Challenges and Achievements of the Heathrow Airport Terminal Project
The project team had to overcome a number of obstacles in order for the renovation of Terminal 1 to be a success. Terminal 1 is a building located within Heathrow Airport, the busiest international airport in the world and has been in operation for the past forty years. Under the direction of trained project manager David Buisson, PMP, who has over thirteen years of experience managing difficult and complicated projects, the BAA Airports Limited was in charge of the task (BAA, 2009). scheme integration are among the major issues that Heathrow Airport Terminal 1 has to deal with are inclusive of the human resource, cost and procurement, scope, communications, and risk managements which forced the management to continually refer to the PMBOK Guide for the guidance through the difficulties.
Human Resource Management
In the human resource management, there was the challenge of managing various people and teams due to the scale and size of the project. The project had eleven top-tier contractors who reported right to the management and much more who consequently reported in thus comprising a bigger workforce. The different parties also meant a challenge in the communications and time management as the project manager was keen when it comes to the maintenance of the collaborative dilemma solving approach. There was also the problem with scheduling as the there were many third parties within the project and if one failed in accomplishing the obligated task, it affected the entire process of the plan.
Cost and Procurement Management
Another critical integration challenge in the project was the cost and procurement management as there were budgetary reviews which always led to the alterations in the original plan. For instance, the deletion of the cladding system that was for the improvement of the aesthetics and lighting, just a month before the scheduled opening of the check-in desks, made the project team to face the overwhelming task of getting an acceptable alternative solution that was procurable and installable within the four weeks.
Scope Management
The third challenge in the project was the scope management which comprised of the structural, technological, and environmental challenges. There was the constructional problem when it came to the dealing with the uneven concrete floor which required a considerable time for renovation (Haq, 2014). Technologically, the information technology was a challenge in the project delivery as it was not only inclusive of the network systems of the regular office but also the specialist flight systems such as the passenger processing regulatory systems among others. The final predicament within the scope management was the environmental challenge given that it was a restoration project with the measures of saving energy as part of the refurbishment which was quite a difficult task in an old fashioned structure.
Communications Trial
There was also the communications trial in the project due to the involvement of the several high-level stakeholders who had to get a consistent update every time there was a change to the budget or program, or when there was the identification of any risk. The final challenge was in the risk management especially with the asbestos in the ceiling which required the safe removal and not interferes with the many passengers that go through the building. There was also the electrical risk as the building was too old and there was no confidence that the equipment would restart once turned off and on once again (Project Management Institute, 2008).
Achievements
Irrespective of all the challenges involved in the project, it was still a success as there were the budgetary commitments to cater for the last-minute changes which saw the new worth of work at no extra cost. The application of the software played a crucial responsibility in the communications management which allowed for the visibility of the entire activities by the project team. The weekly management meetings ensured the instant dealing with the problems thus contributing to the ultimate success of the project. The BAA had a steadfast loyalty to principles regarding the corporate sustainability program and had the dedication to improving the design and integration among other issues.In the end, the project became a huge success regardless of all the odds against it as it had a timely completion, without any added budget. There were no significant predicaments even though every activity within the renovation program continued while the place remained functional to the public. The excellent management tips from the PMBOK Guide and the real leadership of Buisson contributed to the accomplishment of the assignment.
References
BAA. (2009). Changing the face at the busiest airport in the world through project management. Project Management Institute & BAA, 1-9.
Haq, W. (2014). Heathrow airport terminal 1 risk management plan. pp. 1-11.
Project Management Institute. (2008). A guide to the project management body of knowledge (PMBOK® Guide (4th ed.). Newtown Square: PA.
