Working with the Smithonsian Institution, McKissack helped the National Museum of African American History and Culture development team switch from the classic design-bid-build approach to a construction manager-at-risk delivery.

Written by McKissack's Stephen D. Lisse, PE, DC Clean Rivers (DCCR) Project Commercial Manager, this paper describes the step by step approach used in the DCCR Project to manage risk at different stages of the project (preliminary design, procurement and contract award, and construction/startup).

At O’Hare International Airport (ORD), tracking and reporting funding to the various profiles—Airport Improvement Program Grant, Passenger Facility Charges, and General Airport Revenue Bonds—and third-party financing was critical on a monthly basis.

At O’Hare International Airport (ORD), our project controls team identified and tracked potential risks from project conception through construction and helped negotiate solutions that supported the best interest of the airport.

During the management of the DCPS Modernization / Stabilization Program, pull planning methodology was employed to achieve the completion of multiple projects of differing size within an immovable time period.

MGM National Harbor required McKissack to manage the collection, storage, transmittal and security of all project data and information.

The delivery of the project was planned as a hybrid design-build with a 22-month schedule. The team experienced multiple delays as the project began and McKissack creatively mitigated them to deliver the project on-time.

This past 2017 Tri-Association Conference, Sarah Ghali of McKissack & McKissack, along with Mott MacDonald and DC Water, presented "[Don't] Take a Leak."