The Berlin Brandenburg Airport Projects

This article discusses the Berlin Brandenburg Airport Projects and how project management theory and techniques were used to make them a success. It also explores the justification for these projects and what constitutes project success. The article covers the need for the airport, feasibility studies, business case documents, and project plans. It also discusses the importance of skilled project managers and teams, open communication, and smart planning in ensuring project success.

THE BERLIN BRANDENBURG AIRPORT PROJECTS
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THE BERLIN BRANDENBURG AIRPORT PROJECTS
With regards to project management theory and techniques discuss why and how these
projects were deemed necessary. (300 words)
Before the creation or initiation of a project, there must be a need or a problem that needed
solving where ample research must be conducted. the Berlin Brandenburg Airport was initiated
to serve a project 35 million passengers annually and become the third busiest airport in
Germany. The airport was to mirror german engineering by using the latest technology and
designs in its several projects such as hotels retail shops and the train station which would play
an integral part in the generation of revenue and increased flow of passengers at the airport (Leff
2019).
This was made possible through the conduction of a feasibility study and business case document
that deemed the projects necessary especially after the fall of the berlin wall and the reunification
of Germany which required on a large airport that would replace the Berlin Tegel and
Schönefeld airports. Plans for the Berlin Brandenburg Flughafen Holding GmbH (BBF) was
founded in 1991 and it was to take over the planning phase by identifying a suitable location
which was favorable economically and seek funding either from the private sector of the federal
government. A project plan was put in place that constituted several sub-projects as mention
earlier that will lead to the goals and objectives of the overall project which was given a green
light (Lehmann 2016).
Throughout the project execution and monitoring allowed for the flexibility of the various
projects in place to accommodate or hinder the rising risks that would be a stumbling block to
the initial objectives and goals such as the constant expansion of the airport in in order to
accommodate more passengers as the increased globalization has boosted air travel especially in

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Europe, where the airport would act as the main hub for air travel in the region deeming it
necessary in the long run (Thelocal.de, 2019)
What would you consider to be an appropriate justification for these projects and what
would constitute project success? (300 words) .
A cost-benefit analysis would be used to create a proper justification for the projects in the
airport. these projects were generally aimed at creating revenue that would contribute to the
overall annual revenue of the airport where profits gained would be used in the increased
effectiveness of the airport and initiation of sub-projects that will also lead to the overall goals
and objectives in the long run.a a good example is the increase of the retail shops in the
airport.one of the major goals of the airport was to be a destination hub where passengers would
spend time at the retail sector as they wait for their flights where not only will the airport take
lease payments but have a small percentages of the sales made, however, according to Palmer
(2018), in order for the projects to success they have to constitute the following:
Skilled project managers and team-the projects managers who are contracted in the projects
must be skill and professional as well as their team in order to yield quality results .such a team
will be in a good position to identify risks and solve them easily (Fabricius and Büttgen 2015).
Open communication-a successful project constitutes open communication where employee or
workers can air out grievances that may delay the projects to their superiors such as the case
where workers feared the airport roof would collapse on them and measures were taken to solve
the issue through its reconstruction and patching
Smart planning-this is where key stakeholders of the projects are involved in the planning phase
and they are in agreement of the direction the project should head this will assist in meeting the
intended deadline easily unlike the overall case of the Brandenburg airport

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REFERENCES
Fabricius, G. and Büttgen, M., 2015. Project managers’ overconfidence: how is risk reflected in
anticipated project success?. Business Research, 8(2), pp.239-263.
Fiedler, J. and Wendler, A., 2016. Berlin Brandenburg Airport. In Large Infrastructure Projects
in Germany (pp. 87-145). Palgrave Macmillan, Cham.
Leff, G. 2019. Why is Berlin Brandenburg Airport Taking 23 Years to Build?. [online] View
from the Wing. Available at: https://viewfromthewing.com/2019/07/24/why-is-berlin-
brandenburg-airport-taking-23-years-to-build.
Lehmann, O.F., 2016. Situational project management: The dynamics of success and failure.
Auerbach Publications.
Palmer, E. 2018. Five Factors That Lead to Successful Projects. [online] Project-
Management.com. Available at: https://project-management.com/five-factors-that-lead-to-
successful-projects.
Thelocal.de. 2019. Berlin Brandenburg airport 'on track' to open in October 2020. [online]
Available at: https://www.thelocal.de/20190729/ber-on-track-to-open-in-october-2020.