How an integrated delivery partner is helping Amtrak build the capability, governance and alignment to deliver one of its largest capital programs.
Scaling for a critical corridor
On the Amtrak Northeast Corridor in Baltimore, Maryland, United States (U.S.), the Baltimore & Potomac (B&P) Tunnel Replacement Program is addressing a long-standing rail bottleneck by delivering two new tunnels along a revised route to replace the existing 150-year-old asset.
As the delivery partner in a joint venture with Jacobs, known as “Advance”, we are working alongside Amtrak to prepare for and support the delivery of this multibillion-dollar program. The work is laying the foundation for the future Frederick Douglass Tunnels, new Maryland Area Rail Commuter (MARC) West Baltimore station and upgraded corridor services, strengthening a critical link in the U.S. passenger rail network.
From operator to program owner
Amtrak is undertaking a step change in how it delivers infrastructure. As an owner-operator, the organization is scaling into a program delivery entity capable of managing multiple complex work packages at once. This requires new governance structures, systems and processes to manage the pace, scale and complexity of the program.
At the same time, delivery depends on coordination across communities, utility providers and property stakeholders to enable safe and transparent construction. The Construction Manager at Risk (CMAR) model introduces early contractor engagement and alignment. Cost certainty and a realistic schedule are also critical to support funding requirements and manage program risk.
Building delivery capability through our joint venture
Working as Advance, our joint venture team is helping establish an integrated organizational structure that brings Amtrak and the delivery partner together into a single, aligned program team. This structure supports coordinated decision-making and clear accountability across the program.
We are developing program management plans, governance framework and administrative processes to manage delivery at scale. These are being embedded across the integrated team, aligning Amtrak, designers, and contractors within a shared structure.
To support cost and schedule control, we are preparing a detailed scope of works book that defines program requirements and enables a robust estimate at completion (EAC). In parallel, we are developing an integrated master program schedule (MPS) aligned to that scope. Together, these tools provide a consistent basis for managing cost and tracking progress and performance.
Our team is also supporting stakeholder engagement, including community outreach sessions to address construction impacts and land requirements, alongside coordination with utility providers to secure diversion agreements and permits.
Integration that drives better delivery
Our approach focuses on integrating the full delivery ecosystem early in the program lifecycle. We are facilitating value engineering and partnering sessions with stakeholders and the wider delivery team to refine the scope to improve constructability and identify efficiencies. This includes reviewing design elements and introducing opportunities for concurrent construction to help reduce time and cost pressures.
Early contractor involvement under the CMAR model enables more informed decision-making and aligns delivery strategies across work packages. At the same time, governance structures clarify roles, responsibilities and decision rights, strengthening assurance while maintaining program momentum.
“… We’re not just replacing a 150-year-old tunnel; we’re demonstrating a new model for how Amtrak mobilizes, collaborates and performs at scale” — Luigi Rosa, Amtrak Assistant Vice President of the B&P Tunnel Replacement Program
This approach enables Amtrak to manage the scale and complexity of the B&P Tunnel Replacement Program with greater confidence. Governance and administrative systems are supporting coordinated delivery, while the integrated team structure is strengthening collaboration and accountability.
Confidence, alignment and control
The program team is negotiating guaranteed maximum price (GMP) work packages with CMAR contractors and managing delivery in line with the developing schedule and budget framework. Value engineering and early contractor collaboration are helping identify cost efficiencies and establish a more defined baseline program.
The EAC and MPS provide a continuous basis for tracking progress and managing risk, supporting greater confidence in cost at completion and alignment with funding requirements. Community engagement efforts are also helping reach agreements with affected stakeholders, enabling construction activities to proceed in a timely and cost-effective manner.
The result extends beyond the delivery capabilities of a single program and is instead strengthening a model for how Amtrak can mobilize, collaborate, and deliver a new era of major rail infrastructure at scale.