BUS611 Kingston University Risks in The Airport Security System Project The following tasks is a project management course related questions, that must be

BUS611 Kingston University Risks in The Airport Security System Project The following tasks is a project management course related questions, that must be answered with the aid of the study case provided below.For your reference, the module follows a PRINCE2 project management standards. (Prince2 resources are available online). And all questions have to be answered with the aid of those standards.The first report should be around 2000 words, well elaborated and explained.the second report is around 4500-5000 words please enhance the use of in text referencing when appropriate or quoted. All referencing should follow Harvard style referencing.For extra clarifications and uncertainty, please discuss them with me so we could assure a professional outcome that satisfies both.the full length case study will be provided once selectedonly bet your offer if you feel confident enough to draft the report professionally.a daily update on the report has to be sent to me to work collaboratively The following task require enhancement and paraphrasing. ( its linked to the
same study case from the previous work)
I need to submit this ASAP
Case Study Section 1 (use for the core group question1) – Project Overview
ESB (Enterprise Service Books) Publishing was started two years ago by two friends, Jim King and
Brad Mount, who met in college while studying in Philadelphia, USA. In the new business Jim
focused on editing, sales and marketing while Brad Mount did the electronic assembly and
publishing of books for ESB Publishing. Their business was successful and profitable in the first two
years, largely due to contracts from two big businesses. In their third year they got very busy thanks
to their third major customer, a local college that needed customized eBooks. They hired several
part time employees to help them with their publishing business.
But by the end of third year of operation, ESB Publishing started experiencing critical problems. They
were:
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•
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•
unable to leverage all the new employees effectively
unable to deliver eBooks to their customers on schedule
unable to provide quality texts—time and money was being spent fixing defects in their
products
unable to control costs—their business was not profitable in the third year.
ESB Publishing saw a significant rise in issues, a lot of unpleasant “surprises” were cropping up;
business was down as new resources were hired, also some of the projects were poorly estimated.
The local university was unhappy as their eBook products reached campus late for use by professors
and student. In some cases, the books were a week or two late. Since the courses must start on
schedule and students need their books at the beginning of their courses, the new lucrative college
customer was unhappy.
One of the new part-time employees hired by Jim and Brad, Samantha, had taken a project
management course at college. Samantha was excited about the discipline of project management
and had intentionally selected a job with ESB Publishing as she saw an opportunity to polish her
project management skills. One fine day, Jim invited Samantha, for a lunch meeting. He was aware
that Samantha was familiar with project management, and wanted to hear what she had to say
about the problems he and Brad were facing. Over lunch he questioned why their small business
which had operated and implemented projects so successfully over the first two years was being
challenged significantly now. He specifically listed the problems they were facing and asked for
input to solve them. Samantha asked for more time to research all the issues but noted that ESB
Publishing, while being innovative, completed projects without a roadmap or a project plan and
lacked a disciplined approach to project management. She noted that Jim and Brad did not use any
project software for scheduling and they did not use tools or techniques to estimate, budget or to
communicate with stakeholders. Finally, they had no processes in place to manage project risks and
quality.
Impressed with this and other conversations, Jim King asked Samantha if she would consider joining
them as a project associate or project manager on a full-time basis to help them introduce project
management practices and help them tide over their current crisis.
Samantha accepted the offer! She has several key skills—she is an excellent communicator with very
good interpersonal skills and detail-oriented. Within the first three months in her new role as PM,
she introduced formal project management processes, created a PM manual and trained the
employees to get the work done well. Within nine months Samantha had fully turned things around.
Due to proactive risk analysis and risk response planning, surprises and issues reduced.
Communication with stakeholders was enhanced. Brad and Jim noted that the company was
delivering projects on schedule, the quality processes worked—and customers were happy with the
products!
ANSWERS PROPOSED
Question 1 (Core Group Question)
a) Discuss the major issues that ESB Publishing faced which caused them problems, and the
specific successful project management solutions introduced? What other measures could
you suggest for ESB to have implemented?
