Awarding Body:

ARDEN UNIVERSITY

Programme Name:
MSC PROJECT MANAGEMENT

Module Name(and part if applicable):

Management of Projects

Assesment Title:
Case Study Assignment – PRM 7002

Student Number:
STU71318

Tutor Name:
Peter White

Word Count:
5500

Content
s
Project Classification.............................................................................................................................2
Project Methodology.............................................................................................................................2
Agile...................................................................................................................................................3
Waterfall............................................................................................................................................3
Decision Making....................................................................................................................................3
Project Life Cycle...................................................................................................................................4
Initiation Phase..................................................................................................................................5
Planning.............................................................................................................................................5
Implementation.................................................................................................................................5
Closure...............................................................................................................................................5
Stakeholder...........................................................................................................................................7
Internals stake holder........................................................................................................................7
Stakeholder analysis..........................................................................................................................9
Change Management......................................................................................................................11
Communication Management.........................................................................................................12
Risk Register a Risk Management Techniques.....................................................................................12
Risk Register Characteristics............................................................................................................12
Risk Register Description.................................................................................................................13
Six Sigma for Quality Management.....................................................................................................14
Define..............................................................................................................................................14
Measure..........................................................................................................................................14
Analyze............................................................................................................................................14
Improve...........................................................................................................................................15
Control.............................................................................................................................................15
Conclusion.......................................................................................................................................15
Schedule and Cost Control Tools.........................................................................................................16
Project Scheduling...........................................................................................................................16
GANTT Chart................................................................................................................................16
Critical Path Method....................................................................................................................17
PERT Method...............................................................................................................................17
Project Costing.................................................................................................................................18
Decisions of Expert......................................................................................................................18
Conclusion...........................................................................................................................................19
References...........................................................................................................................................20
“An airport is a major infrastructure project, and thus a decade-long drama with enormous
impacts on transportation, economic development, and public investment. Berlin’s new
airport will be a redevelopment of an old one, Schönefeld, built by East Germany”.1
The major intent of this project has to become the busiest air terminal in the Europe with an
estimate of about 45 million travelers every year, and key economic driver of region.
Project probability and initial stage took approximately fifteen years. Construction started in
2006, and it would estimate to complete in next five years. The estimated inauguration date
was Oct. 30, 2011. Its six years now, Berlin Airport still cannot seem to open. €7.9 billion is
the most latest estimated cost of the project, which is nearly around 50 percent above the
declared financial plan of €5.4 billion!
Utilizing a basic structure I have created, let us see what turned out badly in this project:
“Different terms used to describe large projects in literature such as complex projects, major
projects, giant projects and megaprojects.” (Ruuska et al., 2009). “Persistent cost over runs
and over estimation of economic benefits suggests that the wrong projects selected, often
not viable and costing more than they should.” (Flyvbjerg et al., 2003, Sturup, 2009).
“Extant literature show that the records of accomplishment of large projects are
fundamentally poor.” (Ruuska et al., 2009).

Project Classification
“Usual project progress would start with a potential project that becomes a pioneer project
and then develops into an acceptance or even standard project.” (Kuster et al., 2011, p. 5-
7).
Berlin Brandenburg airport project classified as an acceptance project, as some fundamental
information regarding the airport project development is accessible, yet must be utilized for
some specific degree.

Project Methodology

According to “My Management Guide” “Project Management Methodology is a strictly

defined combination of logically related practices, methods and processes that determine
how best to plan, develop, control and deliver a project throughout the continuous
implementation process until successful completion and termination. It is a scientifically-
proven, systematic and disciplined approach to project design, execution and completion 2”.
The two most productive techniques for getting things executed in the construction
business are the Waterfall and Agile methodology. We will discuss both and try to
determine the most feasible for the Brandenburg Airport Project.

1
“East Germany” refers to the Deutsche Demokratische Republik. “West Germany” refers to the
Bundesrepublik Deutschland from 1949 to 1990. The paper uses the term “Federal Government” to refer to
the Bundesrepublik Deutschland after German Reunification.
2
https://mymanagementguide.com/basics/project-methodology-definition/
Agile

“Two main concepts within the Agile methodology are adaption to change and collaboration
between people.” (Agile Sweden, 2012).
“The Ability of an Organization to Adapt Proficiently (Thrive) in a Continuously Changing,
Unpredictable Business Environment.” (Dove, 1996).
“Agile systems are ones that can respond to both reactive needs and proactive
opportunities when these are unpredictable, uncertain, and likely to change.” (Dove, 2005).
Waterfall
“Waterfall provides a clearly defined and easily understood structure for a project. Gantt
charts facilitate communication; give confidence to stakeholders, and highlights time
slippages relative to plan.” (Clark, 1922).
The main objective to the waterfall methodology, it permits a set to methods entire
contemplation on every construction phase permitting engineers to assurance top-notch
progression at each stage. This, however, can stretch the success procedure, by precluding
constructors from further progress, and keep halting the progress until the other
independent finishes jobs finishes.
With respect to Brandenburg Airport Project, I should specify that Agile technique could
predict various errors and issues from the earliest starting point Because of project extreme
uncertainty and multifaceted due to its huge size, it includes diversity of stakeholders, to
avoid interruptions and reliance on the situations the Agile would developed improved
methodology. Effective was of communication is extremely important, due to the
involvement of variance providers, possible clients, administrative and community worth of
the project. Furthermore, the quality of overall project increases by the continuous
opinions. Another benefit of the methodology, the advices of the other team officials and
professionals are exceedingly valued for the task.

