Opening in 1995, Denver Airport was a $3.2 billion grass roots project located on a 59 square mile site.
By request, Mr. Giaramita was asked to join the project team when the Denver Airport was approximately 50% complete. In the reorganization of several departments and the institution of the Department of Program Management Services, he was able to immediately facilitate a proactive and collaborative work environment.
Mr. Giaramita provided the leadership and acumen to settle over 10,000 change issues worth in excess of $350 million while supervising a staff of over 80 in such matters as: scheduling, time-impact schedule analysis, estimating, negotiations and claims analysis. Additionally, he developed integrated construction schedules to identify potential conflicts and aid in their management as well as being responsible for the development and implementation of a change order review board and a program-level change tracking system; the central repository and reporting mechanism for the more than 13,000 change issues worth over $520 million.