KTU Constructors, a Joint Venture, was selected to complete the largest bridge improvement project in Missouri history. The $487 million design-build project repaired or replaced 802 bridges in 111 counties within the state of Missouri in just 42 months. OLH Inc. performed drafting of the key existing bridge features provided by MoDOT, the proposed bridge scope based on the Master Quantity documents, and the final as-built drawings provided by the contractor. OLH Inc. also developed and maintained the Bridge Management System, a web-based application used to record and store information and drawings during the initial bridge field analysis stage.

The project includes the design-build of 13 intersections located in two SCDOT Districts. Roadway improvements vary from intersection to intersection including roundabouts, the addition and lengthening of turn lanes, channelization using concrete islands, realignment or reconstruction. OLH Inc., as the Prime Consultant, performed services including construction management, construction engineering, assurance and acceptance inspection, sampling, testing, and construction survey verifications to determine compliance with the contract requirements and the design-builderబans and specifications. Also included was the review of design plans to determine compliance with the Department೰ecifications and coordination and review of utility plans and agreements to ensure utility conflicts were resolved prior to construction. OLH೴aff performed contract management and administration, document management and control, utility coordination oversight, right of way acquisition oversight, and provided office engineering, scheduling and administration staff to adequately manage the project.

As part of the RIDE II Sales Tax Program, the SCDOT, in conjunction with Horry County and the Grand Strand Area Transportation Study proposed to construct an interchange at the existing intersection of US 17 Bypass and SC 707/Farrow Parkway in Horry County, South Carolina. The new $75 Million interchange is located at the back gate of the former Myrtle Beach Air Force Base. OLH Inc. is providing Construction Engineering & Inspection (CE&I) staff and performing Contractor Critical Path Method schedule reviews.

OLH Inc. was a member of the Indefinite Delivery, Indefinite Quantity CE&I team for the scope of services including contract administration, inspection, and materials sampling and testing for construction projects located in the 24 counties in GDOT District 2. Under the contract, inspection staff were integrated with the GDOT staff and reported to GDOT project managers for assignments. OLH Inc. performed services for:

Dublin Bypass US 441, 28 miles, $93 million project

I-20 Paving Project, 19.5 miles, $27 million project

Fall Line Freeway-Phase III, 42 miles, $33.7 million

SR 83 Bridge Replacement, $2.4 million project

Construction of the new CONRAC facility accommodates 8,670 ready, return and storage spaces in the garage structures (2.8 million square feet), with an additional 1,200 ground storage spaces. The facility includes a Customer Service Center (CSC) (137,000 square feet), storage and minor maintenance areas, wash lane facilities and vehicle fueling positions to support the Rental Agencies quick turn-around operation (27 acres). OLH Inc. was responsible for:

Implementation and maintenance of the project Information Technology systems, software/hardware and Web interfaces

Enterprise Project Management System (EPMS), which consised of Cost Estimating (Success), Scheduling (Primavera P3e/c), Contract and Field Administration (Primavera Expedition), Document Management (Image Tool) and Payment Application (On-Line Invoice System)

Construction Inspection and Supervision on the Facility and Vehicle Access Route

The Charleston International Airport (CHS) is a joint use airfield operated in conjunction with Charleston Air Force Base (CAFB) in Charleston, South Carolina. CHS serves as the primary air carrier airport for the Charleston, South Carolina MSA. In addition, a Boeing 787 aircraft manufacturing facility is located on Airport property. The redevelopment and improvement program includes the expansion of concourses A and B, expansion of the baggage claim area, terminal renovations, and airside and landside improvements. The Program Manager serves as an extension to airport staff in achieving the project's objectives. OLH Inc. schedulers developed and maintained the Master Program Schedule; reviewed the CM-at-Risk contractor's Guaranteed Maximum Price (GMP) submitted CPM schedule and performed monthly update analysis and reviews. OLH Inc. staff also provided assistance with financial cash flow projections and assisted with initial bond planning.

The Program consisted of phased demolition of the existing passenger terminal building and phased construction of a new terminal. The new terminal consists of 80,000 square feet of ground floor areas containing new hold rooms, new ticketing and baggage make-up areas and new bag claim and bag claim handling areas. Administration offices, restrooms and additional support space are located on the second floor, which totals approximately 13,000 square feet. The four-phase project was constructed in the same footprint as the existing Airline Passenger Terminal while maintaining airline and concession operations and involved construction in and around the active airfield. The project also included site work related to access roads, and parking areas and aprons, including utilities, grading and drainage, and paving. OLH, Inc. provided:

Overall Program Controls on this project. Efforts included developing and maintaining the integrated design and construction scheduling, reviewing contractor submitted schedules, cost estimating and cost forecasting and project reporting

Overall Project Administration included document control, change order tracking and general administrative support

