BURNS It took the events of Sept. 11, 2001, and a 300% increase in construction to support the war on terrorism for me to look at the project delivery process in a new way. That increase was on a $500-million existing construction program I inherited that was over budget and over schedule. So I seriously needed to improve our process and better partner with architectural, engineering and construction firms to face those challenges. The key was looking at project delivery as interlinked steps, realizing each step influences the success or failure of the next. At an airport last year, I