SCHOOL OF SOCIAL SCIENCES
MASTER IN BUSINESS ADMINISTRATION
Postgraduate Dissertation
PROJECT MANAGEMENT IN AIRPORT CONSTRUCTION: UPGRATING THE INFRASTRUCTURE OF THE 14 REGIONAL AIRPORTS IN GREECE
KONSTANTINOS BELECHRIS
Supervisor: VARVARA MYLONI
Patras, Greece, July 2020
Postgraduate Dissertation
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Postgraduate Dissertation
PROJECT MANAGEMENT IN AIRPORT CONSTRUCTION: UPGRATING THE INFRASTRUCTURE OF THE 14 REGIONAL AIRPORTS IN GREECE
KONSTANTINOS BELECHRIS
Supervising Committee
Supervisor: Co-Supervisor: VARVARA MYLONI ARISTEIDIS BITZENIS HELLENIC OPEN UNIVERSITY HELLENIC OPEN UNIVERSITY
Patras, Greece, July 2020
Postgraduate Dissertation KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
«I would like to express my gratitude to my wife for supporting, encouraging and tolerating me throughout my MBA journey and a special mention to my friends Nikos and George for their unlimited help. Special thanks to my supervisor Mrs.Varvara Myloni and my co-supervisor Mr. Aristeidis Bitzenis for the guidance they provided me with, during the preparation of my dissertation.»
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Abstract
Project management is one of the most highly developed area, while it attracts special interest both from the private and the public sector, as well as, from the academic community.
This paper aims to present the main components that constitute the project management processes regarding the infrastructure upgrade of the 14 regional airports of Greece and analyze the available project management tools and methodologies, while assess their suitability on the examined Project. Through the careful examination of this case study and given that the total Project (Clusters A & B) is divided in two main sections, we have concluded that the most efficient project management tool for both sections (i.e. the first phase which refers to that of main renovations that need to take place between 2017 – 2021 and the second phase that refers to the maintenance and refurbishment of the airports which in turn will take place throughout the period 2017 – 2057) is a hybrid methodology, combining in parallel both waterfall and agile methods. The remaining part of the thesis consists of 5 chapters.
In the first one, the subject matter of the paper is introduced.
In the second chapter, a literature review of project management in airport construction is presented. More specifically, the chapter analyzes the project management methodologies (CPM, CCPM, Six Sigma, Waterfall, Agile, Hybrid, PRINCE2) and identifies the suitable ones per occasion and the criteria required. Then, the chapter examines means of funding for the utilization of public private property in Greece, as well as, legal requirements for such a project.
In the third chapter, the dissertation follows the case study method and attempts to apply project management to each of the cases it researches. The data was retrieved from the Greek government at the time of writing.
In the forth chapter, the Cluster A’s airports (Thessaloniki, Corfu, Chania, Zakynthos, Kefalonia, Aktion and Kavala) and the Cluster B’s airports (Rhodes, Kos, Santorini, Mykonos, Mytilene, Samos, Skiathos) are presented. Furtermore, the means of planning, implementing and reviewing the construction works along with the means of managing
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people, systems and procedures are analyzed; reconding also Cluster A & B’s management structure.
Concluding the dissertation, a research analysis is conducted and the relative advantages and disadvantages of both clusters, emerged from the said analysis, are presented. Moreover, the final conclusions are recorded.
Keywords
Project Management, Construction industry, Infrastructure, Regional Airports
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Περίληψη
Η διαχείριση έργων είναι ένας από τους πιο ανεπτυγμένους τομείς, ενώ προσελκύει ιδιαίτερο ενδιαφέρον τόσο από τον ιδιωτικό όσο και από τον δημόσιο τομέα, καθώς και από την ακαδημαϊκή κοινότητα.
Η παρούσα εργασία αποσκοπεί στην παρουσίαση των κύριων συνιστώσων που αποτελούν τις διαδικασίες διαχείρισης έργων σχετικά με την αναβάθμιση των υποδομών των 14 περιφερειακών αερολιμένων της Ελλάδας και την ανάλυση των διαθέσιμων εργαλείων και μεθοδολογιών διαχείρισης έργων, ενώ αξιολογεί την καταλληλότητά τους στο εξεταζόμενο Έργο. Μέσω της προσεκτικής εξέτασης αυτής της περιπτωσιολογικής μελέτης και δεδομένου ότι το συνολικό έργο (Clusters A & B) χωρίζεται σε δύο κύριες ενότητες, καταλήξαμε στο συμπέρασμα ότι το πιο αποτελεσματικό εργαλείο διαχείρισης έργου και για τις δύο ενότητες (δηλαδή την πρώτη φάση που αναφέρεται στις κύριες ανακαινίσεις που πρέπει να πραγματοποιηθούν μεταξύ 2017 - 2021 και τη δεύτερη φάση που αναφέρεται στη συντήρηση και ανακαίνιση των αεροδρομίων που με τη σειρά τους θα πραγματοποιηθούν καθ 'όλη την περίοδο 2017 - 2057) είναι μια υβριδική μεθοδολογία, που συνδυάζει παράλληλα τόσο την μέθοδο Waterfall όσο και τη μέθοδο Agile. Το υπόλοιπο μέρος της διατριβής αποτελείται από 5 κεφάλαια.
Στο δεύτερο κεφάλαιο, παρουσιάζεται μια βιβλιογραφική ανασκόπηση της διαχείρισης έργων στην κατασκευή αεροδρομίου. Πιο συγκεκριμένα, το κεφάλαιο αναλύει τις μεθοδολογίες διαχείρισης έργου (CPM, CCPM, Six Sigma, Waterfall, Agile, Hybrid, PRINCE2) και προσδιορίζει τις κατάλληλες ανά περίσταση και τα απαιτούμενα κριτήρια. Στη συνέχεια, το κεφάλαιο εξετάζει τα μέσα χρηματοδότησης για τη χρήση δημόσιων / ιδιωτικών ακινήτων στην Ελλάδα, καθώς και τις νομικές απαιτήσεις για ένα τέτοιο έργο.
Στο τρίτο κεφάλαιο, η διατριβή ακολουθεί τη μέθοδο περιπτωσιολογικής μελέτης και επιχειρεί να εφαρμόσει τη διαχείριση έργου σε καθεμία από τις περιπτώσεις που ερευνά. Τα δεδομένα ανακτήθηκαν από την ελληνική κυβέρνηση τη στιγμή της γραφής.
Στο τέταρτο κεφάλαιο παρουσιάζονται τα αεροδρόμια του Cluster A (Θεσσαλονίκη, Κέρκυρα, Χανιά, Ζάκυνθος, Κεφαλονιά, Άκτιο και Καβάλα) και τα αεροδρόμια του Cluster B (Ρόδος, Κως, Σαντορίνη, Μύκονος, Μυτιλήνη, Σάμος και Σκιάθος). Περαιτέρω, αναλύονται τα μέσα σχεδιασμού, υλοποίησης και επισκόπησης των κατασκευαστικών
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έργων, καθώς και τα μέσα διαχείρισης ανθρώπων, συστημάτων και διαδικασιών. Επαναπροσδιορίζεται επίσης η δομή διαχείρισης των Cluster A & B.
Ολοκληρώνοντας τη διατριβή, διεξάγεται μια ερευνητική ανάλυση και παρουσιάζονται τα σχετικά πλεονεκτήματα και μειονεκτήματα και των δύο Cluster από την εν λόγω ανάλυση. Επιπλέον, καταγράφονται τα τελικά συμπεράσματα.
Λέξεις – Κλειδιά
Διαχείριση έργου, Κατασκευαστικός κλάδος, Υποδομή, Περιφερειακά αεροδρόμια
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Table of Contents
Abstract ...... v Περίληψη ...... viii Table of Contents ...... ixx List of Figures ...... xii List of Tables...... xiiiiii List of Abbreviations & Acronyms ...... xivv 1. Introduction ...... 1 1.1 Research Questions ...... 2 2. Literature review on the Project Management in Airport Construction ...... 3 2.1 Historical Background of Project Management ...... 3 2.2 Project, Project Management & Construction Project Management Definitions ...... 4 2.3 Project Management Methodologies ...... 10 2.3.1 CPM-(Critical Path Method) ...... 11 2.3.2 CCPM-(Critical Chain Project Management) ...... 12 2.3.3 Project Evaluation and Review Technique (PERT) ...... 14 2.3.4 Six Sigma Method ...... 15 2.3.5 Waterfall ...... 16 2.3.6 Agile ...... 17 2.3.7 Hybrid ...... 17 2.3.8 PRiSM…………………………………………………………………………………………………………… 17 2.3.9 Projects IN Controlled Environments (PRINCE2) ...... 18 2.3.10 Selecting Project Management Methodologies ...... 19 2.4 Key Risks of Construction Works…………………………………………………………………………. 20 2.5 The need for Infrastructure Projects in the Aviation Industry……………………………… 22 2.6 Granting of Project Commencement of Construction Works ...... 22 2.7 (HRADF) Fund for the Utilization of Public Private Property in Greece...... 27 3. Methodology...... 30 3.1 Research Tool...... 31 3.1.1 Econometric Analysis ...... 32 3.1.2 Quantitative Analysis...... 32 3.1.3 Qualitative Analysis ...... 34 3.1.4 Case Study...... 35 3.2 Limitation ...... 36 4 Presentation of Clusters A and B ...... 37 4.1 Brief presentation of Cluster A’s 7 airports ...... 37 4.1.1 CLA1 Thessaloniki (SKG) ...... 37 4.1.2 CLA2 Corfu (CFU) ...... 38 4.1.3 CLA3 Chania (CHQ) ...... 40 4.1.4 CLA4 Zakynthos (ZTH) ...... 42 4.1.5 CLA5 Kefalonia (EFL) ...... 43 4.1.6 CLA6 Aktion (PVK) ...... 45 4.1.7 CLA7 Kavala (KVA) ...... 46 4.2 CLA Planning, Implementation, Reviewing of Construction Works ...... 48
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4.3 CLA Management of People, Systems and Procedures ...... 52 4.4 Management structure of Cluster A ...... 53 4.5 Brief presentation of Cluster B’s 7 airports ...... 54 4.5.1 CLB1 Rhodes (RHO) ...... 54 4.5.2 CLB2 Kos (KGS) ...... 55 4.5.3 CLB3 Santorini (JTR) ...... 56 4.5.4 CLB4 Mykonos (JMK) ...... 58 4.5.5 CLB5 Mytilene (MJT) ...... 59 4.5.6 CLB6 Samos (SMI) ...... 60 4.5.7 CLB7 Skiathos (JSI) ...... 62 4.6 CLB Planning, Implementation, Reviewing of Construction Works ...... 63 4.7 CLB Management of People, Systems and Procedures ...... 66 4.8 Management structure of Cluster B ...... 67 5 Research Analysis ...... 68 5.1 Efficient Project Management Tool for Cluster A & B………………………………………….. 84 5.2 Advantages and Disadvantages of Both Clusters ...... 85 6 Conclusions ...... 87 References ...... 87
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List of Figures
Figure 1: Construction Life Cycle 6 Figure 2: Stages of Construction Project Management 8 Figure 3: Differences between a traditional and a CCPM project method 13 Figure 4: PERT Diagram Template 14 Figure 5: DMAIC and DMADV methods 16 Figure 6: Graphic illustration of Waterfall 16 Figure 7: PRiSM Lifecycle 18 Figure 8: Layout of Thessaloniki International Airport "Macedonia" 37 Figure 9: The new Terminal of Thessaloniki International Airport "Macedonia" 37 Figure 10: Layout of Corfu International Airport "Ioannis Kapodistrias" 39 Figure 11: The new Terminal of Corfu International Airport "Ioannis Kapodistrias" 39 Figure 12: Terminal of Chania International Airport "Ioannis Daskalogiannis" 40
Figure 13: Layout of Chania International Airport "Ioannis Daskalogiannis" 41
Figure 14: Layout of Zakynthos International Airport "Dionysios Solomos" 42 Figure 15: Terminal of Zakynthos International Airport "Dionysios Solomos" 42 Figure 16: Layout of Kefalonia International Airport "Anna Polatou" 44
Figure 17: The new Terminal of Kefalonia International Airport "Anna Polatou" 44
Figure 18: Layout of Aktio International Airport 45 Figure 19: Terminal of Aktio International Airport 45 Figure 20: Layout of Kavala International Airport "Megas Alexandros" 46
Figure 21: Terminal of Kavala International Airport "Megas Alexandros" 47
Figure 22: Cluster’s A Management structure 53 Figure 23: Layout of Rhodes International Airport "Diagoras" 54 Figure 24: Terminal of Rhodes International Airport "Diagoras" 54 Figure 25: Layout of Kos International Airport "Ippokratis" 55 Figure 26: The new Terminal of Kos International Airport "Ippokratis" 55 Figure 27: Layout of Santorini International Airport 57
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Figure 28: The new Terminal of Santorini International Airport 57
Figure 29: Layout of Mykonos International Airport 58 Figure 30: The new Terminal of Mykonos International Airport 58 Figure 31: Layout of Mytilene International Airport "Odysseas Elytis" 59
Figure 32: The new Terminal of Mytilene International Airport "Odysseas
Elytis" 60
Figure 33: Layout of Samos International Airport "Aristarchos of Samos" 61
Figure 34: Terminal of Samos International Airport "Aristarchos of Samos" 61
Figure 35: Layout of Skiathos International Airport "Alexandros Papadiamantis" 62
Figure 36: Terminal of Skiathos International Airport "Alexandros
Papadiamantis" 62
Figure 37: Cluster’s B Management structure 67 Figure 38: Monthly Personnel Requirements 74 Figure 39: Design Management plan 79 Figure 40: Permitting and Approval Procedure 80 Figure 41: Environmental Management System 83
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List of Tables
Table 1: Number of passengers (Domestic / International) at the 14 airports 28 Table 2: Duration of Cluster’s A Renovations and Maintenance/Refurbishment 48 Table 3: Duration of Cluster’s B Renovations and Maintenance/Refurbishment 64 Table 4: Data analysis of Cluster’s A airports 69 Table 5: Data analysis of Cluster’s B airports 70 Table 6: Project Management Methodology selection for Cluster’s A and B 84
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List of Abbreviations & Acronyms
BHS Baggage Handling System DCC Design & Construction Contract DMP Design Management Plan EDMS Electronic Document Management System EMS Environmental Management System FLS Fire Life Safety FRG Fraport Greece HBS Hold Baggage Screening HCAA Hellenic Civil Aviation Authority HRADF Hellenic Republic Asset Development Fund HSE Health Safety Ensurance IE Indipendent Engineer ILS Instrument Landing System IPMA International Project Management Association IRDP Imminent Refurbishment Development Plan MEP Mechanical , Electrical and Plumbing PMI Project Management Institute PMP Project Management Plan PRINCE2 Projects IN Controlled Environments RFF Rescue Fire Fighting
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1. Introduction
The researcher responsible for the project management scientific field is considered Henry Gannt, an American engineering and social scientist who introduced the principles of project management and control into project management. The well-known Gannt chart, a bar chart showing the project's activities, was named after him. Gannt, along with Frederick Taylor, laid the foundations for project management, with Taylor laying down the principles of scientific management. Today the project management area is considered highly developed and attracts special interest both from the private and the public sector, as well as, from the academic community.
