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BUSINESS NEWS FLUOR-LED TEAM COMPLETES FIRST MAJOR U.S. TRANSIT P3 COMMUTER RAIL LINE FROM DENVER’S DOWNTOWN TO AIRPORT Fluor Corporation announced that the University of Colorado A Line of the Denver Eagle P3 Commuter Rail Project has been completed and is open to the general public. The 23-mile electric commuter rail line between downtown Denver Union Station and Denver International Airport opened April 22. The University of Colorado A Line contains eight stations along the route and uses new rail cars that are a first-of-their kind in Denver with level boarding to better accommodate travelers with luggage and accessibility needs. The cars reach 79 mph and can carry up to 200 passengers. “The Eagle P3 project is the nation’s first public- private partnership project for commuter rail, and we want to congratulate the Regional Transportation District and all its partners on completing the University of Colorado A Line,” said David Seaton, Fluor’s chairman and CEO. “This project is an outstanding example of how the private and public sectors can partner to deliver infrastructure projects on time and within budget. This line will connect communities and provide a vital transportation link for adjacent employment, neighborhoods, and new development. The innovative financing, design, construction, and operations demonstrate the full integrated solutions that Fluor provides its clients.” The Eagle P3 project also includes the Gold Line between Denver Union Station and Arvada/ Wheat Ridge; an initial segment of the Northwest Rail Line to South Westminster, called the B Line; and the LEED Gold certificated Commuter Rail Maintenance Facility. Using the Design- Build-Finance-Operate-Maintain model, Denver Transit Partners, a Fluor-led joint venture, will operate and maintain the University of Colorado A Line, G Line, B Line, and the CRMF for the next 28 years.

“The University of Colorado A Line opening not only marks an exciting time for the transportation and infrastructure world, but also for the Denver metro region,” said Aaron Epstein, executive project director of Denver Transit Partners. “We are thankful to all of the partners who, over the last six years, helped make this project a reality. We look forward to the ongoing partnership with RTD during the operations and maintenance phase for the next 28 years.” The Eagle P3 project is part of the RTD’s voter- approved FasTracks program to build 122 miles of commuter rail and light rail, 18 miles of bus rapid transit service, add 21,000 new parking spaces, redevelop Denver Union Station, and redirect bus service to better connect the eight- county district. JACOBS WINS CONSTRUCTION MANAGEMENT CONTRACT FOR TENNESSEE VALLEY AUTHORITY Jacobs Engineering Group Inc. announced it received a contract to provide managed task construction management services to the Tennessee Valley Authority Civil Projects and Coal Combustion Product Management group. Officials did not disclose the contract value. The contract has a base period of three years followed by two one-year options. Under the terms of the contract, Jacobs will support TVA’s fossil plants and hydro dams located within its service area, including Tennessee, Alabama, and Kentucky. Services include project and construction support, contractor oversight, safety monitoring and control, quality assurance/ control, and field engineering support. In making the announcement, Jacobs Senior Vice President Aerospace and Technology Ward Johnson stated, “We are delighted to be awarded the CM services contract and strengthen our existing relationship with TVA. We look forward to working together to achieve zero safety incidents and reduce TVA’s total ownership costs.”

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MARK ZWEIG, from page 1

to you on a permanent basis. So why make your PMs suffer through needlessly long meetings or fill out unnecessary internal forms for things? 5)Track and publish PM performance metrics for all to see. Just showing the num- bers to the PMs themselves will not work. You have to create peer pressure and com- plete transparency so everyone can see numbers such as budget-to-actual variance, WIP write-offs, dollar amount of work managed, average collection period, and more – all by individual PM. 6)Make everyone do a weekly job status report. Send this to your client, your client’s boss, and everyone on the entire project team inside and outside of the company. Keep it simple – what you did this week, what’s happening next week, and other “issues,” such as you need to get paid for a bill that is now 60 days old (or anything else). These reports are essential!! Don’t wait for your client to demand one to do it. Make it part of your PM process. If everyone who runs an AEC firm would just do these things, their companies would be so much more successful and their lives so much better! MARK ZWEIG is Zweig Group’s founder and CEO. Contact him at mzweig@zweiggroup.com.

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THE ZWEIG LETTER June 13, 2016, ISSUE 1156

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