Decision Making
“Rural Sperenberg and Jüterbog considered more suitable for construction of a large airport,
to ensure the economic viability of the project, they pursued the single airport concept
meaning that the new airport would become the sole commercial airport for Berlin and
Brandenburg”.3
“Economic considerations favoured an airport located near the city centre, with existing
road and rail links”.4 Besides, The Schönefeld land costing more having not ideal soil
undergrounds and extremely impossible for future expansion if required. 28 May 1996
committed to Schönefeld as the new airport site. “This so-called consensus decision was
later affirmed by the respective state legislatures”. “The new airport would use some

3
Jobst Fiedler and Alexander Wendler (May 2015)Public Infrastructure Project Planning in Germany: The Case
of the BER Airport in Berlin-Brandenburg
4
Appenzeller, Gerd (2 December 2011). "Die Akte Schönefeld – 1989 bis 1996" [The Schönefeld Act – 1989–
1996]. Der Tagesspiegel (in German).
infrastructure, such as a runway, from the current Schönefeld Airport”. (Mayor Diepgen,
Manfred Stolpe, Matthias Wissmann). 5,6
The absence of correspondence and cooperation between the partners just as staying away
from conversations and meetings to generate new ideas lead to settling on an off-base
choice and as the outcome consistent delays and extra expenses. “There were substantial
deficiencies in the flow of information.” (Harald Wolf’s) 7.
“[t]he reporting to the supervisory board, […], corresponded therefore not always to the
truth, to say the least”.8

“The airport company had too little know how of construction issues to manage such a
complex project. Purchasing the missing skills externally was counterproductive as it further
increased complexity and contributed to the disaster”. (Harald Wolf, Minister of Economics
).9
“Experts were missing on the board. He would have wished for knowledge that is more
expert on construction issues”. “Instead of focusing on the important matters the board
spent its time on minor issues and details.” (Engelbert Luetke Daldrup) 10,11

“There is no proven expert with construction competences, no one that had been chosen
with those requirements in mind, on the board”. (Klaus Wowereit ).12

All these issues comprehensively and effectively can communicated and critical problems
can identified earlier by utilizing the Project Management available guidelines.

Project Life Cycle

"The life cycle is the only thing that uniquely distinguishes projects from non-projects." 13
(Patel and Morris).
A project life cycle is the succession of stages that an undertaking experiences from its
introduction to its conclusion. The number and grouping of the cycle controlled by the
administration and different elements like needs of the association engaged with the task,
5
Alberts, Heike C.; Bowen Jr., John T.; Cidell, Julie L. (12 June 2008). Missed Opportunities: The Restructuring
of Berlin's Airport System and the City's Position in International Airline Networks (PDF). Taylor & Francis
6
"Konsensbeschluss zur Tempelhof-Schließung" [Consensus decision for the closure of Tempelhof]. Der
Tagesspiegel (in German). 18 June 2007
7
Wohnen und Verkehr, 21. Sitzung 23. Januar 2013, 17. Wahlperiode”, p. 47.rbb Rundfunk Berlin-
Brandenburg, “Der Aufsichtsrat hat seine Pflicht getan”, dated as of 15.11.2013.
8
Meinhard von Gerkan, Black Box BER. Vom Flughafen Berlin Brandenburg und anderen Grossbaustellen. Wie
Deutschland seine Zukunft verbaut, Quadriga Verlag, 2013, Kindle edition, location 914 of 1389.
9
rbb Rundfunk Berlin-Brandenburg, “Der Aufsichtsrat hat seine Pflicht getan”, dated as of 15.11.2013
10
rbb Rundfunk Berlin-Brandenburg, “Ex-Aufsichtsrat beklagt Mangel an Sachverstand am BER”,
dated as of 18.10.2013.
11
Piraten Fraktion Berlin, media release, “BER: Finanzen seit 2008 nicht im Griff”, 18.10.2013.
12
Abgeordnetenhaus Berlin, Plenar- und Ausschussdienst, “Wortprotokoll Ausschuss fuer Bauen,
Wohnen und Verkehr, 10. Sitzung 18. Mai 2012, 17. Wahlperiode”, p. 7.
13
Patel, M. B. & Prof. P.G. W. Morris, Guide to the Project Management Body of Knowledge, Centre for
Research
in the Management of Projects, University of Manchester, UK, 1999, p52.
the idea of the undertaking, and its zone of use. The stages have a distinct beginning, end,
and control point and are obliged by time.
Initiation Phase

