A Details case study on Pittusburgh international airport midfield energy system

1. Case Study-3
Pittsburgh Airport: Midfield Terminal Energy Facility
(Area of discussion- Cost & Quality)
Team
Members:
Case Study – 5

2. Outline of projectBackground
 The Pittsburgh International Airport is owned and operated by the
Allegheny County Department of Aviation.
 The new Midfield Terminal includes,
Landside/central services bldg - 500,000 sft
Airside building - 1,200,000 sft
Gate capacity - 75 aircraft
Provisions to expand - 100 gate terminal.
 Pittsburg is the second busiest passenger airport in Pennsylvania and
47th-busiest in the United States, serving 8,041,357 passengers in
2012.

3. Outline of projectBackground
 The airport has the longest runways of a commercial airport in
Pennsylvania at 11,500 feet (3,500 m).
 Until 2004 US Airways largest hub was at PIT.
 PIT occupies more than 12,900 acres (52 km2), making it the fourth-
largest airport by land area owned in the nation.
 The Midfield Terminal Energy Facility was designed to meet the
requirement as:
 Ultimate cooling load of 9,100 tons
 Ultimate heating load of 113 x 106 Btuh

4. Outline of projectOut Line of Project
 The energy facility also provides electric power to the Midfield
Terminal from the new substation located between the energy facility
and the field-erected concrete cooling tower.
 Completion – 6 weeks ahead of schedule and within budgeted cost.

5. Outline of project ???
Cost Quality

6. Outline of projectScope Management
Well defined scope and explicitly
required quality removes building up
of cost contingencies for unknowns
by the executers in turn reduction of
in Cost.

7. Outline of projectScope Management

8. Outline of projectTime Management
Realistic
Cost
Scope with
Complete details
Project Completion Time

9. Outline of projectTime Management
Realistic Project Schedule
All contingencies properly
factored in to the Schedule.
Getting Realistic Input By
allowing more cost on
engineering.

10. Outline of projectTime Management
Performance Review
Variance Analysis
Resource leveling
What if Analysis
After negotiating the Realistic Engineering and Construction
Budget, The Job was to focus on Schedule regress monitoring of
schedule with following control tools

11. Outline of projectTime Management
The Start up testing was delayed due to
non controllable issues
Contingencies were taken for preparing
Realistic Schedule
Project was completed Six Weeks of
Ahead of Schedule

12. Outline of projectCost Management
Key Inputs available General Tools and Techniques Outputs/advantages
Cost Estimation and Budgeting
Very clear project scope
statement
Detailed conceptual engineering
Analysis
Detailed Drawings and
specification with high degree of
accuracy.
Complete project schedule
Project Management software's
Resource (Man, material,
machine) plan
Over Head ratio and Staff
performance analysis
Tax planning
Realistic budget cost without any
contingencies
Cost Management Plan
Cost Control
Cost Base line. Realistic budgeted
cost
Detailed project schedule
Project Management Plan
Periodical Performance review
Productivity Monitoring
Variance analysis
Project completed within the
budget
Due to owners commitment, realistic scheduling , optimum equipment selection, detailed bid
documents and specs, project was completed under budget.

13. Outline of projectQuality Management
Key Inputs available General Tools and Techniques Outputs/advantages
Quality Planning
Detailed Scope statement
prepared
Detailed Engineering details/specs
Very clear project objective
Budget analysis
Standards of Measurement of
performance
Process Flow charts
Quality Management plan to
implement the quality policy/
Objective.
Quality Assurance /control
Reliable equipment systems are
selected.
Proper technical persons are
deployed
Detailed Activity schedule
Quality Audits
Third Party tests
Training for staffs and workmen
Inspection of material and
products
Audit Findings
Low Maintenance in operation.
Long term availability of energy
Environmentally safe.
Total Job completed with required
quality.

14. Outline of projectHuman Resource Management
Inputs Tools and Techniques Outputs
1. Develop Human
Resource Plan
Organization Chart and
Position Descriptions
Since project inception stage it was
decided to staffing the project with
well qualified and trained personnel.
2. Acquire Project Team
Pre-assignment,
negotiation, acquisition,
virtual teams
Well trained and skilled persons
were engaged.
3. Develop Project Team
Interpersonal skills, training,
team-building activities,
recognition and rewards
Team work was well-functioned at
every stage.
4. Manage Project Team
Observation and
conversation, performance
appraisals, conflict
management
Every team member was committed
to their performance.

