The strategic management of projects to enhance value for money for BAA plc

• Main Author: Bell, Kathryn L.
• Other Authors: Male, Steven
• Published: Heriot-Watt University 1994
• Subjects: 629.136; Project management
• Online Access: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.387308

The airport business is undergoing a shift from that of a traditionally operational nature, to a more commercial, profit driven business orientation. Airport infrastructure is experiencing a face lift in order to meet the requirements for customer satisfaction resulting from this shift in culture. In this regard airport operators must seek improvements in the way in which their development projects are planned, designed and delivered. An inherent link between corporate, business and project value, highlighted within this thesis, has led to the requirement for project management systems that maximise value and therefore facilitate the corporate strategy of the organisation. This thesis develops a model to strategically manage projects to enhance value for money for BAA plc. It is concluded that the project management process is divided into two primary phases: the strategic and tactical, the former receiving minimum attention in UK construction project management. By combining the strategic management of a portfolio of projects with the tactical management of individual projects a link is forged between corporate and customer value and project value. The thesis concludes by presenting the Strategic Project Management framework for use by BAA project managers. The decision making framework facilitates the definition of project objectives and manages the project process to realise optimum value to the client / customer groups. By defining sub processes within the overall project process, the framework binds the interfaces such that information and communication flows freely and completely through the project.