Integrated Baggage System in Terminal 3 of Heathrow Airport

This document discusses the project management concepts used in the design and implementation of an integrated baggage system in Terminal 3 of Heathrow Airport. It covers the project charter, scope, objectives, and stakeholder analysis. The document also explores the use of robotics technology to provide faster and reliable baggage services to passengers.

Running head: PROJECT MANAGEMENT
Integrated baggage system in Terminal 3 of Heathrow Airport
Name of the Student:
Name of the University:

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Executive Summary
Heathrow Airport is operating with 73.4 million of the passengers those are arriving as well
as departing from the airport in the year 2014. Therefore, in the airport baggage handling
becomes a key problem. The airport is invested into Terminal 3 integrated baggage project in
which they design a baggage system by means of robotics technology to provide faster and
reliable baggage services to the passengers. Project management concepts is used in the
project to manage relationships among various parties those are involved in the project. In the
report, there is discussion of the project charter, scope, objectives and detailed work
breakdown structure in tabular form. There is also discussion on the stakeholder analysis and
stakeholder management strategies to handle the project plan successfully for better
implementation of the proposed system.

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Table of Contents
1 Project Charter....................................................................................................................3
1.1 Scope statement................................................................................................................3
1.2 Out-of-scope.....................................................................................................................4
1.3 Project goals.....................................................................................................................4
1.4 Project objectives.............................................................................................................4
1.5 Work breakdown structure...............................................................................................4
2. Stakeholder analysis...............................................................................................................7
2.1 Stakeholder register..........................................................................................................8
2.2 Stakeholder management strategy....................................................................................8
3. Index.......................................................................................................................................9
Constraints, assumption, risks and dependencies..................................................................9
Bibliography.............................................................................................................................11

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1 Project Charter
Project title: Heathrow Airport
Date of authorization: 29th January, 2016
Project start date: 8th February, 2016 Project finish date: 18th December, 2016
Key scheduled milestones:
I. Creating an automated baggage system for Terminal 3 of Heathrow Airport
II. Providing training to the staffs to implement the baggage system
III. Producing a guidelines to the users to handle the system
Budget information:
The integrated baggage system is operational in Terminal 3 with a capital investment
value of £82,091,000. There is a monthly rebate of £365,900.00.
Project Manager:
{Please insert your name} Phone number Email Id
Assistant project manager:
Johnny Smith [phone]
[e-mail]
1.1 Scope statement
The scope of this project is to develop an integrated baggage system at Terminal 3 which
enables direct as well as transfer the bags to process in connected facility. The project plan is
required experienced project team members to manage relations among various parties those
are involved. There is usage of advanced robotics technology into the baggage system. With

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this system, the airport authorities provide better customer services and provide faster
baggage connections.
1.2 Out-of-scope
Installation of the baggage system in the airport and providing training to the
employees on how to handle as well as implement the system.
1.3 Project goals
The project goals are to provide better passenger services as well as faster and reliable
baggage connections in Terminal 3 of the airport. They are in way to provide safer ways to
handle baggage and also eliminate approximately 12 million of the physical bags lifts per
year.
1.4 Project objectives
Following are the objectives of the project plan such as:
 To automate the baggage system in Terminal 3 by using robotics technology
 To provide integrated baggage system which can provide with integrated facilities to
the passengers for easier handling of their baggage
 To automate the baggage by building capacity using 2 robots
 To design semi-automated baggage build capacity by means of 3 powered handling
aids
 To gain approval from the executive sponsor and key stakeholders
 To build a training program for the users and airport staffs
1.5 Work breakdown structure
Following table shows WBS in tabular form:
WBS Task Name

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0 Development of baggage system in Heathrow Airport
1 Project initiation phase
1.1 Define the project goal to implement the system
1.2 Feasibility study
1.3 Identify the project stakeholders
1.4 Create a project charter
1.4.1 Business case
2 Project planning phase
2.1 Develop a roadmap for design the baggage system
2.2 Define the project scope
2.3 Identify the cost, quality and project resources
2.4 Make a realistic project timeline
2.5 Communication plan
2.6 Risk management plan
3 Project execution phase
3.1 Gather documents on existing system
3.2 Identify problems with current system
3.3 Kick off project meetings

