Terminal Improvement Program

Terminal Improvement Program

Location: Philadelphia International Airport

Client: USAirways, City of Philadelphia

Completion Date: 2002 – Terminal F; 2003 – Tower; 2004 – Terminal A West

A surge of growth in US Airways’ international and domestic commuter operations prompted a need for more airport facilities in Philadelphia. Long-range growth could not be achieved with available international and commuter facilities. The City of Philadelphia and US Airways signed a development lease to build an international terminal and a commuter terminal at Philadelphia International Airport.

Related facilities include a 195-foot ramp operation tower, thermal plant and a $180 million interstate highway/airport arrival/departure roadway relocation, Sun Oil pipeline relocation, two new parking garages and renovations to the airport’s Terminal A. The international terminal, Terminal One, consists of 12 new widebody gates totaling about 837,000 square feet of additional international operational space. The commuter terminal, Terminal F, includes 38 gates.

As program manager at Philadelphia International Airport, Burns & McDonnell provided direction for this $750 million terminal improvement project. The role of the program manager requires an effective combination of leadership, organization, experience, communication and management control. As program manager, Burns & McDonnell led and controlled all program elements for the redevelopment of the airport terminal and core areas.

Burns & McDonnell organized required services and tasks to effectively and efficiently complete the project. We oversaw financial planning and management, developed controls for budgeting, change orders, scheduling, quality assurance and quality control. We provided contract administration of planning, design and construction management. Burns & McDonnell coordinated and established communication links between all agencies and participants including public information programs.

The new development replaced old facilities with state-of-the-art international and commuter terminals. The terminals maintained operations throughout construction while doubling capacity.

  • Financial planning and management
  • Development of controls for budgeting, change orders, scheduling, quality assurance and quality control
  • Contract administration
  • Communication between all agencies, participants and public information programs