Completing an Impossible Airport Expansion
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
Completing an Impossible Airport Expansion
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
Completing an Impossible Airport Expansion
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
PDX TCORE
Problem
When the Port of Portland needed to renovate and expand the central core of the PDX airport, they engaged the Joint Venture team of Hoffman Construction and Skanska. The JV knew that this $2BN multi-year project would be a challenge for a few reasons.
First, the complexity of working on a building constructed in phases started over 80 years ago. Second, the complexity of working in an operating airport without disrupting any of the daily activities of security, airlines, TSA, flight operations or other tenants. Finally, maintaining the trust of the flying public that has repeatedly voted PDX one of the best airports in the country.
Approach
- The Hoffman-Skanska JV engaged Midion early in the project to help them develop and execute their approach to this complex project. We started by designing an effective team structure that matched the complexity of the project.
- Second, we designed new practices that created reliable workflow for all trades, and allowed the work to proceed with confience despite the uncertainties of the existing buildings.
- Finally, we developed skills in project leaders to help them build trust within their teams while generating consistent action and quickly overcome challenges along the way.
Results
- With the team re-structuring, leadership immediately gained a better understanding of the project's challenges, and could take quick action to resolve critical issues.
- Flow of work in the field became more visible, and trade partners were engaged to collaboratively design short-term and intermediate plans.
- The Owner's confidence in the design and construction team increased quickly, allowing for a more trusting relationship and less animosity between the parties — problems were more easily resolved without lengthly escalation and delays.
Metrics
- A total of 1.2 million sf of new and existing building space was completed with no disruption to the airport operations.
- Dozens of Superintendents, Project Managers and Foremen adopted robust Last Planner System practices to reliably execute the day-to-day work of the project.