Proof of this is the existence of many and very active international organizations aiming at developing the field of project management, with International Project Management Association (IPMA) and Project Management Institute (PMI) standing out. The work produced by an organization is the result of operations and projects. A project is a time- limited effort to create a single product or a single service, while operation is a continuous and repeated effort. For example, a construction company is concerned with the construction of buildings. Building construction is a function (continuous and repeated in time). Building a specific building is a task (requires a certain amount of time and the ultimate output is a unique product). The project is therefore part of the operation. A project requires planning, control, personnel management, etc. which are functions. Repeated efforts that are projects, or a set of projects that are directly related to each other, are the constituents of the concept of program.
Nowadays, organizations are increasingly developing an ergonomic management concept, namely 'Project Management', which is based on project substitution. For example, the monthly publication of a magazine is also a project and therefore continuous publishing can be replaced in an administration manner by many projects (monthly effort for each issue separately). In some cases, the benefits to be gained are impressive. The most typical example in the industry is the production method called just in time - JIT. Suppose an industry produces a product. With the classical method the production of the product is continuous and repeated (operation). The products are subdivided into batches sent to each customer retrospectively. According to the JIT method, precisely a specific batch of
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products is organized and produced each time, targeting specific customers. So, the production process is now done by project, that is, the batch in question.
In addition to the above, project managemenet has also been initiated in large-scale complex construction projects, like the implementation of the renovation and refurbishment of the 14 regional airports in Greece, which is the theme of this paper and consists as a whole, one of the country’s main infrastructure projects undergone in the last few years. Like project management, construction project management also requires modern management techniques and sophisticated methodologies to achieve efficient and effective results. In this context, the most crucial problems are presented and the methodologies applied, in order for the respective risks to be faced, are analyzed. The results of each action taken are also provided, using both qualitative and quantitative analysis.
It is noted that the Hellenic Republic through the Greek Fund for the Utilization of Public Private Property (HRADF) initiated an international tender process for the concession of the right regarding the management and operation of 14 regional airports in Greece, providing in essence the right to upgrade, maintain, manage and operate two groups of seven regional airports. This concession has been granted for 40 years to the consortium of companies consisting of Fraport AG Frankfurt Airport Services Worldwide and Slentel Limited of the Kopelouzos Group with an arpoximation of funds to be around 1 billion.
These 14 Airports are divided in two clusters, cluster A and Cluster B. Cluster A comprises of the following airports Thessaloniki, Kerkira, Kefalonia, Aktio, Zakinthos, Kavala and Chania Airports, and cluster B comprises of the Airoports of Rhodos, Samos, Skiathos, Mytilene, Mykonos, Santorini and Kos.
1.1 Research Questions
What are the most efficient project management tools available in Airport Renovation? What are the most fit and appropriate methodologies for the project? What where the utilized project management techniques in upgrading the infrastructure of the 14 regional airports in Greece? What are the most efficient project management tools available in upgrading the infrastructure of the 14 regional airports in Greece?
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2. Literature review on the Project Management in Airport Construction
2.1 Historical Background of Project Management
It is widely accepted that Henri Fayol (1841-1925) and Henry Gantt (1861-1919) have significantly contributed to the field of project management (Seymour, 2014).
Henri Fayol was a French engineer at an iron and steel company. The company was the largest in France and was of vital importance in equipping the French army during the decade just before World War II. Fayol successfully leaded the company for many years during which he became increasingly aware of problems in management. Throughout observation, Fayol identified 5 different functions in management process, perceived as commonly agreed. Fayol believed that each manager was performing these functions, to a different degree, in its day-to-day work. These functions are: planning, organization, leadership, coordination and control.
He also formulated 14 principles that instruct managers on how to effectively perform these 5 functions. His theory has been heavily criticized, accusing his theory of note conveying the real managerial complexities that managers face in their day-to-day duties. Despite the shortcomings, the said functions still gave a structured overview of the tasks that are crucial to management process and provided a preview on the main functions that managers are required to undertake on a daily basis.
Henry Gantt, on the other hand, was an American engineer and later on a managenment consultant. Gantt is widely known for the chart so-called “Gantt”. Gantt charts, as mentioned above, are important in the history of modern project management as they recognize the benefits of splitting large projects into smaller manageable tasks. These charts are also characterized by the fact that some tasks may be interdependent. Gantt charts are still usable nowadays as they are considered a vital tool in each project manager’s toolbox. Although they bear his name, it is argued that the charts were developed much earlier, in 1896, by a Polish economist named Karol Adamieckic. Karol back then, invented a new method to illustrate the interdependent processes, named as Harmonogram (Packendorff, 1995). Unfortunately for himself, his invention was not widely recognized or adopted by West. On the contrary, although Henry Gantt developed his charts in around 1910, these were widely
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used in major projects in World War I, as well as, in the construction of the Hoover Dam, which eventually contributed to its widespread recognition and use. Hence, the charts were associated directly with Gantt’s name.
2.2 Project, Project Management & Construction Project Management Definitions
Project
A project is a planned set of interrelated tasks to be executed over a fixed period and within certain costs and other limitations in order to create a unique product or service. The short- term nature of a project, indicates its specific commencement and closing and does not necessarily mean short in duration. For example, a plan to build a national monument will create a result that is expected to last for centuries.This short-term undertaking will require a specified timeline, clear scope, designated budget and human capital resources that include a project team and manager.
Project Management
According to the Project Management Institute (PMI), project management is “the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality, and participating objectives.”
Every project has a standard life cycle and its management includes the following processes:
1. Initiation
2. Design/Planning
3. Execution
4. Monitoring and Control
5. Closing
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Managing a project usually involves the following:
Determining aims and objectives.
Resolving various concerns, conflicts, identifying needs and stakeholders’ expectations.
Balancing the competitive constraints of the project that include, but are not limited to the field, quality, plan, budget, resources and risks (PMI,2008).
Construction Project Management
Construction Project Management (CPM) is the process of managing construction projects. It could be defined as the designing, regulation and supervision of a project from conception to completion (including commissioning). The ultimate goal of construction project management is the full satisfaction of the client’s demands for a viable construction project both in terms of functionality and budget.
There are a variety of different types of construction project types, such as commercial, residential, industrial and heavy civil, that can be further categorized into 10 sectors:
1. Transportation/Infrastructure
2. Petroleum
3. Buildings
4. Energy
5. Industrial
6. Water
7. Manufacturing
8. Sewer/Waste
9. Telecom
10. Hazardous Waste
Construction Project Management is required for a home, a bridge, or even an airport and is run by a construction project manager that is responsible for the planning, coordination, budgeting and supervision of the construction project.
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More specifically, a construction project manager has to take care the following tasks:
Estimate and negotiate project costs
Define budget
Arrange schedule and work timetables
Determine the most efficient construction methods and strategies for the project
Communicate with clients and stakeholders, budget-related issues, construction progress, etc.
Discuss with workers, teams and other construction professions technical and contract details
Cooperate with building, construction and regulatory specialists
Key Principles of Construction Project Management
Construction project management requires a broad variety of skills, along with the ability to interface with a diverse range of people in order to lead the project from concept to build. It is of imperative importance that construction project managers follow the principles of project management during every phase of the project, as developed by the Project Management Institute and depicted below (Figure 1):
Figure 1 – Construction Life Cycle
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Initiation
Before the project begins, a project manager must develop and examine a business case to determine whether a project is feasible and worth undertaking. Stakeholders may be requested to do their due diligence procedures and to conduct respective feasibility testing, when needed. If all parties decide to proceed with a project, the project manager compiles a project charter or project initiation document (PID), which includes the business needs and the business case per occasion.
Planning
The project team develops a road map for all stakeholders involved. This includes the project management plan (PMP), a formal, approved document created by the project manager to guide execution and control, setting in parallel baselines for scope, cost, and schedule. Someone can also expect to see the documents below in the planning phase: o Scope statement and scope documentation: This document defines a project’s business needs, benefits, objectives and deliverables. o Work breakdown structure (WBS): This document breaks down the scope of the project into more manageable parts. o Communication plan: This outlines all aspects of communication, from goals and objectives to tools, roles and methods. The communication plan creates a common framework that everyone can use as to avoid misunderstandings or conflicts. o Risk management plan: This helps project managers identify risks upfront, including time and cost constraints, potential budget cuts, shifting requirements and limited resources Execution
Typically, all stakeholders hold a kick-off meeting and then the project team starts the crucial work of assigning resources, implementing project management plans, setting up tracking systems, updating the project schedule and if necessary, modifying the project plan.
Performance and Monitoring
The monitoring and the execution phase often happen concurrently. This phase is necessary to measure progress and performance and to ensure that everything is in line with the overall project management plan.
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Closure
This final phase leads to the project’s completion. To mark the conclusion, project managers usually hold a meeting to discuss which parts of the project did or did not meet their objectives. The project team then proceeds to creating a punch list of any remaining tasks, performs a final budget and issues the respective project report.
The 4 Stages of Construction Project Management
When someone is managing a construction project, there are certain objectives that should be considered. Just like in any project, in order to arrive to a result it is most suitable to break it down into smaller milestones. Therefore, herebelow we present in turn, the four steps that someone can take as to organize a successful construction project management process (Figure 2):
Figure 2 – Stages of Construction Project Management
Design
There are four parts in the designing step of a construction project, while it is the project manager’s responsibility to make sure that the design meets all building codes and other regulations. o The concept: What are the specific needs, goals and objectives of the project? Decisions should be made based on the size of the project, the allocation of the site and the actual design of what will be need to be built.
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o The schematic design: This is a sketch that identifies all parts, materials, sizes, colors, etc., including also a site plan. o Develop the design: What are the materials and equipment needed? The refinement of the original drawings is needed at this stage as to reflect existing decisions. Knowing local building codes and adhering to them is important at this stage. o Get the contract documents together: These are the final drawing and construction specifications. These will also be used by outside contractors to make their bids on the job.
Preconstruction
Once the bids are accepted, the following three steps need to be undertaken: o Assign a project manager: Sometimes a project manager is on board early in the process and participates from the first stages of a project, while other times these are not hired until the design is complete. If a project manager has not been already hired, then it should be, at this stage. o Determine the rest of the personnel: Find a contract administrator which is the person who helps the project manager. A person also is needed to keep everything on schedule in terms of materials, deliveries, equipment and deal with construction activities on site. Finally, you want to have a field engineer, which is more of an entry-level position that deals with paperwork. o Investigate the site: The site must be ready for the commencing of the construction, which might mean dealing with environmental issues and permits, such as the suitability of the soil for construction.
Procurement
Now you have the personnel and the materials necessary to complete the construction. You must also plan for future purchases of those materials and equipment needed. Depending on the organization doing the construction, this might be the responsibility of the general contractor or its subcontractors.
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Construction
Finally, you are ready to build. You have a preconstruction meeting in advance as to deal with work hours, the storage of materials, quality control and site access. Then everyone should be on site and set up. In addidion, a schedule of payment and a process to deliver them shall be created. Information in general, needs to be transparent, as to meet financial obligations and maintain a productive workforce environment.
The last part of the project is after the construction has been completed and the occupants move into or take ownership of the site. You must make sure that all their requirements have been met, while me may be needed to provide a warranty period to make that arrangement official and binding.
2.3 Project Management Methodologies
In this part of the paper, different PMMs will be analyzed in order to present each airport in turn and further categorize the airports and consequently each Cluster under one or maximum two management methodologies currently used.
Modern project management is a process that can produce predictable, repetitive results. Modern project management methodologies are very detailed and usually require automated tools to support them (Meredith J.R., Mantel Jr. S.J., 2009). As with most other specialties, modern project management is learned both through practice and through the experience of the past. "Project management" includes many different skills, such as understanding human interdependencies, technologies, budgets, detailed designs to maximize productivity and estimates, while encouraging others to execute the projects and analyze in depth the actual results.
In order to manage a project and deliver it successfully, the project manager must have a thorough understanding of the methodologies used to manage the various parts involved in the project. Usually, project managers prefer one specific methodology over another, while they confront difficulties managing different projects with different methodologies. The aim of this chapter is to compare and analyze the differences between traditional and modern skills and project management techniques (Turley F., 2010).
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Many project management methodologies in use today are either incorrect or not fully implemented. Some project managers treat project management methodologies as inapplicable and bureaucratic and rely heavily on their instincts when it comes to project management. It is common for project managers to view methodologies as too complex to be used in the real world and often choose to find shortcuts. The methodology is a set of guidelines or principles that can be adapted and applied to a specific situation (Kerzner H., 2004). In a project environment, the guidelines could be a list of things to do. The methodology could also be a one-size-fits-all approach with templates, forms, and even checklists used throughout a project life cycle.
Some also hold the view that a methodology can be defined as a process that records a series of steps and processes to achieve the completion of a project or a series of steps through which the project evolves or even an integrated system of tasks, techniques, tools, roles and responsibilities, as well as specific milestones for the delivery of a project (Meredith J.R., Mantel Jr. S.J., 2009). The project methodology should guide the work of all team members throughout the project life cycle. All team members should know and use it throughout the project. With the right methodology the company ensures and avoids mistakes, reduces costs, reduces risk, achieves project schedules, identifies and corrects any mistakes early and avoids repetition (Turley F., 2010).
Unfortunately, projects are nowadays far more complicated than in the past, continuously requiring larger amounts of capital investments, stricter quality standards and of course need to be implemented within tighter time-schedules. These attributes when coupled with technology’s latest developments have introduced new management tools and methodologies, enhancing existing ones.
2.3.1 CPM-(Critical Path Method) The Critical Path Method (CPM) was developed around 1957 by Remington Rand Univac, which needed a programming and control tool to help it improve its response time, from production to the sale of its product. The advantages of the method quickly became apparent and the research costs were amortized. The CPM was originally created to address the time- cost relationship that project managers often faced.
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The primary goal of programming was to achieve the best cost of the project while complying with specific time constraints, thus its problem project optimization was reduced to the calculation of the "golden ratio" for "project duration-project cost" relationship (Turley F., 2010).
By nature, some project activities can be completed faster than their planned duration, while others cannot. Thus, for activities that in some way the implementation time can be reduced, we may say that they can be compressed timewise, while for others whose required implementation time cannot be reduced, we say that they are not compressible. In addition, the number of possible compression time units can be specified for each compressor activity, as a specific activity cannot be compressed indefinitely. If the programmed duration of an activity is considered as normal, then the duration of the same activity after maximum compression is considered as the minimum possible duration of the activity (Turley F., 2010).
The distribution of cost for each activity over time is not uniform in nature. When time constraints are violated, the cost can increase dramatically. In order to have a first estimate of the problem that may emerge, we shall consider the simplest case of linear cost-time relationship (Kerzner H., 2004). In the context of the linear hypothesis, the costs are divided into two categories: indirect costs (i.e., not directly recorded in a specific activity of the project) and direct costs. Reducing though the duration of a project may require more anachronistic unit resources, therefore higher costs. For this reason, towards the end of the project, the interest usually increases dramatically because an effort is made to absorb the delays and speed up the work. Due to the fact that total direct costs of a project is equal to the sum of the direct costs of all of its activities, its control effort focuses on the planning of each individual activity (Meredith J.R., Mantel Jr. S.J., 2009).
2.3.2 CCPM-(Critical Chain Project Management) Critical Chain time scheduling is built from back to front, in contrast to the widespread Critical Path method. Working backwards and starting from the project completion date, the algorithm creates a timeline that minimizes resource conflicts. This focus on the completion date is natural, given the fact that when assigning a new project, the time period in which the results should occur is usually known upfront.
