WIG
constructive excellence beyond expectations
Services

Dallas-Ft Worth International

Atlanta International

Owner

DFW International Airport Board

Client

DFW Airport Board; Program Managers

Project size

USD $20 Billion

Our Fees

Confidential

Period of Performance

1988-Present

Responsible Project Phases

Planning, design, tendering, construction, Close Out

Project

Dallas/Ft. Worth International Airport is the 3rd largest commercial airport, in terms of operations, in the world. Overall the airport is a self-sustaining community that is a major economic engine for the North Texas economy. The airport has seven runways and 175 gates for the many commercial airline carriers. Passenger carriers consist of 11 U.S. and seven international. The airport has had a steady annual capital development program for over 30 years. Currently, major program developments are underway for the Renovation of four Terminals. The airport services over 154,000 passengers daily.

Scope of Services

Project Control services for cost estimating and scheduling to prepare conceptual, budget and final estimates for construction projects, as well as estimates for change orders. Preparation of estimates for Professional Services as requested and participate in change order negotiations and bid validations. The on-site Scheduler prepares Owner schedules including all phases from solicitation of design services to completion of construction. Updates Owner's base line schedule on a regular basis and provides variance reports. Prepare and review construction schedules. Provide support for resource planning of Airport Development & Engineering and scheduling of various programs and projects. Provides special attention to meet the requirements in monitoring Airport Improvement Program (AIP) projects.


Terminal Development Program Rough order of magnitude cost estimates for several alternatives from the terminal development planning documents. These estimates were used in comparative analysis of various alternates by the planning team to develop presentations to the stakeholders and the airport board. A hybrid planning document outlining the scope was developed as the outcome of the presentations. Estimated cost for this hybrid alternative scope that establishes the Terminal Development Program.

LANDSIDE including Garages (renovated and new), Roadways (renovated and new), Hyatt, Business Center and Tug Road. Based on planning documents provided ADE, assessed Garages both re-modeling and new construction. Pricing for the garages was benchmarked to various recently completed projects of a similar nature at airports around the country as well as several commercial projects in the project area for structured garages.

-BAGGAGE HANDLING SYSTEMS including revisions to equipment to coordinate with the terminal renovations.

-AIRSIDE including re-gating work necessary to coordinate with the terminal renovations. Based on planning criteria input provided by the tenant(s) of the terminals, the planning team provided information for quantities including relocation (re-gating) of passenger loading bridges and associated terminal work, new passenger loading bridges, relocation of hydrant fueling pits, and 400 Hertz power systems.

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