Procurement of Heathrow T5 - Revision history

Designing Buildings at 08:38, 25 September 2020

2020-09-25T08:38:58Z

← Older revision		Revision as of 08:38, 25 September 2020
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	* 19. Wood, G., McDermott, P. 1999. Looking for trust in construction: an interim view. In: Ogunlana, S.O., 1957- 1999, Profitable partnering in construction procurement. CIB W92 (procurement systems) and CIB TG 23 (culture in construction) : joint symposium, London : E&FN Spon, London.		* 19. Wood, G., McDermott, P. 1999. Looking for trust in construction: an interim view. In: Ogunlana, S.O., 1957- 1999, Profitable partnering in construction procurement. CIB W92 (procurement systems) and CIB TG 23 (culture in construction) : joint symposium, London : E&FN Spon, London.

−	[[Category:~~Articles_needing_more_work~~]] [[Category:~~History~~]] [[Category:~~Projects_and_case_studies~~]] [[Category:~~DCN_Project_Knowledge~~]]	+	[[Category:DCN_Commentary]] [[Category:DCN_Project_Knowledge]] [[Category:History]] [[Category:Projects_and_case_studies]]

Editor at 13:50, 1 April 2020

2020-04-01T13:50:28Z

← Older revision		Revision as of 13:50, 1 April 2020
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	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =

		+	* Airports National Policy statement and Heathrow.
	* Airports.		* Airports.
	* Balanced scorecard.		* Balanced scorecard.
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	* 19. Wood, G., McDermott, P. 1999. Looking for trust in construction: an interim view. In: Ogunlana, S.O., 1957- 1999, Profitable partnering in construction procurement. CIB W92 (procurement systems) and CIB TG 23 (culture in construction) : joint symposium, London : E&FN Spon, London.		* 19. Wood, G., McDermott, P. 1999. Looking for trust in construction: an interim view. In: Ogunlana, S.O., 1957- 1999, Profitable partnering in construction procurement. CIB W92 (procurement systems) and CIB TG 23 (culture in construction) : joint symposium, London : E&FN Spon, London.

−	[[Category:Articles_needing_more_work]] [[Category:History]] [[Category:Projects_and_case_studies]]	+	[[Category:Articles_needing_more_work]] [[Category:History]] [[Category:Projects_and_case_studies]] [[Category:DCN_Project_Knowledge]]

Designing Buildings at 12:18, 2 May 2019

2019-05-02T12:18:02Z

← Older revision		Revision as of 12:18, 2 May 2019
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	In conclusion, if BAA had not conducted a two year study to understand the fundamental problems that have plagued previous mega projects the outcome of this project would most likely have been as predicted; approximately £1billion over budget, more than one fatality and at least a year late.		In conclusion, if BAA had not conducted a two year study to understand the fundamental problems that have plagued previous mega projects the outcome of this project would most likely have been as predicted; approximately £1billion over budget, more than one fatality and at least a year late.

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Airports.		* Airports.
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	* Sustainability of Heathrow 2.0.		* Sustainability of Heathrow 2.0.