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The following chart displays the differences between a traditional vs. a CCPM project method (Figure 3):
Figure 3 – Differences between a traditional and a CCPM project method
In the traditional method of time planning (i.e., that of the Critical Path), the tasks are planned with the logic of completing each activity as soon as possible from the start date of the project. This method places the work as close to the front of the schedule and the start date as possible. To the contrary, in the Critical Chain method, tasks are scheduled with the logic as late as possible and as close to the end of the schedule and the expiration date, as possible.
Although someone could advocate the opposite, the truth is that there may be several benefits to delaying the start of a specific project. In terms of the benefits that this method can secure, considering also the production-related concept (Meredith J.R., Mantel Jr. S.J., 2009), work in progress (WIP) is minimized and costs are avoided earlier than latter, wherever necessary. From the project manager's point of view, there is a better focus on the critical start of the project, while it is worth mentioning that the knowledge increases the deeper one goes in the implementation of the project (Turley F., 2010). Thus, the manager takes advantage of this increase in knowledge and significantly reduces the need for additional work towards the project completion date. As a solution to this problem, Goldratt introduces buffers to key points in the project design, which act as "shock absorbers to
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protect the project end date from increases during work". With this approach, the project manager can take advantage of the benefits of scheduling work as late as possible, with adequate protection against uncertainty.
2.3.3 Project Evaluation and Review Technique (PERT) PERT which was first developed by the US Navy in 1958 refers to a statistical tool used mainly in project management, designed to analyze and represent the activities needed in order to complete a specific project. This method is usually used complementary to the CPM (already presented above) and is especially time sensitive, as it analyzes the time needed to complete each activity / task (identifies minimum thresholds needed to complete a project in its totality) (Figure 4).
Figure 4 – PERT Diagram Template
In addition, this technique provides the ability to incorporate uncertainty by making it possible to schedule a project without acknowledging upfront the details and durations of all activities. Some refer to PERT as more of an event-oriented technique, rather than start- and completion-oriented technique, while it is mainly introduced in projects where time is more of an essence than cost. According to existing practice, it is usually used on very large- scale complex projects, on non-routine infrastructure projects and Research & Development projects.
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2.3.4 Six Sigma Method The Six Sigma method is usually developed as a tool for solutions to problems that arise in order to prevent their recurrence by resolving the root cause (Kerzner H., 2004). It refers to a technique that was initially developed by the American engineer Bill Smith, when he was working at Motorola in 1986. In essence, a six sigma process is the one in which 99.99966% of all opportunities to produce a specific part are statistically expected to be free of defects, which means that only 3.4 defects are expect per million opportunities.
Six Sigma strategies seek to improve the quality of the output of a process by identifying and removing the causes of defects in a business process, while each Six Sigma project usually follows a defined sequence of steps and has specific targets (e.g.: to reduce the process cycle time, to reduce pollution and costs, to increase profits and customer satisfaction, etc.).
In addition, it should be mentioned that some practitioners use Six Sigma ideas with lean manufacturing, in order to create a methodology named Lean Six Sigma. Both mentioned programs are Japanese-influenced and highly data-driven, with Six Sigma being much more dependent on accurate data. Nevertheless, the Lean Six Sigma methodology views both techniques as complementary disciplines promoting "business and operational excellence”, addressing in conjunction process flows and waste issues, with a simultaneous focus on variation and design.
Moreover, there are many similarities between Six Sigma and the PMBOK Guide (which is a guide to the Project Management Body of Knowledge, according to the Project Management Institute, 2008), but some believe that Six Sigma can be applied in general and beyond project management. Six Sigma projects follow two project methodologies, which are composed of five phases each (the DMAIC method and the DMADV method, as depicted below) (Figure 5).
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Figure 5 - DMAIC and DMADV methods
2.3.5 Waterfall The Waterfall Project Management method was initially used in software development, but is slowly being followed in infrastructure projects as it transfers a percentage of responsibility to the end customer and not only to the construction company and the project manager (Kerzner H. (2004). A linear approach follows, and usually each stage is distinct and finished before the next one begins. There is a review stage for each phase of the project or each deliverable, where customer feedback and approval are necessary to close that phase and move on to the next (Turley F. (2010).
Graphically, you can represent it as follows (Figure 6):
Figure 6 – Graphic illustration of Waterfall
This prevents unpleasant surprises at the end of the project, it transfers responsibility to the customers and the result is something functional and not outdated as if a large project could
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have been originally designed decades before it was delivered. The difficulty of the method is the adherence to the schedule as additional requirements arise and there must clearly be agreement with the end customer for delays and commitment for timely approvals (Meredith J.R.; Mantel Jr. S.J. (2009).
2.3.6 Agile As the name of the method suggests, emphasis is placed on speed. There are many approaches to this method, but in general the project manager or his team manages the project in small "iterations" or sections. Each iteration approaches the stage of completing the unit, which is why at each such step the process is re-examined and a decision is made about the next stage of the project. This method maintains flexibility and works well in projects where a large number of changes (scope creed) or uncertainty are expected. For the method to be optimal and fast, the project manager and his team must have the freedom to make decisions quickly, without the approval of one or more directors, committee or board (Meredith J.R.; Mantel Jr. S.J. (2009).
2.3.7 Hybrid The Hybrid method, as per the term implies, is a mixture of the Waterfall and Agile practices. Receipting the finest portions of both Waterfall and Agile and syndicates them in a elastic yet organized method that can be used crossways diverse ventures.
The Hybrid method emphases on congregating and examining necessities originally - a nod to the Waterfall method. From thereon, it takes the elasticity of Agile style with an importance on rapid restatements.
By joining qualities of Waterfall and Agile, the Hybrid method (sometimes called "Structured Agile") gives you the best of both worlds (Meredith J.R.; Mantel Jr. S.J. (2009).
2.3.8 PRiSM
PRiSM (Projects integration Sustainable Methods), a project management strategy, created by Green Project Management (GPM) Global.
As indicated by the maker's title, the PRiSM methodology centers upon representing and limiting antagonistic natural effects of the task at hand. It is not the same as customary
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systems as it has a lasting effect, which remains after the project has ended. Rather, it includes the complete lifespan of the task after the delivery to amplify the goal of maintainability (Kerzner H., 2004).
Figure 7 – PRiSM Lifecycle
Focal points
The PRiSM approach is extremely relevant for current undertakings where ecological expenses and manageability are important achievement measures. Large ventures, where diminishing energy utilization, overseeing waste and limiting ecological effect is extremely vital, this is where PRiSM offers a practical project management belief system.
Burdens
PRiSM cannot be utilized for ventures where ecological effects are not a focal point.
Accomplishment with the PRiSM method additionally entails the broad spectrum of available resources this including external temporary workers and partners. This is needed to be installed with the manageability rule which in most cases is a difficult request in many associations (Meredith J.R.; Mantel Jr. S.J., 2009).
2.3.9 Projects IN Controlled Environments (PRINCE2) The official project management approach of the United Kingdom government, which is widely used in the UK is the PRINCE2 (Projects IN Controlled Environments). There is a possibility for one to gain a PRINCE2 certification to offer greater possibilities for project manager in the UK.
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PRINCE2 is founded on seven ideologies, seven premises and seven procedures.
An example of the seven PRINCE2 philosophies:
Sustained business reasoning
Discover through practice
Distinct functions and accountabilities
Administer through phases
Direct by Exception
Concentration on commodities
Favorable circumstances
Administrating a PRINCE2 venture requires broad documentation. Also, a core value of PRINCE2 is that of gaining knowledge through practice. Through the use of attention on documentation and gaining knowledge through past practices, there is a lower chance of risk.
Unfavorable Circumstances
Unfavorable Circumstances of PRINCE2's broad documentation is due to the fact that modifications can be difficult to accommodate. On the off chance that the necessities change, you need to re-try the documentation and re-dispense assets, which can hinder venture pace (Meredith J.R.; Mantel Jr. S.J. (2009).
2.3.10 Selecting Project Management Methodologies As per the above segment, some project management strategies are more suited than others for certain undertakings. For example, one would not utilize PRiSM for a project involving software, whilst nobody would utilize Agile for a major real estate development project. Taking as a starting point the ultimate deliverable (during the period of selection of the type of project management methodology to be used), can turn out to be beneficial, as this last deliverable should resemble what is required to reach the outcome envisaged.
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Moreover, introductory prerequisites should also be considered. For instance, if the prerequisites recommend that you need a greater and assorted group, than you should pick an approach that bolsters adaptability. Additionally, in case a sound idea of the final product calls for an increasingly organized system, then use Waterfall. If on another occasion the final product is ambiguous, then choose a repetitive methodology such as Agile.
Besides the above, in construction project management projects specific elements should closely be adhered to, while in infrastructure projects in particular (such as the one that this paper examines in the aviation industry), caution should be paid throughout the whole project management process.
2.4 Key Risks of Construction Works
A risk management plan is usually used to manage all project risks, it defines the roles of project staff in risk management, identifies potential risks and categorizes them in terms of probability and impact.
The most common risks that may arise during the implementation of a construction work are the following:
1. Design Risks 2. External Risks 3. Environmanetal Risks 4. Organizational Risks 5. Management Risks 6. Construction Risks
Generally, risks can be classified according to their nature and origin as:
1. External 2. Project related 3. Internal
External risks relate to those arising beyond the project management team. On the contrary, the internal risks can be divided according to their individual source, such as whether they arise from the designer, the contractor, the supplier, etc.
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More specifically, external risks include:
o The political risk in terms of changes in governmental laws, regulations and the system of administration. o The financial risk which is related to the general instability in the country's economy, inflation, project’s financing etc. o Social risk refers to the risk where political and social pressures from parties and organizations that have little interest in a project but a large impact on it, greatly affect the outcome. o The risk due to weather conditions which is a risk that either itself or its effects can be easily assessed by the contractor
External risks can also be classified into predictable and unpredictable:
o Predictable: Their appearance is expected but the magnitude of their impact is not known. o Unpredictable: They can be recorded but it is impossible to estimate whether they will occur during the execution of the project.
Project related risks include:
o Risk of timing that can be determined by the estimation of delay in construction o The cost risk, where project’s cost increases due to omissions in the management of the project. o Quality of work is considered an important risk factor because not only will it lead to construction delays and additional costs for the contractor but also to disputes o Construction risk refers to risks involved in construction delays, changes in work and construction technology. • Technological risk is associated with design errors, lack of technology, management errors and lack of skilled labor.
Internal risks (intrinsic criteria) include:
o The risk of lack of resources (materials and equipment). The availability and productivity of the necessary resources for the construction of the project are risks that the contractor must take. o The risk of project members referring to issues related to the activity of the project team members. This can increase the uncertainty of the outcome of a project such as
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the turnover of team members, staffing, insufficient technical knowledge of members, cooperation between members, mobilization and communication issues of the team. o Site risk where exposure to accidents in the workplace is intertwined with the nature of the work. o The risk of documents and information containing inconsistencies with documents, legal action and communication. o Settling orders and delaying dispute resolution are significant risks during project construction. Communication is very important throughout the construction period and after the completion of the construction work.
They are also divided into technical and non-technical:
o Technical: Related to the technology, design, construction or operation of the project. They occur due to changes or inability to meet the required specifications. o Non-technical: They arise due to weakness in the project’s managements, i.e. they are related to problems in the decision-making process, the definition of roles and responsibilities between executives (Katavoutas Dimitrios, July 2018).
2.5 The need for Infrastructure Projects in the Aviation Industry
In the period of globalization, the development of people and goods requires a method for transportation ashore, ocean and air. Streets and railroads, as a component of ground transportation, offer adaptability and simple entry. Ocean transport gives a tremendous burden limit, however requires a more extended travel time and is in this way more useful for shipping goods than people. Air transport on the other hand, proposes a higher incentive for shorter travel time and longer inclusion zone contrasted to what another vehicle implies.
Since its start in the mid twentieth century, common aviation has gotten one of the most captivating, significant, and complex industries on the planet. The common aviation framework, especially its airports, has come to be the foundation of world vehicle and a need to twenty-first-century trade and commerce. "General aviation" activities have led at a large number of business and general aviation airports all throughout the world. In numerous countries of the world, business administration and general aviation fill in as the essential, if not by any means the only technique for transportation between networks. The greatness
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of the effect of the business air transportation industry on the world economy is colossal, contributing more than $2.6 trillion in financial action, equal to 8 percent of the world total national output and supporting 29 million employments.
In the United States alone considerate aviation is liable for $900 billon in monetary action and 11 million employments. General aviation serves a similarly significant job on the planet's economy, giving contract, freight, corporate and private vehicle, just as such administrations as aeronautical photography, firefighting, observation, and amusement. In the United States alone, there are in excess of 225,000 enrolled general aviation airplanes and in excess of 600,000 enlisted pilots.
Moreover, the construction and operation of Airports in the Mediterranean region have transformed the wider area from a predominantly rural environment that was until the 1990s, to the attraction of public and business investment in the wider area. On the other hand, these multiple benefits are mitigated and raise concerns in societies about the impact that these activities have on the environment and people's daily lives. Airports are inevitably a source of pollution for the region, while the impact that each airport has on the environment is not the same, as they are different and involve factors (e.g. area geography, airport location, climatic conditions, aircraft movement).
It goes without saying that the nearness of common aviation has influenced our monetary lifestyle, it has made changes in our social and social perspectives and has played a part in forming the course of political history. The sociological changes achieved via air transportation are maybe as significant as those it has realized in the economy. Industry has discovered better approaches to work together. The open door for increasingly visit trades of data has been encouraged and air transport is empowering more individuals to appreciate the way of life.
Lately, significant changes in innovation and arrangement have affected common aviation and its supporting air terminal framework. The industry keeps on developing in quantities of airplanes, travelers and cargo, from relentless assistance on superjumbo airplane between urban areas most of the way over the planet, to secretly worked "exceptionally light flies" between any of thousands of little airports locally. Development supported from innovative progressions countered with expanded requirements on the common aviation framework because of expanded limit restrictions, security guidelines, and money related limitations
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have brought consistently expanding difficulties to air terminal arranging and structure. Common aviation is normally considered in three parts, business administration aviation (all the more usually known as air bearers or aircrafts), air freight, and general aviation. In spite of the fact that the lines between these conventional areas are getting progressively obscured, the guidelines and qualities in regard to their individual activities are frequently totally unrelated, and all things considered, those engaged with air terminal arranging and configuration ought to have a comprehension of every part.
Numerous nations around the globe have given priority to the development of large airport projects, which has come with many difficulties for the managers engaged (e.g. from having to face with weather conditions up to the finding the proper personnel to hire due to their specific experience to implement projects of this scale, with everyone of them having its particularities since every airport restoration/expansion project is different). In addition, timetables of projects’ completion usually coincide with the full operation of airports, leading to complicated tasks of planning projects that need to be done in a way that would allow the airports’ operation to continue without any interruption, so that passengers can remain pleased.
The most common “partners” of a project manager in an aviation infrastructure project regularly include the airport authority/government customer/designer, draftsman and other plan specialists, temporary workers and their subcontractors, as well as providers and different end clients. Every one of these partners should be overseen adequately and proficiently for an airport framework development undertaking to be controlled and correctly executed. Dealing with these partners successfully would be the epitome of both the plan and development groups altogether meeting the undertaking targets.
