Project Analysis Report

Project Analysis Report
Executive Summary
This report critically analyses the construction project of Heathrow Airport Terminal 5 by
discussing how it was planned and executed. It reflects upon the process of identification of
project objectives and planning of project management activities in the initial stages of
project development. The project was constructed on time and within the allotted budget. The
success of the project is due to innovation and effective collaboration between project teams.
The report also provides a stakeholder analysis of the project that has a large number of
stakeholders. The key stakeholders of the project were BAA Airports ltd, Roger Stirk
harbour, Laing O'Rourke, Passengers, Airport staff, communities, and Airport Authority.
The project also faced several challenges including technical difficulties, baggage handling
issues, and protests from community groups.
The critical analysis reveals if the Heathrow Terminal construction project was successful
and fulfilled its objectives identified in the initiation stage. The success of the project could
be attributed to excellent planning and management. The project had used some innovative
practices for project management that have been discussed in the report which explains show
they resulted into successful completion of the project. It also discussed challenges faced on
the project and how project management helped overcoming them.
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Project Analysis Report
Contents
Introduction................................................................................................................................3
Project Stakeholder Analysis.....................................................................................................3
Project Management...................................................................................................................3
Critical Analysis.........................................................................................................................5
Conclusion..................................................................................................................................6
References..................................................................................................................................7
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Project Analysis Report
Introduction
Heathrow Airport is the busiest airport in UK and this project involved construction of
terminal 5 of the airport which is multimodal transportation exchange system. The project
was assigned to Rogers Stirk in 1989, plan was submitted in 1993, the construction of its
control tower was completed by 2007 and the terminal was opened to public in 2008. The
project scope involved construction of control tower, aircraft stand, departure areas, taxi-
ways, transit system, arrival areas, commercial spaces, check in desks, offices, public
lounges, airside road tunnel, and other facilities at the terminal (Weaver, 2010).
The project scope included designing, planning, and construction, control tower, aircraft
stand, departure areas, taxi-ways, transit system, arrival areas, commercial spaces, check in
desks, offices, public lounges, airside road tunnel, and other facilities at the terminal (House
of Commons Transport Committee., 2008).
Project Stakeholder Analysis
Key stakeholders of the project were BAA Airports ltd, British Airways International (BA),
Roger Stirk harbour, Laing O'Rourke, Passengers, Airport staff, communities, and Airport
Authority. The project needed coordination with internal as well as external stakeholders of
the project through progress reporting and meetings. Sound communication plans were made
to manage stakeholder communication and the information flow across the project life cycle.
However, project had to go through communication challenges because of many stakeholders
involved with difference in expectations. Several delays were experienced because of
disagreements between major project stakeholders, BA and BAA. There were changes made
in the management structure that affected project schedule and other construction related
decisions and a revised project plan was developed (DOW, 2010).
Project Management
The implementation of the project was done relying on standard contracts with suppliers and
contractors. Insurance was also taken to cover the risks involved on the project. Financial
risks of the project was assumed by BA because of which contractors and suppliers could
work carefree and produced better results. 85% of the project went as per the schedule and
could be completed on time. However, there were some delays caused due to conflicts
between BA and BAA that were later resolved. Also, technical difficulties added to some
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