Initiation is main stage in project life cycle, the activity goal or need identified; a viability
study drives to research whether each option tends to objectives and a final advised
resolute.
Planning

In this phase, group classifies all of the effort to done. The plan’s responsibilities & fallback
necessities recognised, beside with the strategy for constructing. It denoted to as “scope
management.” A project design shaped charting the accomplishments, responsibilities,
dependences, and time limitations. The project manager organizes, research regarding
financial aspects by giving an idea about cost for the labour, tools, and resources. After the
project team identified task, organized the schedule, and evaluated budgets, three essential
parts of the planning stage achieved. It’s time for risk management, it identifies the likely
difficulties are identified beside with the action that is needed to be taken on each possible
issue, it's a decent an ideal opportunity to recognize all stakeholders and make
communication design characterizing information required and proper management
technique utilized to keep the partners informed. Finally, quality procedure requisite to
archived, giving the information about quality goals, assurance, and control actions,
response strategy and record standards accomplish for client approval.

Implementation

During project execution, individuals are performing the assigned tasks, and progress
information necessary for team meetings. This information then utilizes by the PM to
maintain and control over the direction of the task by equating the progress information
and the project plan to measure the project performance, actions and prepare
counteractive plans as demanded.
Closure

In conclusive stage, significance is on emancipating last targets, giving over project

documentation to the customer, finishing provider contracts, releasing project resources,
and sharing the closure of the task to all partners.
In BER project, initiation not well documented, and the effect of this can be clearly examine
from the numerous changes requests from terminals to the entire design of the project. The
project models related to the business point of view also revised and changed. Change the
scope and goals always effects the project in financial and time overrun.
The “Iron triangle” known as “Tripple ocntrant” is a dominant idea to Project Management
research and practice, demonstrating the connection among fundamental perormance
standards.“Time, Cost and Quality have been the utmost broadly putative project
attainment measures since 1970.” (Atkinson, 1999: Ika,2009).
This rule clearly demonstrates that the effect of changing one variable effect the other two
and if we change any one the remaining two need to change to be in balance.
Regarding to the substantial changes in scope, Berlin Airport also called as a “Scope Creep”.
Inspectors identified the 66,500 faults, 34,000 labelled as “important” and 5,845 as
“serious.” It includes fire safety system it just not stopped at the smoke system: a sequence
of further foremost glitches later arisen. In which incorrectly, installing of the cable, Doors
wrongly numbered, escalators are not up to the mark, check-in desk shortages, which
overcome as to check-in for the some airliners in the tents in front of terminals are included.
A huge increase in the estimations of the future number of passenger which resulted
in an increase in airport, including new terminals for large airbus A380 and mall like
shopping area. “This fact not assumed and calculated on a Planning stage, which lead to
complete redesign in future.” (Wendler A., Fiedler J.).14
Statement of Work (SOW) is essential part of projects planning stage, the SOW contains of
several types of information when applicable: SOW & Purpose, Due Dates & Deliverables,
Work Location, Responsibilities, and Timeframe for Deliverables, Acceptance Criteria of
Deliverables, Payment and schedule of Payments.
The primary reason of BER air Port is replacing two air terminals, Tempelhof and Tegel and
to construct a significantly greater one with an arranged limit of 27 million travelers for
every year. It arranged that the limit could reached out to up to 43 million travelers for each
year throughout the years. While TXL and SXF air terminals serve 27 million individuals these
days. As indicated by the examination of. Many issues can be avoided issues in Berlin
Brandenburg Airport project, if it can properly documented and financial issues calculated
properly at the planning stage.

I should suggest the SMART project management methodology in this case.

 Specific Goals
 Measurable Goals
 Achievable Goals
 Relevant
 Targets

To begin with, the goals must be determined and understandably characterized. Second, the
objective must to separate into measureable parts or stages. Feasible is distinguishing the
means accepting if the established objective is reachable and practical. Pertinent

14
Jobst Fiedler and Alexander Wendler (May 2015)Public Infrastructure Project Planning in Germany: The Case
of the BER Airport in Berlin-Brandenburg
considerate what the task needs? These models could explore absence of specific resources
and abilities. The last rules help to build up adaptable and practical timeframes with
minimum risk factors.

