Project Management Report: JFK Airport Expansion Analysis

This report provides an in-depth analysis of the project management processes involved in the expansion of J.F. Kennedy International Airport. The report details the key stages, including project initiation, feasibility studies, and establishing a project charter. It examines the management of the project schedule, finances, benefits, and risks, including the identification of key performance indicators and the implementation of risk and issue management frameworks. The report also highlights the importance of soliciting independent reviews to assess project progress and outcomes. The project management approach includes comprehensive breakdowns of activities, assignment of tasks, risk assessments, financial planning, and benefit realization strategies. The conclusion emphasizes the importance of these processes for successful project implementation.

Project Management
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Introduction

Successful management of a project usually involves a series of stages and
processes that are carried out by the project team (Heagney, 2011). This report
explores the tasks required in the expansion of J.F Kennedy International Airport
project.
Setting up the project
This was the first task for the project and involved measuring the value and
feasibility of the project. Detailed costs and benefits for the proposed project were
carried out at this stage to determine if the project was the most viable solution for
the congestion challenges facing the Airport. This also involved carrying out a
feasibility study where each of the possible solutions to the Airport’s problem was
documented. Project charter was then established outlining the scope, objectives,
and vision of the project and the involved stakeholders together with their roles and
responsibilities (Heagney, 2011). It also involved the appointment of the project
team and the setting up of a project office for the team. Feasibility study and
business case document were the tools used.
Managing schedule
A project’s schedule specifies activities, milestones, and activities for a project as
well as the start and finish dates. After initiation of the project, comprehensive
breakdown of all the activities involved in the project was carried out. This was then
followed by the assignment of various tasks involved in the project team members.
The criteria for the successful completion of each project task was carried out under
this phase together with a comprehensive risk assessment, definition of the working
process and an explanation of reporting frequency and channels. Under this stage

also options for obtaining resources, procuring all the necessary materials and
acquisition of finances for the project were explained. Schedule management was
carried out to ensure completion of the project in its desired quality within time and
budget (Harned,2017).
Managing finances
A project budget refers to the necessary total amount of finances for the successful
completion of a project within a particular period. It is dependent on the scope and
timeframe of a project, Finances for the project were managed through
identification and definition of all the costs that would be required for the project
including administration costs, labor costs material and equipment costs. Finances
were also managed by putting place a schedule explaining the cost that would be
incurred in each stage of the project. Project Requirements, Expectations, and
deliverables were identified accurately, confirmed with stakeholders and
documented to facilitate the adoption of the correct financial estimates for the
project. Key performance indicators were used to keep the project budget in check
(Kloppenborg,2015).
Managing benefits
Project benefits are the anticipated positive outcomes of a project. They are the
reasons for the initiation of a project. For this project, the benefits were
decongesting the Airport and improving service delivery to clients. Project benefits
were managed by starting the project earlier within the dates that were specified in
the project plan to ensure that the outcome was as per the plan. This was then
followed by the establishment of project objectives to facilitate the realization of the

project outcome followed by the approval of the objectives by the project
stakeholders. Breakdown of the project about what tasks were needed and how
long it would take for each project deliverable to be carried out was undertaken.
Tracking of each task as then used to keep the project in check (Newton, 2013).
Managing Risks, Opportunities and Issues
Project risks are uncertainties whose occurrence has the possibility of affecting
project objectives either positively or negatively. Project opportunities are the
things or effects that can have a positive impact or benefit on a project. Issues are
problems which might have a negative impact on a project. An issue management
framework was put in place before the implementation to facilitate timely
understanding and resolution of issues that would arise in the course of the project.
A risk management framework was also put in place to ensure effective
management of risks that were identified in the process. It specified on how risks
would be identified, analyzed, evaluated and treated. Opportunities were managed
through proper project definition, adoption of progressive logical project steps.
Assessment and screening criteria were also used (Staples, 2010).
Soliciting independent reviews
Project reviews are status checks used to evaluate a project as per initial plan. The
reviewing process was carried out by experts in three main stages including
progress review to identify the status, resource utilization and the ability of the
project to be valuable, end phase review to ascertain accomplishment of project
objectives and post-implementation reviews to identify if the initial objectives were

achieved and the overall impact of the project to the Airport (Young, 2013).
Inspections and audits were some of the tools used
Conclusion
Based on the above analysis, it can therefore be concluded that successful
implementation of the project was carried out through a number processes such as
initiation of the project ,Management of schedule, management of finances,
management of project risks, benefits and issues and soliciting independent expert
reviews
Reference List
Heagney, J. (2011). Fundamentals of Project Management. Amacom,
Harned, B. (2017). Project Management for Humans. Rosenfeld Media. Rosenfeld
Media
Kloppenborg, T. J. (2015). Contemporary project management: Organize, plan,
perform. Stamford, CT : Cengage Learning
Newton, R. (2013). The project management book. Harlow, England : Pearson,

Staples, L. (2010). Project management: A technician guide. Research Triangle Park,
NC: International Society of Automation.
Young, T. L. (2013). Successful Project Management. London: Kogan Page.