The new third runway will provide adequate clearance for landings and takeoffs in inclement weather.
Meeting The Challenges
The initial improvements are designed to reduce weather-related delays by allowing simultaneous use of two runways during inclement weather, and to increase the capacity of overall airport facilities to 36 million passengers per year. Seattle has become a major departure point for the Alaskan cruise ship market and specific improvements are targeted at the airport to facilitate passenger transiting between the airport and the ships. Renovations and enhancements to the existing facilities will provide improved passenger convenience and an increase in commercial activity and revenue for the airport.
The Sea-Tac construction program is particularly challenging because of the close proximity and interrelated nature of the projects to the existing facilities, and the need to minimize disruptions to airport operations during construction. Parsons works closely with the airport's various stakeholders to discuss construction schedules and to maintain the safety and security of the traveling public during all construction activities.
Parsons is managing multiple infrastructure and utility projects at Sea-Tac as shown here.
Using patented Kepner-Tregoe management techniques, Parsons worked with the Port of Seattle to break down objectives and define scopes, schedules, budgets and key interfaces for the entire Phase I program before proceeding with significant design and construction work on the program. This program definition phase was a key to the rapid buildup of resources and implementation of projects in the midst of the operating airport, without significant impacts to the public or airline operations. This "build on paper" process formed the foundation for Phase I work as well as subsequent phases of the entire $6 billion program.
Parsons also applied its proprietary PACT [Parsons Aviation Cost Trend] system early in the definition phase of the program to establish baseline measures for hard and soft costs and to record deviations from the baseline over the life of the program. This early detection process allows potential problems to be discovered and dealt with "on paper" before they became problems costly to correct during design and construction.
Parsons selection and participation in the Sea-Tac Capital Improvement Program is another example of why Parsons is considered the world's leader in aviation program management.
