Construction was planned in two stages. Stage one included building the main terminal and its nine gates, followed by stage two, which was to complete the entire footprint of the building with additional gates. In total, the design of the airport included 25 gates. Only 17 gates would have a passenger access bridge installed, with the rest put on hold until demand required their installation.

There were many challenges faced during the construction phase. These were primarily due to the multiple scope changes which were required starting two years after financial close, and have resulted in a delay of over a year and cost overruns of circa USD $260 million. The reasons behind these changes could be summarised as: inadequate initial design, which was missing important elements, and various change requests initiated by the Procuring Authority. The resulting delays, coupled with the sooner than forecasted increase in passenger numbers, led to a decision to accelerate stage two. It was also decided to complete the expansion in one go, instead of gradually expanding it over the coming years. The overall cost overruns of circa USD$260 million include the scope changes referred to under the heading "Renegotiation" below and other cost overruns which are not detailed in this case study due to sensitivities.

In total, close to 200 variations (i.e. smaller-scale changes) were implemented which were initiated by the Project Company, with the total cost borne by the Procuring Authority approaching USD $10 million.

The site itself presented challenges, as the old terminal was small in size and had to be kept operational during construction, which eventually led to a change in the approach to construction. The original plan was to operate new gates, while construction of the terminal was still going, allowing passengers to use the new gates once they had been completed. Due to the updated design of the new terminals, this was not possible, and the entire structure needed to be completed in one go. This would have meant passengers would have had to move through a live construction site, which presented an unacceptable safety and security risk. It was therefore decided to implement a partial terminal opening, which added two years to the construction programme.

Once construction was complete, all parties were involved in the testing and commissioning of the assets with the independent certifier present. The hand-over process was described by the Project Company as conventional, and there were no unexpected issues.