2.6 Granting of Project Commencement of Construction Works
The aviation industry involves the implementation of large investments that can have a great impact to the economic value and general development prospects of a region. Evidently, a link exists between the above and how complex or difficult the operation of an airport is, with the responsibility of the operator being high for operating, managing and developing infrastructure. Airports are shifting into hubs for transporting, having many buildings that
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require continuous refurbishment and / or expansions, so that to meet the community’s needs.
There is a vast number of current articles in journals and publications dealing with the multiple facets of airport operations management. Nonetheless, regardless of the existing theory, thorough literature examining how airport construction projects should be managed, is still lacking. Indeed, case studies, articles in journals and year reports from researchers and practitioners illustrate how challenging it can be for an operator, to manage and control the construction projects. Extensive reviews of the literature in relation to this reveals the distinctive parts that need to be considered in the environment of airport construction, leading to multiple challenges and the increase of complexity for every factor.
For the financial development and prosperity of a country, infrastructure and transport services play a vital role. Having adequate and reliable infrastructure in place to ease transportation inside a country is a basic ingredient to enable it to thrive on a global scale. Particularly, the sector of air transportation has participated in the promotion of multiple industries, so that their businesses and markets can be expanded, which ultimately lead to multiple benefits across a region. Cross-border investments, an increase in communication, operating in international markets and population growth, are some of the factors that emphasize how essential airports are (Kft., 2020).
Airports are always secure, whether in landside, terminal or airside areas. Many of the airport workers are required to go through multiple security controls as they enter terminals or airsides. Staff that also work in construction projects must also follow additional security procedures that would not exist if their area of work involved something else. A security check from specified security agents of the country, accompanied by clearances and licenses for every worker, driver and vehicle might be included. The insurance policy is also vastly different in relation to a normal construction site. The contractor must have full awareness of every safety role and regulation that might have apply. Additional challenges and difficulties are a part of projects that have to do with expanding and refurbishing, which are commonly a part of airport construction activities, when it comes to selecting the materials, the operations and the facility systems that should abide to existing rules and regulations.
Nevertheless, it is more than a few times that under the headings of unforeseen / contingency costs (as these are included in the original contracts), costs arising from the application of
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new regulations or rules established eventually as mandatory (after the contracts have been awarded) or obvious omissions and/or errors during the preliminary study are introduced at a later stage for the completeness and functionality of the project.
Furthermore, for the correct completion of the “Contingency” field, it is noted that the amount of contingency expenditure is recalculated at the time of signing the contract, depending on the discount offered, in order to maintain the above percentage on the cost of work with G.E&O.E, in accordance with paragraph 3 of article 156 of Law 4412/2016 (Kft., 2020).
Also, in the auction budget of the project: a) revision prices are calculated in accordance with article 153 par. 3 of law 4412/2016 and b) the additional payment clause (bonus) is included in accordance with article 149 of law 4412 / 2016 (if applicable). For the correct completion of Article 11.3 (“Project Description and Essential Characteristics”), it is recalled that the category or categories of project as specified in national legal order, pursuant to Article 100 of Law 3669/2008 (road, building, hydraulic, electromechanical, port and industrial and energy) (Προκηρύξεις - Διαγωνισμοί, 2020).
At this point, it should be noted that the physical and financial object of the auctioned works must not be substantially altered during the performance of the contract, as defined in Article 132 (4) of Law 4412/2016. In accordance with the above provision, an amendment shall be considered substantial when it fulfills one or more of the following conditions:
The amendment introduces conditions which, if they had been part of the original procurement procedure, would have allowed the tenderers to be different from those initially selected or to accept a tender other than the one initially selected or to attract other participants in the procurement process (Kft., 2020). The amendment changes the contract's financial equilibrium in favor of the contractor in a manner not provided for in the original contract. The amendment significantly extends the scope of the contract. Where a new contractor substitutes for the one initially awarded the contract in cases other than those provided for in point (d) of paragraph 1. Changes to the physical and financial object can only be made subject to the provisions of Articles 132 "Modification of contracts during their lifetime (Article 72 of Directive 2014/24 / EU)" and 156 ("Specific issues of modification of contracts during their duration. Work adjustments - New work”) of Law
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4412/2016, and if the declaration concerns a Book II project contract, Article 337 of Law 4412/2016 applies.
Finally, the terms and restrictions on the use of "minimum" expenditure are mentioned. As to the completion of the overall deadline for the completion of the project, it is set out in the notice on specific days of signature of the contract. However, it may be possible to set the deadline differently, for example, without the immediate commencement of work, in accordance with Article 147 (2) of Law 4412/2016.
Concerning the exclusive and indicative partial deadlines of the project referred to in the NSS, particular care should be taken not to violate the partial deadlines that may be set, otherwise the penal procedure will only apply if the Special Obligations Specify how they are imposed (i.e. what percentage is charged for each day of delay).
2.7 (HRADF) Fund for the Utilization of Public Private Property in Greece
According to its founding law (Law 3986/2011), the Fund for the Utilization of Public Private Property in Greece (HRADF) utilizes the private property of the State, which has been assigned to it in accordance with the country's international obligations and the provisions of the Medium-Term Fiscal Strategy Framework.
In cooperation with the Greek Government, the HRADF promotes the implementation of privatizations in the country with full responsibility for the implementation of the policy that governs them. The privatization plan is already under way and aims to promote growth, attract direct investment in infrastructure, energy, real estate and other sectors while achieving other important benefits, such as job creation, infrastructure modernization and promoting the necessary reforms.
Throughout the above concession agreements, the Hellenic Republic will enjoy several benefits, which, in addition to the significant payments consisting of the lump sum, the annual and the variable concession fee, include the improvement of the quality of the services of the airports through significant investments. The role of the Hellenic Civil Aviation Authority as a regulatory and supervisory authority of airport services will be strengthened, while it will continue to provide outstanding air services.
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The Hellenic Republic through the HRADF initiated the international tender process for the concession of the right regarding the management and operation of 14 regional airports in Greece. Specifically, the right to upgrade, maintain, manage and operate two groups of seven regional airports has each been granted 40-year concession agreements to the consortium of companies consisting of Fraport AG Frankfurt Airport Services Worldwide and Slentel Limited of the Kopelouzos Group.
It is mentioned that the 14 Greek regional airports served a total of over 30 million passengers in 2019. The greatest increase is located in Mykonos by 8,9 percent compared to the previous year and in Kavala the greatest decrease 20,6 percent. Fraport Greece will operate, manage and develop the airports over the next four decades. The airports include in the concession are: Aktion (PVK), Kavala (KVA), Thessaloniki (SKG), Kerkyra/Corfu (CFU), Chania/Crete (CHQ), Kefalonia (EFL), Kos (KGS), Mytilene/Lesvos (MJT), Mykonos (JMK), Rhodes (RHO), Samos (KGS), Santorini (JTR), Skiathos (JSI) and Zakynthos (ZTH).
Table 1 – Number of passengers (Domestic / International) at the 14 airports
Approximately €968 million in long-term financing for the Greek Regional Airports project is being provided by a consortium of leading financial institutions. Some €280 million of the total loan will be used to finance construction projects at the 14 airports, while €688 million were used as part of the upfront concession payment to HRADF. Fraport Greece recently raised its total capital to €650 million.
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The most important highlights of this large-scale project are the following:
The largest Construction Contract c.360 million EUR, in the context of Private Investment in Greece in the last 10 years
Guaranteed Project Financing, as part of total Investment Financing (c. 968 million EUR)
Some of the most important International Banks [EIB-IFC-EBRD-Black Sea Bank] and Greek Banks (Alpha Bank, Eurobank & National Bank of Greece) have participated in the financing structure of the Project (both Clusters A & B)
The contractor engaged with the Project, will also be eligible to undertake extension & renovation projects in next phases of the same large-scale infrastructure or similar aviation projects (extensive construction experience gained)
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3. Methodology
Research methods are divided into qualitative and quantitative. Both methods allow the researcher to approach a research field and focus on it. The researcher who follows a qualitative method observes, interviews, keeps notes, describes and interprets the phenomena exactly as they are. When the researcher works in the field he is studying, he is always active, because quality methods require the use of all those elements that the researcher encounters: comments from those related to the object, something he observes, even and the way where the subjects sit or co-exist. He has to record the events, but at the same time he comes face to face with himself. It undertakes to combine, in a logical way, data and situations in order to arrive at a conclusion from what it observes. This comes down to the way in which the presence of things and their importance is perceived. The researcher, after collecting the data, will try to interpret it, with the help of bibliography or collaboration with the latest scientists, in order to achieve the best possible results. Awareness of what is important and the context in which it will be researched is subject to the researcher's abilities.
They do not, however, describe only the subjects and their narratives in qualitative methods. Qualitative methods in great depth are influenced by the culture of the researcher. The researcher is asked to interpret the collected data and highlight the final conclusions, using his observations. The text proves that it is not behind the writings of a Psychic, but a human being and sometimes it may be dishonest, hypocritical that it is covered behind the first plural person or the third singular (e.g. "you" or "the researcher"). So, what is important in Quality Methods is the judgment of the researcher and those who will read the research. As always, the results of a survey are the starting point for a series of qualitative and quantitative methodological efforts, because the requirements for study and analysis do not stop there and their results are constantly presented to researchers.
The interview is one of the main tools of the Quality Method. It is about interaction, communication between people, guided by the researcher or questioner. Aimed at extracting relational information and the object of research. In other words, it is the method that has as its object the formation of a "mental content, to reveal aspects of personality and to recognize behaviors. Its main tool is the community that takes place between two or more
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people. Interviews show the knowledge that the subject possesses (information and knowledge), what he likes and dislikes (values and preferences) and especially what he thinks (opinions and perceptions). One element that distinguishes it from a simple discussion is that it is the main tool of research, an indirect way of gathering information regarding the perceptions and "beliefs" of the people being asked. A second element is that dialogue takes place between people who are essentially strangers among them, a third element is that interviews are directed by the researcher at a high rate, which of course depends on the type of interview. The researcher's choice to follow interviews hides a very positive element for him and for the subject of the subject: it encourages both parties, who take part in the process to feel more connected to the discussion being held, feedback expressed in their views. At this point, it should be noted that the interview is based on the following position: knowledge is achieved in great depth through good listening, up to "noble listening" of the subjects' worlds, which the researcher must have encouraged to express. For this reason, the first minutes of the interview are crucial.
The aim of the present dissertation is to analyze the project management tools and methodologies followed, drawing a conclusion regarding their approach and management styles when it comes to the construction and rehabilitation processes.
In order to achieve the present paper’s aim, there will be an attempt to categorize each Cluster (A and B) under a management methodology, analyze and assess its decision and correct implementation. In particular, an analysis of project management methodologies will take place (so we can set the baseline for our analysis), then the identification based on empirical evidence will take place regarding the project management methodology used for each Cluster (A & B), leading eventually to the creation of a collective table which will depict in an organized manner, the proposed project management methodology that we would select in order to increase the efficiency of each Cluster (A & B) from a project management perspective.
3.1 Research Tool
The present work is a case study, for the needs of which information was collected and followed by content analysis (Gay et al, 2009; Yin, 2009). Specifically, the material collected was the information of cluster A and cluster B, which were studied to extract the
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advantages and disadvantages of each cluster in response to the research question, i.e. to analyze the project management tools available and allocate the most fit and appropriate methodologies for the project. In order to examine the reason why the case study was chosen, the methodologies rejected will be presented before examining the merits of the case study.
3.1.1 Econometric Analysis
The traditional or classical econometric methodology follows the following steps:
1. Statement of theory or hypothesis.
2. Determination of the mathematical model of the theory.
3. Determination of statistical or econometric model.
4. Collection of data.
5. Estimation of the parameters of the econometric model.
6. Case checks.
7. Forecast.
8. Use of the template for control or policy purposes.
3.1.2 Quantitative Analysis
The purpose of Quantitative Analysis is to discover the causes of changing social phenomena through objective measurement and numerical analysis. In this type of research he usually uses Deductive reasoning, ie the researcher starts with an already existing theory - he expects an answer. Quantitative analysis aims to verify a hypothesis through numerical data. Social life has a normality not a mess. The aim is therefore to generalize (general principles). That is, it leads to generalizations and empirically grounded theories, through research hypotheses. Theory in empirical research means applying the criterion of scientific logic, that is, what we see and not what we should see. It is based on numerical data or
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characteristics of cases or subjects that show the connection between social reality and theory.
The means of quantitative analysis are the following:
1. Experimental - the researcher controls the conditions (X, groups, measurement).
2. Sampling - data collection through closed (mainly) questionnaires
3. Secondary research - Extraction of information through the existing data that have been collected, from statistical services / government services / research centers / historical sources / universities.
4. Content analysis - text / document analysis - content is quantified and placed in specific categories in a systematic way - Application in many forms of communication
Characteristics of quantitative research methods:
1. Stable and rigid form 2. Allows the connection of two or more features for a large number of cases 3. Highlights general trends 4. Allows research on a large sample (representative) of the population 5. Theoretical hypotheses are subjected to stricter and more valid testing (using a large sample) 6. It is structured in a grid of variables (ie in characteristics that differ in the cases included in the sample). 7. The characteristics are correlated in order to find general trends 8. Therefore, the verification of theoretical hypotheses / questions focuses on measuring theoretical concepts through tools such as the standard questionnaire. 9. General theoretical concepts (eg social isolation, religious belief, acceptance of new technologies) are defined based on their synthetic elements 10. They are then determined empirically with appropriate indicators 11. Quantitative research practices to test theoretical hypotheses usually focus on very specific questions that translate into the linking of specific variables.
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3.1.3 Qualitative Analysis
Qualitative research is based on the interpretive philosophical tradition and has a reconstructive character. The researcher recognizes in advance that every social phenomenon, which is called to examine, is pre-interpreted by the active subjects who experience it and produce it by their action. It must therefore penetrate and understand the ways in which people experience their social status, give meaning and organize their action, understand the social world and their place within it. Social research consists, therefore, of a reconstructive process, in that the researcher's interpretations of social reality are secondary standardizations based on the primary standardizations of the research subjects.
The above assumption has as its methodological implication the principle of openness (Hoffmann-Riem, 1980). According to this principle, the researcher cannot irrevocably construct the object of his research before entering the field of research and studying the ways in which the acting subjects make sense of the phenomena to be investigated. The social researcher must first analyze the reporting systems and the meanings of the actors involved within a spatially-defined social context before making conceptual categorizations and formulating hypotheses. Following the principle of openness, quality researchers typically implement flexible research designs. All aspects of the research process can be redefined during the research and based on the research findings resulting from the contact of the researcher with the participants in the research field.
Also, in order for the researcher to penetrate and be able to understand aspects of the reality of the research subjects, without staying on the surface of things, he must enter into communication relations with them, but also enable them to operate on the basis of their own system of references and expression. (Rosenthal, 2005). Qualitative research therefore favors methods of material production, such as the various versions of the open, unstructured or semi-structured interview, which enable the respondent to activate communication forms that are specific to his daily life: narration, description, argumentation, dialogue. These methods are flexible and interactive. They avoid the pre- standardization of the answers and therefore the research data. It is also common in qualitative research to use different methods and therefore to produce different types of data (e.g. different types of interviews, along with field observations or with different types of evidence, such as photographs, documents, diaries, letters, etc.).