Stakeholder

“Individuals and organizations who actively involved in the project whose comforts may be
definitely or damagingly precious as a result of project implementation or effective project
completion.” (Project Management Institute, 1996). 
For the successful project, it is a very important activity to identify all of its stakeholders. For
a project, stakeholder management process includes the identification of all of its
stakeholders, essential to document all the needs of stakeholder, evaluating and examining
of stakeholders concern and interest, expectations of the managing stakeholders, necessary
actions to take and revising and repeating of status.
Internals stake holder

Internal stakeholder, as supervision group, I might want to specify setting up the solid
circumstance and selecting the specific method of correspondence. One reason is “not
sharing the bad news” in Berlin Brandenburg Airport project as dread of facing the public
and other stakeholders.
“Threats to support short-term and endanger the wellbeing of the company in the end are
the real thing can be used to identify the style of stakeholder management required based
upon Arnstein’s ladder of participation.” (Brandt & Georgiou, 2016, Friedman and
Miles (2006)).
Below pattern can used to specify the types of stakeholder management. The lower level
share the situations stakeh0lders are hardly inform by the decisions had made, although this
is really a bad practice if done in close atmosphere. In the middle levels stakeholder can
raise their voice about decisions but not assure about the end result impact. The highest
level empowering the stakeholders in cooperation decision making.
 A ladder of stakeholder management and engagement (Friedman and Miles 2006:162)
The numerous involvement of stakeholders in BER airport project makes it complex to
handle and to maintain a balance between stakeholders desires and to achieve the goals
output. Surely, some of them have different goals, interests that not suits the goals, and
protect requirements.
State of Berlin have the interest of making a central hub of air transportation for
surroundings and opening a new business platform. Rather than to focus on the facilities
that the airport can provide to the clients or travellers those who are the end-users of the
project the diversion purely went to achieve the maximum financial goals output which
change the scope of the interest. Secondly, this stakeholder decision-making authority has
not enough information about the technicalities and the complexity of the nature of the
project. These issues creates a significance gap in the understanding and follow-up of the
issues.
In any airport, project passengers are one of the most important stakeholder, as they are the
one who uses the facility at last. “For passengers, the airport offers a changeover point
between the ground and air transportation methods, or a linking point amongst two
journeys. Different sub-types of passengers have been identified.” (Neufville & Odoni 2003;
pp. 610 - 611).
From travellers point of view the goals are to move more quickly and easily throughout the
airport. Utilize the facilities more easily. In addition, be able to plan the new flights from
airport. The facilities should provide the passengers more comfort zone to stay, relax, and
enjoy their time rather than to be tangles in issues.
If we examine the potential passengers according to the power interest matrix. Potentials
customers have no influence but they have interests as end-user of the project.
Passengers are also dominant participants of the airport Economic, passengers can effect in
many different ways. Local passengers can use the airport as a leisure point as uses for
departure, business travels use it as a travelling point, individual travellers are for tourists
and business travels too.
The airport environment need to update and must fulfill the passengers deepened noise
protection necessities. Therefore, stretched timelines of projects timeframe increasing the
cost, and arguable state from users. In addition to this, the repute tremendously ruined and
now as clear factor that the authorities have to make many campaigns to change the
current attitude.
The service providers are another one of the important stakeholder of the project; they can
be from government sectors or can be private operators that deal with amenities to air
carriers and general aviation consumers. This stakeholder has great concern and enormous
effect in the process. It is very important to choose a right stakeholder in this regard; who is
professional in his department and must meets the specific requirements of the project.
Deprived stakeholder management in selecting the immoral shareholder drive to immense
fails. In reference to BER project a very impacted example of the Fire system Engineer,
Alfredo di Mauro, was not capable, with lack of knowledge and proper information for the
required job to done. The absence of governor and effective communication between the
stakeholders and Board members drive to increasing the problem. In June 2010, the
administrative board director looked to the gigantic issues and slip-ups in wellbeing
framework. In this circumstance, the correspondence between the partners, declaring the
issue and finding the arrangement could be the best practice. In spite of the fact that, the
data was undelivered. “The experts offered a genuine comment on the insurance
framework and featured the issues; anyway, the group overlooked the report, depending on
the administrator organizer explanation. The result is huge money loses and out of time
running.” (Wagener G.).
Stakeholder analysis

Stakeholder analysis usually indicates to the scope of procedures or tools to extricate and
understand the supplies and desires for considerable comforts inside and outside the
project situation. It is very crucial to identify our stakeholder and then work out on their
power, influence and interests, it helps to anticipate and predict their reactions to the
projects as it develop and allows us to plan our action according to their desire outputs and
most likely in achieving their support.

Stakeholder Circle process use to identify:

 Mission
 Consistency
 Adaptability
 Involvement

The Denison organizational culture model (Denison, Haaland, & Goelzer, 2004)

“Stakeholders that matter,” and finally monitor the effectiveness of that communication.

“Stakeholders defined as individuals or groups who affected by, or can affect, the work or its
outcomes.” (Walker, Bourne, & Rowlinson, 2008).

“The underlying principle of the Stakeholder Circle methodology is that the community of

project stakeholders will change as the project moves through its lifecycle, and as the
structure of the performing organization changes. The Stakeholder Circle methodology is
examined in detail elsewhere.” (Bourne, 2009).