−	=== External references ===	+	= External references =

	* 1. Basu, R., Little, C. and Millard, C. 2009. Case Study: A Fresh Approach of the Balanced Scorecard in the Heathrow Terminal 5 Project. Measuring Business Excellence, vol. 13, no. 4,		* 1. Basu, R., Little, C. and Millard, C. 2009. Case Study: A Fresh Approach of the Balanced Scorecard in the Heathrow Terminal 5 Project. Measuring Business Excellence, vol. 13, no. 4,
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	* 3. Caldwell, N.D., Roehrich, J.K. and Davies, A.C. 2009. Procuring Complex Performance in Construction: London Heathrow Terminal 5 and a Private Finance Initiative Hospital. Journal of Purchasing and Supply Management, vol. 15, no. 3,		* 3. Caldwell, N.D., Roehrich, J.K. and Davies, A.C. 2009. Procuring Complex Performance in Construction: London Heathrow Terminal 5 and a Private Finance Initiative Hospital. Journal of Purchasing and Supply Management, vol. 15, no. 3,
	* 4. Davies, A., Gann, D. and Douglas, T. 2009. Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5. California Management Review, vol. 51, no.2		* 4. Davies, A., Gann, D. and Douglas, T. 2009. Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5. California Management Review, vol. 51, no.2
−	* 5. Davis Langdon. 2010 Contracts In Use: A Survey of Building Contracts in Use during 2010. Available through: [http://www.rics.org/Global/CONTRACTS%20IN%20USE_FINAL_%20Nov2012_%20lteage_081112.pdf http://www.rics.org/Global/CONTRACTS%20IN%20USE_FINAL_%20Nov2012_%20lteage_081112.pdf] [Accessed 14 November 2011]	+	* 5. Davis Langdon. 2010 Contracts In Use: A Survey of Building Contracts in Use during 2010.
	* 6. Doherty, S. 2008 Heathrow’s Terminal 5: History in the Making. Chichester: John Wiley & Sons Ltd		* 6. Doherty, S. 2008 Heathrow’s Terminal 5: History in the Making. Chichester: John Wiley & Sons Ltd
	* 7. Fellows, R., 2006. Culture. In: Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing. Ch.3.		* 7. Fellows, R., 2006. Culture. In: Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing. Ch.3.
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	* 12. Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing.		* 12. Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing.
	* 13. Malik M.A. Khalfan, McDermott, P. & Swan, W. Building trust in construction projects, Supply Chain Management: An International Journal, vol. 12, no. 6		* 13. Malik M.A. Khalfan, McDermott, P. & Swan, W. Building trust in construction projects, Supply Chain Management: An International Journal, vol. 12, no. 6
−	* 14. Public Private Finance, 2007. Focus on Transport: That’s the way to do it: Heathrow’s Terminal Five is a role model for the Industry. Available through: Loughborough University Library Website ~~< [http://www.lboro.ac.uk/library/ http://www.lboro.ac.uk/library/]>~~ [Accessed 14 November 2012]	+	* 14. Public Private Finance, 2007. Focus on Transport: That’s the way to do it: Heathrow’s Terminal Five is a role model for the Industry. Available through: Loughborough University Library Website [Accessed 14 November 2012]
	* 15. Rowlinson, S and Kvan, T. 2004 Procurement Systems. In: Langford, D and Murray, M., 2004, Architect’s Handbook of Construction Project Management. London: RIBA Enterprises. pp141-157.		* 15. Rowlinson, S and Kvan, T. 2004 Procurement Systems. In: Langford, D and Murray, M., 2004, Architect’s Handbook of Construction Project Management. London: RIBA Enterprises. pp141-157.
	* 16. Williams, R. 2008. The perfect storm: Underwriting the construction of Heathrow Terminal 5. Gleneagles, 16 September 2008. Swiss Reinsurance Company Limited		* 16. Williams, R. 2008. The perfect storm: Underwriting the construction of Heathrow Terminal 5. Gleneagles, 16 September 2008. Swiss Reinsurance Company Limited

Designing Buildings at 15:16, 5 June 2018

2018-06-05T15:16:50Z

← Older revision		Revision as of 15:16, 5 June 2018
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	* Framework agreement.		* Framework agreement.
	* Gatwick second runway.		* Gatwick second runway.
		+	* Heathrow Airport expansion.
	* Heathrow Terminal 5.		* Heathrow Terminal 5.
	* Thames estuary hub airport.		* Thames estuary hub airport.

Designing Buildings at 16:12, 10 October 2017

2017-10-10T16:12:10Z

← Older revision		Revision as of 16:12, 10 October 2017
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	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===

		+	* Airports.
	* Balanced scorecard.		* Balanced scorecard.
	* Collaborative practices.		* Collaborative practices.

Designing Buildings at 15:55, 10 October 2017

2017-10-10T15:55:40Z

← Older revision		Revision as of 15:55, 10 October 2017
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	* Latham Report.		* Latham Report.
	* Partnering.		* Partnering.
−	* Procurement route	+	* Procurement route.
		+	* Sustainability of Heathrow 2.0.