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From the above it becomes clear that the researcher usually has to manage a large volume of data (Tsiolis, 2014) of a multifaceted nature, particularly dense and complex (due to their non-prior standardization), as well as organically linked to the context in which they belong. This project seems difficult at first and the material chaotic! The complexity increases due to the fact that in the flexible designs of qualitative research the analysis process coincides in time with that of data production, feeding each other (Tsiolis, 2014). This practically means that, when the researcher starts processing his empirical data, he does not have all the material at his disposal, as is the case in quantitative research, nor does he know when the data production process will be completed (Tsiolis, 2014).
3.1.4 Case Study
Researchers very often focus on a specific object of study, aiming at the depiction of its complexity, the conception of its uniqueness, the understanding of its explicit and implicit structures, the description of the function and actions that govern it, the integration and interaction with other contexts (Stake, 1995: xi, Pigiaki, 2004: 22, Yin, 2009, Anisimova & Thomson, 2012). When the research interest is transferred to a specific, complex and functional situation, then the concept of "case study" (Case Study) is used to characterize the research strategy. The "case" is intentional, it has spatio-temporal boundaries, functional parts and its own "identity". Cases are usually people, groups, programs, educational institutions or agencies and more rarely facts and processes (Stake, 1995: 2; Robson, 2007: 210).
Proper study design provides the evaluator with conceptual organization. That is, it provides him with ideas about how he will organize the study, what he wants to learn and how to learn it, what the actors know, what interpretations they give and how it can contribute to their further enrichment. Of course, given that each evaluation is unique as well as that the case study is a creative activity, it is not excluded that modifications or changes may occur in its course (Robson, 2007: 214). The evaluator, however, must avoid the appearance of changes in theory and objectives as in such a case his study changes completely (Yin, 2000).
The successful completion of any evaluation requires a data analysis strategy that will allow their management, fair treatment and transformation into meanings, conclusions and assertions (Bassey, 1999: 83). The direction of the analysis seems to be determined to a
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large extent by the purpose of the study, the nature of the questions, the resources and of course the skills, experiences and epistemological position of the evaluator. The type of case study also plays an important role. For example, in the collective case study it is good to first analyze the data for each case separately and then focus the analysis on the comparisons between the cases (Crowe et al., 2011). A particularly crucial role, however, is played by the uniqueness of each evaluation, which may make it extremely difficult, if not impossible, to formulate commonly accepted analysis procedures.
The resources invested in the evaluation are usually limited, with the result that the participants focus on specific issues each time. Unfortunately, the evaluation does not provide answers to every possible question, but to those that have been examined and that are usually limited in number. Therefore, the implementation of a single study is extremely difficult if not impossible to evaluate, present, describe or tell the overall "story" of a case. However, when the design of the program provides for evaluation and in fact at regular intervals and at the same time the purpose and to a significant extent its questions are clarified in advance, then the participants can have an ever-increasing view of the course of the program. The findings of each study are fed by the findings of previous evaluations and feed the results of future ones.
Therefore, the case study was chosen for the present paper due to its constructivistic ability of examining the chosen airports in clusters, before comparing the data between themselves in order to produce the necessary results in the field of project management.
3.2 Limitation
In the present paper were we examine a case study, the limitations of our research are mainly the information regarding the project management styles and practices that are available from the management company, thus the analysis is based on bibliographical “best practices” and how these could assist in the project.
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4 Presentation of Clusters A and B
4.1 Brief presentation of Cluster A’s 7 airports 4.1.1 CLA1 Thessaloniki (SKG)
Thessaloniki International Airport "Macedonia" (Figures 8 and 9) is the third largest in Greece in terms of passenger numbers and the second largest in terms of air traffic, with both military and civilian use. Although there are no protected areas of environmental importance near Thessaloniki Airport, the Thermaikos Gulf is a "sensitive recipient" and requires particular attention to overall environmental management. The prehistoric settlement of "Tuba Livadaki" is within the boundaries of the airport in the military area.
Figure 8 – Layout of Thessaloniki International Airport "Macedonia"
Figure 9 – The new Terminal of Thessaloniki International Airport "Macedonia"
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At Thessaloniki airport the following tasks will take place:
Terminal expansion by 30.980 m2, reaching a total of 57.516 m2 Remodeling of the existing Terminal BHS and HBS inline screening Construction of a new RFF building Upgrade of Waste Water Treatment Plan and connection to municipal service Rearrangement of apron area Refurbishment of airside pavement 50% increase in departure gates (from 16 to 24) 47% increase in Check-In Counters (from 30 to 44) Doubling the number of security-check lanes (from 6 to 12)
In March 2017 the expansion of the existing terminal by 30.980 m2 commenced as well as the refurbishment / remodeling of the existing terminal, which was completed in August 2020. The airport has two Runways of 3.440 and 2.410 meters respectively and two Taxiways. The first Runway was extended by 1.000 meters, to reach the final length of 3.440 meters, into the sea and until 2021 will be equipped with ILS (Instrument Landing System). The number of domestic passengers decreased by 7,3% from 2.333.925 in 2018 to 2.164.564 in 2019, but there is an increase in international passengers by 8,6% from 4.356.344 in 2018 to 4.732.493 in 2019.
4.1.2 CLA2 Corfu (CFU)
Corfu International Airport "Ioannis Kapodistrias" (Figures 10 and 11), is located three kilometers south of Corfu town, in the coastal zone between the villages of Kanoni and Messonghi. Corfu is one of Europe's most popular tourist destinations, attracting visitors from the United Kingdom, Scandinavia, Germany, Italy and Austria. The airport is surrounded by a variety of environmental and cultural attractions such as the Halkiopoulou Lagoon (SCI, SAC) and Lake Kola around the runway, the Pontikonissi and the Old Town of Corfu (Barbaressos, 2013).
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The airport is located 1.5 kilometers from Corfu town and has been operating since 1949. Now with its runway reaching 2,375 meters, it is one of the largest international arrivals in the country.
Figure 10 – Layout of Corfu International Airport "Ioannis Kapodistrias"
Figure 11 – The new Terminal of Corfu International Airport "Ioannis Kapodistrias"
At the Corfu airport the following tasks will take place:
Terminal expansion by 10.456 m2, reaching a total of 31.456 m2 Remodeling of the existing Terminal BHS and HBS inline screening Refurbishment and upgrade of RFF building Apron area expansion works Refurbishment of airside pavement 33 percent increase in departure gates (from 9 to 12) 27 percent increase in Check-In Counters (from 22 to 28) 33 percent increase in security-check lanes (from 6 to 8)
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In June 2017 the expansion of the existing terminal by 10.456 m2 commenced as well as the refurbishment / remodeling of the existing terminal, which was completed in June 2020. At Corfu Airport, the number of domestic passengers slightly increased by 0,8% from 340.288 in 2018 to 342.844 in 2019, but there is a decrease in international passengers by 3,0% from 3.023.853 in 2018 to 2.933.053 in 2019.
4.1.3 CLA3 Chania (CHQ)
Chania International Airport "Ioannis Daskalogiannis" (Figures 12 and 13) is located on the Akrotiri peninsula in northwest Crete. The airport is approximately 15 km from Chania and 100 km from the capital of the island, Heraklion. The airport includes both civilian and military areas. There are no protected areas of environmental importance near Chania Airport.
Chania Airport has a Runway of 3.347 meters and domestic flights to and from Athens Airport, Thessaloniki Airport and other airports in Greece.
Figure 12 – Layout of Chania International Airport "Ioannis Daskalogiannis"
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Figure 13 – Terminal of Chania International Airport "Ioannis Daskalogiannis"
At the Chania airport the following tasks will take place:
Remodeling of the existing Terminal of 9.327 m2 HBS inline screening Expansion of Waste Water Treatment Plan and connection to municipal service Rearrrangement of VIP lounge and L/S restaurant Reorganizing the apron area Refurbishment of airside pavement 13 percent increase in boarding gates (from 14 to 16) Doubling the number of security-check lanes (from 4 to 8)
In October 2017 the total refurbishment / remodeling of the existing terminal of 9.327 m2 commenced, which was completed in August 2018. The number of domestic passengers
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increased by 4,1% from 646.723 in 2018 to 672.945 in 2019, but there is a decrease in international passengers by 2,2% from 2.362.272 in 2018 to 2.310.597 in 2019.
4.1.4 CLA4 Zakynthos (ZTH)
Zakynthos International Airport "Dionysios Solomos" (Figures 14 and 15) is located near the town of Kalamaki. The airport is approximately 4 km from the island's capital, Zakynthos Town. For the protection of the carretta caretta, the airport does not operate during the night (22:00 - 05:00).
The airport is located 4 kilometers from Zakynthos town in the Ampelokipi area, has a Runway of 2.228 meters and has been operating since 1977. It was first opened in 1972, whereas in 2003 an expansion of the airport’s apron to 35.100 m2 was completed and in 2008 a new terminal building of 22.150 m2 was constructed.
Figure 14 – Layout of Zakynthos International Airport "Dionysios Solomos"
Figure 15 – Terminal of Zakynthos International Airport "Dionysios Solomos"
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At the Zakynthos airport the following tasks will take place:
Refurbishment and remodeling of the existing Terminal BHS and HBS inline screening Construction of a new RFF building Refurbishment of air traffic control tower Construction of a new security Guardhouse Reorganizing the apron area Refurbishment of airside pavement Reorganizing landside roads & parking stands 33 percent increase in check-in counters (from 15 to 20) 150 percent increase in the number of security-check lanes (from 2 to 5)
In March 2017 the total refurbishment / remodeling of the existing terminal commenced, which was completed in February 2019. The number of domestic passengers increased by 2,8% from 91.752 in 2018 to 94.297 in 2019 and we observe a slight increase in international passengers also by 0,4% from 1.709.545 in 2018 to 1.716.130 in 2019.
4.1.5 CLA5 Kefalonia (EFL)
Kefalonia International Airport "Anna Pollatou" (Figures 16 and 17) is located near the village of Svoronata, about 8 km south of Argostoli, the capital of Kefalonia. The marine area at the southeast end of the airport and up to the bay of Argostoli (and towards the village of Lourdata) is a Natura GR2220004 protected area (SCI, SAC), due to the presence of the marine lantern Posidonia Oceanica.
Located in the south-western part of Kefalonia, 10 kilometers from the capital of Kefalonia, Argostoli, it was named after Olympian Anna Pollatou. It operated for the first time in 1971 and it has a Runway of 2.436 meters
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Figure 16 – Layout of Kefalonia International Airport "Anna Pollatou"
Figure 17 – The new Terminal of Kefalonia International Airport "Anna Pollatou"
At the Kefalonia airport the following tasks will take place:
Construction of a new Terminal of 10.652 m2 BHS & HBS inline screening Construction of a new RFF building Construction of new Waste Water Treatment Plan Reorganizing the apron area Refurbishment of airside pavement 71 percent increase in the number of Check-In counters (from 7 to 12) 100 percent increase in the number of departure gates (from 3 to 6) Doubling the number of security-check lanes (from 2 to 4)
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In March 2017 the construction of the new terminal of 10.652 m2 commenced, which was completed in June 2019. The number of domestic passengers increased by 3,4% from 97.614 in 2018 to 100.958 in 2019 and we also observe an increase in international passengers by 1,4% from 664.042 in 2018 to 673.212 in 2019.
4.1.6 CLA6 Aktion (PVK)
Aktio International Airport (Figures 18 and 19) is located on a peninsula between Preveza (4km), Vonitsa (16km) and Lefkada (20km) and it has a Runway of 2.871 meters as well as a Taxiway . During takeoff one can enjoy areas of significant ecological value such as the Amvrakikos Wetlands National Park and the Natura GR2310006 Protected Area.
Figure 18 – Layout of Aktio International Airport
Figure 19 – Terminal of Aktio International Airport
At the Aktion airport the following tasks will take place:
Terminal expansion by 2.435 m2, reaching a total of 9.237 m2 HBS inline screening Construction of a new Guardhouse Upgrade of existing Waste Water Treatment Plan Reorganizing the apron area
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Refurbishment of airside pavement Rearrangement of airport service road and parking 75 percent increase in the number of Check-In counters (from 8 to 14) 60 percent increase in the number of departure gates (from 5 to 8) Doubling the number of security-check lanes (from 2 to 4)
In April 2017 the expansion of terminal by 2.435 m2 commenced, which was completed in February 2019. The number of domestic passengers increased by 3,3% from 16.232 in 2018 to 16.763 in 2019 and we also observe an increase in international passengers by 7,3% from 567.434 in 2018 to 609.027 in 2019.
4.1.7 CLA7 Kavala (KVA)
Kavala International Airport "Megas Alexandros" (Figures 20 and 21) is located approximately 15 km southeast of Kavala. The airport has both civilian and military use and it has a Runway of 3.000 meters. The airport is within walking distance of the Nestos Delta (Natura GR1150001 (SPA), GR1150010 (SCI, SAC)) consisting of farmland with a few freshwater lagoons separated by the sea with narrow sandy lanes (Arvanitis, and Papatheodorou, 2015).
Figure 20 – Layout of Kavala International Airport "Megas Alexandros"
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Figure 21 – Terminal of Kavala International Airport "Megas Alexandros"
At the Kavala airport the following tasks will take place:
Terminal expansion by 1.958 m2, reaching a total of 8.573 m2 Remodeling of the existing Terminal HBS inline screening Expansion of the existing Waste Water Treatment Plan Construction of a new RFF building Reorganizing the apron area Refurbishment of airside pavement 20 percent increase in the number of Check-In counters (from 8 to 10)
In September 2017 the expansion of terminal by 1.958 m2 commenced, which was completed in December 2019. The number of domestic passengers had a significant decrease by 8,9% from 75.026 in 2018 to 68.328 in 2019 and an even higher decrease in international passengers by 23,2% from 331.923 in 2018 to 254.982 in 2019. Kavala International Airport had far from the second one the greatest decrease of 20,6% overall in domestic and in international passengers of Cluster A.
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4.2 CLA Planning, Implementation, Reviewing of Construction Works
The Cluster A tasks are as depicted below (Table 2) and due to the fact that the Project is divided in two main sections which are firstly the main renovations that where scheduled to take place from 2017 to 2021 (and have already been completed before the respective milestones) and the maintenance and refurbishing that will take place during all the years of the contract from 2017 until 2057 (still under implementation).
Starting Date of Works – Completion of Maintenance and Cluster A Airports Main Renovations Works for Refurbishment Main Renovations
CLA1 Thessaloniki 03/2017 – 2017-2021 2017-2057 (SKG) 08/2020
06/2017 – CLA2 Corfu (CFU) 2017-2021 2017-2057 06/2020
10/2017 – CLA3 Chania (CHQ) 2017-2021 2017-2057 08/2018
03/2017 – CLA4 Zakynthos (ZTH) 2017-2021 2017-2057 02/2019
03/2017 – CLA5 Kefalonia (EFL) 2017-2021 2017-2057 06/2019
04/2017 – CLA6 Aktion (PVK) 2017-2021 2017-2057 02/2019
09/2017 – CLA7 Kavala (KVA) 2017-2021 2017-2057 12/2019
Table 2 – Duration of Cluster’s A Renovations and Maintenance/Refurbishment
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Master Plans for all 7 airports have been submitted to the Civil Aviation Authority. Each Master Plan sets out a final overall plan that will make the most out of the potential of the airport space and optimize the use of existing infrastructure to better suit the expected traffic volume and features over the next 20 years. For each airport, the Ministry of Environment and Energy has issued Decisions amending the approved environmental conditions. The new modified terms include Upcoming Projects as well as measures and guidelines to protect the environment and minimize environmental impacts (Ggde.gr. 2020).
