{"product_id":"heathrows-terminal-5-isbn-9780470754351","title":"Heathrow's Terminal 5","description":"This book reveals the inside track on the making of Terminal 5: the courage, the ground-breaking management thinking and the many lessons learnt from the leaders, the client and integrated supply chain teams, - involving over 50,000 people from 20,000 companies - which led to the successful delivery of this mega project on time, on budget, and safely.  \u003cp\u003eLove or hate Heathrow we can’t ignore it! An economic power house for the UK, 155,000 earn their living from it and 68 million of us pass through it each year. Two decades of the planning, design, construction and opening of Terminal 5 has resulted in a gateway that Heathrow can be proud of.\u003c\/p\u003e \u003cp\u003eFaced with the risk of opening a year late, being a billion overspent, since Sir John Egan in the early 1990s, BAA, stakeholders and supplier partners have been grappling with Terminal 5`s challenges. The result? £4.3 billion of design and construction delivered on time, to budget and safely is to be commended given the industry statistics but the acid test will now be the quality of the 30 million passengers experience and the operating costs that have been left to stand the test of time.\u003c\/p\u003e \u003cp\u003eSharon Doherty is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. 2002 to the end 2007 she was accountable for the approach to people management and organisational change on Terminal 5.\u003c\/p\u003e  \u003cb\u003eFOREWORD, SIR JOHN EGAN.\u003c\/b\u003e  \u003cp\u003e\u003cb\u003eNOTE FROM THE AUTHOR.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 1: THE T5 CONTEXT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 INTRODUCTION\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHeathrow, an economic powerhouse.\u003c\/p\u003e \u003cp\u003eWhy should you read this book?\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 INDUSTRY TRENDS AND PERFORMANCE.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAviation trends.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 2: THE DIFFERENT PHASES OF T5.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 PLANNING INQUIRY.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey Players.\u003c\/p\u003e \u003cp\u003eThe local community voice.\u003c\/p\u003e \u003cp\u003eThe airline voice.\u003c\/p\u003e \u003cp\u003eWhat was actually agreed and why?\u003c\/p\u003e \u003cp\u003eHeathrow East: a different experience.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 DESIGN.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBig-picture design.\u003c\/p\u003e \u003cp\u003eFavourite design features and some areas for improvement.\u003c\/p\u003e \u003cp\u003eBAA as the design client.\u003c\/p\u003e \u003cp\u003eT5 campus design guidelines.\u003c\/p\u003e \u003cp\u003eThe design team.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 CONSTRUCTION\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey players in construction.\u003c\/p\u003e \u003cp\u003eProgramme management.\u003c\/p\u003e \u003cp\u003eQuality.\u003c\/p\u003e \u003cp\u003eSafety.\u003c\/p\u003e \u003cp\u003eEnvironment.\u003c\/p\u003e \u003cp\u003eLogistics.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 OPERATIONAL READINESS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey players.\u003c\/p\u003e \u003cp\u003eWorking with third parties.\u003c\/p\u003e \u003cp\u003eHaving a plan and mitigating risk.\u003c\/p\u003e \u003cp\u003ePeople familiarization induction training.\u003c\/p\u003e \u003cp\u003eOrganization and structure.\u003c\/p\u003e \u003cp\u003eEmployee engagement.\u003c\/p\u003e \u003cp\u003eTrade union engagement.\u003c\/p\u003e \u003cp\u003eProcesses.\u003c\/p\u003e \u003cp\u003eSystems.\u003c\/p\u003e \u003cp\u003eProving that the people, processes and systems plus the facility work.\u003c\/p\u003e \u003cp\u003eMigrating BA from T1 and T4 to T5.\u003c\/p\u003e \u003cp\u003eBringing the opening date forward.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 RETAIL.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey players.\u003c\/p\u003e \u003cp\u003eThe approach to retail at T5.\u003c\/p\u003e \u003cp\u003eThe delights in store for the traveller.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 3: T5 CRITICAL SUCCESS FACTORS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 THE LEADERSHIP STORY.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe size, shape and context of the leadership challenge.