WIG
constructive excellence beyond expectations
Services

Phoenix-Sky Harbor International Airport

Atlanta International

Owner

City of Phoenix Aviation Department

Client

City of Phoenix Aviation Department

Project size

USD $10 Million

Our Fess

Confidential

Period of Performance

1998-Present

Project

Phoenix-Sky Harbor International Airport  is one of the ten busiest in the nation and among the top 20 busiest in the world with a $90 Million daily economic impact. On a typical day, the airport sees more than 1,200 aircraft arrive and depart; more than 100,000 passengers arrive and depart, and more than 600 tons of air cargo is handled. The Capital Improvement Program (CIP) comprises of a ten year development plan for projects at the Phoenix Sky Harbor, Goodyear and Deer Valley Airports. The CIP includes Automated train facilities, new West Terminal construction, other terminal projects, airfield projects, parking (roadside and airside), cargo, general office and facilities projects.

Scope of Services

Automated Train System 30% Design Independent Cost Estimates for the Automated Train system including guideways, taxiway bridges, street intersection, PED bridge and LRT station, baggage handling building alterations, maintenance & storage facility and more.

Automated Train West Segment 10% Design Independent Cost Estimate. The estimate was prepared using preliminary drawings received from the PM. The balance of the construction scope that was not defined in the drawings yet needed to meet the project requirements was accounted for in the estimate via conceptualized assumptions and/or allowances based on past experience on similar projects.

The U.S. COST estimate was with in a fractional percent difference of the two other estimates.

Automated Train East Segment Reconciliation On-Site meetings with the other two involved firms regarding the 30% cost estimate for the Automated Train East Segment. During this meeting, review of the three firms’ assumptions was conducted and the optimal organization of the guideway sections and the elements within each station were collectively agreed upon. Elements of the 30% estimate were then reallocated to match the developed, agreed upon, structure for the 30% Estimate.

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