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论文作者:留学生论文论文属性:案例分析 Case Study登出时间:2011-01-21编辑:anterran点击率:5153
论文字数:5071论文编号:org201101210959038108语种:英语 English地区:中国价格:$ 66
关键词:CASE STUDYSchedule BaselineRecovery MeasuresHong KongAirport Projects
CASE STUDY:Schedule Baseline and Recovery Measures on the Hong Kong Airport Projects
INTRODUCTION
留学生论文网This paper presents the background, overall parameters, and current status of the complex $20.4 billion Hong Kong Airport Core Program (ACP). It describes scheduling, interface management, and conflict resolution techniques applied to meet the significant challenges and constraints of the ACP.
BACKGROUND
The existing Hong Kong airport at Kai Tak is a single-runway airport built on a finger of reclaimed land pointing into the sea, surrounded by hills and the dense urban development of Kowloon, and cannot be expanded. It is the third busiest international airport in the world, and Asia’s busiest, with passenger volume growing at upwards of 10 percent per year. It will reach operational capacity as early as 1996. In addition to operational limitations, building height restrictions have been imposed along and adjacent to the urban-corridor flight path, and this has inhibited commercial and residential growth. Access between the western harbor container port area, prime commercial areas, and Kai Tak, which is also one of the world’s busiest air cargo handling facilities, is constrained by a congested roadway system.
As part of an overall port and airport development strategy (PADS) to help assure Hong Kong’s continued growth and position as the main commercial hub of Southeast Asia well into the Twenty-first Century, Hong Kong government approved development of a replacement airport in 1989. PADS also called for a five-fold expansion of Hong
Kong’s container port, already the world’s busiest, with extensive transport links to connect the new port and airport with urban and industrial areas. The formal start of the new airport-related development of PADS occurred in September 1991, with signing of a memorandum of understanding (MOU) between Britain and the Peoples Republic of China. Under the MOU, it was agreed that the essential, or “core,” scope of the new airport and transport links (airport core program –ACP) would be completed to the “maximum extent” possible by the midnight, June 30, 1997, transfer of sovereignty of Hong Kong to the Peoples Republic of China.
CONCLUSION
The ACP is a complex undertaking requiring the application of enhanced program and project management. The methodologies and basic set of controls, including the schedule baseline and recovery measures described in this paper, have been implemented successfully, and are providing the tools to achieve the prime objective of ACP completion within time, political, and budget constraints.
Questions:
1 What are the main objectives of this project? (10%)
2. The Hong Kong Airport Core Project (ACP) is one of the largest projects undertaken in the late Twentieth Century. It is made up of several segments, each of which could itself be considered a major project. What kind of organizational structure is used in this project? How does the job of project manager differ from that of the entire ACP project and one of the segments? (20%)
3. Explain the “top down/bottom up” management methodology described in the case. Relate this to the scope management of the project. (10%)
4. The method for physical progress measurement is detailed in the case. This method allows for all segments of the project to be aggregated for an overall project measurement of project compl本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。