A baseline environmental survey was carried out for each airport to assess the current state of the environment and existing pollution. The survey recorded soil pollution, pollution of surface and groundwater, disposal of waste. Basic environmental research on wastewater treatment plants to evaluate and monitor the effectiveness of existing Wastewater Treatment Plants (WTP) located in Aktio (PVK), Kefalonia (EFL), Thessaloniki (SKG) and Chania (CHQ). Improvements to existing facilities have been suggested in order for them to get upgraded. WTP maintenance and upgrading projects are a high priority, as well as development and implementation of Environmental and Social Management Plan, in accordance with ISO 14001, including appropriate risk identification, evaluation, monitoring and performance testing for all airports (Karantzavelou, 2016).
Approved Environmental Management Plan for the Construction Phase (CEMP): A total of 7 Environmental Management Plans for the construction phase have been prepared, one general for Cluster A and one specific for each airport. Each plan describes the environmental management and monitoring procedures to be applied during the construction phase of the Project to ensure that the projects are prepared in accordance with applicable environmental conditions, as well as existing Greek and European legislation. The basic principle of CEMP is the construction of the project with the aim of protecting the environment and classifying the project among the most environmentally friendly projects in Greece. CEMP will be subject to updates during the Project in accordance with the requirements of the Design - Construction Contract as well as the modified Environmental Conditions of the Completed Project (Karantzavelou, 2016).
The company designs the signage: The design must be in accordance with the design of the airport. The engineers decide where the track lamps, the runway lamps, the end-of-runway lamps, the signposted lamps, the constant-voltage regulators, and all other systems
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necessary for the operation of the illumination will be installed. Then there has to be a study in relation to the power supply (panels, cables, lamps, etc.), the uninterruptible power supply (UPS) and finally the phototechnics-photometry. The study of photometry is one of the last stages of the study but also one of the most important. If the study is not done correctly then it is very likely that the lights will cause the pilots to blur both during the take-off phase and during the take-off phase (Kft., 2020).
More specifically, when it comes to the SKG airport, the challenges consider the specificity of face design / construction, the material orders and subcontracting assignments, the existing network operations. Moreover, challenges of the project can be found in the possibility for any overlaps with other ongoing public contracts, the implementation of a timetable, regardless of low or high airport traffic, the approval of construction phases by the concessionaire / operator, which provides for a gradual reduction of the airport's operating resources until the 1st partial delivery. In addition, the disposal of excavation and excavation products, the acceleration of the approval of necessary licenses for the implementation of works are also considerable challenges.
At the EFL airport, there are few critical issues, such as the demolition of a part of the existing terminal, made of reinforced concrete, with a total area of 6.000 m2. The difficulty is due to the fact that according to the schedule the demolition of that building falls in the great peak period of the airport (August). Another issue is the construction of a metal building for the housing of the temporary arrivals, with total area of 710 m2, which is exactly next to the building to be demolished. Of course the problem of disposing and collecting of waste that is recycled on the island due to the absence of an approved recycling unit. Finally, a great difficulty in construction of Environmental space due to the limited space available from the airport.
When it comes to the CFU airport, considerable tasks that need to be prioritized are the phasing renovation work, the construction of the basement of the new building and the corresponding superstructure. These tasks should be completed in 9 months from the start of construction for the timely installation of the BHS that will take place in the 2nd winter, the timely order of materials with long delivery time (IKAT & FRAPORT), the distance of the material storage area to recycling and the construction of piles.
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Within the first 100 days, the actions that need to be completed are the controls of existing E / M systems and any interventions, the project site installation, the preparing to shift infrastructure networks, the appropriate market research, the programming for shift work. After licensing, the upgrading existing FLS systems, the improvements of IT, the repairs / repairs to existing wc, the transition work required for the smooth operation of the airport and the renovation works of the existing building need to be conducted
When it comes to ZTH airport, the processes that need to be considered are the critical project issues, the narrow schedule due to the execution of the largest percentage of work within the Terminal during a peak period, the addition of attic, additional stairwells and elevators and rearrangement of existing stairwells that affect all levels, the large volume of dismantling and rearrangements of HM installations due to complete reorganization of the operation of Terminal and the problem of disposing of waste on the island and the absence of a recycling unit.
Considering the PVK airport, the tasks that need to be highly considered are the landfill - bass for recycling, the construction phases combined with the operation of the airport, the transfer of existing infrastructure networks to intervention areas, the real extent of interventions in the shell of the building, the maintenance - operation of existing electrical installations.
In addition, within the100 Day Actions (by DCC) are the project site installation, the preparing to shift infrastructure networks, the repair work on the shell of the building, the existing maintenance and operation of existing E / M facilities and the preparation (Orders - workshops - market research).
When it comes to the CHQ airport, the important tasks that need to be highly considered are the solution for the establishment of a loft extension (statically independent of an existing load-bearing structure, the routing conductors and connection to the local sewerage network DEYACH and the possible work during the peak period due to a delay in the delivery of the airport.
Considering the KVA airport, the planning and completing orders, the relocation of the fire brigade to huts for the immediate construction of the new building, the works on airside and the A / D sewer are considered as the most important tasks.
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The 100 Day Actions (by DCC) include the upgrading existing FLS systems, the improvements of the IT, the repairs / repairs to existing WCs and the construction of the RFF building begins.
4.3 CLA Management of People, Systems and Procedures
Human Resources Performance Evaluation is a structured process, where the performance, quality and quantity of each participant in the production process is checked, and through it the business can effectively organize the planning of human resources. It is a process of evaluating the extent to which an employee's goals are met while performing a task, but also a system that operates according to the strategy and culture of each business. Fairness and equal treatment in this process must be largely intertwined, due to the subjective element of the evaluation, as it is mainly done by the organization's executives towards its employees. The long-term success of a business depends on the process of evaluating its employees (Ggde.gr. 2020).
Proper recruitment and selection of human resources is a process of great importance for the survival and further development of an organization. But after this process training, motivation and empowerment of the human resources form the framework for the development of every good business activity of the organization as it can base its future moves and aspirations on a satisfied, experienced, trained and highly conscious workforce (Karantzavelou, 2016).
In the present case, two separate, almost identical concessions were granted by the Greek State in an international tender process, each applying to seven of the 14 airports (“Cluster A” and “Cluster B”).
Fraport Greece involves two companies with their office based in Athens Greece, the first regarding Cluster A named “Fraport Regional Airports of Greece A S.A.” (“Fraport Greece A”) and the second one for Cluster B named “Fraport Regional Airports of Greece B S.A.” (“Fraport Greece B”).
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Thus, any differences are due to the two “differently manned” management teams of each cluster that will be responsible for the performed tasks in each cluster, but due to the same management style the differences will be minimal.
4.4 Management structure of Cluster A
Cluster A runs through a pyramid organizational and management structure, with four discrete levels, namely: Director, Control Office, Regional Managers and Site Supervisors. The following organogram visualizes this structure (Figure 22):
Figure 22 – Cluster’s A Management structure
The main idea behind this management structure assumes that information is passed down the line. Indeed, the levels of management assist to efficiently control, verify and cross- reference information outgoing and incoming from all sites. It creates an opportunity to create micro economies of scale in order to reduce costs, eliminate mistakes and avoid unnecessary duplication of processes.
In addition, Cluster Director retains control of basic principles of the project while electing where to step in in accordance to the control results, instead of having to pay attention to each detail of the project. It is a senior management position responsible for the strategic and tactical management of a significant piece of the project and manages the subordinate Control Office and Managers. This person has wide latitude, with an expectation to meet cluster’s goals. In other words, during the day-to-day operations, information and actions cycle to the sites and middle management, clearing the top levels to be directly involved only with the most serious of issues of their choosing.
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4.5 Brief presentation of Cluster B’s 7 airports
4.5.1 CLB1 Rhodes (RHO)
Rhodes International Airport "Diagoras" (Figures 23 and 24) is about 14 kilometers southwest of the homonymous capital of the island. The airport is within the boundaries of the Proclaimed Archaeological Site "Asomatos Archaeological Site, Kremastis, Paradise and Rhodes Airport" (Government Gazette 1979 / Β / 8-11-1999) (Kft., 2020).
It began operations on June 28, 1977, replacing the outdated civilian airport a few miles to the east and its single Runway has a length of 3.306 meters
Figure 23 – Layout of Rhodes International Airport "Diagoras"
Figure 24 – Terminal of Rhodes International Airport "Diagoras"
At the Rhodes airport the following tasks will take place:
Complete refurbishment and remodeling of the existing Terminal New BHS & HBS inline screening Construction of a new RFF building Reconstruction of landside area Refurbishment of airside pavement 13 percent increase in the number of Check-In counters (from 40 to 45)
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13 percent increase in the number of departure gates (from 16 to 18) 71 percent increase in the number of security check lanes (from 7 to 12)
In May 2017 the total refurbishment of the existing terminal of 47.300 m2 commenced, which was completed in August 2019. The number of domestic passengers had a significant decrease by 3,1% from 829.475 in 2018 to 803.996 in 2019 and a fixed percent in international passengers from 4.738.276 in 2018 to 4.738.571 in 2019.
4.5.2 CLB2 Kos (KGS)
Kos International Airport "Ippokratis" (Figures 25 and 26) is located near the settlement of Antimachia in Heraklides area, about 27 kilometers from the city of Kos. A significant section to the southwest of the airport lies within the boundaries of the Archaeological Site "Antimachia" (Government Gazette 1387 / Β / 22-10-2001). In addition, inside the airport is the Church of St. Charalambos (Kft., 2020).
The airport has been operating since 1964.
Figure 25 – Layout of Kos International Airport "Ippokratis"
Figure 26 – The new Terminal of Kos International Airport "Ippokratis"
Postgraduate Dissertation 55 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
At Kos airport the following tasks will take place:
Construction of a new Terminal of 23.030 m2 BHS & HBS inline screening Construction of a new RFF building Construction of a new Waste Water Treatment Plan Apron expansion Refurbishment of airside pavement 201 percent increase in the total size of the airport at 23.030 m2 75 percent increase in the number of Check-In counters (from 16 to 28) 22 percent increase in the number of departure gates (from 9 to 11) 125 percent increase in the number of security check lanes (from 4 to 9)
In May 2017 the construction of the new terminal of 23.030 m2 commenced, which was completed in May 2020. The airport’s single Runway has a length of 2.400 meters. The number of domestic passengers increased by 4,9% from 271.725 in 2018 to 284.948 in 2019 and a slight decrease by 0,1% in international passengers from 2.394.704 in 2018 to 2.391.696 in 2019
4.5.3 CLB3 Santorini (JTR)
Santorini International Airport (Figures 27 and 28) is located near the settlement of Kamari, 6 kilometers from the capital of the island of Thira and 2.5 kilometers east of Messaria. The island of Santorini is one of Europe's most popular tourist destinations. The caldera morphology was created after the eruption of the island’s volcano dating back to the Bronze Age. The island is a geotope and contains the Natura 2000 Protected Area GR4220003 (SCI) "New and Old Kameni - Prophet Elias".
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Figure 27 – Layout of Santorini International Airport
Figure 28 – The new Terminal of Santorini International Airport
At the Santorini airport the following tasks will take place:
Expansion of the existing Terminal by 12.460 m2, reaching a total of 15.640 m2 Construction of two storage buildings BHS & HBS inline screening Construction of a new RFF building Reorganization of Apron area Reconstruction of landside area 236 percent increase in the total size of the airport at 15.640 m2 113 percent increase in the number of Check-In counters (from 8 to 17) 20 percent increase in the number of departure gates (from 5 to 6) 250 percent increase in the number of security check lanes (from 2 to 7)
In May 2017 the expansion of the existing terminal of 12.460 m2 commenced, which was completed in August 2020. The airport’s single Runway has a length of 2.125 meters and a Taxiway in the same length. The number of domestic passengers increased by 3,5% from
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1.186.872 in 2018 to 1.228.840 in 2019 and a slight increase by 0,3% in international passengers from 1.068.206 in 2018 to 1.071.568 in 2019.
4.5.4 CLB4 Mykonos (JMK)
Mykonos International Airport (Figures 29 and 30) is located in Mykonos, about 4 kilometers east of Mykonos Town, within 10 minutes. Mykonos is one of the most tourist islands in Greece and attracts a large number of tourists most of the year. The island as a whole is designated as a place of special natural beauty (HE C / 848/40, GG 329 / B / 31-3- 1980).
The airport first opened in June 1971.
Figure 29 – Layout of Mykonos International Airport
Figure 30 – The new Terminal of Mykonos International Airport
At the Mykonos airport the following tasks will take place:
Expansion of the existing Terminal by 3.678 m2, reaching a total of 13.671 m2
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Full remodeling of the existing Terminal New baggage make-up area Construction of a new RFF building Reorganization of Apron area (Installation of new Apron masts 7 lights) Reconstruction of landside area 33 percent increase in the number of Check-In counters (from 12 to 16) 17 percent increase in the number of departure gates (from 6 to 7) 25 percent increase in the number of security check lanes (from 4 to 5)
In May 2017 the expansion of the existing terminal by 3.678 m2 commenced, which was completed in March 2020. The airport’s single Runway has a length of 1.903 meters. The number of domestic passengers increased by 3,2% from 508.679 in 2018 to 524.877 in 2019 and a great increase by 12,2% in international passengers from 887.163 in 2018 to 995.268 in 2019. Mykonos International Airport had the greatest increase in international passengers of Cluster A.
4.5.5 CLB5 Mytilene (MJT)
Mytilene International Airport "Odysseas Elytis" (Figures 31 and 32) is located in the southeastern part of the island of Lesvos, about 7 kilometers from the town of Mytilene and is seaside. The terminal and the two aircraft parks are located between the shore and the landing - takeoff runway. The whole area of the airport belongs to the Archaeological Site of "Mytilene Airport" (Government Gazette 978 / Β / 1991).
It started operating in 1948.
Figure 31 - Layout of Mytilene International Airport "Odysseas Elytis"
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Figure 32 – The new Terminal of Mytilene International Airport "Odysseas Elytis"
At the MJT airport the following tasks will take place:
Construction of a new Terminal of 7.185 m2 Construction of a new RFF building Construction of a new Apron area of 8.000m2 Construction of a new Waste Water Treatment Plan Reconfiguration of the old Terminal for Greek Army dormitories 29 percent increase in the number of Check-In counters (from 7 to 9) 4 departure gates in the new Terminal 3 security check lanes
In March 2017 the construction of the new terminal of 7.185 m2 commenced, which was completed in October 2019. The airport’s single Runway has a length of 2.406 meters. It is one of the few islands with international flights where foreign visitors are fewer (almost half) than domestic ones. Specifically, the number of domestic passengers increased by 5,4% from 344.255 in 2018 to 362.759 in 2019 and a slight increase by 0,8% in international passengers from 132.801 in 2018 to 133.818 in 2019.
4.5.6 CLB6 Samos (SMI)
Samos International Airport "Aristarchos of Samos" (Figures 33 and 34) is located, 3 kilometers from Pythagorion and 14 kilometers from the island's capital Samos, formerly
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Vathi. Samos hosts Pythagorion (Government Gazette 598 / B / 1984), Heraion (Government Gazette 209 / AAP / 2012) and the Vicious pit, a marvel of mechanical architecture of ancient times. The fauna of Samos is also rich, as it is a habitat for the "Golden Jackal" species (canis aureus), which is protected by European Union regulations (Barbaressos, 2013).