	=== External references ===		=== External references ===

−	1. Basu, R., Little, C. and Millard, C. 2009. Case Study: A Fresh Approach of the Balanced Scorecard in the Heathrow Terminal 5 Project. Measuring Business Excellence, vol. 13, no. 4,	+	* 1. Basu, R., Little, C. and Millard, C. 2009. Case Study: A Fresh Approach of the Balanced Scorecard in the Heathrow Terminal 5 Project. Measuring Business Excellence, vol. 13, no. 4,
−		+	* 2. Brady, T. and Davies, A. 2009. From Hero to Hubris – Reconsidering the Project Management of Heathrow’s Terminal 5. International Journal of Project Management, vol. 28, no. 2,
−	2. Brady, T. and Davies, A. 2009. From Hero to Hubris – Reconsidering the Project Management of Heathrow’s Terminal 5. International Journal of Project Management, vol. 28, no. 2,	+	* 3. Caldwell, N.D., Roehrich, J.K. and Davies, A.C. 2009. Procuring Complex Performance in Construction: London Heathrow Terminal 5 and a Private Finance Initiative Hospital. Journal of Purchasing and Supply Management, vol. 15, no. 3,
−		+	* 4. Davies, A., Gann, D. and Douglas, T. 2009. Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5. California Management Review, vol. 51, no.2
−	3. Caldwell, N.D., Roehrich, J.K. and Davies, A.C. 2009. Procuring Complex Performance in Construction: London Heathrow Terminal 5 and a Private Finance Initiative Hospital. Journal of Purchasing and Supply Management, vol. 15, no. 3,	+	* 5. Davis Langdon. 2010 Contracts In Use: A Survey of Building Contracts in Use during 2010. Available through: [http://www.rics.org/Global/CONTRACTS%20IN%20USE_FINAL_%20Nov2012_%20lteage_081112.pdf http://www.rics.org/Global/CONTRACTS%20IN%20USE_FINAL_%20Nov2012_%20lteage_081112.pdf] [Accessed 14 November 2011]
−		+	* 6. Doherty, S. 2008 Heathrow’s Terminal 5: History in the Making. Chichester: John Wiley & Sons Ltd
−	4. Davies, A., Gann, D. and Douglas, T. 2009. Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5. California Management Review, vol. 51, no.2	+	* 7. Fellows, R., 2006. Culture. In: Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing. Ch.3.
−		+	* 8. Hofstede, G.H. 1980. Culture’s consequences: International Differences in Work-related Values. Sage, Beveley Hills, CA.
−	5. Davis Langdon. 2010 Contracts In Use: A Survey of Building Contracts in Use during 2010. Available through: [http://www.rics.org/Global/CONTRACTS%20IN%20USE_FINAL_%20Nov2012_%20lteage_081112.pdf http://www.rics.org/Global/CONTRACTS%20IN%20USE_FINAL_%20Nov2012_%20lteage_081112.pdf] [Accessed 14 November 2011]	+	* 9. Hofstede, G.H. (1994a) The business of international business is culture. International Business Review, vol.3, no.1
−		+	* 10. Hofstede, G.H. (1994b) Cultures and organizations: Software of the Mind. Harper Collins, London.
−	6. Doherty, S. 2008 Heathrow’s Terminal 5: History in the Making. Chichester: John Wiley & Sons Ltd	+	* 11. Langford, D. Murray, M. 2006. Procurement in the Context of Commercial Management. In: Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing. Ch.4.
−		+	* 12. Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing.
−	7. Fellows, R., 2006. Culture. In: Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing. Ch.3.	+	* 13. Malik M.A. Khalfan, McDermott, P. & Swan, W. Building trust in construction projects, Supply Chain Management: An International Journal, vol. 12, no. 6
−		+	* 14. Public Private Finance, 2007. Focus on Transport: That’s the way to do it: Heathrow’s Terminal Five is a role model for the Industry. Available through: Loughborough University Library Website < [http://www.lboro.ac.uk/library/ http://www.lboro.ac.uk/library/]> [Accessed 14 November 2012]
−	8. Hofstede, G.H. 1980. Culture’s consequences: International Differences in Work-related Values. Sage, Beveley Hills, CA.	+	* 15. Rowlinson, S and Kvan, T. 2004 Procurement Systems. In: Langford, D and Murray, M., 2004, Architect’s Handbook of Construction Project Management. London: RIBA Enterprises. pp141-157.
−		+	* 16. Williams, R. 2008. The perfect storm: Underwriting the construction of Heathrow Terminal 5. Gleneagles, 16 September 2008. Swiss Reinsurance Company Limited
−	9. Hofstede, G.H. (1994a) The business of international business is culture. International Business Review, vol.3, no.1	+	* 17. Wolstenholme, A. Introduction. Proceedings of the ICE - Civil Engineering, vol. 161, no. 5.
−		+	* 18. Wolstenholme, A., Fugeman, I. and Hammond, F. Heathrow Terminal 5: Delivery Strategy. Proceedings of the ICE - Civil Engineering, vol. 161, no. 5.
−	10. Hofstede, G.H. (1994b) Cultures and organizations: Software of the Mind. Harper Collins, London.	+	* 19. Wood, G., McDermott, P. 1999. Looking for trust in construction: an interim view. In: Ogunlana, S.O., 1957- 1999, Profitable partnering in construction procurement. CIB W92 (procurement systems) and CIB TG 23 (culture in construction) : joint symposium, London : E&FN Spon, London.
−		+
−	11. Langford, D. Murray, M. 2006. Procurement in the Context of Commercial Management. In: Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing. Ch.4.	+
−		+
−	12. Lowe, D. & Leiringer.R., 2006, Commercial Management of Projects Defining the Discipline. Oxford: Blackwell Publishing.	+
−		+
−	13. Malik M.A. Khalfan, McDermott, P. & Swan, W. Building trust in construction projects, Supply Chain Management: An International Journal, vol. 12, no. 6	+
−		+
−	14. Public Private Finance, 2007. Focus on Transport: That’s the way to do it: Heathrow’s Terminal Five is a role model for the Industry. Available through: Loughborough University Library Website < [http://www.lboro.ac.uk/library/ http://www.lboro.ac.uk/library/]> [Accessed 14 November 2012]	+
−		+
−	15. Rowlinson, S and Kvan, T. 2004 Procurement Systems. In: Langford, D and Murray, M., 2004, Architect’s Handbook of Construction Project Management. London: RIBA Enterprises. pp141-157.	+
−		+
−	16. Williams, R. 2008. The perfect storm: Underwriting the construction of Heathrow Terminal 5. Gleneagles, 16 September 2008. Swiss Reinsurance Company Limited	+
−		+
−	17. Wolstenholme, A. Introduction. Proceedings of the ICE - Civil Engineering, vol. 161, no. 5.	+
−		+
−	18. Wolstenholme, A., Fugeman, I. and Hammond, F. Heathrow Terminal 5: Delivery Strategy. Proceedings of the ICE - Civil Engineering, vol. 161, no. 5.	+
−		+
−	19. Wood, G., McDermott, P. 1999. Looking for trust in construction: an interim view. In: Ogunlana, S.O., 1957- 1999, Profitable partnering in construction procurement. CIB W92 (procurement systems) and CIB TG 23 (culture in construction) : joint symposium, London : E&FN Spon, London.	+