 Stakeholder Identification and their expected needed documents.

 Rank or Arrange
 Classifying stakeholders, arrange them as per their relative importance, influence,
and effect.
 Involve through appreciative each stakeholder's approach towards the project and
improve directed correspondence.
 Observer the efficiency of this correspondence
 Summary of directions of influence of stakeholders
Officials and executives use stakeholder analysis to categorise these important players or
“stakeholders,” forecast whether they potency provision or in contradiction of the
execution of planning’s and reforms, and improve policies to encourage supportive actions
and minimise the opposing activities before trying to implement key improvement. “It has
well documented that; stakeholder engagement is a key factor, which may affect a project’s
success or failure.” (Phillips, J. J., Bothell, T. W., & Snead, G. L. (2012)).

Change Management

“A comprehensive, cyclic and structured approach for transitioning individuals, groups and
organizations from a current state to a future state with intended business benefits.”
(Project Management Institute, 2013). Learning and exercise of progress the board exertion
to successfully association, the expectation of, association of, and reaction to individual and
gathering responses to the acquaintance of a change with a situation. This tool can used at
BER airport project when there was the need of change in the project management.
Generally, there are two main fluctuating, which describes shareholders, and their effect on
project.
 Power is the ability of the shareholder in changing or discontinuing the project.
 Interest is the level of stakeholder participation in the project. It is the size of overlay
among project demands and stakeholders.

For this resolution, Power-Interest Matrix is a most common stakeholder analysis technique.
This diagram might look very unpretentious on the superficial, but delivers a volume of
evidence about shareholder and how to accomplish them.
Due to the constant scope, changing BER project messy with many of the problems this tool
is can be very useful and handy.
The State of Berlin speaks to the legislature and is amazingly Influential partner.
Simultaneously State of Berlin does not take an interest in an undertaking itself and has
slight significance for the task by the grouping. Contemplating those choices of this partner
can emphatically affect the procedures and plan classification; the management group could
have planned the plan for sifting and assessing not functional, unsafe choices by the
specialists. The State of Berlin, primary partners and proprietors of the project did various
modification demands in structure, framework reconciliations.
Communication Management

“A good communication process keeps stakeholders engaged and project teams motivated,”
15
says Graham Colborne, PMP, manager of capital and projects at Barrick Australia-Pacific. In
BER project case, the deficiencies clearly indicated, “There were substantial deficiencies in
the flow of information.” (Harald Wolf’s) 16.
Despite the circumstance, the result is the proportional: Lack of amazing correspondence
altogether manufactures the danger adventures face and the likelihood that they will come
up short. Lacking correspondence blamed for most of errands that disregard to meet
business targets, as demonstrated by the Pulse correspondence report.

Risk Register a Risk Management Techniques

Risk Register a collected data of distinguished hazards for a project, catches and keeps up
the data on practically all the dangers that were distinguished and identify with the venture.
Therefore, it gives a record of dangers, including their status and history. The threat
associated with tasks and authoritative systems illustrious first; at that point, they evaluated
as far as their chance of occasions and significance. Some of qualities register ought to have:

Risk Register Characteristics

 Short depiction of each danger together with related outcomes
 Elements affecting the possibility and consequence
 Evaluating of dangers for instance, low, medium, extraordinary, and so forth.
 Hazards agreeableness
 Present and future actions for risk relief
 KRI and upward revealing variable

There is no distinctive arrangement for risk register and furthermore it fluctuates with
associations and fundamental expectation for the examination. Standard arrangements are
accessible in open area. Nonetheless, as appeared in Fig., it will incorporate the data talked
15
https://www.demandfrontier.com/insights/project-management-pearl-communication/
16
rbb Rundfunk Berlin-Brandenburg, “Der Aufsichtsrat hat seine Pflicht getan”, dated as of 15.11.2013
about as follows as essential necessities. Consideration of risk matrix, or risk level is optimal,
as pertinent for the undertaking. Some utilization chance levels with regions for yearly or
quarterly periods to show how risk levels are changing after each audit.

Typical Risk Register

Risk Register Description

 Hazard distinguishing proof: This will include risk identification assuming any,
legitimate depiction of the hazard in question.
 Fundamental circumstances and logical results (on the undertaking) of the hazard.
 Essential target for which the hazard examination is done (e.g., time, cost and so
on.).
 Outcome subtleties, for example, probability of event, seriousness, and so forth to
survey chance level or hazard framework.
 Alleviation and control activity of the negative effects from the hazard. On the off
chance that there is any positive effect, at that point control activity might fused in
the register likewise.
 Checking and control of hazard reaction activities.

In light of this, a report outline put before the executives for thought; significant focuses
here are:
 Recognize all major or key dangers.
 Posting of hazard controls to survey their adequacy and usage.
 Recognize substitute way if any to address the dangers.
 Improvement recommendation for hazard control execution.