Figure 33 – Layout of Samos International Airport "Aristarchos of Samos"
Figure 34 – Terminal of Samos International Airport "Aristarchos of Samos"
At the SMI airport the following tasks will take place:
Expansion and remodeling of the existing Terminal by 1.400 m2, reaching a total of 8.220 m2 Construction of a new RFF building Construction of a new airside pavement 40 percent increase in the number of Check-In counters (from 10 to 14) 25 percent increase in the number of departure gates (from 4 to 5) 50 percent increase in the number of security check lanes (from 2 to 3)
In March 2017 the expansion / refurbishment of the existing terminal commenced which was completed in April 2019. The airport’s single Runway has a length of 2.100 meters. The number of domestic passengers increased by 5,1% from 172.621 in 2018 to 181.450 in
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2019 and an increase by 2,9% in international passengers from 290.128 in 2018 to 298.525 in 2019.
4.5.7 CLB7 Skiathos (JSI)
Skiathos International Airport "Alexandros Papadiamantis" (Figures 35 and 36) is located on the east side of the island of Skiathos, 2 kilometers from the homonymous capital of Skiathos. Skiathos is a tourist destination and attracts a large number of visitors during the summer months. The archaeological site consisting of fortresses, houses and burial monuments was recently discovered in the peninsula "Kefala" (Karantzavelou, 2016).
Skiathos State Airport opened in 1972.
Figure 35 – Layout of Skiathos International Airport "Alexandros Papadiamantis"
Figure 36 – Terminal of Skiathos International Airport "Alexandros Papadiamantis"
At the JSI airport the following tasks will take place:
Expansion and remodeling of the existing Terminal by 1.980 m2, reaching a total of 10.441 m2 Construction of a new RFF building
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Reorganization of Apron area (Installation of new Apron masts & lights) Reonstruction of the landside area 11 percent increase in the number of Check-In counters (from 9 to 10) 33 percent increase in the number of departure gates (from 3 to 4) Doubling the number of security-check lanes (from 1 to 2)
In June 2017 the expansion / refurbishment of the existing terminal commenced which was completed in February 2019. The airport’s single Runway has a length of 1.628 meters. The number of domestic passengers increased by 15,2% from 48.228 in 2018 to 55.535 in 2019 and a slight increase by 0,3% in international passengers from 389.688 in 2018 to 390.684 in 2019. Skiathos International Airport had the greatest increase in domestic passengers of Cluster A.
4.6 CLB Planning, Implementation, Reviewing of Construction Works
The Cluster B tasks are as depicted below (Table 3) and due to the fact that the project is divided in two main sections which are firstly the main renovations that will take place from 2017 to 2021 (have already been completed as Cluster A Airports) and the maintenance and refurbishing that will take place during all the years of the contract from 2017 until 2057 (still under implementation).
Starting Date of Works – Completion of Refurbish - Cluster B Airports Main Renovations Works for Maintenance Main Renovations
05/2017 – CLB1 Rhodes (RHO) 2017-2021 2017-2057 08/2019
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05/2017 – CLB2 Kos (KGS) 2017-2021 2017-2057 05/2020
05/2017 – CLB3 Santorini (JTR) 2017-2021 2017-2057 08/2020
05/2017 – CLB4 Mykonos (JMK) 2017-2021 2017-2057 03/2020
03/2017 – CLB5 Mytilene (MJT) 2017-2021 2017-2057 10/2019
03/2017 – CLB6 Samos (SMI) 2017-2021 2017-2057 04/2019
06/2017 – CLB7 Skiathos (JSI) 2017-2021 2017-2057 02/2019
Table 3 – Duration of Cluster’s B Renovations and Maintenance/Refurbishment
When it comes to the specifics of each projects, below are presented some specifics of each airport project:
Considering the JMK airport, the finalization of the city, the AEKK excavation site is limited and close to the runway, the existence of existing E / M networks, the asbestos removal, the airport entrance junction and the timely orders of critical materials and equipment such as the ARFF fire brigade, etc.
The 100 Day Actions (by DCC) include the Small Work License for Transition Works & FLS Actions, the FLS Actions, Transition works & IT works (Cute), the preparation for the shifts of E / M Networks (Central Sewerage Producer, M / T Supply Cables, Air Tower Contact Towers), the installation of construction sites and warehouse (bases, networks, etc.), the relocation of fuel offices (EKO, Cisco) before construction of RFF construction, and the relocation of firefighting offices and support facilities of fire trucks. (Temporary fire tank, compressed air supply)
Considering the JTR airport, there is some peculiarity of construction. Excavations and construction of a new building that is in line with the existing arrivals building and with the
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existing office building. Build a second level, one level below the existing building. Construction of a retaining wall from the foundation of the existing building in operation. In addition, conversion-expansion of the existing departure building directly with the work of the first 100 days in view of high season (transition phase), while modification-change of existing E / M networks in each phase is also a plus. Moreover, maintaining the operational unity of the airport throughout the construction and especially during the phase when the departures and arrivals operate in buildings independently and is inserted under building construction.
Within the 100 Day Actions (by DCC), the issuance of Small Work Permit for Transition Works, FLS Actions and ARFF, the removal of asbestos, the market research, the controls of existing PC networks, the network transfers and the installation of Construction Offices, Warehouse and ARFF (bases, networks, etc.) all need to be conducted
When it comes to the KGS airport, the tasks that first need to be considered are the construction phasing / Fire escape routes, the existing services running through new basement area for terminal, permitting process to start with terminal construction. Tide construction for Phase 1a, before demolition of existing buildings (Existing RFF and Substation) finalized. Low traffic period is critical in order to achieve milestones at Construction Program. In addition, the construction of RFF starts simultaneously with the Terminal. RFF construction and hand over is critical in order to finalize Phase 1 of the terminal construction and the demolition of the existing terminal (1997 building) during tourist period in order to start Phase 2.
Within the 100 Day Actions (by DCC) the site offices and relative activities, the FLS action, the WC refurbishment, the procurement for concrete frame contractor, the rocurement for M / E materials and the procurement for M / E subcontractor, are included.
Considering the JSI airport, critical issues are the finalization of the freeze design (New proposal), the construction phasing, the temporary relocation of the firefighters to a new place in combination with the existing water tank, the permitting process to start the demolition of the existing RFF building. The first 100 days Actions (from DCC) include the site offices and relative activities, the transition works (FLS action, WC refurbishment) and the refurbishment works at T1.
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For the MJT airport, the 100 Day Actions (by DCC) include the issuance of Small Work Permit for Transition Works, FLS Actions and ARFF, the FLS Actions & Transition works, the removal of asbestos, the appropriate market research, the site fencing area (~ 700m. NATO type) and the installation of Construction Offices, Warehouse and ARFF (bases, networks, etc.). The critical project issues include the landfill for AEKK excavation products, the priority in the RFF Study to start RFF excavations and the connecting transport hub to the new Airport.
Considering the RHO airport, the 100 days Action Plan (from DCC) include the site establishment, the design Management, the Project Management documentation, the transition Works, the asbestos removal works and the refurbishment works (under IRDP’s permission). Critical issues include the design completion and approval, the construction phasing, the temporary arrivals construction and the permissions process.
Considering the SMI airport, the most critical issues are the design of the new RFF in order to start the excavations and the permits. In addition, the 100 Day Actions (by DCC), include the small works permit for Transition Works, FLS Actions, ARFF and renovation of buildings B1 and B2 for site offices, the FLS Actions & Transition works, the removal of asbestos, the fence for site offices and for area for recycling materials (NATO type), the site offices and the cleaning of ditches
4.7 CLB Management of People, Systems and Procedures
As stated in the previous chapter in relation to Cluster A, any differences may occur are due to the two “differently manned” management teams of each cluster that will be responsible for the performed tasks in each cluster. However, that the management style is according to the Fraport Management Company that is based in Athens and takes over central functions on behalf of Fraport Greece A and Fraport Greece B, such as employment of staff and contracting of advisors or suppliers, which makes the management decisions almost identical “never minding” differences in the number of tasks to be performed as well as their complexity.
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4.8 Management structure of Cluster B
The only actual difference between the two clusters is that the 7 airports are divided between two cluster directors and not three as in the first cluster.
Cluster B undergoes a flatter organizational structure compared to Cluster A. In this case, the structure comprises of two discrete levels, namely: Directors and Site Supervisors. In addition to these two levels, there is always the Control Office, which in this case does not intervene in the hierarchy but is almost directly associated with the Directors. The following organogram visualizes the structure of this Cluster (Figure 37):
Figure 37 - Cluster’s B Management structure
With this kind of organizational/management structure, the middle management “Regional managers” seen in pyramid-style organization of Cluster A, is eliminated. Top management is directly overseeing bottom-tier supervisors. Nevertheless, this structure has encouraged an environment where every Site supervisor feels as he/she has direct contact with the leadership team, which makes him/her feel more invested in the business as a whole. What is more, individual site operations allow for larger flexibility of procedures, able to better fit each particular site, without the necessity that the information flows through the whole pyramid.
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5 Research Analysis
Two separate, almost identical concessions were granted by the Greek State in an international tender process, each applying to seven of the 14 airports (“Cluster A” and “Cluster B”).
Fraport Greece involves 2 companies with their office based in Athens Greece, one company regarding Cluster A named “Fraport Regional Airports of Greece A S.A.” (“Fraport Greece A”) and another company for Cluster B named “Fraport Regional Airports of Greece B S.A.” (“Fraport Greece B”).
The tables below include all the tasks that have to be done for Cluster A and B airports (Table 4 & 5) in the context of expanding the most demanding aspects of the construction process, assisting us to evaluate the project management methodologies that are needed in each case.
Check in Departure Cluster A Terminal Security Lanes Counters % of Gates % of airports Expansion m2 % of increase increase increase
CLA1 Thessaloniki 30.980 47 50 100 (SKG)
CLA2 Corfu 10.456 27 33 33 (CFU)
CLA3 Chania Refurbishing / Refurbishing 13 100 (CHQ) Remodeling
CLA4 Refurbishing / Zakynthos 33 Refurbishing 150 Remodeling (ZTH)
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CLA5 Kefalonia 10.652 71 100 100 (EFL)
CLA6 Aktion 2.435 75 60 100 (PVK)
CLA7 Kavala 1.958 20 Refurbishing Refurbishing (KVA)
Total 56.481 Avg of 45,5% Avg of 51,2% Avg of 97,2%
Table 4 – Data analysis of Cluster’s A airports
Check in Departure Cluster B Terminal Security Lanes Counters % of Gates % of airports Expansion m2 % of increase increase increase
CLB1 Rhodes Refurbishing / 13 13 71 (RHO) Remodeling
CLB2 Kos 23.030 75 22 125 (KGS)
CLB3 Santorini 12.460 113 20 250 (JTR)
CLB4 Mykonos 3.678 33 17 25 (JMK)
CLB5 Mytilene 7.185 29 Refurbishing Refurbishing (MJT)
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CLB6 Samos 1.400 40 25 50 (SMI)
CLB7 Skiathos 1.980 11 33 100 (JSI)
Total: 49.733 Avg 44,85% Avg 21,6% Avg of 103%
Table 5 – Data analysis of Cluster’s B airports
According to INTRAKAT, the following project management arrangements should be taken into consideration in order to implement the above (as these have been presented by the company’s management team to external stakeholders):
Regional Airport Project Challenges:
1. Large Scale & Complex Project Management [Design, Licensing and Construction]
2. Integration in the Designs [in parallel with the elaboration] of the requirements of multiple Stakeholders:
Customer operations
Customer Tenants [D-Free / Retail Tenants / F&B / Tenants etc]
Government Users [Police, CAA etc]
3. Facilitation of the Visa - Approval of Studies by the Independent Engineer [IE]
4. Facilitation of the Visa Time - Approval of Studies by the CAA [for the issuance of Licenses]
5. Construction with parallel maintenance of the uninterrupted operation of the airports
Construction phasing [construction phasing]
Cost & Time Charge
6. Phasing of Licensing
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7. Adherence to the Highest Level Technical Specifications in all aspects of the Project, required by the Customer and monitored by the Customer and the Technical Advisors of the Banks
Quality of Materials, Equipment & Facilities
Quality & Reliability of Suppliers & Subcontractors
Environmental management
8. Almost Simultaneous Launch of 14 individual Projects
9. Sporadicity [non-neighborhood] of the 14 individual Projects
10. The majority [11 of 14] of the individual Projects in island areas, with a further burden of travel expenses [tickets]. Accommodation and mainly logistics [supervision-cost- time]
11. At least 2 of the individual projects [Mykonos - Santorini] impose increased living costs [staff & workshops]
12. Seasonality [ie limitation of the construction activity during the tourist season that in some of the individual Projects is approaching the semester]
13. Mandatory and Night Work [increased cost - difficulty finding crews - safety issues]
Airside works
For reasons of work acceleration
14. Timing of deliveries & installations of the BHS & HBS systems in relation to the main Program of the individual Projects
Design Progress:
Major Tasks:
1. Value Engineering and cost savings throughout Design Development.
2. Design Management Plan and Design Submission Schedule approval.
3. Airside Utilities BoDs and pavements Baseline Design agreement with FRG.
4. Detailed Design General Drawings completion.
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5. IRDPs / Refurbishment Plan.
6. Coordinated Design (Terminal, RRF, Landside, Airside, BHS) and Phasing Development & Coordination.
7. Stakeholders’ management.
8. FRG/IE Requirements management.
9. Detailed Design Completion for most airports, release for internal review by 30/6.
Major Challenges:
1. Required Permits Issuance.
2. FLS deviations approval.
3. IE & HCAA engagement.
4. FRG requirements contractual management.
5. Concurrent INTRAKAT’S insight and update in respect to the Master Plans and Environmental Terms content and provisions.
Imminent Works Timeline:
Imminent Works refer to those works necessary at each regional airport while the timeline refers to the works that will be completed by the contractor at each time frame. It has been assumed that certification, invoice and receipt of the relative works take place with three months delay Cluster A is highly dependent on Thessaloniki consisting 49% of Cluster’s A EPC value At the end of the first year of works, in Cluster A will be completed ~19,5% of works (Cluster B - 32,1%) Cluster A is consisted of airports whose heavy workload is made after the first year of the Commencement Date (Thessaloniki, Corfu and Chania)
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Project Management Milestones:
Project Management
Design Management
Permitting and Approval
Phasing
Corporate Sustainability
Environment
Project Quality Plan
HSE
Airside
Project Management Capability:
Right Team
o Skillful and experienced people, working in an integrated fashion and focused to the project objectives
Processes
o Track record of complex projects implementation
o Proven processes and the ability to tailor them to the specific project needs/requirements
Tools/Systems
o Design, Schedule (Primavera), information sharing
o Document management (SharePoint), IT support and regime
Working Culture
o INTRAKAT has 30 years of continuous presence and proven success projects record in several countries and is dynamically present despite the financial crisis
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PMP – Organization and Resources:
The Contractor has set an appropriate structure within its organisation in order to assign all actions to persons responsible for performing the Works. This is achieved across all the different functions within its organisation through:
Assigning responsibilities and allocating accountabilities, so that a hierarchical structure can be maintained and accountability can be traced throughout the organisation.
