The Denver Airport: Managing a Megaproject

by Ginger S. Evans, Assoc. Aviation Dir.; Denver, CO,
Guy M. Stricklin, Manager of Constr.; Greiner/Morrison-Knudson, Denver, CO,
Richard L. Haury, (M.ASCE), Program Mgr.; Greiner/Morrison-Knudson, Denver, CO,

Serial Information: Civil Engineering—ASCE, 1993, Vol. 63, Issue 5, Pg. 70-73

Document Type: Feature article


If the 53 sq mi, $2.7 billion Denver International Airport seems daunting in size, imagine trying to manage its construction. Supported by over 100 firms, the five year-long project is scheduled for completion in December. Bringing it there required the management team of the City of Denver and a joint venture of Greiner, Inc. and Morrison-Knudsen Engineers to both streamline the management structure and distribute its authority around the project. Among their methods were: dividing up responsibilities for construction and design; striving for increased communication between all levels of management; giving field personnel decision-making authority; and bringing in specialists in a variety of fields, from construction engineering to labor relations and giving them the responsibility to develop and implement their procedures project-wide. Through these and other techniques, the team overcame a number of design changes without significant disruption of the project's fast-track schedule.

Subject Headings: Construction methods | Airports and airfields | Project management | Scheduling | Personnel management | Team building | Management methods | Construction engineering | Denver | Colorado | United States

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