Chunnel Project

This report will be evaluating the project risk management in the construction of T5 airport. It will start with a brief background on Heathrow terminal 5. The report will then take a critical look at some of the British Airport Authority’s (BAA) method of risk allocation and identification. It

A project is a temporary endeavour that creates a unique result. Time, budget, resources, and performance specifications, to meet requirements made by stakeholders, limit a project (Project Management Institute, 2013, pg.3). Project management is the application of tools, techniques, and knowledge to help achieve the three main constraints of scope, cost and time (Project Management Institute, 2013, pg.5). This applies managerial process and gives project managers the opportunity to make a project successful. However, there are still numbers of project failures both big and small projects. This failure does not only affect finances but also demoralizes employees who have laboured diligently to complete the work. The case of Wembley Stadium project failure will be analyzed in this paper to illustrate project management difficulties a project can encounter if appropriate tools and techniques are not successfully developed, implemented, and evaluated within the project management processes. The major problems concerning the Wembley Stadium project were scope, time, cost, quality, and stakeholder issues (Carter, 2002). However, this paper would be focusing on scope, time and cost issues. The format of this paper will include the project analysis, which will provide brief description of the Wembley stadium project, and main reasons why the project failed. This will be followed by the analysis of how the issue of the project failure is related to project management knowledge

Now that your project schedule has been created and your resources have been allocated, please analyze your results and answer the following essay questions. In your

-Lack of evaluation and no review process of service provision. A review process should be put in place and all partners must complete this and evaluations

592 Week 1 DQ 1 WBS Construction PROJ 592 Week 1 DQ 2 Project Cost Estimates and Assumptions PROJ 592 Week 2 DQ 1 Cost Components PROJ 592 Week 2 DQ 2 Estimating Processes PROJ 592 Week 3 DQ 1 Project Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592 Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592

• What mistakes happen during the designing project/mobilization phases? How did these mistakes impact the first 6 weeks of the project? Why is Chen finding the situation so difficult?

1. What is the problem being addressed? Where, when and to what extent does the problem(s) occur? What is the scope of the project? Has another improvement team tried to solve this or a similar problem? What did they learn?

Select one (1) project from the working or educational environment of your choice and specify the main work process (e.g., suppliers and customers involved, work flow, etc.) of the project that you have selected. Next, suggest at least two (2) actions that a manager can take in order to improve the work process of the project in question. Provide a

i. The new information systems project for an enhanced network firewall appeared to be on a very aggressive implementation schedule. When interviewed, the IT manager said that even if he put all the IT employees on the project full-time for the next two years, the project still couldn’t be completed on time. The IT manager indicated he had spoken to upper management about the issue, but upper management did not take any action.

The project had regular meetings with the team members. These meetings were used to evaluate the progress of the project. At these meetings we evaluated the project. We also discussed how to proceed in order to plan our upcoming activities.

Because of the limitations and failures of this process, VPs were frustrated with the fact that everything with IT took longer than promised. On the other side, IT blamed the business for their lack of prioritization and planning about the projects. The lack of coordination in this situation was not sustainable in the future because the stability of the relationship between IT and the business units was in danger.

Although the project team made an attempt to manage risk by performing risk analysis from early out, there was no attempt of managing the risk from a strategic perspective. For example, normally towers are built up to 6 or 7 times the width of the base, but this tower was designed to be 10 times taller. This created a major technical challenge.

Construction projects can be extremely complex and fraught with uncertainty. Risk and uncertainty can potentially have damaging consequences for the construction projects. Therefore nowadays, the risk analysis and management continue to be a major feature of the project management of construction projects in an attempt to deal effectively with uncertainty and unexpected events and to achieve project success. Risk is inherent on construction projects and disputes frequently arise. One in four construction projects results in a dispute that leads to arbitration or litigation. With large scale, complex projects the likelihood of serious, time-consuming and expensive claims increases.

Since the early stages, the project was inundated with concerns and issues with the project scope. From the perspective of project management, the initial scope was not defined well enough. Details of the design were over looked and aspects such as the details of the air conditioning ended up increasing the original scope by $200 million. This supposedly led a prosperous project to an uncertain economic ordeal. Initial estimates of the project had been $5.5 billion and by the time of its actual completion it been delayed by a year and increased to $15

Effective Communications in Project Management: What do I know? Who needs to know it? And Have I told them.