During the project, the contractor realized its operations were affecting the employees of the naval shipyard when they were getting off work at 11:00 p.m. The Denton team evaluated the situation and came up with a system of detours that allowed the workers access to Interstate-664, without compromising productivity. Creativity, innovation, and hard work allowed Denton Concrete Services to complete this large-scale project on time.

Concrete Pavement Restoration (CPR) — Gold

Project:               Runway 8/26 Pavement Rehabilitation and ADG V Improvements,

Denver International Airport

Contractor:            Interstate Highway Construction, Inc.
Owner:                Denver International Airport

Engineer:              CH2M Hill, Inc.

What happens when a large-scale pavement rehabilitation project is combined with an exacting schedule, followed by unforeseen delays; reduction in scheduled work days; a change in work scope, and concerns about holiday air travel? Although this may sound like a formula for disaster, these issues were no match for the dedicated team responsible for this project.

This $21.5 million project at Denver International Airport (DIA) involved the rehabilitation of 59,827 SY of airfield concrete pavement for Runway 8/26 and adjacent taxiways. The replacement panel thicknesses varied between 17 in. and 21 in. at thickened edges. In all, 51,309 SY of panels replaced were low production (three or few panels), 8,518 SY high production (four or more panels), and 17,750 SY of reinforced concrete for odd-shaped panels and block-outs. The project also included 28,501 SY of cement treated subase; more than 465 in-pavement lights; 350,000 sq. ft of striping; 60 acres of seed and mulch; 2,670 feet of drainage pipe; and 49,110 tons of bituminous pavements.

The project bid schedule included 15 sections, with the final award based upon the first five. Dependent upon funding, the owner could then award any combination of the 15 sections.

One of the first challenges to the schedule occurred shortly after the project was bid in April 2011. When DIA officials announced the selection of seven sections, the contractor began working the subcontractors and suppliers to fine-tune the project schedule.

The original schedule was 165 calendar days, including a 30-day administrative period. Federal Aviation Administration funding was delayed, and so it appeared the expected start date would be pushed into autumn. DIA officials expressed concerns the runway closure would interfere with holiday traffic, so the administrative period was shortened to 20 days.

Another challenge emerged when the owner added one more schedule to the contract, effectively doubled the scope of electrical work and added 75,000 CY of embankment. Staring down the shortened duration of the project due to air traffic needs and facing the requirement to finish the project in 45 days guaranteed by a $50,000 per day liquidated damage specification, the contractor knew that a monumental feat lay ahead.