Proposed answers (to be discussed)
1. Discuss the major issues that ESB publishing faced which caused them problems?
ESB publishing were facing complications by the third year of operations, complications that have
dismantled the agencies leverage to accommodate employees effectively, also, disabled the
publishing agency from delivering eBooks to their customers on time, which contributed to the lack in
provided quality texts. Such concern caused a distribution in the agencies ability to control costs,
where most of their time and capital money was spent fixing sudden defects in their product line.
Such undesired circumstances have led to the dissatisfaction of their customers.
Samantha have highlighted the fact that the company lacked the knowledge or understanding on
project management processes tools. Where the company was operating without the knowledge of
any project mapping skills, risk and quality assessments, budget and estimating techniques, or
stakeholder’s communication skills.
Resource management is not a large issue but impact on over operations and organization is huge if
not rightly managed, costs increase operations efficiency is reduced which leads to downfall of the
organization.
2. What were the specific project management solutions that were introduced?
• the agency has hired a part time employee called Samantha, that has a minor and eager to
thrive knowledge of project management skills that she has acquired during her university
degree.
• The agency has adopted and created an efficient project management manual and processes
that fits the agency’s work structure. The manual was later trained to the employees of the
company to follow and work accordingly.
• The agency had successfully introduced specific project management solutions that are
commonly practiced by PRINCE2. In the case of eliminating risk associated with the agency’s
project fulfilment and risk response plan towards eliminating complications that occurred by
then, and to avoid any unexpected complication that may accrue in the future. the agency has
followed the ideal Risk Management Procedure by PRINCE2. As recommended by the practice,
they have identified the context by acquiring information regarding the agency’s previous and
current activities in order to have a better understanding over the specific objectives and
outcomes associated when handling with a specific publishing project.
• The agency has adopted a scheduled work breakdown structure to successfully manage and
deliver projects following PRINCE2 approach towards planning. Schedule planning is usually
set when certain criteria is defined, such criteria include a defined list of sequent activities,
dependencies of those activities in relation to others, availability of resources, usage of
resources, total cost of resources and requirements, and duration of work to be concluded,
before presenting a schedule.
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•
The agency has adopted an efficient method of communicating and indulging stakeholders.
The company has adopted quality assessments and processes, to assess their quality of work
and ensure delivery of excellent projects that satisfies their customers.
3. What other measures would you suggest for ESB to have implemented?
• The agency should have adopted Product checklist to increase the quality assurance of their
products. Product checklist is commonly practiced in project management activities that list
all major plans, key dates, and specific requirements associated with the product. The product
checklist is a form of a spreadsheet that contains information such as; product description,
product draft, and product Id.
• The agency should have adopted extra measures considering product quality management
upon their products delivery, such methods and responsibilities will assure and verify the
quality of publishing that the company could achieve and offer, which in return attract more
customers in the longer run. The agency could achieve quality assurance measures by
implementing PRINCE2 quality themes and methods, that main two aspects of the quality
management theme are; quality control, and quality assurance. that solidify business
expectations and enable the agency to define benefits outcome subsequently.
• The agency should have adopted certain approaches towards the progress of the company.
The concept behind progress control would allow the agency to control measures of actual
process against certain achievable if managed targets, such as scope, cost, time, risk, benefits,
and quality by providing a delegation of authority from one management team to the other,
or by distributing the work structure into different management stages and authorities.
• automated workflow with the aid of software’s…
• Budget and estimating techniques…
• Introduce proper HR management tools and techniques to track progress of employees
• Employee performance measurements and benefits
• Hire skilled resource
• Use software’s to monotone work
Useful links
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•
https://unbored.training/courses/prince2-foundation-exam-simulator/?CP=q2yenF02
https://www.greycampus.com/opencampus/prince-2-foundation/prince2-approach-toprogress
LEARNING OUTCOMES OF MODULE – outcomes 1, 2 and 3 are covered in
this assignment.
1.
2.
3.
Critically assess the procedures and systems necessary for successful
project management
Apply the technical and commercial knowledge and skills to manage a
project successfully
Appraise the importance of people management and team work
This is an individual assignment. You can discuss your thoughts with others but under
no circumstances should you submit even a small section of the same work. If
submitted work is copied, all parties involved will be penalised.