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3.4 Assign the project resources
3.4.1 Execute the project plan
3.4.1.1 Execute the task assignments
3.4.1.2 Conduct status meetings
3.4.2 Update the project schedule
4 Project installation phase
4.1 Develop the prototype
4.2 Remove the old system
4.3 Install the new system
5 Project monitoring phase
5.1 System testing
5.2 Training to the users and staffs
5.3 Effort and cost tracking
6 Project closure phase
6.1 Document all project phases
6.2 Sign off the project plan documents
Approval signatures
HAL Programme Director Jonathan Coen

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HAL Executive Sponsor Neil Clark
Project Manager Please fill your name
2. Stakeholder analysis
In this project plan, the stakeholders play key role to work in the design of baggage
system for Terminal 3 of Heathrow Airport. Following are the stakeholders and their
respective responsibilities in the project.
Stakeholder Role Responsibilities
Project Manager The project manager helps to initiate, plan, design and execute the
entire project plan based on the project requirements. They can also
monitor and control the project elements for project success.
Project Sponsor They are accountable for collecting fund for the project and ensuring
that the project will get benefits.
Project Team
Members
They are responsible to provide integration management, logistics
and production planning, assurance of system maintenance plus
handover management.
Engineers They are providing procurement plus implementation of the baggage
system with the project specifications.
Baggage handlers They are dealing with check-in and airline related processes for
completion of baggage handling system. They are ensuring to
provide security to the passengers and staffs.
Retailers They are providing services to the customers and also wholesalers to
maintain a better distribution channels.

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2.1 Stakeholder register
Name Position Internal/External Project Role Contact
Information
Robert
Abraham
Operation
Manager
Internal Advisor [e-mail]
Mike Murphy Risk Manager External Advisor mike.murphy
@rhdhv.com
Mongan
Curbert
Program
Manager
Internal Advisor mongan
@rhdhv.com
John Jenkins Marketing
Manager
Internal Advisor john.jenkins
@rhdhv.com
2.2 Stakeholder management strategy
Name Level of
interest
Level of
influence
Potential management strategies
Robert Abraham High High The operation manager should handle all
the airport operations of handling the
baggage system. They should follow
operation report on daily basis to keep
updated on internal and external business
operations.
Mike Murphy Low High The risk manager should follow risk
management reports to identify the issues
and their causes so that they can take
proper mitigation steps to overcome with

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those issues. They conduct meetings with
the project manager on urgent basis when
any concerns are raised in the system.
Mongan Curbert Low High The program manager always perform
meetings with the key stakeholders on
weekly basis to achieve results on project
time and cost. They are always in lop to
identify any concerns occurred in the
airport operations.
John Jenkins High High The marketing manager is performed daily
operations with the airport. They are
performing face-to-face meetings with the
key stakeholders.
3. Index
Constraints, assumption, risks and dependencies
Constraints Due to delay in any of the project activity can cause time
constraints which affect the development plan of baggage
system in the airport. It will provide a huge effect on the
completion date of the project plan.
Assumptions It is assumed that the project will start at scheduled time and will
also complete within estimated time period with estimated
budget calculated for the project.
Risks and dependencies The risks are related to design failure as the baggage system is

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not able to provide required services to the customers. If the
system failed during processing, then it will cause huge effect on
loss of airport as the passengers become unsatisfied with their
airport services. It will provide effect on the airport service
reputation.

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Bibliography
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Binder, J., 2016. Global project management: communication, collaboration and management
across borders. Routledge.
Davies, A., Dodgson, M. and Gann, D., 2016. Dynamic capabilities in complex projects: The
case of London Heathrow Terminal 5. Project Management Journal, 47(2), pp.26-46.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kliem, R.L. and Ludin, I.S., 2019. Reducing project risk. Routledge.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Sun, Z., Strang, K. and Firmin, S., 2017. Business analytics-based enterprise information
systems. Journal of Computer Information Systems, 57(2), pp.169-178.