WIG
constructive excellence beyond expectations
Services

Seattle-Tacoma International Airport

Atlanta International

Owner

Seattle-Tacoma International Airport

Client

Parsons

Project size

USD $1 Billion

Our Fess

Confidential

Period of Performance

1998-2008

Project

Seattle-Tacoma International Airport, also known as “Sea-Tac Airport” is located in Seatac, Washington.  It serves Seattle and Tacoma, Washington as well as the rest of western Washington.  The airport is the primary hub for Alaska Airlines.  In 2009, Sea-Tac served nearly 31.3 million passengers, making it the 18th busiest airport in the United States.  It ranks 25th in total aircraft operations and 19th in total cargo volume.

Scope of Services

Terminal Development Program We provided project controls services which included estimating, budget development, budget analysis, forecasting, and planning and scheduling support for the Seattle-Tacoma International Airport Development Program.  We lead the effort in the development of the initial program budget development for all Line of Business’s to include South Terminal Expansion Program (STEP), Terminal & Tenant (TNT) Program, 3rd Runway and Airfield Construction Program, Infrastructure Program, Central Terminal Expansion (CTE) Program, Satellite Transit System (STS) Program and Storm-Water Program. The program budget for Phase 1 and Phase 2 is currently an estimated $3.5B.  In addition, we were responsible for the overall project controls services for the South Terminal Expansion Project (STEP), current forecast for Phase 1 and Phase 2 at completion is estimated at $55M. These services included budget distribution, budget analysis, Estimate-At-Completion (EAC), cost trending, risk analysis, estimating support and scheduling / change order negotiations. We provided Planning and Scheduling support for the Sea-Tac Airport Landside Line of Business (LOB).  This included preparation of conceptual and baseline schedules, earned value progress reports, variance reports and exception reports in support of a $206M group of projects.

Example: Bringing the project in the scope of work within schedule and budget:
U.S. COST has been in various roles to identify impacts and suggestions to keep projects within schedule and budget. On the STEP baggage changes, the contractor came in with a very high number for his proposal. Our estimate was not near his number. Over six months of negotiations, the project was not getting anywhere. The contractor would agree to lower his price in one but said he needed to raise it in another, oddly enough the same or greater value.

As a result of not moving on the negotiations, the project looked at how much of the baggage system was really needed to open the new facility and what portion could be delayed. After getting with the design firm and airport & airline operations personnel, it was determined what portion of the system was needed to open. It was decided to re-bid the portion of the baggage system that was not required to open the new facilities. This resulted in a savings in excess of $10M. The total price for the original systems plus changes was close to the estimate that we had originally estimated. The contract was awarded to the same contractor that had the original baggage system project.

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