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Refurbishment of Heathrow Airport Terminal 1
Transcript of Refurbishment of Heathrow Airport Terminal 1
Syed Salman Ali
Case Study: The Refurbishment of
Heathrow Airport Terminal 1
Terminal 1 Refurbishment
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.
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.
In 2004 Heathrow Airport Holdings Ltd signed a contract with Star Alliance network.
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Stated by the Project Management Institute (2008) from their project recap paper “Terminal 1 had been out of date and badly in need of refurbishment, with the 40-year old building not seeing any significant updates since it was built in the 60s.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.”
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,”
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.
The framework of the PMBOK® Guide was an invaluable resource for him to best manage all facets of this project.”
Under his direction, a team of professionals, tackled one of the most important transport projects in the UK, keeping it ahead of its European competition.
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
Owner of Finicky Shirts & Headland Project Management Ltd
Clear mandate was issued to third party suppliers and contractors - To follow a very specific framework of the project.
To have an effective and coordinated delivery team that could respond instantly to the demands of this project, the main contractor should be located in the same office as the project team .
Project Manager - 11 top-tier suppliers - dozens of workers
Custom Software "Online Change Control" system - Allowed any members of the team to capture changes on/offsite and send them online to senior project manager for instant approval or rejection.
Health and safety
• Live operating passenger terminal.
• Any interruption would result in delays for airline operating and financial penalties.
• Repair the damaged floor, which was initially constructed 40 years earlier.
• 21 weeks extra work.
• Constructed with different material from what was used to the rest of the flooring terminal.
• Irregular surface of floor.
• Replacement of existing system of terminal building.
• It required specialist flight systems:
• Flight Information Display Screens,
• Regulatory systems for passenger processing
• Closed-circuit television
• Old building.
• Difficulties on installing sustainable and energy savings measures.
• Regular meetings weekly and monthly with all suppliers
• Project manager dealt with the problems personally and quickly before moving on
• Good communication
• Large number of stakeholders :
o everyone follows a specific framework
o collaborative approach, non hierarchical for max knowledge
o effective delivery team that responds instantly to demands and
unexpected changes located in same place.
o Management of individual contractors
• Right balance of day and night work to cut costs, last minute changes to stay adaptive.
• Smart management of storage room
• An airtight area secured the asbestos roof work so there would be no leak
during removal work and new construction
and there would be no interruption for terminal operations
• Electrical risk of shutting down limited to times at night with less operation
• Good risk management according to schedules and constant updates and reviews
• IT management well organized
o problems could therefore be passed on to the project manager very quickly
due to good monitoring.
o Improvements on energy saving and heating
Heathrow Airport Terminal 1 was completed on time in September 2008.
The project was delivered within budget
No reported incidents, despite dealing with serious hazards like asbestos.
All challenges were successfully met by the project team including 6.3 million GBP of unexpected out of scope work that was engineered into the final solution without an increase to the approved project budget.
Budget : 57.6 Million GBP
Total working hours: 500 000