BAA’s Terminal 5 is larger than Terminals 1, 2, 3 and 4 put together. Billed as a world leading iconic terminal and innovative delivery programme by design, it was more than the BAA and British Airways partnership that was at stake – it was the reputation of Britain as a nation.
This case-based colloquium explores how the complexities of collaboration were controlled by Coplexia founder Amir Khodaparast, and the influence this assignment has had on the decision to enable Coplexia Connected Cohorts to work together as #VirtuallyOne organisation.
In the lead-up to Heathrow’s Terminal 5 coming into operational readiness, BAA IT Applications Management and Support Services lacked confidence in their ability to identify and deal with the possible impacts of T5 on over 300 legacy systems across the BAA world.
The senior leadership team recognised a need to change how they operate in order to cope with business-as-usual demands on top of mounting new requirements coming in from construction, engineering and technology projects from across the vast Terminal 5 ’empire’ of different organisations that were setup, as well as several internal BAA wide change & transformation programmes.
Adding to the complexity, was a need to align every key decision with venture partners British Airways, as well as: –
- A 10billion GBP hostile takeover by Spanish consortia Ferrovial;
- A novel new contracting model that made BAA entirely accountable for the delivery of T5 rather than any of its supply partners;
- A change in HR and Payroll systems that risked thousands of staff not receiving their pay on time; and
- A minefield of legal considerations, ranging from TUPE to international human right laws in respect of the use of biometric (retina) ID recognition systems.
- A state of heightened threat levels from international terrorism that frequently brought airport operations down to standstill.
Collaboration complexities, controlled.
Working on behalf of the Head of BAA IT’s Applications Management & Support Services, Coplexia founder Amir Khodaparast successfully unearthed hidden risks and issues before designing and delivering a Change Programme for BAA IT to work more collaboratively with the rest of BAA, key vendors along the supply and value chains worldwide.
He built strong relationships and won senior stakeholder buy-in from across the whole of BAA into a collaborative quality management systems that ensured co-operational excellence in Risk Management, Capacity Planning, and Delivery Management.
This resulted in the broadest stakeholder communities working together as #VirtuallyOne workforce to collaboratively assess and remediate over 300 different legacy systems for possible impacts of T5 coming into operational service.
In wining stakeholder buy-in, Amir used creative communication to such effect that busy executives from across the BAA world were proactively asking to attend workshops while other programme leaders were struggling to win their attention and willingness to participate in theirs.
Want to know how?
Join us in one of our case-based colloquiums to hear about how we controlled the complexities of collaboration to deliver the promise of prosperity through partnership. Please use the form below to express your interest, and a member of the Coplexia Care team will be in touch shortly with further information.
NB: The scope of this work excluded implementation of three new systems, including the new baggage handling system that failed, causing havoc for passengers with much bad press at the time.