Aviation was the focus of the Project Controls Network’s 2014 prestige lecture, which looked at the approaches of Heathrow and Gatwick airport, and the biggest challenges they face.

 

The Project Controls Network enjoys discussing key topics impacting society, so, for its 2014 Prestige Lecture, the network’s executive team decided to look at how the future of travel is set to change. The network invited key speakers to discuss how projects at the UK’s biggest airports will influence this, and the project control challenges they face.

 

Aviation is a hot topic for people involved in project and programme delivery, as Preetam Heeramun, Project Control Network Executive Team Member, and the lead volunteer behind this event, highlights.

 

“The travel industry is transforming rapidly and countries worldwide, including the UK, are investing heavily in this sector. At the same time, delivering projects in this sector involve many stakeholders, costs a lot of money and delivering such mega projects involves an innovative project control approach. Furthermore, both Heathrow and Gatwick are competing for a new runway, which is very topical, with results expected next year,” he notes.

 

The evening saw two speakers take to the stage: Peter Frayne, former Programme Controls Director at BAA and Doug Waters, Continuous Improvement and Sustainability Leader at Gatwick Airport. They shared their experiences working at Heathrow and Gatwick respectively, discussing Heathrow’s T2 and T2B projects, and Gatwick’s introduction of new technologies and procedures as well as the update of time expired building stock.

 

Through their talks attendees were able to see how their approaches were sometimes similar, yet other times different.

 

“Considering both airports were until 2009 part of the same group, it was interesting how we have changed our approaches,” says Doug. “Heathrow now employs a project management delivery organisation, so works as the intelligent client. Gatwick manages projects through integrated project management teams made up of staff, consultants and contractors.

 

“But overall, our approaches are still very similar, even using the same software for planning.”

 

“It was interesting to note how similar the two airports are in their approach and also in their publicity campaigns to promote their business cases for expansion,” Peter continues. “It’s not that surprising, as the two airports only recently separated and still have a broadly similar culture, but it will be interesting to see how time and outside influences change approaches on both sides in the coming years. There is a drive to bring fresh ideas into the sector from outside, plus those within aviation have many opportunities away from this sector. I believe this natural churn will start to change the approach of both the airports,” he notes.

 

“It will also be intriguing to see what the effect of the expansion battle will be,” he adds. “If Heathrow loses there will be a regional impact of some magnitude as suppliers and customers move or expand to capture new opportunities.”

 

After the talks the floor was opened to questions. Key areas of discussion centred around the types of tools, systems and software used and how stakeholders are engaged with. Questions were also raised about Heathrow’s outsource model and whether it is likely to be brought back in-house.

 

The speakers were also asked about the biggest challenges they face.

 

Doug highlighted that these included delivering projects without affecting passengers, as this affects speed and cost, with Peter adding that many challenges are the same, whatever industry you work in.

 

“The biggest challenges are the same in whatever sector you work in, it’s about making outcomes predictable in its simplest form,” he says. “To do this we deploy many tools, train people, coach, monitor and correct. This never changes however long you do the job. The challenge is keeping your skills and those of your team relevant and fresh - it’s as interesting a role as you make it, but conversely it can become a drudge if you stop enjoying it and stop evolving.”

 

All involved felt the lecture was a great success and started a good discussion around Heathrow and Gatwick in the context of the UK travel industry.



“Attendees took away elements of best practice and looked at how big projects in this field are managed,” Preetam notes. “It would be great to build on this and hold an event which looks at the bigger picture of the UK travel industry as a global hub and what is happening internationally.”

 

To join the discussion, or to find out more about the Project Controls community, please visit the IET/ACostE Project Controls Network MyCommunity page.