	[[Category:Articles_needing_more_work]] [[Category:History]] [[Category:Projects_and_case_studies]]		[[Category:Articles_needing_more_work]] [[Category:History]] [[Category:Projects_and_case_studies]]

Designing Buildings at 12:39, 3 February 2017

2017-02-03T12:39:45Z

← Older revision		Revision as of 12:39, 3 February 2017
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	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===

		+	* Balanced scorecard.
	* Collaborative practices.		* Collaborative practices.
	* Cost plus contract.		* Cost plus contract.

82.16.114.163 at 23:17, 23 March 2016

2016-03-23T23:17:31Z

← Older revision		Revision as of 23:17, 23 March 2016
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	On 27 March 2008 Heathrow Terminal 5 (T5) opened after approximately 19 years of planning and £4.3 billion investment by British Airport Authority (BAA). Laing O’Rourke, AMEC and MACE were the three principal contractors employed, although as highlighted by Basu (Little and Millard, 2009) by 2008 fifty thousand people, employees and key stakeholders had been involved in the construction.		On 27 March 2008 Heathrow Terminal 5 (T5) opened after approximately 19 years of planning and £4.3 billion investment by British Airport Authority (BAA). Laing O’Rourke, AMEC and MACE were the three principal contractors employed, although as highlighted by Basu (Little and Millard, 2009) by 2008 fifty thousand people, employees and key stakeholders had been involved in the construction.

