Operations and Project management consultancy report for Snowham Airport Table of Contents Introduction 1 TASK 1 2 Snowham Airport Transportation System (ATS) and consultancy report 2 TASK 2 5 Report of consultancy about TechSvierege Air traffic control system of Snowham airport 5 Evaluation of problem in planning 5 Plan of rescheduling 6 Rescheduled plan application to testing week date and the planned Go-Live 7 TASK 3 8 Report of consultancy on the enhancement of areas of departure in the structure of terminal four at Airport of Snowham 8 Conclusion 13 Reference 14 Executive summary This report includes a report related to consultancy for Snowham Airport, assessing the probability of executing various different projects and operations. The international airport at Snowham primarily aims to expand the regional airport further to the south of England. The consultancy report is prepared by PwC (PricewaterhouseCoopers) which is based and the UK, and it explains and discusses the crucial operations linked with the development of Airport Transportation System with the estimated budget of £12 million and to check whether it is viable to design ATS with a budget of less than £16 million. The second project in the report involves upgrading the operation of existing control of the traffic system at Snowham Airport. The consultancy report prepared by PwC assesses the planning issue of using a resource histogram to determine any problems related to resources. The third project in the consultancy report involves the improvement of the operation of the area of departure within the structure of the 4th terminal at the airport at Snowham. Introduction The international airport at Snowham is aiming to expand further its regional airport in the region of South of England. The Snowham airport has one crucial runway, and there are 4 terminal buildings which are connected to each other and one terminal out of these handles the airfreight. The airport has the advantage of being connected to road and rail, and it is located nearby hotels and parking lots. Additionally, the airport has a range of service and facilities which are used by the airlines and its passengers regularly. Some of the airline services offer scheduled services passenger for a shorter route mostly to European destinations. Mustang airways are thinking to introduce a new daily service to New York. There are other airlines that use the airport and offers charter flights to the passengers, usually to famous holiday destinations in Europe. There are other airlines as well that offers services of airfreight from the terminal 1. The operations and projects at Snowham The pivotal operations and projects in regards to expansion in South England by Snowham regional airport include: TechSveriege – A developed system for control for air traffic- planning of the operations and project The project of the airport transit system – optimal use of resources The project of a refurbishment of the fourth terminal – Analysis of progress. These are the crucial three operations and projects at the Airport of Snowham, and these would be further discussed in 3 segments of the report of consultancy in different tasks in order to make a sure better understanding and effective suggestions. TASK 1 Snowham Airport Transportation System (ATS) and consultancy report The Airport Transportation System which is also known as ATS which was supposed to enhance the experience of the transit and total time of passenger who travels in between the set of 3 terminals exclusively kept for passengers at the airport. Problem/Issue: In the duration of the last three years, the airport at Snowham has seen success with an increasing number of travellers coming to the airport. Solution: For the issue mentioned above and to tackle it, the project is planned to enhance the transportation efficiency at the airport with the help of a subway underground. The system of subway developed underground will enhance the time of transit and passenger experience travelling between the three terminals. Project plan: There is a proposed plan for airport transportation system at Snowham, which is discussed below: Estimated cost: The cost that is estimated to develop the ATS system at Snowham is 12 million Euros. The consultancy cost and plan of the project: There is a table of cost presented below, which highlights the developing cost of ATS at Snowham Airport and consultancy plan for the same. Consultancy report and guidelines: Consideration 1: While keeping in mind the above-mentioned elements, it is visible and noted that it is not feasible or attainable to implement the operations and project for an estimate lesser than 16,00,000 Euros as estimated by the manager of the project as the total cost of project development will be £18,600,000 Consideration 2: When the total number of the week to perform the task is minimised to 6 weeks instead eight weeks by making changes towards five shifts per week to 14 per week including night and weekend shifts, the following impact can be seen: The equipment and TBM would be 6,000,000 Euros The crew of TBM costs approximately 2,000,000 Euros The planned transformations in the total number of weeks and further change in the pay weekly will influence the changes in TBM crew and TBM, which is highlighted below: Equipment and TBM will be £400 x 8 = £3,200,000 Crew of TBM will be £325 x 8 = £2,600,000 Project total cost normally will be £18,600,000 Now when we add the new costs of equipment and TBM crew, and we take away the previous costs of the same we get the following estimates: =£18,600,000 – (£6,000,000 – £2,000,000) = £10,600 The new estimated costs now can be calculated with the following equation: £10,600 + (£3,200,000 + 2,600,000) = £16,400,000 From the above cost calculated, it is not practically possible to execute the project of ATS with an estimated budget of £12m even with the help of suggestions provided by the procurement manager of airport. TASK 2 Report of consultancy about TechSvierege Air traffic control system of Snowham airport The consultancy report and the task involved in it related to up-gradation of Airport traffic control system at Snowham is highlighted below: The start date required: 11th May. Weeks in number: Total weeks in number would be 15 Completion date: Last day of August, i.e. 31st August Required workers for the project: 7 workers Availability of workers (engineers): 5 workers The chart is of Gantt type, which is explained below to indicate the proposed plan for execution and implementation of the system upgrade of Air traffic control. Evaluation of problem in planning Plan of rescheduling The plan to reschedule might be able to remove the need for engineers additionally can be exhibited below: Rescheduled plan application to testing week date and the planned Go Live On the basis of the rescheduled plan, the first or second module of the task can be started off at the 1st week because both of the jobs ask for a number of engineers up to 5 and there are only that many engineers available. Further delayed can be feasible in the third assigned task until and unless the module at the 2nd stage is not finished because emphasising and executing three modules at one go will need a total 7 of engineers. Thus module 3 can be started off in week three after the module second is achieved. This is owing to the engineers together from the 2nd module will be present to complete the 3rd module at the right time together, and there are three engineers