For Berlin Brandenburg Airport project, it can be very effective, with numerous nature of
construction firms undertaking the designing construction and civil works of the project, the
complication and vast number of stakeholders make risk assessment a tough job. Project
can simplified the procedure by managing the risks from different parts of the project and at
respond to those levels of risks as per their categorization in the project and the impact that
it can make on the project progress.

Six Sigma for Quality Management

Six Sigma applied for "process improvement" and all the organizations are gone through a
numerous procedures. Regardless of whether it is an assistance or a substantial item,
business comprises of loads of procedures, where there are procedures there are flaws.
Where there are flaws, generally we utilize Six Sigma (technique) to enhance them.
In construction and development, it is notable that everything that not encounter the basics
is underlying “Defect”. Delaying of the project considered as a huge distortion, recognize the
defects in a development project, a total assembly can contemplated and tried in regards to
alternating points of view that are:
However, six sigma is a business-situated process, all activities state in regulatory terms, it is
obligatory to assess assumption and ingests of implementing six sigma standards, decide the
normal outcomes, and rough productivity prior.

Define

Define is a primary step in characteristic Client necessities. Business's customer is in

relations of industry and economics. By in view of these necessities, most goal of executing
six alphabetic character is to achieve possessions like material, time, capital efficiently and
successfully to scale back the flaws and construction value.

Measure

It is an arrangement for information assortment, setting up an adequate information test

and primer investigation. In this stage, Six Sigma group breaks down current execution
through substantial information to comprehend improvement openings. Following are the
essential strides for measure

 Identify measurement and variation

 Perform measurement system analysis

Analyze

At this stage primary task is to separate when, where and why the defects occur in the
construction project and later highlights by discovering main driver to run a proper analysis
and examination of fundamental issues, it is important to anticipate a general activity in
three distinct segments talked about straightaway:

 Activities and processes before the start of construction, construction workflow and
concerned processes.

 Thought about that as a circumstances and logical results examination in collaboration

with engineers, venture directors, colleagues, and utilizing their insight, data and
experience can explore the basic impact factors

Improve

In this segment, six sigma venture intentions to eradicate the recognized flaws through the
information imitative from analyze phase.

Control

The control phase is represents to confirm the sustainability and improvement of the
progresses.

Conclusion

Six sigma is a nonstop improvement technique, which offers an efficient system to control
and organize every single included procedure in any development venture, successfully.
applying six sigma guideline on development industry hypothetically and investigated the
upsides of DMAIC method and its capability to upgrade the quality level and productivity of
the development extends also, the adaptability of DMAIC structure in development
ventures has been shown and prescribed how to execute each stage considering the
constructional lists.
“The model also used to help enhance interactions and communication in project team,
reduce project delays and provide structured effective strategy” (Stewart, A. & A. Spencer.,
2006).
As indicated by the absence of affirmation in BER project and nothing ability to see of
undertaking execution that could have bolstered the decision-making management, the Six
Sigma would build mindfulness and information stream.
As indicated by the absence of confirmation in BER venture and zero ability to see of
undertaking execution that could have upheld the chiefs, the Six Sigma would expand the
mindfulness and data stream.

Construction
Finally, the last however not minimal part, that I might want to refer to is quality review and
audit extremely helpful devices for quality management. Analysis is an activity, which
intends to inspect and check the attributes of the object or working procedures (review) of
the organization to decide whether the activity or organization is satisfying the necessary
guidelines and filing its objectives. “An independent assurance is essential in mega projects
like BER especially if the governance does not provide management bodies with adequate
expertise” (Wendler A. Fiedler J., 2015)17. Stating confidential expertize, Klaus Wowereit,
stated, “There was no proven expert with construction competence on the board.” (Kostka
G., Fiedler J.)18

Schedule and Cost Control Tools

“Delivery of a successful project is defined by your overall cost performance and ability to
meet project deadlines” Bill Scott (July 07, 2017)19. Task Scheduling and cost control (money
related plans) two noteworthy mainstays of the project basic polygon. Lacking Budget &
spending baselines plans, one does not have a clue, whether the undertaking, stands
comparative with arranged timetable advancement or arranged spending execution.

Project Scheduling
“The process of creating a schedule - deciding how to order these tasks and how to commit
resources between the varieties of possible tasks called scheduling, and a person
responsible for making a particular schedule may called a scheduler. Making and following
schedules is an ancient human activity” (Dunne, 1995).
Most common planning and scheduling tools described below:
GANTT Chart
Gantt Charts also known as bar graphs. Actions characterized as bars and the length of each
bar signifies to the activity period.

