A big breakthrough. Berlin Brandenburg Airport

Analytical service PM Excellence presents the Enlyten Circle study "Big Breakthrough Berlin Brandenburg Airport". The article describes the problems and solutions of their project team in managing the implementation of the megaproject for the construction of Berlin Brandenburg Airport - one of the most modern and largest airports in Europe. The root causes of these problems are considered from the point of view of project management.

Infrastructure projects such as bridges, roads, or railroads often experience schedule delays and budget overruns. Research shows that 44-50% of projects go over budget, with time delays averaging 65%. The research team is studying the causes of these problems by analyzing examples of large infrastructure projects. The goal is to identify the main causes of delays, propose ways to eliminate them in the management process and relate these causes to the principles of effective project management. This article describes the construction project of Berlin Brandenburg Airport.

Berlin Brandenburg Airport (BER) was conceived in 1996 to modernize Berlin's transport infrastructure. The project, which began in 2006, was planned to be completed by 2011. The airport was designed to be an energy-efficient and environmentally friendly facility with advanced technology, including automated baggage handling, and was designed to accommodate 27 million passengers per year. However, due to numerous planning miscalculations and budget overruns, the airport opened only on October 31, 2020, 9 years too late. The final cost of the project was 6.5 billion euros instead of the planned 2.8 billion. Despite the difficulties, BER has become one of the most modern airports in Europe and a key transport hub in the region.

The management of the Berlin Brandenburg Airport (BER) project is an example of how unforeseen delays and complications can hinder the implementation of ambitious plans. Below are 5 main circumstances that delayed the planned planning dates:

• Technical problems with fire protection and fire safety systems. Due to imperfect design, there were delays in purchasing equipment. The process of installing the fire protection system was also delayed, due to poor integration of contractors. Solution: The project team focused on coordination between the various contractors and suppliers involved in installing and commissioning the system
• Bureaucratic issues related to approvals and permits. The root cause of the bureaucratic problems was the complex and conflicting regulatory requirements and permits that the airport had to comply with. Solution: Airport management worked closely with relevant government agencies.
• Construction defects and poor quality. There were many defects during construction, such as with the roof, air conditioning and escalators. Solution: The project team implemented a more robust quality control system and improved supervision of construction work.
• Coordination issues. Complex and decentralized airport project management structure with multiple stakeholders. Solution: The airport management reorganized the management structure. General meetings with the participation of all stakeholders have become more frequent
• Political interference. The airport project was subject to political pressure, and several government leaders changed during the project's implementation. This led to changes in the content of the project. Solution: The project team constantly communicated with government authorities to ensure continuity and stability of the project.

The root causes of these circumstances were shortcomings that can be associated with several principles of effective project management:

• The initiation step was not completed properly. Clear government demands have not been adopted and funding has not been provided. The architectural concept was not approved. The optimal contracting scheme has not been selected. Poor planning for obtaining necessary permits and approvals.
• Inadequate design and network planning. Once construction began, large and fundamental changes were made to the scope of work. There was no comparison between the requirements of different departments, changes in scope of work and the consequences of these changes. All this led to the failure to meet the deadlines set in the schedule network model.
• Inappropriate procurement. The selection of suppliers was carried out "in haste" without proper quality control procedures.
• The structure of the project team is not adequate to the scope of the project. Decisions were made by people who had no experience of leading in such difficult conditions. Such a project should be treated as a program and divided into several sections with independent leadership and authority that would carry out similar projects and be linked to a higher committee
  

The challenges faced by the BER project team were not related to the technical complexity of the project or its novelty, but rather to an underestimation of the complexity of coordination, stakeholder interactions, and political issues. In addition, there was a lack of systematic planning, guidance and management leadership on the part of the project team from the very beginning.

Link to original: https://enlytencircle.ca/breaking-the-big-berlin-airport-project-delay-case-study/#:~:text=The%20project%20was%20subject%20to,delays%20in%20approvals%20and%20permits.