project, program, and construction management

Project, program, and construction managementGuiding clients from planning to completion

Project, program, and construction management

2 I Mott MacDonald I Project, program, and construction management

Mott MacDonald was retained as part of a joint venture to provide program management services for the new east span of the San Francisco–Oakland Bay Bridge, known as the Skyway. We also helped identify $400 million in savings for the state of California by reviewing bridge bid documents and other technical documents for the self-anchored suspension bridge.

Project, program, and construction management I Mott MacDonald I 3

Charting your course from planning to construction and operationManaging a complex infrastructure project takes skill and expertise.

What if you could rely on a team of experts who can handle every facet of project delivery, from planning and design through construction, start-up, and operations?

With Mott MacDonald you can.

Mott MacDonald provides our clients with dependable delivery, quality, and peace of mind. We drive the entire project management process, taking care of everything from risk analysis and selection of the project team to management of phased programs. We help you optimize the allocation of resources to enable each project to be completed within the defined scope, schedule, and cost requirements.

Mott MacDonald has built strong, lasting relationships with our clients by acting as their advocate, and by adhering to the highest standards of professionalism. We look forward to bringing the same dedication to your projects.


Concept

Definition

Implementation

Project management and construction management

Regulation and policy review

Funding and finance strategy

Project strategy development

Procurement strategy

Procurement solution

Project management

Commercial management

EPCM procurement

Construction supervision

Project controls

Risk management

Quality management

Cost and financial management

Owner representation

Stakeholder management

Contract strategy advice

Organizational procurement readiness

Estimating and cost data

Permitting and approvals

Scheduling

Environmental

Right-of-way acquisition support

Life-cycle planning

Health and safety

Preliminary planning

Cost-benefit analysis

Economic studies

Concept andpreliminary design


Providing clean water in the nation’s capitalIn many older cities, an aging water infrastructure demands ongoing monitoring and maintenance as well as major renovation of physical resources and data systems.

OpportunityEach day, about 100 million gallons (378 million liters) of drinking water for the nation’s capital is delivered by DC Water — to 650,000 residents, 700,000 people employed in the District of Columbia, and to some of the 17.8 million people who visit the city annually. The water system includes about 1,320 miles (2,124 kilometers) of mains, 8 storage reservoirs and tanks, 4 pumping stations, 43,900 valves, and 9,500 public fire hydrants.

SolutionSince 2001, Mott MacDonald has provided overall program management services for the water distribution system of DC Water. This encompasses planning, engineering design management, and master planning and operations review in support of DC Water’s $600 million capital improvement program.

OutcomeMott MacDonald has worked closely with DC Water to address water quality concerns including boil-water alerts, issues associated with lead service lines, and flushing and monitoring programs in response to discolored water events. As a trusted partner for more than a decade, Mott MacDonald has helped DC Water achieve its goal of becoming a world-class utility.

DC Water delivers 100 million gallons (378 million liters) of drinking water a day.

ProjectDC Water program management

LocationWashington, DC

ClientDC Water

ExpertisePlanning, engineering design management, master planning, operations review


A one-seat trip from Queens and Long Island to Grand Central TerminalPassenger rail improves the quality of life across North America — and benefits the environment by reducing greenhouse gas emissions. But building underground passenger systems in congested urban areas requires skill and planning.

OpportunityThe Long Island Rail Road is the biggest commuter railroad system in the United States. With more than 272,000 passengers every day, the system is congested, and commuters can only disembark in New York’s Penn Station.

SolutionThe landmark East Side Access project is designed to alleviate congestion and offer additional and easier access to Manhattan by creating a railway link between Queens and Grand Central Terminal.

As a member of the Program Management and Construction Management team, Mott MacDonald is providing essential expertise for the construction of 7 miles (11 kilometers) of new tunnel and the rehabilitation of another 3 miles (4.8 kilometers) of existing tunnel.

Two caverns are also being mined under Grand Central Terminal to create a second major terminal consistent with the classic architecture of Grand Central.


New York City’s East Side Access project, for which Mott MacDonald serves as tunnel consultant, will create a link between Queens and Grand Central Terminal.

Project East Side Access

LocationNew York, New York

ClientLong Island Rail Road

ExpertiseProgram management, tunnel engineering

OutcomeIn addition to creating thousands of construction jobs, East Side Access is expected to shorten commuting time, reduce greenhouse gas emissions, and support business growth.


