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Case Study Presentation

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Christian Smith

on 7 March 2013

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Transcript of Case Study Presentation

By Christian Smith Case Study: The Refurbishment of
Heathrow Airport Terminal 1 Terminal 1 Refurbishment History History (cont) Project In 2008 Heathrow Airport Holdings Ltd formally known as BAA Airports Ltd. completed the refurbishment of Terminal 1 at Heathrow Airport, one of the busiest airports in the world. What’s really interesting about this project was the fact that Terminal 1 at Heathrow Airport was still opened to the public and functioning to handle the 20 million plus travelers yearly. Heathrow Airport Holdings Ltd was created in 1965 by the passing of the Airport Authority Act. Heathrow Airport Holdings was now responsible for 3 of biggest airports in Europe at that time. The airports were Glasgow International Airport, Edinburgh Airport, Southampton Airport, and Aberdeen Airport. Now in the present day Heathrow Airport Holdings Ltd now control Heathrow Airport, Stansted Airport, and the rest of the airports stated earlier. Now here’s some history about the actual London Heathrow Airport. In the beginning of the First World War the area that is now London Heathrow Airport was used as a training ground and British airport for the military. Around 1930 British aero engineer and aircraft builder Richard Fairey paid the Vicar of Harmondsworth at the time £15,000 for a 150-acre piece of land to create an airport to build and test different aircrafts. By 1946 after World War II was over the British government handed over the base to the Air Ministry to become London’s new civil airport. As the closing of London Heathrow Airport first operational year, they estimated that 63,000 passengers had travel through the airport, and by 1951 it has risen to a staggering 796,000 passengers. Heathrow Airport Holdings Ltd had the difficult task in refurbishing the 40 year old Terminal 1. In 2004 Heathrow Airport Holdings Ltd signed a memorandum which is a short written statement outlining the terms of an agreement, transaction, or contract with Star Alliance network. So with that Terminal 1 would now facilitate international passengers. With the influx passengers in and out of Terminal 1 there would have to be major refurbishment to accommodate all these new passengers. Stated by the Project Management Institute (2008) from their project recap paper “Terminal 1 had been out of date and badly in need of refurbishment, with the 40-year old building not seeing any significant updates since it was built in the 60s. With serious refurbishment going elsewhere at Heathrow Airport, as well as the upcoming opening of Terminal 5 and the introduction of international passengers to Terminal 1, it was in need of a major overhaul.” Project(cont) To oversee the whole project Heathrow Holdings Airport Ltd hired David Buisson, PMP to lead this major project. David Buisson bought more than 13 years of experience of managing different projects. Buisson was quoted during the project saying that “A strong project management discipline brings exceptional value to the business, because when there is a demand for a product, we are the ones who deliver it,” and also “We are a key part of the business, and we adhere to the same rules, rigor and commercial goals as the rest of the organization.” He stated that “There were a number of factors associated with this project that made success a big challenge. Managing multiple stakeholders, suppliers, and contractors within a strict deadline and budget would ordinarily be difficult, but doing this alongside keeping the terminal continuously open for passengers was a huge issue that required strict planning and coordination, and the framework of the PMBOK® Guide was an invaluable resource for me to best manage all facets of this project.” Problems With completing a big task in this refurbishment there were a lot more problems that came up. There were at least 42 different phases the project team had to go through while being operational at the same time. With a tight time schedule to finish this project, which was impaired by additional scope being added constantly and different delays from airlines with their decisions on a move date. You can see where problems would arise from. Time management and communication were a big issue Buisson project team had to face. Because of the scale and size of this project
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