Bae Assignment
BAE Business Case Study
Submitted by:
Susan Pacheco April 17, 2013
Table of Contents
Part 1: Executive Summary 3 Part 2: Main Issue 4 Part 3: Systemic Issues 4 Leadership & Project Management issues 4 Political Pressure to Fast-Track Project 5 Design Issues 5 Communication Breakdowns 6 City Involvement (Delays) 6 BAE Conditions on Contract Signing (April 1992) 6 Part 4: Environmental & Root cause Analysis 7 Qualitative Analysis: 7 Project Management 7 People (Unqualified): 8 Build-Design 8 Economic & Political Considerations 8 Success with United Airlines 9 Part 5: Alternatives and/or Options: 9 Alternative A 9 Alternative B 11 Part 6: Recommendations and Implementation 11 Recommendation: 11 Recommendations Implementation Plan: 12 Part 7: Monitor and Control: 13 Part 8: Conclusion: 13 Part 9: References, Exhibits and Appendixes 13
Part 1: Executive Summary
In order to address the immediate issue of the letter received by the City Mayor holding us responsible for the delay of the new baggage system by charging BAE a penalty of $12k/day backdated to October 29, 1993 and also requesting a charge back for the $50M tug-and-cart baggage backup system, immediate action and priority needs to be given to address this accusation.
A prompt analysis of our project plan and missed milestones with reasons and factual data is critical in defending our position. We need to prove where certain milestones outside our control were missed and the domino effect it created and where dependencies to our commitments were broken and by whom. There were many points at which we voiced our concerns on the project delays and access issues that further hindered our ability to perform but no one took responsibility or acknowledged the delay. In addition, the Build-Design approach has in itself created many hurdles and time delays outside our control as well as created
Submitted by:
Susan Pacheco April 17, 2013
Table of Contents
Part 1: Executive Summary 3 Part 2: Main Issue 4 Part 3: Systemic Issues 4 Leadership & Project Management issues 4 Political Pressure to Fast-Track Project 5 Design Issues 5 Communication Breakdowns 6 City Involvement (Delays) 6 BAE Conditions on Contract Signing (April 1992) 6 Part 4: Environmental & Root cause Analysis 7 Qualitative Analysis: 7 Project Management 7 People (Unqualified): 8 Build-Design 8 Economic & Political Considerations 8 Success with United Airlines 9 Part 5: Alternatives and/or Options: 9 Alternative A 9 Alternative B 11 Part 6: Recommendations and Implementation 11 Recommendation: 11 Recommendations Implementation Plan: 12 Part 7: Monitor and Control: 13 Part 8: Conclusion: 13 Part 9: References, Exhibits and Appendixes 13
Part 1: Executive Summary
In order to address the immediate issue of the letter received by the City Mayor holding us responsible for the delay of the new baggage system by charging BAE a penalty of $12k/day backdated to October 29, 1993 and also requesting a charge back for the $50M tug-and-cart baggage backup system, immediate action and priority needs to be given to address this accusation.
A prompt analysis of our project plan and missed milestones with reasons and factual data is critical in defending our position. We need to prove where certain milestones outside our control were missed and the domino effect it created and where dependencies to our commitments were broken and by whom. There were many points at which we voiced our concerns on the project delays and access issues that further hindered our ability to perform but no one took responsibility or acknowledged the delay. In addition, the Build-Design approach has in itself created many hurdles and time delays outside our control as well as created
References: Exhibits and Appendixes Appendix 1 - New Project Management Team Structure Appendix 2 - RACI Matrix example (for initial phase) of new structure