The National Academies Press

Currently Skimming:

Pages 32-56

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.

From page 32... ... The steps of the Development and Implementation Phases are described in more detail below and illustrated in Figure 6. C H A P T E R 5 The Nuts and Bolts: Development and Implementation CHAPTER 5 AT-A-GLANCE This chapter includes • Collaboration and communication techniques; • Process outlining and calendar setting for the CACP process; • Financial planning and management; • System for merit-based project prioritization; • Guidance to scope projects, develop cost estimates and schedule projects; • Calculate operating benefit and impact of capital projects; • Long-term business viability analysis; and • Project risk assessments. Read the entire page →
From page 33... ... The development and implementation phases of the CACP process. Read the entire page →
From page 34... ... See page C-3 of Appendix C for Massport's example of a Capital Programming Calendar, page C-4 for BCAD's CIP Process flowchart and pages C-5 and C-6 for PHX's CIP Project Planning Process flowchart. When: The ACP Policy should be issued before the ACP process begins. Read the entire page →
From page 35... ... and non-AMT airport bonds, passenger facility charges (PFCs: a local fee charged to each boarding passenger) , customer facility charges (CFCs) Read the entire page →
From page 36... ... • Skills: The Financial Department Leader must be skilled at the following: – Developing and running financial models and developing operating and capital budgets. – Calculating and assessing airport rates and charges. Read the entire page →
From page 37... ... Compelling Practice #6 -- Calculating CIP Project Impact to Operating Budget PHX's Capital Budgeting Return on Investment (ROI) Analysis Form requires the project sponsor to quantify the "benefit drivers," which include savings in labor or expenses as well as projected revenue, and to compare that to the project costs to identify when the project will pay for itself. Read the entire page →
From page 38... ... The Technical Department Leader might be in an engineering department, planning department, capital programming/planning department, or capital management department. Read the entire page →
From page 39... ... • Alternatives Analysis reports. • Completed CIP Project Impact on Operating Budget forms. Read the entire page →
From page 40... ... and/or quantitatively (numerical ratings such as "100, 50, 30" or "1 to 10") to prioritize, rank or rate the projCompelling Practice #7 Project Rating and Prioritization The Port Authority of New York and New Jersey (PANYNJ) Read the entire page →
From page 41... ... • Prioritize Projects: Analyze, evaluate and prioritize the projects on the Project Request List. • Financial Modeling: Run financial models of various project and funding scenarios. Read the entire page →
From page 42... ... This practice enables Massport to be nimble and flexible with executing projects when unforeseen situations delay or defer projects. Compelling Practice #9 Stakeholder Participation The Metropolitan Washington Airport Authority (MWAA) Read the entire page →
From page 43... ... Implementation Phase The second phase of the Nuts and Bolts component of the CACP process is Implementation, which is the road map for project execution, from project planning and definition through design, construction and ultimately operation. This section outlines the procedures recommended for the successful execution of projects. Read the entire page →
From page 44... ... 2. Establish an owner's expectations for project scope, budget and schedule, which will in turn provide guidance to the Leader who is managing the project team and stakeholders during the life of the project. Read the entire page →
From page 45... ... . – Key project meetings (with project team, owner and stakeholders) Read the entire page →
From page 46... ... The project team, the owner and the appropriate stakeholders together identify all the likely sources of risk affecting quality, safety, performance, technology, project duration, and cost that could occur on a project and the impact these risks could have on achieving the project goals and objectives. A Risk Register is created to monitor and track those risks. Read the entire page →
From page 47... ... • A revised Project Schedule for each project in the ACP. • Completed CIP Project Impact on Operating Budget forms. Read the entire page →
From page 48... ... • Change Management: Monitor and track changes to the scope, budget estimate and schedule during design and document the reason for the changes. Changes need to be reviewed during regular meetings and evaluated against goals, targets and performance metrics (see Chapter 6) Read the entire page →
From page 49... ... Agencies without an archiving or document management policy should develop one in accordance with applicable federal and state requirements and/or guidelines that includes policies for both electronic and hard copy documents. • Final Funding Approval: Confirm funding source(s) Read the entire page →
From page 50... ... Changes need to be reviewed during regular meetings and evaluated against goals, targets and performance metrics (see Chapter 6) Read the entire page →
From page 51... ... • Job Meetings: Conduct job meetings, ensuring that the appropriate stakeholders are invited and participate. Document action items and decisions made in meeting minutes. Read the entire page →
From page 52... ... Actions: The following is a list of actions, activities or tasks that should be completed during this step: • Construction Closeout: Conduct preliminary inspection of completed project/facility for construction closeout. See page C-15 of Appendix C for a Massport's Construction Closeout Checklist and page C-16 for Massport's Construction Closeout Flowchart. Read the entire page →
From page 53... ... • Final Clean Up and Inspection: Conduct final clean up then conduct final inspection of project site. • Certificate of Final Inspection: Issue certificate of final inspection, release and acceptance to the contractor. Read the entire page →
From page 54... ... 54 Collaborative Airport Capital Planning Handbook Read the entire page →
From page 55... ... – Scheduling and managing staff from multiple disciplines potentially working in the same area. – Preparing and overseeing operating and capital budgets. Read the entire page →
From page 56... ... 51 pp. Touran, Ali et al., ACRP Report 21: A Guidebook for Selecting Airport Capital Project Delivery Methods, Transportation Research Board of the National Academies, Washington, D.C. Read the entire page →

From page 32...

... The steps of the Development and Implementation Phases are described in more detail below and illustrated in Figure 6. C H A P T E R 5 The Nuts and Bolts: Development and Implementation CHAPTER 5 AT-A-GLANCE This chapter includes • Collaboration and communication techniques; • Process outlining and calendar setting for the CACP process; • Financial planning and management; • System for merit-based project prioritization; • Guidance to scope projects, develop cost estimates and schedule projects; • Calculate operating benefit and impact of capital projects; • Long-term business viability analysis; and • Project risk assessments.