Christchurch International Airport Ltd. (CIAL)*

The Integrated Terminal Project (ITP) replaced the existing, ageing, Christchurch Airport terminals with a new combined domestic and international facility.

Date: 2010 – 2013

 

Client: Christchurch International Airport Ltd. (CIAL)

 

Project Location: Christchurch 

 

Services Provided: Project Management, Design Management, Value and Risk Management, Contract Administration, Engineer to the Contract

The Integrated Terminal Project (ITP) replaced the existing, ageing, Christchurch Airport terminals with a new combined domestic and international facility.

Paul Haggath took over as Project Director and Engineer to the Contract on his relocation to Christchurch in April 2010. He worked closely with the airport company executive and led an international team of airport designers and consultants to deliver an award winning airport, winning awards and accolades from the NZ Property Council and the international airports community. Paul was instrumental in developing work methods, sequencing and phasing, and the maintenance of international airside security regulations, throughout construction and development.

Paul undertook a full project review and made strategic recommendations to resolve and mitigate a number of contractual and commercial issues.

As the project was constructed within a live environment, it was essential to maintain security, safety and full airport operations at all times. The project team managed a number of risks throughout the project, including operational aircraft movements, public safety and security, asbestos removal, noise hazards, and construction safety hazards.

Lessons to be shared

The ITP project reinforced that appropriate procurement methods are essential. The initial selection of a lump-sum contract for a large, complex project with many unknowns added an additional layer of challenge and was perhaps not the best fit. Paul’s re-negotiation of the contract terms, and early settlement of potential additional cost events, was instrumental in re-adjusting the balance and contract risk. This allowed the project team to effectively manage the contract to completion.

The Christchurch earthquakes of 2010 and 2011 caused significant disruption to the project. Refreshing the team culture and ethics drew the project team closer together in finding solutions to the problems caused by the earthquakes, and the project was ultimately delivered within the original budget.

*This case study reflects a project undertaken by Paul Haggath pre-TEAM