<P>70The Military Engineer l November-December l 2009 decisions encountered during the life of each project. CMOs role in the deci- sion-making process ensures Air Force and Army customers receive a quality product in a timely manner. Unfortu- nately, there are many hard decisions and issues that government engineers are faced with during construction that dont allow even the best-laid plans to be ful?lled as intended. These challenges range in complex- ity and duration but are dealt with us- ing a scienti?c approach to problem solving to which engineers are accus- tomed. However, not everyone involved in the decision-making process is an engineer, so other important factors tend to be ignored if there is no one to champion them. This is where CMO engineers put on their Air Force or joint hats, as appropriate, to ensure military customers ?nd the ?nal products use- ful and bene?cial. This goal becomes paramount when analyzing changes to construction that are either required for life, safety and health reasons or due to changes to the original mission, a fre- quent occurrence in this dynamic AOR. Complication #1: Taxiway Construction Two issues that occurred at Bagram recently illustrate the role of CMO en- gineers in the decision-making process. The ?rst involved the intersection of a new taxiway with an existing ladder taxiway that drove a complicated work- phasing plan and has undergone several revisions. The intersections complexity is due to many factors, the most promi- nent of which is that three separate MILCON contractors have construction requirements in its vicinity. Additionally, there are numerous utility crossings required in the area, from stormwater drainage and fuel transfer to communi- cation duct banks and air?eld lighting. Adding to the challenges are three nearby non-MILCON pavement proj- ects, ongoing mine-clearing work and usual air?eld traf?c demands. Because the project schedules of the three MIL- CON contractors called for work in the intersection area in roughly the same timeframe, a compromise was required to phase these requirements and mini- mize air?eld operational impacts while keeping the contractors on schedule. Unfortunately, coordinating the efforts of multiple contractors is not easy given the many issues to resolve, such as pro- viding separate space for equipment and material laydown and delineating haul routes. Therefore, in April 2009, USACE at- tempted to simplify the coordination by reassigning the work of one contractor to one of the other two through a con- tract modi?cation. However, long con- tract modi?cations delays in the AOR required another solution be sought; otherwise the May start date would slip. Therefore, CMO engineers suggested that because one contractor lacked suf- ?cient materials to start its portion of the work, its start could be delayed until materials arrived, essentially limiting the initial phase of work to two contrac- tors. As a result, work started on time and has proceeded with each contrac- tor working in succession so that the intersection will be under construction at one time, reducing the impact to air- ?eld operations. Complication #2: Helicopter Ramp Another issue that involved many moving parts and players concerned a new helicopter parking ramp that will consolidate and improve the ef?ciency of multiple operations. Although this end-state will take a while to complete, CMO engineers have been working with Army customers from several task forces to examine how to simplify their requirements. In December 2008, USACE developed several courses of action based on re- quirements provided by the lead task force, but because missions change frequently, the original plan had so unraveled by March 2009 that all prob- lem solving was restarted from scratch. Therefore, at the request of USACE, CMO engineers formed and led a joint working group comprising Army and Air Force players to redevelop the origi- nal requirements with an overall aim to synch the ramp construction with other air?eld construction projects. In par- ticular, several rotary-wing operational requirements required special consid- eration, as they would affect aircraft op- erations this calendar year. Because the original locations of these operations were in areas sup- porting taxiway construction in par- ticular, CMO recommended a phased completion to the helicopter ramp construction to provide temporary and permanent solutions for these require- ments. The primary element of all so- lutions considered was to provide an uninterrupted capability to the warf- ighter during transition to temporary, and then permanent, operations. This was accomplished through a series of compromises between the customers and USACE that have to date allowed a smooth transfer of capabilities whereby a portion of the helicopter ramp was turned over early to be used for tempo- rary staging of operations until perma- nent sites are completed. Outlasting the Turmoil Although the phasing of these op- erations is the primary responsibility of USACE project engineers and schedulers to execute, CMO engineers have provided important feedback that has balanced the various schedule requirements and garnered customer con?dence in the ?nal product. Without the involvement of CMO in the decision-making process of air?eld construction projects, there is a higher chance for miscommunication of actual customer requirements and, ultimately, degradation to future mis- sion capabilities that would require ad- ditional funds to correct. Bagram has received the largest in- crease to its physical infrastructure to date in support of ISAF and GoA mili- tary operations. Though these forces are the obvious benefactors of this growth, also standing to bene?t are the people of Afghanistan, who work as heavy equipment operators, truck drivers and construction laborers, learning skills they will eventually use to bene?t their neighborhoods, cities and provinces. It is hoped this endeavor will outlast the current turmoil and remind future gen- erations of what was accomplished. Maj. Frank R. Hughes, P.E., M.SAME, USAF, is Chief, AFCENT Construction Management Of?ce, Bagram Air?eld, Afghanistan; (DSN) 318-431-3230, or hughesfrank@earthlink. net.</p> <UL><LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/1/1/">Cover-Page</a></LI> <LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/2/2/">Inside-Cover</a></LI> <LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/3/3/">Page-1</a></LI> <LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/4/4/">Page-2</a></LI> <LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/5/5/">Page-3</a></LI> <LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/6/6/">Page-4</a></LI> <LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/7/7/">Page-5</a></LI> <LI><a href="http://www.stallionpublishers.com/publication/18/oigsnclgz/8/8/">Page-6</a></LI> <LI><a 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