Heathrow's Terminal 5: History in the Making / Edition 1

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Overview

This book reveals the inside track on the making of Terminal 5: the courage, the ground-breaking management thinking and the many lessons learnt from the leaders, the client and integrated supply chain teams - involving over 50,000 people from 20,000 companies - which led to the successful delivery of this mega project on time, on budget, and safely.

Love or hate Heathrow, we can't ignore it! An economic power house for the UK, 155,000 people earn their living from it and 68 million of us pass through it each year. Two decades of the planning, design, construction and opening of Terminal 5 has resulted in a gateway that Heathrow can be proud of.

Faced with the risk of being a year late and being a billion overspent, since Sir John Egan in the early 1990s, BAA, stakeholders and supplier partners have been grappling with Terminal 5's challenges. The result? [pound]4.3 billion of design and construction delivered on time, to budget and safely is to be commended given the industry statistics but the acid test will now be the quality of the 30 million passengers experience and the operating costs that have been left to stand the test of time.

Sharon Doherty is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. From 2002 to the end of 2007 she was accountable for the approach to people management and organisational change on Terminal 5.

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Editorial Reviews

From the Publisher
"Overall this is a fine addition to any bookshelf but more importantly it should to be read it is extremely easy to read and very well written." (Ronald McCaffer, December 2010)
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Product Details

  • ISBN-13: 9780470754351
  • Publisher: Wiley
  • Publication date: 6/3/2008
  • Edition number: 1
  • Pages: 372
  • Product dimensions: 6.20 (w) x 9.00 (h) x 1.20 (d)

Meet the Author

Sharon Doherty is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. 2002 to the end 2007 she was accountable for the approach to people management and organisational change on Terminal 5.
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Table of Contents


Foreword   Sir John Egan     ix
Note from the Author     xi
The T5 Context     1
Introduction     5
Heathrow, an economic powerhouse     8
Why should you read this book?     14
Industry Trends and Performance     17
Aviation trends     18
Summary     41
The Different Phases of T5     45
Planning Inquiry     47
Key Players     48
The local community voice     50
The airline voice     51
What was actually agreed and why?     52
Heathrow East: a different experience     58
Summary     59
Design     63
Big-picture design     64
Favourite design features and some areas for improvement     66
BAA as the design client     72
T5 campus design guidelines     73
The design team     75
Summary     80
Construction     83
Key players in construction     86
Programme management     86
Quality     100
Safety     105
Environment     114
Logistics     124
Summary     130
Operational Readiness     141
Key players     143
Working with third parties     143
Having a plan and mitigating risk     144
People familiarization induction training     146
Organization and structure     146
Employee engagement     147
Trade union engagement     149
Processes     151
Systems     151
Proving that the people, processes and systems plus the facility work     156
Migrating BA from T1 and T4 to T5     159
Bringing the opening date forward     160
Summary     163
Retail     165
Key players     167
The approach to retail at T5     168
The delights in store for the traveller     170
Summary     174
T5 Critical Success Factors     175
The Leadership Story     177
The size, shape and context of the leadership challenge     178
The BAA CEO leadership story     181
Five leadership characteristics in action     184
Different leaders for different phases     196
Summary     197
Leaders Motivating People      203
Employee relations: The biggest people risk to manage     204
Maslow's hierarchy of needs: Get the basics right     208
Engage the workforce to improve productivity and ER stability     210
Testimonials: T5's guiseppes     215
Summary     227
The Role of the Client     233
T5 agreement: A ground-breaking contract     234
The client managing and mitigating risk     244
Strategic frameworks used to create a successful T5 environment     247
The impact of the T5 Agreement     259
Summary     262
Integrating Teams to Deliver Exceptional Performance     263
Co-locating, the 'best man for the job', problem solving and innovation     266
What did the team structure look like?     269
Team testimonies     271
Summary     306
The Final Verdict     313
Twenty-Two Years in the Making: How Will It End?     315
What could stop T5 opening on time?     316
Pre-opening verdict     320
Post-opening verdict     324
The final word     327
Tips and Questions When Starting a Mega Project     331
Tips and good questions to ask      332
Must-have strategies, frameworks and systems     337
Summary     338
The T5 Integrated Team     341
References     345
Index     347
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