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Answer all the questions.
Each caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Project partnering at British Airports Authority (BAA)
The construction sector in recent times has not been noted for its high levels of performance. Firms like BAA, who own and operate airports including Heathrow and Gatwick – London’s two major airports – rely heavily on their suppliers, including their construction suppliers, for their own performance. Where construction projects are delayed, the financial consequences can be disastrous.
Furthermore, the disciplines of working on airport premises, including the security issues, play a
2
IIBM Institute of Business Management
Examination Paper of Project Management significant part in the daily working lives of project staff. New firms bringing new staff onto the airport sites invariably require time to bring them up to speed with the appropriate ways of working.
Particular problems include:
Security – all personnel with access to airside parts of the airport (i.e. past passport control) …show more content…
Any project that involved tunneling under a city whilst trying to keep that city fully operational, is very risky. When that city is bottom in the USA, it is in a risk category all of its own. This does not, how – ever, excuse the financial performance of this project, the results of which are exceptional and even make the performance of previous ‘stars of disaster’ such as the Channel Tunnel, look good. During the 1950s, the Commonwealth of
Massachusetts commissioned new roads as part of a national road-building frenzy that took place at that time. The result was a partly elevated freeway that cut the city off from its old harbour and over time coped increasingly less well with the volumes of traffic that were trying to use it. For many years, the project had been the subject of much politicking and had been rejected by a number of national administrations. In 1993, it was given the go-ahead. At this time the budget was $US2.6
3
IIBM Institute of Business Management
Examination Paper of Project Management billion, an enormous sum of money for an 8-mile tunnel, but given the technical complexity of the task, this was considered acceptable. Gradually the costs rose, until in 1998, the estimated final
Each caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Project partnering at British Airports Authority (BAA)
The construction sector in recent times has not been noted for its high levels of performance. Firms like BAA, who own and operate airports including Heathrow and Gatwick – London’s two major airports – rely heavily on their suppliers, including their construction suppliers, for their own performance. Where construction projects are delayed, the financial consequences can be disastrous.
Furthermore, the disciplines of working on airport premises, including the security issues, play a
2
IIBM Institute of Business Management
Examination Paper of Project Management significant part in the daily working lives of project staff. New firms bringing new staff onto the airport sites invariably require time to bring them up to speed with the appropriate ways of working.
Particular problems include:
Security – all personnel with access to airside parts of the airport (i.e. past passport control) …show more content…
Any project that involved tunneling under a city whilst trying to keep that city fully operational, is very risky. When that city is bottom in the USA, it is in a risk category all of its own. This does not, how – ever, excuse the financial performance of this project, the results of which are exceptional and even make the performance of previous ‘stars of disaster’ such as the Channel Tunnel, look good. During the 1950s, the Commonwealth of
Massachusetts commissioned new roads as part of a national road-building frenzy that took place at that time. The result was a partly elevated freeway that cut the city off from its old harbour and over time coped increasingly less well with the volumes of traffic that were trying to use it. For many years, the project had been the subject of much politicking and had been rejected by a number of national administrations. In 1993, it was given the go-ahead. At this time the budget was $US2.6
3
IIBM Institute of Business Management
Examination Paper of Project Management billion, an enormous sum of money for an 8-mile tunnel, but given the technical complexity of the task, this was considered acceptable. Gradually the costs rose, until in 1998, the estimated final