The assignment has four questions. All questions carry equal marks. You must show
evidence of having consulted the literature and texts for project management and
reference your work appropriately. You are expected to have consulted the
recommended textbooks for the module and at least nine other recent sources.
Word Count: Each question should not exceed 1500 words and the report itself
should not exceed 5000 words, excluding appendices. You should declare the
appropriate word counts.
This assignment represents 50% of total marks for module.
Using the case study “Achieving the delicate balance between risks & outcomes
in a large-scale IT project – a case study on BCIA’s airport security system”
answer all the questions below:
1. Critically examine how project manager leadership skills can affect the
management of large-scale projects, give appropriate examples from the case
study. What lessons can be learnt from the case study for other project managers
in charge of managing large scale projects?
2. Discuss how stakeholder relationships can be managed in large scale projects give
appropriate examples from the case study. What additional recommendations
would you make for the given case study?
3. Identify and evaluate the main project risks that are inherent in the Airport
Security system project using a project risk management framework. Critique
effectiveness of each of the measures undertaken by Roland in addressing the
1
identified project risks and what additional measures would you propose for the
given case study.
4. Compare and contrast the project risks in the Airport Security system project and
the Denver International Airport baggage handling system project.
You should avoid making any additional assumptions. Email any questions you have
to your tutor. You may also use the start of the lectures to ask questions. Answers and
clarifications will be published on Blackboard. Once a clarification is made, it becomes
part of the assignment– so make sure you look out for any changes in the assignment
that may result from your questions.
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Journal of Information Technology Teaching Cases (2016) 6, 36–44
© 2016 JITTC Palgrave Macmillan All rights reserved 2043-8869/16
palgrave-journals.com/jittc/
Teaching case
Achieving the delicate balance between
risks & outcomes in a large-scale
IT project – a case study on BCIA’s airport
security system
Jenson Chong-Leng Goh1, Mei Yun Zuo2, Shan L Pan3
1
SIM University, Singapore, Singapore;
Renmin University of China, Beijing, China;
3
University of New South Wales
2
Correspondence:
J Chong-Leng Goh, SIM University, 461 Clementi Road, Singapore 599461, Singapore.
E-mail: jensongohcl@unisim.edu.sg
Abstract
This teaching case describes the journey undertaken by the Beijing Capital International
Airport’s IT department in the implementation of various large-scale IT projects during the
construction of the Terminal 3 project. The case speci?cally singled out the Airport Security
system in the Terminal 3 project and provided a detailed description on its implementation.
Airport security has always been one of the key concerns in all Airport management
activities. In recent times, Airport security has become a hot topic especially given the
increasing threats posted by terrorists (e.g., 9/11 incident and MH370). The case portrays
Mr. Roland Lee, the project manager of the Airport Security system, as the central
protagonist confronting the various challenges in balancing the risks and the requirements
to keep the project on time, on budget and of high quality.
Journal of Information Technology Teaching Cases (2016) 6, 36–44. doi:10.1057/jittc.2015.15;
published online 2 February 2016
Keywords: case study/studies; IS project management; project risk management; olympics;
megaproject
Introduction
r. Roland Lee1 was trying very hard to balance his
feelings of anxiety and excitement.
Unlike the usual working day, Roland came very early
to prepare himself for an all-important 8:00 meeting with Ms.
Candice Xiong, the Deputy Manager of the IT department of
Beijing Capital International Airport (BCIA).
Just last week, his fellow colleagues were sharing with him
over lunch that there was news that he will be asked to lead a
critical IT project in the construction of the Terminal 3 for the
2008 Olympics. Years of honing and demonstrating his strong
project management skills in the department had ?nally borne
fruit. The IT department was taking notice of his highly
developed managerial capability and was now ready to entrust
him with a big project.
Needless to say, he was excited. Yet, at the same time, he
was worried. He wasn’t sure which critical IT projects he
would be managing. Does he have what it takes to ful?ll
what is expected of him from the department? He wasn’t
M
certain and no project manager likes the feeling of not being
in control.