17
Fiedler J. & Wendler A. (2015). Public Infrastructure Project Planning in Germany: The Case of the BER
Airport in Berlin-Brandenburg. Hertie School of Governance
18
Fiedler J. & Wendler A. (2015). Public Infrastructure Project Planning in Germany: The Case of the BER
Airport in Berlin-Brandenburg. Hertie School of Governance
19
https://www.globalknowledge.com/us-en/resources/resource-library/articles/importance-of-project-
schedule-and-cost-control-in-project-management/
 Gantt chart

Gantt chart is the most habitually utilized planning method because of its
straightforwardness. In any case, without utilizing programming it is hard to refresh
exercises, movement connections and oversee changes as the task advances.

Critical Path Method

The Critical Path is “The sequence of scheduled activities that determines the duration of
the project.” (PMBOK)
“One of the keys to the success of CPM is that it utilizes the planner’s knowledge,
experience, and instincts in a logical way first to plan and then to schedule. CPM can save
time through better planning, and in construction, time is money”. (James J. O’Brien, P.E.,
PMP Fredric L. Plotnick, Esq., P.E.)

PERT Method
“A PERT chart is a project management tool that provides a graphical representation of a
project's timeline. The Program Evaluation Review Technique (PERT) breaks down the
individual tasks of a project for analysis.” (CAROL M. KOPP). 
Pert method, one of the basic methods of network analysis. Pert utilized to oversee complex
activities having stochastic nature.

PERT Method

These methods could be advantageous for the productive BER project execution. Above all
else, following the status of the activities would lighten the deferrals, deficient
responsibilities help to distinguish issues basis and discover the answer for forestalling
future postponements. The fire safety system in their letter point at the deviations between
the fire safety concept, arranging approval, and on-site construction. Following the activities
with an undertaking control capacity would anticipate such arrangement deviations.
Besides, in the circumstance with isolated work among various partners, it could be a
helpful device for activities coordination and participation. As, for example, the purpose
behind the subsequent postponement, by the experts' belief, was the ineffectiveness to
integrate the various parts of the fire safety system and smoke extraction system, gave by
five distinct firms. The equal structure and development work brought about the next delay,
regularly, it is a potential answer for an autonomous segment of development yet in the BER
case, “it was not this special case. This choice prompted an unbelievable multifaceted
nature, botches in documentation and procedure.CPM could benefit to avoid errors by
arranging activities and subsequent systematic system.” (Wendler A. Fiedler J., 2015)20.

Project Costing
Cost management is concerned about the way toward finding the correct venture and
completing the project the correct way. It incorporates planning, for example, estimation,
and evaluation, planning, financing, controlling, and benchmarking costs so the project
can be finished inside time and the endorsed spending plan and the task execution could
improve in time.
Decisions of Expert
While estimating the project value, the primary step is to require the comments from the
experts. The experts measures the folks that have previous data on similar reasonably
comes. Therefore, they will recommend valuable insights supported their expertise. In
additionally take their recommendations on various tools and techniques, which will not to
estimate similar reasonably projects

PMBOK guide process that list Expert Judgement as tool/technique Source: PMI, 2013

Over each of the 10 Knowledge Areas, Experts judgment recorded as a procedure multiple
times more as often as possible as the following most regularly recorded venture the
executive’s tool / technique. By considering this reality, we may reason that master
judgment plays a significant job in venture the board.

20
Fiedler J. & Wendler A. (2015). Public Infrastructure Project Planning in Germany: The Case of the BER
Airport in Berlin-Brandenburg. Hertie School of Governance
Conclusion
Berlin Brandenburg Airport a reference for the future mega projects. It reflects the
importance of proper project management techniques at each phase of projects life cycle. It
also provide us the hint of expertise required successfully accomplish the Project. The
approach that has needed to the complexity of the projects and nature of risk factors
included in such type of projects.
References