Construction Management Oversight and Reporting

Prior to Hurricane Katrina in August 2005, the Airport planned for expansion and improvements to meet the needs of the region. Planned major improvements were impacted by the hurricane. Anticipating the struggles with managing rapid growth, repairs to damaged facilities, and multiple projects in design and construction, the GBIA Authority contracted with a Program Manager to manage 29 projects at a total value of $162 million. These projects include the $51 million Terminal Expansion project, taxiway and runway widening and replacement, drainage and parking lot improvements, new parking deck, a new cargo building, road improvements to the new cargo building and replacement of the facilities damaged from the hurricane, to name a few. Construction was performed around on-going airport operations. Passenger gate renovations occurred during active airfield operations. OLH Inc. provided program/project management and project control services, including:

Schedule development, analysis and review

Designer and Contractor schedule review and implementation into the Master Program Schedule

Master Program Schedule development and maintenance

Overall Project Controls and Program/Project reporting

Construction Management Support on the New Terminal Building, Parking Lot Improvements, and the Cargo Building

Oversight and management of the Program Management information technology infrastructure

Document Control system implementation

Project Specification review

Charlotte's South Corridor Light Rail line is approximately ten miles long, running north from I-485 at South Boulevard to 7th Street in Center City, Charlotte. The system will operate on two tracks (northbound and southbound) generally within the existing railroad right-of-way paralleling South Boulevard. The South Corridor Infrastructure Program (SCIP) includes 25 projects that will help connect businesses and communities to the light rail line the City is constructing along South Boulevard. Construction work on the South Corridor Light Rail Project roadbed, bridges and track included: Construction of the entire rail roadbed Installation of 9.6 miles of dual light rail tracks Construction of light rail bridges over arterial streets Improvements to City streets and intersections. Stations were built at key locations along the rail that can accommodate commuters with parking areas, parking garages and a safe, well lit environment. OLH Inc. provided cost estimating for the Vehicle Maintenance Facility, Track Work and Station finishes. OLH Inc. estimators used HeavyBid estimating software. Cost Estimating services included: Parametric and detailed construction estimates for new construction Parametric and detailed construction estimates for change orders

The City of Atlanta Public Improvement Infrastructure Bond Program required the services of a program management team to augment the City's Public Works Department. The Joint Venture Team of OLH Inc. and Thacker-Gaston, Partners were selected as the Program Manager. This five-story, 165,000 square foot facility is a joint City of Atlanta Police Department and Department of Fire and Rescue headquarters. The $82 million facility consisted of a joint operations center and media room for police and fire personnel, armory, interview rooms, video surveillance area, tactical equipment storage, bunk rooms, archival storage, a cyber crimes office and a fitness center.

OLH Inc. was a member of a joint venture design-build team for the construction of the six-story, 200,000 square foot facility. This facility was completed under budget and on schedule in December 2003 and, due to the cost under run, the 4th floor build out was completed in August 2006. OLH, Inc. provided Construction Management services on all phases of the project. OLH, Inc. personnel supervised the Piping, Mechanical and Electrical (PM&E) installation and performed Engineering and Inspection services on all aspects of the project's construction. Also, OLH, Inc. personnel were responsible for CPM scheduling, review of subcontractor schedules, procurement and receiving, and processing request for information and change orders.

The $17 million project included the expansion of the existing intake area, a new employee parking area and improvements to the existing Jail infrastructure. The project was comprised of approximately 80,000 square feet of new construction and 21,500 square feet of renovation of existing portions of the jail. OLH Inc. provided Construction Administration and Management services including field engineering, construction inspection, bid document preparation and bid review and document control.

The DeKalb County Jail and Sheriff's Administrative Office Complex was designed to house 2,000 maximum, close, medium, and minimum security, male and female inmates as well as provide for all necessary support facilities. The facility was subsequently double-bunked to accommodate 3,400 inmates. The challenge of the project was to design and construct the 870,000 square foot facility to accommodate an irregularly shaped site with a sloping topography. To accommodate the site, four 14-story housing towers were arranged in a crescent shape above the 3-story base building. OLH Inc. provided Construction Administration services including bidding and bid evaluation, contract administration, document control and equipment manuals, documentation and project controls.

The Alvin S. Glenn Detention Center is one of the criminal justice system facilities serving the citizens of Richland County, SC. It serves as the intake center for un-sentenced misdemeanor and/or felony detainees/inmates and as an incarceration facility for sentenced offenders in a minimum, medium, and maximum security environment. The new facility is approximately 100,000 square feet and includes a nine unit detention facility with 250 inmate cells. Renovations to three existing guard towers, site improvements, utility relocation and improved security fencing are a part of this project. Construction on the facility began in early 2003; however, in the fall of 2005 the prime contractor at the time was unable to complete the project due to financial difficulties. The project was approximately 90% compete at the time. In February 2006, Richland County Council selected M.B. Khan Construction Company, Inc. to act as Construction Manager to coordinate and complete the construction of the facility. OLH Inc. scheduled the remaining and remedial work required to complete the facility. OLH Inc. schedulers performed an extensive field walk through of the project and reviewed architectural, mechanical, electrical and site drawings in order to develop a detailed construction schedule. The walk through not only assisted in the development of the schedule but acted as the initial punch list for activities not completed and remedial work that must have been performed due to inadequate and poor construction.