King Shaka International Airport Case Study
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QUESTION ONE [40]
CASE STUDY : King Shaka International Airport, Turner & Townsend
King Shaka International Airport (KSIA) opened on 1 May 2010 in advance of the start of the 2010 World Cup in South Africa. The development took just 32 months to build and boasts a state-of-the -art passenger terminal building that handles both international and domestic passengers. It can cater for 7.5 million passengers per annum and incorporates a multi-storey car park, a cargo terminal facility, a fuel farm and fuel infrastructure, control tower and offices, the 3,700 metre runway and airfield. Stakeholders in Kwa Zulu Natal had submitted many applications for development of the airport before, but the 2010 football event acted as a catalyst for permissions being granted. The South African lead consortium – IIembe – won the project and worked with global professional services organisation, Turner & Townsend, to develop the airport.
Resources
Key people from Turner & Townsend UK visited the Ilembe consortium in early 2007 to understand the principle requirements, and to map out the required procedures, systems and tools. Due to obvious budgetary constraints the project team was built with as many locally employed people as possible, whilst ensuring the necessary skill transfer from the UK offices to South Africa took place. Knowledge sharing through online meetings and the use of Turner & Townsend’s intranet system proved successful. The ability to draw on the resource and skills base from the UK was helpful yet not all UK best practice worked well for KSIA and had to be adapted to suit local project conditions. Cultural differences in the levels of planning, expectations on site management, budget approval justification etc, meant that certain levels of project management and controls did not fit, and therefore had to either be shelved, or adjusted to suit. A good example of this was a formal stage approval process. The UK teams found significant benefit and expectation from project clients to ensure that this procedure was rigorously applied to commencing work. The Ilembe consortium however, was confident in other forms of phased project approval and thus the project team adapted their services to support the clients preferred management and governance approaches
Challenges
In a nutshell, the challenge was simple: transform a barren area of South African landscape into a billion dollar green-field airport development that could efficiently manage 7.5 million passengers each year. Given the South African role as host for the FIFA Football World Cup in 2010, the project was subject to a very tight timescale for design, construction, integration and handover to the operator. These schedule pressures, together with the constraints of an extremely competitive fixed price, lump sum EPC budget contract, all made for a remarkably challenging project. Furthermore, owing to the location of the development in an area of outstanding natural beauty in Kwa Zulu Natal, the decision from the Department of the Environment to start the development took longer than expected, which delayed the project by 77 days.
Co-ordination
Faced with delays to the schedule, Turner & Townsend assisted the Ilembe team to set in motion a plan to meet the 1 May 2010 deadline. This partly involved the formation of project clusters combining designers, builders and cost managers to ensure consistent understanding of the design and integration and in order to drive the schedule. The cultural differences in updating and planning construction schedules all required time to be spent understanding the pros and cons prior to trying to enforce a UK adopted approach where a local, more well- known method could be just as effective. For example, risk management concepts were very foreign in the KSIA environment so a less formal method was adopted. One method of controlling these interfaces was through a centrally controlled register of all critical interfaces. The register was updated and reviewed regularly with the project director who found this to be a very helpful mechanism of determining key risk areas within the schedule. Through the management of the dependency register, trends were easily identified to highlight either complex areas or poorly coordinated work faces. This facilitated bringing parties together to define, resolve and deliver scope as a coordinated effort.
Project successes
Turner & Townsend assisted Ilembe in delivering full Engineer Procure Construct (EPC) contract to deliver the new airport on time and within budget with no major technical or infrastructure failings. Responsibilities within the team were clearly defined to ensure the project directors knew which member of the team was best placed to action and respond to issues. Project controls governance procedures were established early and centrally owned to update and improve; meaning that consistency across all Ilembe packages was achieved, which helped standards and reporting, and minimised time wasted on reiterating requirements. Complete, auditable technical documentation and correspondence has been established to provide a complete programme record. This proved of great benefit to make information available for the close out of final accounts and in the resolution of post completion contractual matters.
Source: Association for Project Management. 2023. King Shaka International Airport, Turner & Townsend. Available at: https://www.apm.org.uk/resources/find-a-resource/case-study- king-shaka-international-airport-turner-townsend/, (Accessed:23 January 2023).
1.1. Assume that you were the project manager for the King Shaka International Airport project. Illustrate clearly the process you would have engaged in to manage successfully the scope of this successful project (20)
1.2. Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope. “Key people from Turner & Townsend UK visited the Ilembe consortium in early 2007 to understand the principle requirements”. Critically appraise at least FIVE (5) tools/techniques that Turner & Townsend together with the Ilembe consortium could have used to collect requirements. (20)
QUESTION TWO [15]
Using the information in the table below, assuming that the project team will work a standard working week (5 working days in 1 week) and that all tasks will start as soon as possible:
Task
Description
Duration
(Working Days)
Predecessor/s
A
Requirement Analysis
4
–
B
Systems Design
12
A
C
Programming
20
B
D
Telecoms
6
B
E
Hardware Installation
23
B
F
Integration
7
C, D
G
System Testing
13
E, F
H
Documentation
2
G
I
Training/Support
5
H
J
Handover and Go-Live
3
H
K
Maintenance
3
I, J
2.1 Determine the critical path of the project. (8)
2.2 Calculate the planned duration of the project in weeks. (4)
2.3 Identify any non-critical tasks and the float (free slack) on each. (3)
QUESTION THREE [15]
Tabulate a risk assessment for the school building project by identifying five(5) risks of your choice, analyse each risk in terms of the likelihood of it occurring and the severity of impact, and provide a risk response to each risk. For the analysis of risk you can show the matrix used to assess the likelihood and severity.