October 29, 2004—The Construction Management Association of America (CMAA) recently honored nine outstanding projects that exemplify the contributions professional Construction and Program Management makes to successful completion of complex jobs. The CMAA Project Achievement Awards were presented during CMAA ‘s National Conference in September.
The CMAA awards are given for projects both publicly and privately owned in four size ranges, along with an international award and a separate award for outstanding program management. The 2004 award-winning projects are:
- Excellence in Program Managemen:
California State University, Northridge, earthquake repair and recovery—Construction and Program Management by DMJM Management. The Northridge, California, earthquake in 1994 damaged or destroyed more than 100 buildings, including 53 major structures. Yet classes resumed on campus only four weeks after the quake. Over the next decade, DMJM Management guided a dozen architects and more than 200 contractors in a $333 million recovery program that fulfilled the University’s pledge: “Not just back, but better.”
Public project, more than $100 million:
Runway 16R/34L, Denver International Airport—Construction Management by DMJM Aviation, Inc. This new runway is the longest commercial runway in North America and the longest Instrument Landing System (ILS) equipped runway in the world. Due to federal schedule requirements, it had to be completed in the same construction time as earlier runways, although it required twice the paved area of the other runways at Denver Airport. DMJM Aviation had to manage a particularly complex funding structure. The runway’ s lighting and control system were also critical and complex, and the entire project was carried out under stringent security and access conditions. Nevertheless, the new runway came in 40 days ahead of schedule.
International Project of the Year:
Kabul-Kandahar Road Repaving, Afghanistan—Construction Management by The Louis Berger Group, Inc. The journey between Afghanistan’s two largest population and commercial centers, which used to take two days, can now be accomplished in four hours thanks to the accelerated repaving of 389 kilometers of badly deteriorated and damaged roadway. This critical infrastructure project was completed ahead of schedule in response to a pledge by President Bush that the road would be open for use by the end of 2003. This schedule was accomplished despite tight security and suspected terrorist incidents.
Private project, more than $100 million:
Honda Manufacturing of Alabama LLC A2 Project—Construction Management by HHG, A Joint Venture, a joint venture of Hanscomb Faithful & Gould, BL Harbert International, and Global Performance LLC. Honda Manufacturing’s first production facility at its Lincoln, Alabama, site was built in record time, and when the company launched a second assembly line project it challenged the Construction Managers to beat that record by three months. The CM team accomplished this goal, completing a new 1.4 million vehicle and engine manufacturing and assembly plant that doubled Honda’s production capacity from 150,000 to 300,000 vehicles annually.
Public project, less than $100 million:
School construction, additions, and renovation in Egg Harbor Township, West Atlantic City, New Jersey—Construction Management by Hanifin Associates. This project involved three separate contracts covering construction of a new elementary school and additions/alterations at four other elementary schools and a high school. Work at the high school and one of the elementary schools took place while classes went on, and work at the other sites was completed in eight weeks during the summer. Hanifin Associates also achieved a negotiated settlement of a dispute, avoiding further delays and costs.
Public project, less than $50 million:
Arena Boulevard Interchange, Sacramento, California—Construction Management by Psomas. This Interchange is part of a traffic improvement and circulation plan to relieve congestion in a busy part of greater Sacramento. The project included widening an existing roadway, building a new six-lane bridge, extensive improvements to existing drainage, and construction of new connector loops and ramps, among other elements. All work was completed three months ahead of deadline and within budget.
Private project, less than $50 million:
Heartland Regional Medical Center, East Patient Tower, St. Joseph, Missouri—Construction Management by Capital Performance Management, Inc. In addition to completing this 220,000 square foot project 30 days ahead of schedule, CPM helped the hospital administration identify ways to optimize building operations and reduce operating costs and reduce the overall projected cost of its master building program by $25 million.
Public project, less than $10 million:
Reconstruction of raw water intake and waterline at Mesa Verde National Park, Colorado—Construction Management by PBS&J. This project was planned to replace an existing, failed water distribution system and assure a reliable source of water in an arid region of Colorado. The new system included a 17-mile raw water transmission line, plus replacement and improvement of about five miles of existing waterline. The proximity of numerous cultural and historic resources, including archaeological sites and cliff dwellings, complicated the project.
Private project, less than $10 million:
Lockheed Martin Deepwater Integration Test Center, Moorestown, New Jersey—Construction Management by Kay Construction. Lockheed Martin’s new two-story office/computer lab facility presented a variety of esthetic and practical challenges, including unique architectural features, stringent security requirements, and accommodation of $1 million in charge orders. Despite these complexities, the job was delivered four weeks early.
Pictures of the projects can be found on CMAA/”Great CM/PM Projects.” Complete information about CMAA, including descriptions of previous years’ Project Achievement Award winners, can be found on the organization’s Web site.
