Defense Military Construction

 Defense Military Construction

Work with the United States Army Corps of Engineers (USACE)

(Performed by KCM Personnel under another company contract)

KCM Personnel have supported the USACE on the Ft. Sam Houston BRAC build out in 2006 – 2008.

KCM Personnel have supported the USACE Portland District in the integration and utilization of its P2 project management tool at the Portland District center of operations. The P2 project management suite is a collection of software applications consisting of Oracle’s Primavera P6, Oracle Projects (a customized deployment of Oracle’s E-Business Suite Software), Corps of Engineers Financial Management Software (CEFMS) and Oracle’s Financial Analyzer (OFA). KCM Personnel provided Subject Matter Expertise in deploying, utilizing and integration the project management process for managing schedules as well as subject matter expertise on Primavera P6 specifically. KCM personnel performed day to day tasking as part of the Portland District Project Controls Team to deploy, manage and report project level data utilized by all levels of Corps management from project level through District to Headquarters. KCM personnel assisted the USACE in developing process improvement guidelines to be implemented district wide. KCM personnel also assisted in the development of an implementation plan to put the guidelines into operation and general use across the district. performed a quality assurance/control assessment to bring existing project schedules into general compliance with established and agreed benchmarks in an integrated matrix format as part of the process improvement process.

The USACE-Portland District was principally charged with the sustainment, restoration and modernization of hydro-power production facilities and dams along the Willamette, Snake, and Columbia River basins in the Pacific Northwest. This program regularly executed in excess of $500 million (US) in construction and maintenance projects on an annual basis.


Work with the United States Air Force Center for Engineering (AFCEC)

(Performed by KCM Personnel under another company contract)

KCM personnel have been deeply involved in the Air Force Military Family Housing and the Housing Privatization projects at numerous bases throughout the world.

KCM personnel were able to provide evaluation of the Cost estimate for the Housing Privatization project at Hickam Joint Base Pearl Harbor which resulted in a $40M savings prior to construction.
KCM personnel have provided construction oversight expertise on numerous projects at Peterson AFB in Colorado Springs including Aircraft Hanger construction, runway construction and the NORAD Space Command construction projects.

KCM personnel provide construction execution project controls support to AFCEC (Air Force Civil Engineer Center). The services provided by KCM include compliance review and risk analysis recommendations to Air Force managers for on-going construction projects across the continental United States at active Air Force base installations. Results have been to see a long term reduction in project time and cost overruns.

KCM personnel provided project controls support to AFCEE (now AFCEC) HQ, ACC/A7 on the FY06 and FY07 Predator Beddown valued at over $84 million (US), allowing the Air Force to achieve construction of new aircraft maintenance and support infrastructure to a remote location near Las Vegas, Nevada during a construction boom period in the region. The services provided by KCM personnel allowed the Air Force to create an optimal construction delivery plan including phasing and resource level projections to attract and deliver a high quality program within the budgetary constraints placed on the project(s). Once in place, KCM personnel acted as on site monitoring and project controls consultants to the Air Force to assist the delivery team in achieving projected expectations.

KCM personnel provided milcon (military construction) program support for military family housing facilities damaged and destroyed by hurricane Katrina. Valued at $284 million (US), it was at the time the largest single contract for a project of this type. KCM personnel assisted Air Force engineering and procurement in developing an optimized procurement valuation and delivery schedule to achieve delivery of 1028 housing units across 5 existing subdivisions in Biloxi, Mississippi. The specified delivery period of 4 years was considered at high risk for both quality and quantity delivery necessitating a follow on presence by KCM personnel throughout the delivery period. Acting in a consultant role, KCM personnel provided project controls support validating construction delivery progress and assisting the Air Force in communicating project progress status and earned value to all levels of the Air Force leadership through command and headquarters levels.

KCM personnel provided program support validating facility condition assessments as part of the 2005 BRAC directive to combine installation management functions for base in close proximity to each other, in particular, those bases in located within the San Antonio, Texas SMSA. KCM personnel made recommendations up and/or downward as appropriate to revise previous determinations and assist installation management personnel in developing long term sustainment, maintenance and restoration strategies for the combined facilities inventories.

KCM personnel provided consultant support in developing and deploying a structured approach to facility asset management for the United States Air National Guard acting on the built and natural assets valued at over $14 billion (US) based on business case principles. KCM personnel assisted base, major command, and air force wide command personnel in developing standardized levels of service and balancing costs, risks, and benefits to maximize the value of assets against mission delivery requirements. Results of this process enabled Air National Guard planning leadership with consistently expressed asset information from base locations across the Continental United States and its territories enabling planners to continue to meet mission requirements at a time when available funding had decreased year over year to pre FY 2000 funding levels.