John Wayne Airport, Orange County, Terminal C Construction

Santa Ana, CA
County of Orange, John Wayne Airport
$124 Million

John Wayne Airport’s (JWA) Terminal C program was one of the largest public works projects in Orange County’s history. The first phase involved the demolition of a four-level, post-tensioned concrete parking structure to make room for the new terminal. There was an active Transportation Security Administration (TSA) in-line baggage screening facility on the first floor that stayed operational throughout demolition. Special processing machines and saw cutting techniques removed the structure piece-by-piece and the installation of four feet of Styrofoam with plywood laid on top ensured the safety and protection of the security screening system and personnel. The foam also minimized the amount of vibration so as not to disrupt the Explosive Detection System (EDS) used by the TSA.

The Terminal C area is land locked on all four sides, preventing clear construction access from any direction. Construction activities impacted tenant deliveries, trash removal and other airport operations. ARCADIS worked closely with airport operations to develop a Site Logistics Plan that enabled contractors and airport operations to use certain sections of the airfield without disrupting Federal Aviation Administration (FAA) airfield operations or compromising security protocols. This plan also provided parking for over 500 on-site contractor personnel to facilitate construction operations.


Terminal C was designed using the Building Information Modeling (BIM) capabilities of Revit. The CM/PM team used Navisworks to provide detailed clash reports from BIM that resolved many potential design issues well before construction began, provided answers to RFI responses, improved coordination between trades and facilitated the shop drawing and fabrication process after construction began.

The CM/PM team used Navisworks 4D scheduling capabilities during design to develop contract phases and milestones to minimize construction impacts on operations. JWA implemented the Lean Construction – Last Planner Schedule Methodology (Pull Schedules) to work with the contractor to recover schedule delays during construction. This concept was developed by Toyota Motor Corporations’ production schedule process that has been adapted for use in the construction sector. The use of 4D scheduling and Pull Schedules helped to overcome some potential delays and allowed the program to complete on schedule.

JWA was one of the first airports to utilize Skire Unifier and its cost-to-complete forecasting modules. The CM team used the Skire system to provide weekly cost reports on all ongoing lump sum, time and materials, and other potential cost issues. As a result of this proactive approach, this program finished $88 million under the program budget.

Hiring a CM has helped JWA deliver a completed terminal within a tight timeframe and $88 million under the program budget. CM benefits included the development of a complex site logistics plan to identify potential issues before construction began. The plan enabled the team to manage the sterile corridor construction at an active concourse and to develop a passenger egress south of a hold room that was near an active construction area. The CM provided us with a detailed weekly cost to complete forecast and negotiated change orders successfully to save JWA money. The CM also worked with the contractor to develop recovery schedules and acceleration packages to overcome potential delays that were imperative to having this project finish on schedule as well as successfully closed out the project so that there were no outstanding claims.

Lawrence Serafini, P.E.


John Wayne Airport