The meeting started on time at 8:00. Candice was sitting
comfortably in her black leather chair in her of?ce. She was
wearing her signature bright red dress and was waiting
patiently for Roland’s arrival. Roland knocked on the door of
Candice’s of?ce and greeted her with an awkward smile as he
struggled to balance his emotions. Candice gave a warm smile
to reassure Roland, as if she could sense the uneasiness in the
mind of Roland. In her always reassuring voice, she broke the
much anticipated news to Roland.
Roland was asked to manage one of the most dif?cult and
critical IT projects in the construction of the Terminal 3, that
is, the implementation of the Airport Security System. The
system was designed to handle all forms of security-related
processing within the Terminal 3. Because of the nature of the
system, it had to integrate with many business processes and
systems. Several of the systems that it had to integrate with
Achieving the delicate balance between risks & outcomes
J Chong-Leng Goh et al
37
were the US$240 million luggage-transfer system, the security
camera monitoring system, and customs processing system.
On the one hand, the security system needed to support the
process of ensuring that everyone was properly screened to
protect the safety of the public, especially the VIPs that were
participating in the Olympics. On the other hand, because of
large numbers of visitors and VIPs, the system needed to be
highly ef?cient and tightly integrated with all key processes to
ensure the smooth running of operations. Even for the most
experienced project manager, this was a very dif?cult balancing act to achieve.
As far as security is concerned, this system is the ?rst of its
kind in China … You will not likely be able to ?nd a system
like this internationally because the highest level of security
requirements originated from us [China].
– Roland Lee, Project Manager, Security System Project
To make matter worse, the scale and complexity of the system
were unprecedented in the whole of China and probably only
a rare few projects in the world could match its scale and
complexity in 2003. Candice highlighted to Roland that the
world will be watching China during the 2008 Olympics and
the Airport Security System must ensure the safety of everyone
in the most effective and ef?cient way. She cautioned that if
the system should fail for any reason, it will be disastrous for
not just the company but the reputation of China.
Beijing capital international airport is China’s ?rst gate to
the world. During the period of the Olympics, it takes on the
responsibility and honor of being the ?rst customer contact
point for athletes and VIPs from all over the world … the
impression that the airport leaves on the visitors represents
the hospitality and congeniality of the country ….
Mr. Hu Jintao, Chinese President (Translated from the
book ‘The 52nd Gold Medal’)
Furthermore, Candice emphasized that the department had an
extremely tight deadline to complete the project and there was
no room for any schedule slip. The project must complete on
schedule in time for the 2008 Olympics. And everything must
work perfectly.
As Candice was sharing the details of the project, Roland
recalled just recently that his company (BCIA), in response to
the public announcement by the Chinese President Mr. Hu
Jintao, made a commitment to the Chinese government that
they will ensure that there will be ‘zero incidents, zero
accidents, and zero complaints’ throughout the 2008 Olympics. A sense of urgency and anxiety ?lled his heart. He could
literally hear his accelerating heart beats. Roland was acutely
aware that the smooth running of the Airport Security
operations was paramount in ful?lling this commitment.
Sensing the tense in the air, Candice expressed that she was
con?dent that Roland was the right man for the job and she
had enormous faith in Roland’s project management capability. The meeting took 1 hour. Roland emerged with an even
more intense mixed feeling than before he entered the meeting. Although he was enormously excited by this opportunity,
he was equally if not more worried about meeting the project
requirements on time. The pressure was intense, but Roland
was determined not to disappoint the trust that the department had put in him.
At the back of his mind, Roland wondered if he would be
able to balance among the project risks, outcomes and deadline, and deliver the project successfully.
The 2008 olympics
On 8 August 2008, the world turned their eyes onto China.
It was the year when China hosted its ?rst Olympics games. As
part of China’s massive construction projects to meet the
requirements as the host of the games, the largest airport
terminal in Asia was conceived (i.e., Beijing Terminal 3) in
2003. This new airport terminal was designed to meet two
objectives: (1) to cope with the demand of the rapid increase of
air traf?c to and from Beijing; (2) to serve as the country’s
gateway to welcome all Olympics pa…
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