left who can continue with the model and the ninth weekend first. The task at number 4 can be further held back for a period of 8 weeks as the module work of 3rd task will be able to be fulfilled in the week number 7 thus making further two engineers free to do the module 4 which requires two engineers at one go. The task at first or the module can be accomplished in the ninth week thus making engineers of number 3 free, but the module at four will be going to be completed in 4 weeks that is 8th to 11th week. It is important to note that all the tasks must be completed to initiate the element of integration. Hence the integration task requires four workers to start their assigned task in 12th week as the eleventh-week completion requires all the other tasks assigned has been fulfilled in the 14th week, and the task of testing things can start from week number 5. Though the program of “Go-Live” can begin at the end of week five, the actual dates of the tasks individually are highlighted in the below figure: TASK 3 Report of consultancy on the enhancement of areas of departure in the structure of terminal four at Airport of Snowham The third operation and project include the departure area improvement within the structure of terminal four at the Snowham Airport. Involved tasks: The scope of work for this project is planned in six stages as exhibited in the below table. The scheduled plan: A schedule of high level was authorised and developed by the management team of the airport, and it is crucial for the project to be completed on time as flights are planned to start again from the fourth terminal at the beginning of July as highlighted below. Progress Analysis: On 1st March, the task mentioned below shows the level of percentage or progress made. The facilities of check-in are well proceeding, and it is almost 70% complete. Completion of handling services of baggage 40 % Building services in preliminary stages- 15% complete Area of circulation is complete 60% Work on terminal support services and concessions units is yet to begin. C The period of the meeting onsultancy Analysis: The progress analysis of what has been achieved (planned v. actual) on different stages is highlighted in the below figure. StageDescriptionJanFebMarAprMayJunAFacilities of check-inBServices of baggage handlingCServices of buildingDAreas of circulationEUnits of concessionFServices of terminal support On the basis of the above chart, the completion of each task and their percentage can be assessed on the basis of calculation elaborated below: Check-in facilitates: The scheduled plan originally of completing the facilities of check-in is at March-end, and it is assumed that on the 1st March, two-third of the facilities task of check-in would have been achieved, On the basis of two- thirds the percentage can be calculated as below shown: 2/3 x 100 = 67% (however this can be round off to a 70 or approximated to be of 70%) The actual progression report indicates that 70% of the facilities of check-in would have been fulfilled on 1st March. This indicates to the fact that advancement is broadly aligned with the plan and hence, the cell in which facilities of check-in will be mentioned and before the date of 1st March will be shown using Blue in the figure below. Services of baggage handling The plan that is scheduled on actual estimates of service completion of handling baggage at the end April and it is estimated that on the 1st March, services of handling baggage would be approximately 1/3 to be fulfilled. In percentage, the total of 1/3 can be estimated below. 1/3 x 100 = 33.3% (however this can be round off to or approximated to 30%) = 30% The progression of the actual report highlights that the facilities of check-in would have been completed to approximately 40% on 1st March. This highlights the fact that the progress is 5% ahead of the estimated plan and hence the baggage cell of services of handling before the date of 1st March will be highlighted in Green. Building services The plan scheduled for completing the building services originally as at the end of May and it is expected that as on 1st March day. The building services work of approximately 1/4th component would have been done. In terms of percentage, one-thirds can be estimated on the basis of shown calculation. 1/4 x 100 = 25% The report of actual progression exhibits that the check-in facilities of approximately 15% must have been fulfilled on 1st March. This refers to the progress in the task is lacking more than 5% behind the estimated plan and hence the cells within the services of building and before the day of 1st March will be highlighted in red below. Circulation areas: The schedule plan which is original of completion of an area of circulation is at March-end, and it is assumed that as of 1st March, half of the areas of circulation module would have been attained. In terms of percentage, half is calculated below. 1/2 x 100 = 50% The report of actual progress depicts that 60% of the circulation area would have been completed before the 1st day of March. This refers to the fact that progress of a task is 5% in the lead and hence the cells of circulation area before the 1st day of March will be highlighted in Black. Work on concessions units and Terminal Support Services: Both the terminal support services and work on concessions was scheduled not to begin before the 1st day of March and the progress of actual estimate highlights that both the work is yet to start on 1st March. This refers to the fact that the progress task is widely aligned with the scheduled plan and hence the cells within the terminal and concessions unit services before 1st day of March are highlighted in Purple. The work on concessions and the terminal support services was supposed to start before the 1st March day, and actual progress estimates indicate that both the tasks are yet to begin on 1st March. This clearly depicts the point that the task and its progress is largely aligned with the plan scheduled and therefore, the cells within the terminal and concessions unit services before 1st day of March are highlighted in Purple. Conclusion The report included a report of consultancy which highlighted the chances of implementing three different projects and operations Snowham Airport. The airport authority wants to expand its regional airport further to South England. The project report discussed the airport transportation system, which is planned at the airport and its budget is capped to £12,000,000. The consultancy report highlighted how it is not feasible to plan an ATS with the budget set by the project manager. The management report for consultancy assessed the planning problem in the second project while making use of a resource histogram to determine the problems of resourcing. The third project on which consultancy report opined is the progress achieved while analysing planned progress in comparison to the actual stage task and highlighted an issue that is faced. Reference Books and Journal Slack, N. and Brandon-Jones, A., 2018. Operations and process management: principles and practice for strategic impact. Pearson UK. Fiorentino, R., 2016. Operations strategy: a firm boundary-based perspective. Business Process Management Journal. Radujković, M. and Sjekavica, M., 2017. Project management success factors. Procedia engineering, 196, pp.607-615. Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), pp.1167-1183. 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