Streamlined management for energy pipelines

ProjectPennEast Pipeline

LocationNew Jersey and Pennsylvania

ClientPennEast Pipeline Company

ExpertiseEPCM services

Engineering, procurement, and construction management (EPCM) is a common and effective management method for very large pipeline projects. At Mott MacDonald, in-house personnel are available to manage, design, survey, permit, procure, and inspect all phases of a project.

OpportunityThe PennEast Pipeline, traversing Pennsylvania and New Jersey, will include approximately 118 miles (190 kilometers) of natural gas pipeline 36 inches (0.9 meters) in diameter, a new grassroots compressor station, and 12 meter stations.

SolutionMott MacDonald is performing EPCM services on the project. Our client has emphasized the value of our full program management services, integration with project stakeholders, flexibility in responding to challenges,

and comprehensive construction bid process services.

OutcomeThe PennEast Pipeline will support more than 12,160 jobs with $740 million in wages. The total economic impact of the project during design and construction has been estimated at $1.62 billion.

The increased availability of natural gas will reduce energy costs for consumers, generating $13 million in economic benefits to the region for every $10 million in consumer savings.

The total economic impact of the PennEast Pipeline during design and construction has been estimated at $1.62 billion.


Helping save commuters from the “Orange Crush”California’s State Route 22 runs for 12 miles (19 kilometers) from Long Beach to Orange by way of Garden Grove. Also known as the Garden Grove Freeway, it is one of the main east-west routes in Orange County, vital to the county’s businesses and quality of life.

ProjectHighway and rail improvement

LocationOrange County, California

ClientOrange County Transportation Authority (OCTA)

ExpertiseProgram management, project management, construction management

OpportunityJust inside the city limits of Orange, SR-22 joins the Santa Ana and Orange Freeways in a notoriously complex and congested interchange known as the Orange Crush. Built in the early 1960s, SR-22 was the last freeway in Orange County without high-occupancy-vehicle (HOV) lanes.

SolutionThe first design-build contract on an operating freeway in California, the project to renovate SR-22 was the largest highway widening contract in the state.

Mott MacDonald provided fully integrated program management, planning, preliminary engineering, project management, cost and scope control, estimating, and construction management services for the project — one of more than 20 highway improvement projects we have managed for OCTA.

OutcomeThe project increased traffic flow and speed, eliminated bottlenecks, made ramps easier to navigate, widened bridges, and reduced traffic noise. HOV connectors improved long-distance travel for carpools and buses, while avoiding chokepoints at major interchanges by enabling vehicles to flow easily between freeways.

The largest highway widening contract in the state, the SR-22 project is one of more than 20 highway improvement projects we have managed for OCTA.


“A game-changing event in US aerospace”

ProjectAirbus Final Assembly Line

LocationMobile, Alabama

ClientAirbus

ExpertiseProgram management

Project of the Year, Mobile Area Council of Engineers (MACE)

For more than 40 years, no new manufacturers chose to begin building large commercial aircraft in the US. Now that’s changed. Since 2016, the Airbus Final Assembly Line has been assembling and delivering four new A320 aircraft each month.

OpportunityIn 2012, after considering 70 sites in 32 states, Airbus chose the Brookley Aeroplex in Mobile, Alabama, to assemble its A320 airliners.

Airbus Americas chairman Allan McArtor wrote, “The decision to construct a plant in this country represents the most significant, game-changing event in US aerospace in decades and is a positive step-change in the longstanding relationship between Airbus and US industry.”

SolutionMott MacDonald was selected to provide program management services for the design and construction of the Airbus Final Assembly Line, in association with Hoar Program Management.

Mott MacDonald oversaw all design aspects of the project, including procurement of design consultants, peer reviews of design submittals, and permitting assistance and oversight.

OutcomeIn April 2013, the Seattle Times wrote that that the Airbus project “could help transform Alabama’s coast into an aerospace center.” In May 2013, Site Selection magazine named Airbus Mobile among its top US deals for 2012, and the Mobile Area Chamber of Commerce among its “Best to Invest” US economic development groups.

2015

The Airbus Final Assembly Line assembles and delivers four new A320 aircraft each month.


