Project Management Case Study

3301 WordsJul 3, 201314 Pages
Changing the Face at the Busiest Airport in the World through Project Management Refurbishing Heathrow Airport Terminal 1, On Time, On Budget, With No Disruptions to Travelling Public Background: Dated and In Need of a Revamp, But It has to be Business as Usual... BAA Airports Ltd. was tasked with the refurbishment of Terminal 1, a 40-year-old building within Heathrow Airport, the busiest international airport in the world, whilst constantly keeping the terminal open to the 20 million annual travellers. In 2004 BAA and the Star Alliance network, established in 1997 as the first truly global airline alliance to offer worldwide reach and seamless service to the international traveller, signed a memorandum of understanding that would result…show more content…
There were 11 top-tier suppliers who reported directly to the project manager, and dozens more who subsequently reported in to them, overall involving a very large number of workers. Communications and time management would prove to be a challenge on a project involving this many different parties, especially because the project manager was keen to maintain a collaborative approach to problem solving. The Planning The large number of third parties working on this project potentially could have had severe repercussions on scheduling. If one contractor was late in finishing levelling the floor, this could delay the contractor that was scheduled to install the furniture, causing a larger knock-on effect throughout the project. Cost and Procurement Management Budget Changes Budgetary reviews on the project meant that some major late changes were made on the project including some to the original plan with only four weeks to go. The original design for the installation of a “cladding” system above the ticket desks for BMI Airlines that would improve both the aesthetics and lighting for the area was deleted from the scope of works just four weeks before the check-in desks were scheduled to open. Upon learning of the decision, the project team was faced with an almost 3
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