1. RUUSKA, I., ARTTO, K., AALTONEN, K. & LEHTONEN, P. 2009. Dimensions of distance in a
project network: Exploring Olkiluoto 3 nuclear power plant project. International Journal
of Project Management, 27, 142-153.
2. Flyvbjerg, B., Bruzelius, N. and Rothengatter, W. (2003). Megaprojects and Risk: An
Anatomy of Ambition. Cambridge: Cambridge University Press.
3. RUUSKA, I., ARTTO, K., AALTONEN, K. & LEHTONEN, P. 2009. Dimensions of distance in a
project network: Exploring Olkiluoto 3 nuclear power plant project. International Journal
of Project Management, 27, 142-153.
4. Agile Sweden, 2012. Om Agile (Author’s translation: About Agile),
http://www.Agilesweden.com/, (2012-03-07)
5. Dove, R. (1996) Best Agile Practice Reference Base - 1994: Challenge Models and
Benchmarks. Bethlehem, PA, parshift.com.
6. Dove, R. (2005) Agile Enterprise Cornerstones: Knowledge, Values & Response Ability.
IFIP 8.6. Atlanta, GA.
7. Clark, (1922) “The Gantt Chart a working tool of management “Member, American
Society of Mechanical, Engineers ; Taylor Society
8. Jobst Fiedler and Alexander Wendler (May 2015)Public Infrastructure Project Planning in
Germany: The Case of the BER Airport in Berlin-Brandenburg
9. Appenzeller, Gerd (2 December 2011). "Die Akte Schönefeld – 1989 bis 1996" [The
Schönefeld Act – 1989–1996]. Der Tagesspiegel (in German).
10. "Konsensbeschluss zur Tempelhof-Schließung" [Consensus decision for the closure of
Tempelhof]. Der Tagesspiegel (in German). 18 June 2007
11. Alberts, Heike C.; Bowen Jr., John T.; Cidell, Julie L. (12 June 2008). Missed Opportunities:
The Restructuring of Berlin's Airport System and the City's Position in International
Airline Networks (PDF). Taylor & Francis
12. Wohnen und Verkehr, 21. Sitzung 23. Januar 2013, 17. Wahlperiode”, p. 47.rbb
Rundfunk Berlin-Brandenburg, “Der Aufsichtsrat hat seine Pflicht getan”, dated as of
15.11.2013.
13. Meinhard von Gerkan, Black Box BER. Vom Flughafen Berlin Brandenburg und anderen
Grossbaustellen. Wie Deutschland seine Zukunft verbaut, Quadriga Verlag, 2013, Kindle
edition, location 914 of 1389.
14. rbb Rundfunk Berlin-Brandenburg, “Der Aufsichtsrat hat seine Pflicht getan”, dated as of
15.11.2013
15. rbb Rundfunk Berlin-Brandenburg, “Ex-Aufsichtsrat beklagt Mangel an Sachverstand am
BER”,dated as of 18.10.2013.
16. Piraten Fraktion Berlin, media release, “BER: Finanzen seit 2008 nicht im Griff”,
18.10.2013.
17. Abgeordnetenhaus Berlin, Plenar- und Ausschussdienst, “Wortprotokoll Ausschuss fuer
Bauen.
18. Wohnen und Verkehr, 10. Sitzung 18. Mai 2012, 17. Wahlperiode”, p. 7.
19. Patel, M. B. & Prof. P.G. W. Morris, Guide to the Project Management Body of
Knowledge, Centre for Research in the Management of Projects, University of
Manchester, UK, 1999, p52.
20. Pollack, J., Helm, J. and Adler, D. (2018), "What is the Iron Triangle, and how has it
changed?", International Journal of Managing Projects in Business, Vol. 11 No. 2, pp.
527-547.
21. Jobst Fiedler and Alexander Wendler (May 2015)Public Infrastructure Project Planning in
Germany: The Case of the BER Airport in Berlin-Brandenburg
22. Walker, D. H. T., Bourne, L. and Rowlinson, S. (2008). Stakeholders and the Supply Chain.
23. Procurement Systems - A Cross Industry Project Management Perspective. Walker
24. D. H. T. and S. Rowlinson. Abingdon, Oxon. Taylor & Francis: 70-100.
25. Bourne, L., & Walker, D. H. (2008). Project relationship management and the
Stakeholder Circle™. International Journal of Managing Projects in Business, 1(1), 125-
130.
26. Phillips, J. J., Bothell, T. W., & Snead, G. L. (2012). The project management scorecard.
Routledge.
27. Neufville, R.D. & Odoni, A.R., (2003). Airport systems, McGraw-Hill Professional.
28. Wagener G. The supply of project information to external stakeholders. [online] ESC
RENNES school of business. Available from:
file:///C:/Users/Lenovo/Downloads/4%20(1).pdf
29. Andrew L. Friedman & Samantha Miles (4 Dec 2002) Developing Stakeholder Theory
Journal of Management Studies, Vol. 39, pp. 1-21, 2002
30. https://www.demandfrontier.com/insights/project-management-pearl-communication/
31. rbb Rundfunk Berlin-Brandenburg, “Der Aufsichtsrat hat seine Pflicht getan”, dated as of
15.11.2013
32. Stewart, A. and A. Spencer., (2006) Six Sigma as A Strategy for Process Improvement on
Construction Projects, Construction management and economics (April 2006) 24, 339-
348
33. Fiedler J. & Wendler A. (2015). Public Infrastructure Project Planning in Germany: The
Case of the BER Airport in Berlin-Brandenburg. Hertie School of Governance
34. Fiedler J. & Wendler A. (2015). Public Infrastructure Project Planning in Germany: The
Case of the BER Airport in Berlin-Brandenburg. Hertie School of Governance
35. https://www.globalknowledge.com/us-en/resources/resource-library/articles/
importance-of-project-schedule-and-cost-control-in-project-management/
36. Dune (1995)The social construction of International society
37. James J. O’Brien, P.E., PMP Fredric L. Plotnick, Esq., P.E (Sixth Edition) McGraw-Hill CPM
in construction management
38. CAROL M. KOPP (Jun 25, 2019) Program Evaluation Review Technique -PERT Chart
Definition