−	Prior to construction BAA conducted a two year study in which ‘every major UK construction project of over £1bn conducted over the previous 10 years and every international airport that opened over the previous 15 years’ (Brady and Davies, 2009) were investigated. Brady and Davies (2009) discussed the findings, stating that of those investigated none had been constructed on time, within budget and to the original standard set out. Davies (Gann and Douglas, 2009) echoed Brady and Davies (2009) discussions noting it would be £1 billion over budget, over a year late and with at least two fatalities.	+	Ryan Donnelly who was the chief engineer for the T5 project concluded with BAA suggestions that an alternative procurement method was required to meet the project objectives and deliver the project on time and within budget. Prior to construction BAA conducted a two year study in which ‘every major UK construction project of over £1bn conducted over the previous 10 years and every international airport that opened over the previous 15 years’ (Brady and Davies, 2009) were investigated. Brady and Davies (2009) discussed the findings, stating that of those investigated none had been constructed on time, within budget and to the original standard set out. Davies (Gann and Douglas, 2009) echoed Brady and Davies (2009) discussions noting it would be £1 billion over budget, over a year late and with at least two fatalities.

	However, the study predictions were not fulfilled. T5 was completed on time and within budget (later complications regarding the roof may divide opinion as to the overall success of the budget).		However, the study predictions were not fulfilled. T5 was completed on time and within budget (later complications regarding the roof may divide opinion as to the overall success of the budget).

Designing Buildings at 22:04, 23 March 2016

2016-03-23T22:04:34Z

← Older revision		Revision as of 22:04, 23 March 2016
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	Megaproject clients are often disappointed with the outcome of their project, be it over budget, delayed or not to the specification they requested at tender stage.		Megaproject clients are often disappointed with the outcome of their project, be it over budget, delayed or not to the specification they requested at tender stage.

−	This article investigates the procurement systems, culture and trust issues that the key stakeholders had to contend with during the £4.3 billion construction of Heathrow Terminal 5. The results reveal that the success of the project was dependent upon the culture of trust and the approach to risk adopted by BAA during the procurement process. It is recommended that the steps implemented by BAA should be replicated in future megaprojects~~, and that Ryan Donnelly is a wanker~~.	+	This article investigates the procurement systems, culture and trust issues that the key stakeholders had to contend with during the £4.3 billion construction of Heathrow Terminal 5. The results reveal that the success of the project was dependent upon the culture of trust and the approach to risk adopted by BAA during the procurement process. It is recommended that the steps implemented by BAA should be replicated in future megaprojects.

	= Background =		= Background =

Designing Buildings: Reverted edits by 143.117.170.78 (talk) to last revision by 143.117.181.94

2016-03-23T21:59:40Z

Reverted edits by 143.117.170.78 (talk) to last revision by 143.117.181.94

← Older revision		Revision as of 21:59, 23 March 2016
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	= Background =		= Background =

−	On ~~27th ..~~March 2008 Heathrow Terminal 5 (T5) opened after approximately 19 years of planning and £4.3 billion investment by British Airport Authority (BAA). Laing O’Rourke, AMEC and MACE were the three principal contractors employed, although as highlighted by Basu (Little and Millard, 2009) by 2008 fifty thousand people, employees and key stakeholders had been involved in the construction.	+	On 27 March 2008 Heathrow Terminal 5 (T5) opened after approximately 19 years of planning and £4.3 billion investment by British Airport Authority (BAA). Laing O’Rourke, AMEC and MACE were the three principal contractors employed, although as highlighted by Basu (Little and Millard, 2009) by 2008 fifty thousand people, employees and key stakeholders had been involved in the construction.

	Prior to construction BAA conducted a two year study in which ‘every major UK construction project of over £1bn conducted over the previous 10 years and every international airport that opened over the previous 15 years’ (Brady and Davies, 2009) were investigated. Brady and Davies (2009) discussed the findings, stating that of those investigated none had been constructed on time, within budget and to the original standard set out. Davies (Gann and Douglas, 2009) echoed Brady and Davies (2009) discussions noting it would be £1 billion over budget, over a year late and with at least two fatalities.		Prior to construction BAA conducted a two year study in which ‘every major UK construction project of over £1bn conducted over the previous 10 years and every international airport that opened over the previous 15 years’ (Brady and Davies, 2009) were investigated. Brady and Davies (2009) discussed the findings, stating that of those investigated none had been constructed on time, within budget and to the original standard set out. Davies (Gann and Douglas, 2009) echoed Brady and Davies (2009) discussions noting it would be £1 billion over budget, over a year late and with at least two fatalities.