impacts or any challenges, notes Daniel Lee, airfield program manager with theWhen planning the temporary closure of Runway 28L to allow SFO Design and Construction Team. We wanted to correct thoseconstruction, the SFO team carefully assessed the anticipated things at a moments notice. impact on operations, as it would dramatically reduce the rate of arrival. Personnel met with airlines to adjust the flight schedules, AECOM worked as an extension to the airport projectensuring they aligned with the reduced capacity. Closing one of management team, providing inspections, support and qualitythe two primary runways used for landings would limit operations, assurance testing to ensure specifications were met. The firmbut the airlines cooperated by making voluntary schedule also acted as the primary point of contact between stakeholders,reductions. Even with these adjustments, the SFO team expected contractors and airport management, while managing logisticsdisruptions and forecasted delays averaging 30 to 60 minutes and ensuring that construction proceeded according to planfor about a third of flights. Actual delays closely matched that and remained on schedule. AECOMSestimate during the six months Runway 28L was closed. role is fundamentally to provide the day-to-day professional services that keep theIn addition to delays, the SFO team monitored the cancellation project moving forward, comments AECOMrate, which had previously spiked to more than 100 cancellations Project Manager Mark Summers. Our roleper day during a similar runway construction closure at the airport develops and changes as the projects movein 2017. However, in this instance, the cancellation rate at SFO from planning into design, and then throughremained below 1% throughout the runway closure. Airport and construction. project leaders attribute this success to the proactive schedule MARK SUMMERS reductions. AirportImprovement.comOctober 2024'