PPMP20010: Critical Analysis of Berlin Brandenburg Airport Project

This presentation critically analyzes the failure of the Berlin Brandenburg Airport project in Germany. It delves into the major reasons behind the project's failure, including tenant issues, location problems, safety concerns, and transportation issues. The presentation examines the different control systems utilized, such as cost, schedule, scope, and quality control, and evaluates their effectiveness. It provides a critical analysis of the control systems, highlighting the need for professional expertise and the implementation of feedback and concurrent control systems. The presentation further explores the reasons for cost and time overruns, including the initial budget, additional funding, faulty fire protection systems, and bankruptcy. It also discusses the project execution team's shortcomings in understanding financial requirements and considering adverse business conditions. The relationship between the problems, the influence of stakeholders, and the need for a stakeholder management plan are also presented. Finally, it suggests a 3-step action plan for stakeholders to enhance the chances of successful project completion, and concludes with critical success factors and project management methodologies that could have improved the project's outcome. The presentation references several academic sources to support its arguments.

Presentation on A
FAILURE PROJECT
Berlin Brandenburg
Airport, GERMANY

SNAPSHOT OF THE PROJECT

INTRODUCTION
The foremost objective of this presentation is to
highlight a failed project of the Berlin
Brandenburg Airport. There are lots of reasons
behind the failure of this project which will be
discussed in the following slide.

MAJOR REASONS BEHIND THE PROJECT FAILURE
Tenant Issues Lufthansa opted out from the project
Location
Issue
The location of the new airport was
not very much convincing according
to the sponsors of this project
(Fiedler and Wendler 2016).
Safety
concerns
Flaws in safety control is the other
reason of project failure (Geraldi and
Stingl 2016.)
Transportatio
n issue
Fraudulent activities of the
stakeholders is the other reason
behind this failed project (Hilbrandt
2017).
Administrati Essential internal stakeholders

MAJOR REASONS BEHIND THE PROJECT FAILURE
Check in delays The delay of project activities by the
staff members can be the other reason
behind the project failure
Bankruptcy Bankruptcy is the other reason
behind the project failure (Lopez,
Mascione, and Liu 2017).

CONTROL SYSTEMS
THE DIFFERENT CATEGORIES OF CONTROL SYSTEMS WHICH
WEE CONSIDERED IN THIS FAILED PROJECT ARE LISTED BELOW.
COST: COST CONTROL SYSTEM WAS USED TO MANAGE THE
BUDGET OF THIS PROJECT.
SCHEDULE: EARNED VALUE MANAGEMENT WAS CONSIDERED
BY THE AIRPORT AUTHORITIES TO MANAGE THE ENTIRE
SCHEDULE OF THIS PROJECT.

CONTROL SYSTEMS
SCOPE: THE ENTIRE SCOPE OF THIS
PROJECT WAS MANAGED USING THE
SCOPE MANAGEMENT PLAN
QUALITY: QUALITY CONTROL SYSTEM
WAS USED TO IDENTIFY THE QUALITY OF
SERVICE IN EACH PHASE OF THIS
PROJECT

CRITICAL ANALYSIS OF CONTROL SYSTEM
THE CONTROL SYSTEMS USED IN THIS PROJECT
SHOULD HAVE BEEN MANAGED AND CONTROLLED
BY PROFESSIONAL EXPERTS AS EACH OF THE
CONTROL SYSTEM FAILED TO ACCOMPLISH THE
TARGET.
FEEDBACK CONTROL SYSTEM AS WELL AS THE
CONCURRENT CONTROL SHOULD HAVE BEEN
CONSIDERED IN THIS PROJECT IN ORDER TO
ADDRESS THE COST AND TIME OVER-RUN ISSUES.

ANALYSIS OF THE REASONS
OF COST OVER RUN
COST: THE INITIAL COST OF THIS PROJECT WAS
€4.3 BILLION. EU COMMISSION PROVIDED AN
ADDITIONAL BUDGET OF €6.9 BILLION, GERMAN
GOVERNMENT PROVIDED AN ADDITIONAL BUDGET
OF €132 MILLION (LUKE ET AL., 2017).
THE FAULTY FIRE PROTECTION SYSTEM HAD TO BE
REPLACED WHICH WAS NOT PREDICTED DURING
PROJECT PLAN PHASE AS A RESULT THE TOTAL COST
OF THE PROJECT WAS NOT SUFFICIENT ENOUGH TO
COMPLETE THE PROJECT WITHIN THE DEADLINE.

ANALYSIS OF THE REASONS
OF TIME OVER RUN
TIME: BANKRUPTCY IS ONE OF THE MAJOR
FACTORS BEHIND THE TIME OVER-RUNNING
OF THE PROJECT. DISRUPTIONS IN THE
MANAGEMENT LEVEL ALSO STRETCHED THE
DELAY TIME OF THIS PROJECT.

PROJECT
EXECUTION TEAM
COST OVER-RUN SITUATION: THE PROJECT
EXECUTION TEAM FAILED TO UNDERSTAND
THE EXACT FINANCIAL REQUIREMENT OF
THIS PROJECT AS THEY DID NOT CONSIDERED
THE OVERHEAD COST OF THIS PROJECT SUCH
AS THE INCORRECT INSTALLATION OF THE
CABLE WIRES (WAGNER 2016).

PROJECT
EXECUTION TEAM
TIME OVER-RUN SITUATION: THE PROJECT
EXECUTION TEAM OF THIS PROJECT FAILED
TO CALCULATE THE TOTAL TIME REQUIRED IN
THIS PROJECT AS IT DID NOT CONSIDERED
ADVERSE BUSINESS CONDITIONS SUCH AS
THE MISSING OF MATERIAL NEEDED IN THIS
PROJECT SUCH AS THE SMOKE DETECTORS.