Revitalizing the heart of an Oregon port

ProjectCommercial Avenue Wharf reconstruction

LocationGaribaldi, Oregon

ClientPort of Garibaldi

ExpertiseConstruction management

The Port of Garibaldi, the closest seaport to Portland, Oregon, was established in 1910. The port is home to a Coast Guard facility, lumber mill, fishing charters, and processing plants for fish, shrimp, and crabs.

OpportunityThe port’s Commercial Avenue Wharf was built in the 1940s over a rock and earth jetty. Its substructure, primarily wood framing with cast-in-place concrete retaining walls, deteriorated badly over the years.

Reconstruction was needed, but winter weather and soil conditions presented challenges. Maintaining the project budget was critical due to limitations on the grant funding.

SolutionMott MacDonald was selected to provide construction management services for the rebuilding of the wharf, including inspection, management, coordination, and compliance.

OutcomeWhen the reconstruction is complete, the Port waterfront will support an estimated 350 to 400 jobs. In a 2014 report, the Port of Garibaldi looked forward to a time when the port would be a “truly vibrant mixed-use area … with eating and drinking establishments tucked in with active water-related industry.”

The reconstruction of the Commercial Avenue Wharf will open the way for a vibrant mixed-use area.


Improving safety and reliability on a key rail corridorNorth Carolina has almost 3,300 miles (5,311 kilometers) of track, much of it used by both passenger and freight trains. In 2012, the Piedmont train service, running between Charlotte and Raleigh, was number one in the nation in growth. With this increase, minimizing collisions between trains and other traffic continues to be a priority.


ProjectPiedmont Improvement Program

LocationRaleigh to Charlotte, North Carolina

ClientNorth Carolina Department of Transportation

ExpertiseProgram and project management

OpportunityIn 2010, the Federal Railroad Administration awarded North Carolina a grant of $546.5 million from the American Recovery and Reinvestment Act (ARRA). With that help, the state is undertaking a series of railroad and highway construction improvements called the Piedmont Improvement Program.

SolutionMott MacDonald was retained by the North Carolina Department of Transportation (NCDOT) as a prime consultant responsible for program management and construction oversight.

Goals include renovating four train stations, closing 23 public railroad crossings, and adding 13 new bridges, 12 miles (19 kilometers) of new highway, 32 miles (51 kilometers) of sidings and parallel track, and two additional passenger train trips per day between Raleigh and Charlotte.

OutcomeAccording to NCDOT, the program “will make train travel safer and more reliable, enhance opportunity for greater job growth and commercial development and better connect the economic regions of Raleigh and Charlotte and the cities, towns and communities in between.”

The Piedmont Improvement Program will enable safer, more reliable transportation between Raleigh and Charlotte.


A streamlined successor to a Seattle landmarkOne of two major north-south corridors through Seattle, the Alaskan Way Viaduct went into service in 1953. Fifty years later, the viaduct was carrying more than 100,000 vehicles per day — but its vulnerabilities had become obvious.

OpportunityIn 2009, officials from the state, county, city, and port recommended a bored tunnel to replace the waterfront section of the viaduct — the only option that would allow the state highway to remain open during construction.

SolutionIn 2010, it was decided to bore a tunnel 2 miles (3.2 kilometers) long and 57 feet (17 meters) in diameter, requiring the construction of the world’s largest tunnel boring machine (TBM). Mott MacDonald was retained as Project Management Consultant.

Mott MacDonald played a key role in guiding the alignment of the tunnel. Avoiding the original narrow corridor through the historic Pioneer District, the new alignment reduces the risk and cost of beginning the tunnel in an area of poor fill soils and debris, where areas of Puget Sound have been filled for waterfront development.


ProjectAlaskan Way Viaduct replacement

LocationSeattle, Washington

ClientWashington State Department of Transportation

ExpertiseProgram management, design management, technical review, construction management, agreement management services

Bertha, the world’s largest tunnel boring machine, completed its work in April 2017. Photo courtesy of WDOT.

OutcomeWhen the new tunnel opens to traffic, Seattle will enjoy an improved transportation corridor. Drivers will be able to use the tunnel to bypass downtown traffic. New and restored surface streets will connect the highway with the downtown area, and a new overpass will allow drivers to avoid train blockages near Seattle’s busiest port terminal.


Opening opportunities with connected thinking.

For more information, write to [email protected] or call 800.832.3272.

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project, program, and construction management

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