Essays on Managing Risk for an Uncertain Future A Project Management Perspective Assignment

Download full paperFile format: .doc, available for editing

The paper "Managing Risk for an Uncertain Future – A Project Management Perspective" is a wonderful example of an assignment on management. In every project that an organization is involved in, planning, organizing, and controlling the allocated resources are critical to the success of the project. While carrying out project management, it is vital to define the beginning of the project and create a view of the outcome of this project. The main aim of the project is the boundary between the success of the project and its failure.

A successful project is one that fulfills its purposes. Therefore, the primary challenge in a project is to achieve the aims of the project. The Heathrow Airport T5 project was a project that was initiated so as to solve some of the problems that had been faced by the air transport industry in the UK. Everything about the project was set; from the budget to the time schedule. This project was even purported to have been a megaproject that would open up a 21st-century  entry to Britain (Brady and Davis, 2010).

However, a project that was well on track to completion and was about to be opened faced multiple problems on the day that it was supposed to be opened. Various factors contributed to the failure of this mega project. This paper shall discuss the various elements that were flawed or underperformed and contributed to the failure of this project. These elements shall be discussed with respect to the business case, the requirements planning, and the project management plan. A summary of four lessons that were learned for the project shall be made in terms of recommendations.

These shall be discussed in part A of the paper. In part B, one of the areas of the problems discussed shall be extrapolated so as to find out how it applied in a different project. Part A Elements of the business case that were flawed One of the reasons for the establishment of the T5 project was to make air travel in Britain a calmer experience than it was before. The idea was to make traveling comfortable to the passengers so that they would find it easy at the airport.

This included making parking easy for them at the airport. However, the parking facilities at the airport were found to have been not ready for the staff themselves.  


Aronson, Zvi, Shenshar, Aaron and Patanakul, Peerrasit, Managing the Intangible Aspects of a Project: The Effect of Vision, Artifacts, and Leader Values on Project Spirit and Success in Technology-Driven Projects, Project Management Journal, 44 (1): 35-58, 2013., Special Audit Report - Port Adelaide Flower Farm, retrieved on April 23, 2013 from:

Brady, Tim and Davies, Andrew, ‘From hero to hubris – Reconsidering the project management of Heathrow’s Terminal 5,’ International Journal of Project Management, 28: 151–157, 2010.

Crawford, Lynn, Pollack, Julien and England, David, Uncovering the trends in project management: Journal emphases over the last 10 years, International Journal of Project Management 24, 175–184, 2006.

Davies, Andrew, Dodgson, Mark and Gann, David, From iconic design to lost luggage:

Innovation at Heathrow Terminal 5, Summer Conference 2009, Imperial College, London, 2009.

Davies, Andrew, Gann, David, & Douglas, Tony, ‘Innovation in megaprojects: systems integration at London Heathrow Terminal 5,’ California Management Review, 51 (2), 101–125, 2009.

Flanagan, Roger, Managing Risk for an Uncertain Future – A Project Management Perspective, University of Reading, UK, pp. 22-32, 2002.

Hobart, Some Reflections on the Management of Projects in the Australian Public Sector, Australian Institute of Project Management, Australia, 2007.

IPMA, ‘Research and development—the backbone of project management’ International Journal of Project Management Research, Iss. 3: 3-18, 2008.

Khalili, Hossein and Maleki, Anahita, Project Risk Management Techniques in Resource Allocation, Scheduling and Planning, World Academy of Science, Engineering and Technology, 59, 2011.

Love, Margaret, “Risks, Issues, and Changes—Help, I’m Drowning in Logs!” Proceedings of the Project Management Institute Annual Seminars and Symposium, 2002.

McKellar, W. Time and resource management: the time plan, Engineering Management Journal, Vol 1 Iss. 2, pp. 71-81, 1991.

Prasser, Scott, Overcoming the ‘White Elephant’ Syndrome in Big and Iconic Projects in the Public and Private Sectors, Faculty of Business, University of Sunshine Coast, pp. 47-64, 2006.

Steinfort, Paul and Walker, Derek, ‘Critical Success Factors in Project Management Globally and how they May be Applied to Aid Projects’ in D. Baccarini (ed.) Proccedings of the PMOZ Achieving Excellence-4th Annual Project Management Australia Conference, Brisbane, Australia, 28-31, 2007.

Wanna, John, Improving Implementation: Organisational Change and Project Management, ANU EPress, Australia, 2007.

Download full paperFile format: .doc, available for editing
Contact Us