Performance Metrics For BAA

Implementation

Performance measures

When it comes to practice, it was a different story for BAA. To keep the project under control, BAA developed a measurement system consisting of “five key performance indicators (KPIs), ten key measures, and 37 performance data.” (Basu et al., 2009). The purposes of these measurements was to ensure project main project objectives are met, major stakeholders identified, specification met, benchmark agreed etc. Moreover, to apply the measurements to the project, guidance notes for measurement metrics were created to communicate to all members of the project team. Additionally, based on these key measures, reports were created and published regularly (Basu et al., 2009).

T5. Metrics Triangle (Basu et al., 2009).

Integrated teams

To foster collaboration between parties taking part in T5 project, integrated teams were created. Members of these teams were chosen on the basis of their skills and expertise and irrespective of which organisation they were from. Moreover, unlike normal other projects where team members were from different organisations and worked on virtual team, members of integrated teams collocated.

In addition, integrated teams formed at the beginning of the project which enabled them to identified potential issues and problems in project at their nascent stage. As a result, the team were able to avoid problems in later stages thus enabling them to come up with a safe and sound design. For example, “the development of pavement concrete led to a 25% reduction in bulk materials required for the aircraft stands and pavement areas.” (Potts and Ankrah, 2008).

Procurement strategies

Procurement practices implemented by BAA were considered to be not only the best practice in construction...

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...e optimal solution. As a consequence, the architectural drawings conflict with engineering drawings as well as shop drawings. The conflicts identified in the design process are usually not a problem; however, those identified on sites caused significant costs and delays. For T5, BAA estimated the “cost of wasted time and materials alone is at least 10% of total project cost.” (Potts and Ankrah, 2008).

BAA utilized a “single-model environment (SME)”. “The SME is a real-time, computer-aided design system for digital prototyping and simulation to provide photorealistic representation of the project and “virtual walk through” of the final design.” The SME enabled every member of the design team to collaborate which allowed them to reduce errors and conflicts in design. The results would be “a more accurate estimate of costs at the design stage.” (Davies et al., 2009).