The way in which baggage is handled has a huge impact on Heathrow's effectiveness as Europe's leading Results T3IB brought people, processes, infrastructure and technology together to keep baggage flowing hub airport and on the airlines and passengers that use it. The airport's four terminals need to be able to smoothly, keeping passengers and their bags together. Layer upon layer of innovation was introduced, cope with some 110 million bags a year, which calls for a system that is fast, safe, reliable and tough. such as robots to help with baggage loading and reduce the risk of injury to staff, an in-built security app Historically, baggage handling had been adapted during years of expansion with no unified, cobolized that automatically identifies and removes youbyriged bags and the pan-airport good POSEA approach. A key feature of the El1 billion investment over the past decade has been work to improve communication highway has speeded up operations. Regular, frequent change boards enabled the baggage handling. The next major project was to build a dedicated system for Terminal 3 (T3) and project team to tightly manage budget, scope and threats to delivery. Innovative and highly disciplined integrated to Terminal 5 (T5). These two terminals cope with more than a third of Heathrow management of the project ensured that the new T3 Integrated Baggage system successfully delivered connections and in 2014, T3's old system alone handled over 10 million items of baggage. The IT would excellent results for its stakeholders, passengers, users and Heathrow's wider community. be the 'brain' behind the Terminal 3 Integrated Baggage system (T318), now hailed as the most https://www.apm.org.uk/media/1195/it-project-of-the-year-2015-heathrow-airport-Itd.pdf sophisticated and effective airport baggage handling system in the world. Delivering this innovative system in a new, four-ytopsy building the size of two football pitches without interrupting live airport Answer ALL the questions in this section. operations required an innovative approach to project management and stakeholder participation from QUESTION 1 (20 Marks) We are enlightened that the Heathrow terminal 3 (T310) project had a specific start to finish. Objectives The scope of T318 included five separate but interdependent areas. As well as a scope. By referring to the typical sections of a scope document, critically discuss the scope of the system to route bags from check in to the load location, there needed to be a database to store all project. baggage data and a reporting tool to represent all baggage data. The systems were to be 'owned' by the airlines to gubgrise bags and a communication highway to link all baggage-related systems was QUESTION 2 (20 Marks) The case study mentions the importance of stakeholder engagement. Discuss required. It would involve the input of multiple global stakeholders to present a solution that would the initiation stage of the project. Identify the stakeholders that would have been engaged (you are at achieve the producing benefits. These included the airlines, baggage handlers and Heathrow's baggage liberty to make assumptions but justification of the assumptions are important). Provide reasons for the operations, together with security, legal, safety, commercial and performance operations. Building in stakeholders identified. raining to fully foglijute the users into the new technology was also an essential part of the brief. SECTION B [60 Marks] Answer ANY THREE (3) questions in this section. Challenges Constraints on space, integration, construction, time and budget dominated the project. It had two challenging work streams - the construction and installation of the IT infrastructure in the QUESTION 3 (20 Marks] Like any human undertaking, projects need to be performed and delivered building and the integration of the new systems. The project timeline did not allow a sequential under certain constraints. Use a project that you are familiar with and discuss the triple constraints that approach so both had to be carried out and completed in parallel to enable a rapid gollive. There were the project was faced with. multiple interdependencies. New systems for baggage handling, communication and reconciliation had QUESTION 4 (20 Marks] Projects deliver due to many factors. These factors are governed by humans and to be integrated with existing systems, new equipment and new logic. New processes and ways of need particular attention by the project team. If any of these factors are ignored, successful project working were also required. Continuous tracking and review would be essential to manage these delivery is jeopardised Use these factors for successful project management to discuss a project that constraints and ensure success. Resources A T318 cross-expect Pigge leadership team was established either failed or successfully delivered. Ensure that each of these factors are discussed in detail. which met on a weekly basis to track progress, plan and validate milestones. An off-site test facility was installed where the planned technology was deployed and simulated. This meant that during QUESTION 5 [20 Marks] Resources are people, equipment and material that can be drawn on to construction of the building, the project could test, resolve issues and establish confidence in the accomplish something. In projects, the availability and unavailability of resources will often influence the integrated systems before they were implemented. This Dyed poots from the delivery ergcurry way projects are managed. The major resources project managers must marshal, schedule and manage The IT ergeroding lead had nine project managers. They met weekly but were agile enough to respond on a daily basis are people, materials, equipment and working capital. As an appointed project manager quickly to any critical issues. Stakeholder engagement A significant effort was put into understanding to a building project, critically discuss the two (2) types of resource scheduling constraints that your the stakeholders and their level of involvement and consultation. This led to a robust communications project may encounter structure to ensure effective collaboration and decision-making between project delivery, all stakeholders and sponsors. From the start, stakeholders were brought into the project team to ensure the solution met their needs and delivered mutually beneficial results. The business and technical requirements were gathered by the IT solution architects from those would be using it. On-site the IT project delivered first of types to improve user experience before any power or networks were available. This meant stakeholders had confidence in what they were getting before any testing and were kept informed and engaged throughout every stage of the projectdecision-making between project delivery, all stakeholders and sponsors. From the start, stakeholders were brought into the project team to ensure the solution met their needs and delivered mutually beneficial results. The