15. Outline of projectCommunication Management
Inputs Tools and Techniques Outputs
1.Identify Stake Holder
Stake holder analysis,
Expert judgment.
The Owner, Allegheny
County and SE Technology
were well synchronized.
2. Plan Communications
Communication
requirement analysis,
communication
technology,
communication models.
Project objectives were
established that they will
built a facility of world
class, on schedule and
within the budgeted cost.

16. Outline of projectCommunication Management
Inputs Tools and Techniques Outputs
3. Distribute Informations Information distribution tools
Project mile stones were
scheduled and monitored
regularly.
4. Manage Stakeholder’s
expectations and
performance reporting
Communication methods,
management skills, variance
analysis, forecasting methods
and reporting systems.
SE Technology came with
idea that HTW system will be
better than the conventional
HPS heating system and it
was accepted considering the
overall impact of this total
project schedule and cost.

17. 17
Management of Engineering
 The facility has been design to serve 365 days per year and 24 hours a
day.
 Though High Pressure Steam System was considered at bidding stage,
during conceptual design it was changed to High Temperature Water
System which provided many advantages.
 HTW System is a less complex system than steam heating.
 Initially there was a perception that HTW System is dangerous. A
practical test was done which proved that HTW is safe comparing with
Steam system.
 HTW System is more energy efficient as it doesn’t have parasitic steam
and heat losses.

18. 18
Management of Engineering
 O&M costs are low as there is no steam trap maintenance, less make
up water, low water treatment chemical requirements.
 System start-up is simple as the system involve only liquid phase of
water.
 Smaller Piping sizes helped to reduce project costs. Pipe installation
was simple as there was no requirement to maintain the slope.
 Heat storage also become possible which helped to handle sudden
increase in loads.

19. 19
Integration Management
 Project integration management - managing the
interdependencies among the various processes involved.
 Key difficulties in the execution of projects have often
been associated with project integration management.
 Despite the fact that many different organizations were
involved, the project must come together as per the
intended purpose.

20. Outline of projectIntegration Management

21. Outline of projectIntegration Management
 The processes were planned to ensure that the project is completed
within the approved budget. It consists of resource planning, cost
estimating, cost budgeting, and cost control.
 With proper scheduling and planning, as well as with proper control of
the project, quality in the process is assured.
 By keeping all the stakeholders informed and involving them in the
process whenever appropriate, the owners and the stakeholders grow
to feel for the project and ensured their support and cooperation.
 All stakeholders were focused on the common interests in the process
rather than the opposing positions of the parties.

22. Cost v/s Quality
• The "cost of quality" isn't the price of creating
a quality product or service. It's the cost of
NOT creating a quality product or service.

23. Success Factors
 Strategic Project Management
 Conceptual Engineering
 Proper Design
 Construction Management
 Quality in the design and construction was the focus of the
project.
 Emphasis on Start up activities
 Importance of Project Cost
 Realistic Project Schedule
 The right people are put on the job and the job is
managed properly.
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24. Key findings
 Owner’s commitment to realistic scheduling, budgeting for
comprehensive engineering.
 Detailed analysis to finalize Energy system
 Better Reliability
 Improved safety
 Greater System efficiency
 Lower O&M Cost
 System Start Up Simplification
 Closed System
 Smaller Piping
 Pipe Installation Simplification
 Close Temperature
 Less Over all Life cycle cost of Energy system
 Detailed bid document helps in competitive bids & minimize
construction cost
 Early completion of project ( 6 weeks ahead schedule)
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25. Key Learnings & Conclusion
 Scope management process was properly carried out and
the identified activities were clearly stated.
 Successful projects have owner’s commitment to realistic
scheduling and budgeting.
 If realistic budget & quality is established the project is
properly controlled by controlling the schedule & not the
budget.
 If the schedule is realistic w.r.t quality & budget minimum
contingencies are required.
 Negotiations by the owner for a realistic budget that
ensures required quality & sufficient money.
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26. Key Learnings & Conclusion
 Comprehensive preliminary engineering studies by the
owner results in detailed & competitive bidding which
minimizes contingencies & enhances savings on long term
operating costs.
 Owners openness to the adaptability of new technology.
(HTW opted over HPS )
 Success ingredients of project
– Comprehensive and Conceptual Design.
– Focus on quality, Life cycle cost & Schedule.
– Strategic Management to be an integral part of Project
Management.
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27. Thank You..!!
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