Turner Construction

 (Fresno, CA)– This schedule was used as the pilot project for the company-wide Primavera P6 migration conducted for Turner Construction-Sacramento.  OnTrack consolidated and standardized all construction schedules into one enterprise management structure based on using the Children’s Hospital schedule as a template for all other Turner schedules.

A $200+ million project which is a component of Sutter Sacramento’s $500 million Master Plan Project.  The schedule featured an emphasis on LEAN scheduling techniques utilizing the Last Planner System.

Used high level detailed analysis to provide augmentation to existing Turner Project Management Team on this $200 million project.

OnTrack’s first collaboration with the San Jose business unit of Turner Construction.  This $600 million project includes developing the baseline schedule through the commissioning process, including 4D modeling.

Turner acted as Construction Manager for CalPers.  Hensel Phelps was the General Contractor.  Working with all parties, OnTrack helped to facilitate the building of a Baseline Schedule that was acceptable to all interests.  Monthly reviews were performed for the life of the Project

A $60 million, 205,000 SF headquarters building comprising design and engineering studios for 758 employees, a 200-seat auditorium, public service counters, teleconferencing facilities and a cafeteria. 

OnTrack helped the Turner Northern California business units transfer all of their project schedule to the new P6 Enterprise Project System.  Because of a highly successful business partnership, OnTrack worked with Turner to manage this critical conversion which laid the groundwork for the company to perform primary scheduling services for numerous Turner projects throughout Northern California.

This ongoing $400 million project with Turner Construction comprises a new 19-gate, 669,000 SF concourse; an automated people mover; a two-level structured roadway; cross-field taxiway and apron paving.  OnTrack’s expert scheduling skills contributed to the time-sensitive conversion of a 1,000-activity P3 schedule into a detailed 2,500-activity, cost-, and resource-loaded P6 schedule, completed in only three months while the project was already in progress.

 A $600 million project which includes a 6-story Bed Building addition, an Energy Plant re-model and a new campus Utility Loop.