ACRP Report 21: A Guidebook for Selecting Airport Capital Project Delivery Methods explores various project delivery methods for major airport capital projects. Since this was published in 2009, delivery methods that were considered alternative are now common, there are hybrid approaches, other methods are emerging, and there are lessons to be learned from these examples.
The selection of a project delivery method is one of many decisions to be made for an airport capital project. Others include the implementation of the delivery method and the procurement strategy. Implementation of the selected delivery method includes decisions on financing, management structure, cost, cash flow, and others.
The project delivery strategy must also consider risks, so that risks are assumed by the most appropriate party. This requires understanding the risks for each delivery method and related procurement strategy. The procurement strategy must focus on selection of the delivery team, which represents the best combination of qualifications, approach, and cost. It should also include provisions for competitive pricing during project implementation.
Considerations must also include the impact on airport staff that will likely affect every discipline and department of the airport (e.g., planning and development, engineering, airport operations, finance, and legal). It’s necessary to understand how each delivery method will impact the workload of staff and the skills required to successfully implement the project.
Understanding of the different factors and implications that go into the decision-making process will allow airports to make a more informed, risk-based decision on the delivery project method and procurement strategy that will best meet its objectives.
The objective of this research is to develop a guidebook for the assessment, selection, procurement, and implementation of project delivery methods applicable at airports of all sizes.
The guidebook should include at a minimum:
· Explanation of existing and emerging delivery methods and the variations within each;
· Risk-based assessment tool or methodology for delivery method selection;
· Organizational capabilities (including staff skills, knowledge, and capacity) required for assessment, procurement, and implementation of each delivery method;
· Alignment of procurement and management structure with selected delivery method;
· Development of a process to select the delivery team;
· Examples of successful and unsuccessful lessons learned; and
· Financial planning considerations including funding sources, liability, budgeting, and cash flow implications of each delivery method.
STATUS: The panel will be meeting in March to select a contractor.