Delegating authorities, so that each employee focuses on actions related to his/her level.
Defining roles in job description forms which are distributed to all personnel, thus everyone knows what is expected of him / her.
Monthly Personnel Requirments for Surveyor (topographer) Engineers and Management Personnel Assistant Surveyor (topographer) 30 Architect
25 H & S / QA - QC / Env Foreman MEP 20 Foreman Civ
15 M.E./ Eng 2
10 M.E./ Eng 1
C.Eng 2 5 C.Eng 1
0 Site Manager SKG…KVA…ZTH…CHQ…PVK…EFL…CFU…KGS…RHO…SMI…JTR…JMK…MJT…JSI…
Figure 38 – Monthly Personnel Requirements
Postgraduate Dissertation 74 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
PMP – Communication Plan:
The communication plan sets out the appropriate communication channels and procedures to be followed in order to coordinate and manage the project progress; is based on the RACI model and warrants:
Interchanging information between different parties
Forwarding information from one level to another
It also sets out the frequency and content of meetings to be held between involved in the project individuals, teams or Stakeholders
PMP – Cost Management and Control:
The Cost Management procedure sets out the method to organize, monitor and manage all design, construction and administrative Project costs in a manner that facilitates the collection and dissemination of data at the Project level. The Cost Management must:
Establish procedures and systems to be used to collect, manage and report all project cost data to the Project Manager, the Project Director and the Technical Director
Organize all costs for each Site into one system for cost reporting and cost management of the overall Project
Accurately track budgeted, contracted, forecasted and incurred costs for the Project and measure performance against the approved project budget
Provide the Project Manager, the Project Director and the Technical Director with the data required to make informed decisions on cost management issues
PMP – Risk Management:
The Risk Management Plan sets out the process, which will inform the Employer and the IE of the project risks arising from the delivery and execution of the project. The focus is to identify all critical risks to the project such that the Employer is able to effectively understand and manage its exposure
Postgraduate Dissertation 75 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
The purpose of this Risk Management Plan is to describe the means by which the Contractor will manage risks (and opportunities) associated with its Scope of Works. The overall goal of the Risk Management function is to identify, evaluate and manage all risks and opportunities that have the potential to affect the objectives of the Employer.
The main stages of the Risk Management process are the following:
Risk Identification
Risk Analysis
Risk Evaluation
Risk Mitigation
PMP – Document Management:
An Electronic Document Management System (EDMS) is established by the Employer and permits the creation, capture, organization, storage, retrieval and controlled circulation of documents in an electronic format.
INTRAKAT is establishing a similar EDMS for internal use, based on the SharePoint. The purpose of document management is to ensure the following:
All the project related documents are accurately identified, monitored, retrievable and controlled
Information readily available on the EDMS for quick and easy identification, searching, retrieving, in a controlled manner
To describe the responsibilities, process and requirements for the control of documents, and correspondence, which includes the process for creating, sending, receiving, distribution, maintenance and management of the Contractor’s documents
PMP – Site Management:
The Works will be performed under operating airports, thus presenting a challenge in coordination and minimal passenger nuisance and elimination of airside risks must be achieved
Postgraduate Dissertation 76 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
Site Management consists of:
Detailed drawings showing the formation and layout of Contractor’s facilities
Drawings showing access roads to different facilities along with necessary deviations and their temporary signage arrangements
Site access procedures, restrictions and security measures for airside areas
Traffic management
Logistics involved in construction, reporting, stakeholders management and storage
PMP – Reporting:
The development and presentation of the Progress Reports is meant to identify, to the Employer, progress accomplished during the past period, identification of new issues, status of old issues, and the forecasting of dates and costs under the new existing conditions.
The report should cover all necessary items which provide a clear summary of the current project status, describing progress from prior month and from commencement, as well as remaining work and issues required to complete the project.
In essence, the Progress Report is used as a barometer of performance and gives the opportunity to the Project Director / Project Manager to address any issues relating to all Projects along with mitigating riks
Design Management Approach & Plan:
Our delivery approach is governed by the “Do – Plan – Strategy” principle
Do: getting the work done
Plan: planning in detail for the next period
Strategy: developing the concept for future stages
As the project continuously evolves, the delivery teams ‘get fit for’ the upcoming phases while delivering in the present. It is a two way process where the results of the initial stages feeds into and provide the basis for decision making on planning for the future stages
Postgraduate Dissertation 77 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
We engage the same Design Teams who have already delivered the Conceptual & Basic Design of all 14 airports, hence securing design continuity, mitigating delivery risk and minimizing induction and mobilization challenges. Previous delivery lessons learnt are fully considered
Our DMP considers and applies the A to Z project lifespan needs, from the design phase, through the construction and to the completion of the Liability Period (Design Continuity – Concurrent Engineering)
Design Management Objectives & Challenges:
Deliver a complete, integrated, coordinated design for construction per airport, fully compliant to the CA provisions & relevant standards
Assure design completeness, integrity and constructability (method, materials, specs, phasing of works), while securing project budget and time schedule
Establish a rigorous “top-down” PM and Technical Assurance set of processes and systems, thus securing focus and performance
Implement a robust “bottom-up” project controls, reporting regime
Apply a Stakeholders Communication Plan
Orchestrate presentations/communication to ensure Employer understanding and expedite deliverables approval processes and required permits
Postgraduate Dissertation 78 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
Design Management:
Figure 39 – Design Management plan
Postgraduate Dissertation 79 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
Permitting and Approval Procedure:
Figure 40 – Permitting and Approval Procedure
Phasing:
Refurbishment works will be executed at phases and under specific instructions and supervision Adoption and Optimization of Phasing after Design Review and Phasing Reports The followings tasks are necessary for the appropriate operation of the airports during refurbishment
Use of temporary partitions
MEP temporary installations
Particular works for each airport
Particular refurbishment works may arise as described below:
Construction and use of temporary entrances at both arrivals and departures (JTR, SMI, KGS)
Light weight tent construction for accommodating Arrivals and Baggage Make Up (EFL)
Intermediate Security Control Area (SKG, CHQ, JTR)
Reconstruction of Airline Ticket Offices (SKG)
Postgraduate Dissertation 80 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
Corporate Sustainability:
addressing international standards for public consultation and disclosure; working with indigenous peoples; and hiring and work place practices
designing programs that deliver training and skills that enable local workers to meet project needs and prepare for employment opportunities beyond construction
designing programs that help local suppliers and subcontractors qualify for involvement in INTRAKAT’s projects and future opportunities
integrating green, functional, and community design concepts into engineering and construction
engaging local communities in partnerships that represent both project and public interests
meeting environmental requirements defined by legislation, regulation, government directives, and other environmental standards that apply to the Project
performing beyond environmental requirements where it makes sound business sense
Making decisions about environmental risk and opportunity in accordance with our values in a structured and systematic way to balance competing objectives
improving our environmental performance and our environmental management systems exercising due diligence
working to reduce historic environmental impacts
seeking products, services and supplies that take into account environmental responsibility
working cooperatively with stakeholders on resource use, management, and conservation to increase public benefits from affected resources
reporting on our environmental performance
Postgraduate Dissertation 81 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
Environmental Management Plan:
The present Project Environment Plan has been issued based on European Regulation 1221 / 2009/ EC for Eco-Management and Audit Scheme/ EMAS III and International Standard ISO 14001:2004: Environmental Management System (EMS).
Involved in the construction of LEED projects in Greece – aware of LEED requirements and commitments to top sustainable construction principles:
Purpose
Application
Structure
Construction Waste Management Plan
Erosion & Sedimentation Control
Hazardous Substances Management Plan
Minerals& Antiquities Treatment Plan
Environment Emergency Plan
Environmental Management System:
Planning
Implementation
Monitoring , Review & Reporting
Environment Risk Assessment
Postgraduate Dissertation 82 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
Environmental Management System:
Figure 41 – Environmental Management System
Health & Safety Plan:
The scope of the Project-Safety Management System include all workplaces operated by INTRAKAT and all activities undertaken by INTRAKAT and/or INTRAKAT’s subcontractors under the provisions of the Project Contract
INTRAKAT:
Recognizes Health & Safety (HS) Management as a cornerstone in business excellence and has in place strong and effective Health & Safety Policies
Has developed a Corporate HS Management System (SMS) for its activities that is certified under OHSAS 18001:2007 since 2010
Aims to reduce as low as reasonable practicable (ALARP) the HS risks associated with its operations and projects, by implementing the management practices defined in the international Standards OHSAS 18001
Postgraduate Dissertation 83 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
5.1 Efficient Project Management Tool for Clusters A & B In the present part of our study, following the identification of the main parts of the Project, which are: (i) the renovation that will last for the first four years of the contract and (ii) the maintenance-refurbishing part which will continue throughout all the years of the project, we assume that the project management methodology that would best fit (according to the methodological approaches studied in the initial part of the paper), is the hybrid one, comprising in essence from a combination of both the waterfall method and the agile method, respectively. The main reasons that have led us to this selection refer to the following attributes that this mixture of methodologies provide:
(i) The complexity in construction of infrastructure projects, seems appropriate for the implementation of a linear approach where each stage is distinct and finished before the following one begins, (ii) Full functionality is attained as unpleasant surprises at the end of the project can be avoided, while responsibility is also transferred to the end customers (iii) Complexity needs specifc plan and flexibity which is attained through the agile methodology (iv) Project managers must have the freedom to make decisions quickly, as the agile technique lacks the structure and planning envisaged in the waterfall method (v) A mixture of waterall and agile methodology seem to supplement each other for infrastructure projects as all decisions need planning ahead, but also need to provide project managers with the ability to constantly adapt to the changing environment.
Henceforth, in Table 6, we summarise our best option for both Clusters A & B:
Main PM Maintenance- PM Clusters Renovations Methodology Refurbishing Methodology
All Airports 2017-2021 Hybrid 2017-2057 Hybrid of Cluster A (Waterfall & (Waterfall & All Airports 2017-2021 Agile) 2017-2057 Agile) of Cluster B
Table 6 – Project Management Methodology selection for Cluster’s A and B
Postgraduate Dissertation 84 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
5.2 Advantages and Disadvantages of Both Clusters From a project management perspective, both Clusters A and B exhibit advantages and disadvantages, that are analyzed below, starting from Cluster A then Cluster B and then a final comparison between the two.
In Cluster A, the levels of management assist to efficiently control, verify and cross- reference information outgoing and incoming from all sites. As already mentioned in Section 3, this Cluster provides an opportunity to reduce costs, eliminate mistakes and avoid unnecessary duplication of processes. This is because both material & work costs can be cross-referenced through middle management providing better cost savings by locating opportunities and more affordable options available (material and work cost efficiency). In addition, members of different sites can more easily acclimate to moving to a different site as the structure remains identical and become quickly fully operational to the new environment (adaptability). Time efficiency is also an advantage, since the structure and procedures are top down and duplications are avoided, i.e. the organization is implemented horizontally with no need for on location resources to be involved (time efficiency). As the controlling entities are responsible for their specific area of responsibility, it becomes easier to inspect all aspects of the project. Through the overlap of responsibilities, the margin of error is very low (low error). Finally, as it has already been mentioned in the structure of the cluster, it allows the Director to focus on the important parts of the process and tackle any potential obstacle in an agile way (efficient Director).
Nevertheless, Cluster’s A structure comes with some disadvantages. Firstly, it is necessary to set up robust procedures to maintain stability of operations across levels. This requires a lot of planning and design before its implementation (i.e. stuffing, assignment of roles, hierarchy, processes etc.). What comes along with this is increased management cost, to not only design and implement it, but also to maintain human resources at different levels with different salary expectations and ambitions (i.e. more senior and managerial positions in order to maintain the pyramid). A last fact with negative sign is that sometimes the information does not flow quickly through the different levels, putting some deadlines at risk. This is a matter of how agile each Site team and Regional manager is.
On the other hand, Cluster B exhibits some certain advantages. To begin with, is starts with a significantly lower management cost. This is a direct subsequence of the “missing” middle
Postgraduate Dissertation 85 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
management level and that Site supervisors directly operate. In addition to that, individual site operations allow for larger flexibility of procedures, able to better fit each particular site. Finally, it encourages an “unbossed” environment where every employee feels as though he/she is in direct content with the leadership team, which makes him/her feel more invested in the business as a whole.
On the downside, Cluster B creates a very sterile environment to achieve economies of scale, because each project operates individually (no synergies). This also generates a greater margin of error, as there are no overlapping areas of control between sites. Finally, yet importantly, the Director is directly involved in all aspect of the project, and this can jeopardize his/her primary role which is to take part in the important decisions. Instead, it can lead to serious “micro-managing” incidents that are not beneficial neither for the company not the employees.
To sum up, it is obvious that both Clusters’ management structures have their positive and their negative aspects. Nevertheless, by inspecting closely these two Clusters, it seems that Cluster A’s structure is more ideal for large-scale project deployments like the “14 Regional Airport in Greece”. This is mainly because in order to maintain a huge project like this, hierarchy can increase the success rate and efficiency.
Postgraduate Dissertation 86 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
6 Conclusions The construction of large-scale infrastructure projects especially in the aviation industry is a rather challenging task. Besides the need to adhear to strict health, safety and environmental rules and regulations that refer specifically to airport facilities and construction sites, project managers have to take into account many other elements such as the gathering of enormous resources and experienced personnel, the closely implementation of monitoring and reporting procedures, the cost-efficient control of funds, the proper use of communication methods and provision of constantly transparent information towards all stakeholders, etc.
Through this case study we assessed the project management methodology currently undertaken by the construction company of INTRAKAT during the implementation of the infrastructure upgrade of 14 regional airports of Greece, which is a rather complex Project. During our analysis, we provided with existing tools, methods and elements that the company takes into consideration in its day-to-day business, analysing in parallel the specific management structure that each Cluster (A & B) follows.
Concluding on the methodological approaches studied in the initial part of the paper, we believe that the most efficient method to be used for both Clusters (A & B) and throughout both periods examined (i.e. the initial four-year stage regarding the main renovation of the airports, as well as, the maintenance-refurbishing period which is very long-term) is the hybrid methodology consisting of both the waterfall and agile techniques. The advantages provided from these methods seem to supplement each other and provide a superior tool in the hands of the respective project manager responsible for the provision of the deliverables within budget and within the timeframe occasionally imposed.
Successful project managers need effective planning, but also need to have the power to decide quickly when things evolve in an unexpected manner. Uncertainty and risks play a significant role in the implementation of all kinds of projects, with risk mitigants holding a very crucial position during unstable construction periods that inevitably confront unforseen hurdles. Case studies such as the one in hand, provide invaluable insight and paive the way for successful project management implementation and dissemination of project management knowledge in the infrastructure community, with Greece being one of the countries that are expected to undergo major infrastructure projects in the following years.
Postgraduate Dissertation 87 KonstantinosBelechris, Project Management in Airport Construction: Upgrading the infrastructure of the 14 Regional Airports in Greece
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Author’sStatement: I hereby expressly declare that, according to the article 8 of Law 1559/1986, this dissertation is solely the product of my personal work, does not infringe any intellectual property, personality and personal data rights of third parties, does not contain works/contributions from third parties for which the permission of the authors/beneficiaries is required, is not the product of partial or total plagiarism, and that the sources used are limited to the literature references alone and meet the rules of scientific citations.
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