\u003c\/p\u003e \u003cp\u003eThe BAA CEO leadership story.\u003c\/p\u003e \u003cp\u003eFive leadership characteristics in action.\u003c\/p\u003e \u003cp\u003eDifferent leaders for different phases.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 LEADERS MOTIVATING PEOPLE.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmployee relations: The biggest people risk to manage.\u003c\/p\u003e \u003cp\u003eMaslow’s hierarchy of needs: Get the basics right.\u003c\/p\u003e \u003cp\u003eEngage the workforce to improve productivity and ER stability.\u003c\/p\u003e \u003cp\u003eTestimonials: T5’s guiseppes.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 THE ROLE OF THE CLIENT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eT5 agreement: A ground-breaking contract.\u003c\/p\u003e \u003cp\u003eThe client managing and mitigating risk.\u003c\/p\u003e \u003cp\u003eStrategic frameworks used to create a successful T5 environment.\u003c\/p\u003e \u003cp\u003eThe impact of the T5 Agreement.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 INTEGRATING TEAMS TO DELIVER EXCEPTIONAL PERFORMANCE.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCo-locating, the ‘best man for the job’, problem solving and innovation.\u003c\/p\u003e \u003cp\u003eWhat did the team structure look like?\u003c\/p\u003e \u003cp\u003eTeam testimonies.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART 4: THE FINAL VERDICT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 TWENTY-TWO YEARS IN THE MAKING: HOW WILL IT END?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat could stop T5 opening on time?\u003c\/p\u003e \u003cp\u003ePre-opening verdict.\u003c\/p\u003e \u003cp\u003ePost-opening verdict.\u003c\/p\u003e \u003cp\u003eThe final word.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAPPENDIX A: TIPS AND QUESTIONS WHEN STARTING A MEGA PROJECT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTips and good questions to ask.\u003c\/p\u003e \u003cp\u003eMust-have strategies, frameworks and systems.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAPPENDIX B: THE T5 INTEGRATED TEAM.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReferences.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e  \"Overall this is a fine addition to any bookshelf but more importantly it should to be read it is extremely easy to read and very well written.\" (\u003ci\u003eRonald McCaffer\u003c\/i\u003e, December 2010)\u003cbr\u003e \u003cbr\u003e \u003cb\u003eSharon Doherty\u003c\/b\u003e is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. 2002 to the end 2007 she was accountable for the approach to people management and organisational change on Terminal 5.  This book reveals the inside track on the making of Terminal 5: the courage, the ground-breaking management thinking and the many lessons learnt from the leaders, the client and integrated supply chain teams, - involving over 50,000 people from 20,000 companies - which led to the successful delivery of this mega project on time, on budget, and safely.  \u003cp\u003eLove or hate Heathrow we can’t ignore it! An economic power house for the UK, 155,000 people earn their living from it and 68 million of us pass through it each year. Two decades of the planning, design, construction and opening of Terminal 5 has resulted in a gateway that Heathrow can be proud of.\u003c\/p\u003e \u003cp\u003eFaced with the risk of opening a year late, being a billion overspent, since Sir John Egan in the early 1990s, BAA, stakeholders and supplier partners have been grappling with Terminal 5`s challenges. The result? £4.3 billion of design and construction delivered on time, to budget and safely is to be commended given the industry statistics but the acid test will now be the quality of the 30 million passengers experience and the operating costs that have been left to stand the test of time.\u003c\/p\u003e \u003cp\u003eSharon Doherty is HR and organisational effectiveness director for Heathrow airport and Terminal 5. Sharon has previously worked in consultancy, financial services and retail. Her specialism is people and change. 2002 to the end 2007 she was accountable for the approach to people management and organisational change on Terminal 5.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989354365157,"sku":"NP9780470754351","price":75.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470754351.jpg?v=1761783787","url":"https:\/\/k12savings.com\/es\/products\/heathrows-terminal-5-isbn-9780470754351","provider":"K12savings","version":"1.0","type":"link"}