Critical analysis of the Heathrow Terminal 5 project
The provision of Terminal 5 in Heathrow Airport aimed at establishing quality and advanced services and accessible transport channels to the visitors, investors, local population, political and economic agencies (Stretton 2002). This paper will analyze the managerial aspect of the terminal 5 projects from its initial stages of development to its final stages. On the other hand, this paper intends to illustrate the purpose and success of integration in the megaproject. There were numerous challenges that affected the construction of the Terminal 5 project from its initial stages (Caldwell, Roehrich & Davies 2009).
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Research shows that the expansion proposals of the airport started in the early 80s at the state and government level. In 1995, a public based inquiry commenced facilitating a detailed and long term solution on the Heathrow airport. This indicates that there were numerous hindrances in the early stages of development and construction of the airport (Stretton 2002). The main cause of the initial hiccups resulted from the fact that the airport was originally a base for the British Army and the government wanted to create some space between the running and involvement of the army and the public.
The mid-stage of the ‘Terminal 5’ project involved the construction procedures in the development and establishment of the project. Numerous challenges were experienced during the entire process of construction and advanced planning of the terminal 5 projects. The provision of quality and timely delivery of the entire construction process witnessed some managerial hiccups. The differences between the management team and the project employees and differences among the management team presented numerous delays in the construction of the ‘Terminal 5’ project. The provision of Terminal 5 in Heathrow Airport aimed at establishing quality and advanced services and accessible transport channels to the visitors, investors, local population, political and economic agencies.
The final stages of construction, before the grand opening, experienced detailed and authentic processes in the facilitation of the adequate and reliable establishment of the long-awaited project. Numerous people were used in the pilot study of the success and proper working condition of the terminal before the grand opening (Deakin & Koukiadaki 2009). The challenges were immense at this stage since there was no room for any mistake in the finalization of the construction of the megaproject. In addition, the project involved the integration of different systems, a collaboration of communication and transportation facilities and the satisfaction of the public together with the different state branches of governance.
According to Davies, Gann and Douglas, the success of a megaproject depends on the system integration and collaboration of different groups in the establishment of quality and long term solutions in the different industries (Davies, Gann & Douglas 2009). On the other hand, there exist different individual groups that operate and run parallel with other institutions or groups from different regions.
The centralization, integration and collaboration of these groups in instituting advanced growth and development procedures resulted in the achievement of a major establishment. I agree that the integration and collaboration of different transport and communication companies and institutions during the construction of the Terminal 5 project presented a major establishment on the importance of the two aspects on the success of the project (Szyliowicz & Goetz 2000).
Assessment of the project manager’s role in the Heathrow Terminal 5 project and Denver Airport project
Denver International Airport is the largest in the United States of America. It is located in Colorado and is ranked in the fifth position in service delivery and on the fifteenth position worldwide. On the other hand, Terminal Heathrow Airport is ranked as one of the most used airports worldwide and is located in the outskirts of London. The provision of Terminal 5 in Heathrow Airport aimed at establishing quality and advanced services and accessible transport channels to the visitors, investors, local population, political and economic agencies. The commencement of the project facilitated different managerial hiccups and other internal and external forces. The two airports have similar and different managerial roles in their construction and in their establishments (Burke 2006).
The key differences between Terminal 5 and Denver Airport are the number of passengers that visits the two locations in a given period of time. It is clear that Denver Airport has a long area but serves little clients and passengers as compared to the busy Heathrow Airport. The system integration and collaboration of different groups in the establishment of quality and long term solutions in the different industries serve as the main advantage of Terminal 5 to Denver Airport (Davies & Brady 2007). This shows that the use of different systems from various institutions and companies in the establishment of a common goal and facility acts as one of the backbones that will assist in the major development strategies.
If I am the project manager at Denver and Heathrow Airport, I will facilitate the effective use of the integration and collaboration tools in the establishment of a long term solution to the communication and transportation industry.
Burke, R 2006, Project Management: Planning and Control Techniques, Burke Publishing, China.
Caldwell, D, Roehrich, JK & Davies, AC 2009, Procuring complex performance in construction: London Heathrow Terminal 5 and a Private Finance Initiative hospital, Journal of Purchasing and Supply Management, vol.15, no. 3, pp.178 -186.
Davies, A & Brady, T 2007, From Hero to Hubris Reconsidering the Project, Management of Heathrow’s Terminal 5, vol. 28, pp. 151-157.
Davies, A, Gann, D & Douglas, T 2009, ‘Innovations in megaprojects: system integration at London Heathrow terminal 5’, California Management Review, vol. 51, no. 2, pp. 101-125.
Deakin, S & Koukiadaki, A 2009, Governance Processes, Labour Management Partnership and Employee Voice in the Construction of Heathrow Terminal 5, Industrial Law Journal, vol. 38, no. 4, pp. 365- 389.
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Stretton, A 2002, ‘Program management: types of relationships between a program’s component Projects’, PM World Today, vol. 14, no. 2, pp. 1- 5.
Szyliowicz, J & Goetz, AR 2000, De-escalating information technology projects: Lessons from Denver International Airport, Mis Quarterly, vol. 2, pp. 417- 447.