The application of lessons involves three process groups: analysis, storage, and retrieval. Root-cause analysis is used to determine the fundamental reasons for undesirable actions or conditions, promoting a culture of continuous improvement in project management. (Rowe, 2008) In this report, I will submit the lessons learned listed below as an output of analyzing and studying the Heathrow Terminal 5 Project to be a guide for the improvement of the future organization's projects as a best practice approach. (Abramovici, 1999)

1. Student ID: 2265386
Master of Science in Project Management
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Master of Science in Project Management program
Assignment 1 - 010 Element (2023 MOD002402 TRI1 D01NON).
Module Name: Project Management Systems
Module Code: (2023 MOD003280 TRI1 D01NON)
Module Tutor: Arvind Upadhyay
Student Name: Mohamed Fawzy Mohamed Farag Shabana
Student ID: 2265386
Words count :( 1315 Excluding Cover page, References, and Table of contents)

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Master of Science in Project Management
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Contents
Introduction ....................................................................................................................................... 3
Heathrow Terminal 5’s project lessons learned.................................................................................... 3
1. Lesson 1st, strategy ................................................................................................................... 3
2. Lesson 2nd, continuous improvement........................................................................................ 4
3. Lesson 3rd, Integration and Testing:........................................................................................... 5
4. Lesson 4th, Change Management: ............................................................................................. 5
5. Lesson 5th, Leadership and Decision-Making: ............................................................................ 6
6. Lesson 6th, Innovation in using new techniques......................................................................... 7
Conclusion:......................................................................................................................................... 8
References.......................................................................................................................................... 9

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Master of Science in Project Management
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Introduction
The application of lessons involves three process groups: analysis, storage, and retrieval. Root-cause
analysis is used to determine the fundamental reasons for undesirable actions or conditions, promoting a
culture of continuous improvement in project management. (Rowe, 2008)
In this report, I will submit the lessons learned listed below as an output of analyzing and studying the
Heathrow Terminal 5 Project to be a guide for the improvement of the future organization's projects as a
best practice approach. (Abramovici, 1999)
Heathrow Terminal 5’s project lessons learned.
The Terminal 5 project encompassed the construction of the primary terminal building, along with two
smaller satellite terminals. It also involved expanding the rail lines for the Heathrow Express and London
Underground Piccadilly Line, creating 60 aircraft stands, developing the necessary airfield infrastructure,
constructing a multi-story car park with a capacity of 4,000 spaces, erecting a control tower, and
establishing a hotel with 600 beds. Under the T5 agreement, all organizations collaborated as a unified
team, employing approximately 1,000 designers who worked on 16 distinct projects. (Kolambage, 2020)
1. Lesson 1st
, strategy
Lesson statement: The company's realistic vision and mission enable the organization to select and
prioritize initiatives and enable the performance team to review and follow up on the initiative
effectively. (Project Management Institute, 2017)
Heathrow T5 Project: BAA's investment in Terminal 5 and its accompanying infrastructure had the dual
objective of expanding passenger capacity and establishing Heathrow as a prominent international
hub with the ability to effectively manage a greater number of aircraft and travelers. The construction

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Master of Science in Project Management
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of Terminal 5 was a key achievement in BAA's expansion plan, proving its dedication to fulfilling the
needs of a rapidly growing air travel industry and strengthening Heathrow's status as a top-tier global
airport. (Gil, 2012)
The application of the lessons learned in improving the project's success:
The initiatives must be crafted to coincide with an organization's goal and effectively enable the
achievement of organizational benefits. Program or project managers must possess a comprehensive
understanding of how the initiative will effectively achieve the organization's goals and objectives.
Established organizations with advanced program and project management practices must have a
structured procedure for program selection, such as a portfolio review board or program steering
committee. An initiative charter is granted by a sponsor, granting the program management team the
authority to carry out the initiative and connect it to the organization's strategic goals. (Project
Management Institute, 2017).
2. Lesson 2nd
, continuous improvement.
Lesson statement: Establishing a continuous improvement process (CIPP) is an effective tool to ensure
the successful completion of cost-efficient and profitable projects.
Heathrow T5 Project: BAA's Continuous Improvement Project Process (CIPP) aims to standardize and
ensure the successful execution of cost-effective and lucrative projects within its capital projects
portfolio. Using advanced methodologies, framework providers collaborated in integrated project
teams to use CIPP procedures before the start of the T5 project. (Davies, 2009)
The application of the lessons learned in improving the project's success: Establishing a set of
standardized and repeatable time-sequenced tasks, milestones, and stage gates is crucial to achieving

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Master of Science in Project Management
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the continuous improvement processes, and it supports the implementation of (PDCA) to achieve
effective monitoring and controlling system. (Davies, 2009)
3. Lesson 3rd
, Integration and Testing:
Lesson statement: The Terminal 5 project encountered challenges pertaining to the incorporation and
examination of intricate systems, underscoring the need for meticulous testing and integration
procedures.
Heathrow T5 Project: Project Management has primarily prioritized the delivery of project outcomes,
neglecting the wider strategic and operational challenges that businesses encounter. Consequently,
project teams generally consider the seamless transfer of projects and operational implementation to
be less important since they are often motivated to transition to other projects after they have
completed the specified project deliverables. (Zerjav, 2018)
The application of the lessons learned in improving the project's success: To improve future projects,
it is important to manage transitions encompasses reducing disruptions, identifying risks, allotting
resources, fostering transparent communication, and establishing transition timelines. Moreover, it
emphasizes lasting stability through sustaining changes, assessing their efficacy, offering continuous
training and support, fostering feedback, and embracing adaptability. These management plans are
critical for seamless integration, sustainability within the organization, preventing operational glitches,
and ensuring a fluid transition. (Project Management Institute, 2017)
4. Lesson 4th
, Change Management:
Lesson statement: Effective change management is essential to mitigate the risk of cost overruns and
delays in a project.

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Master of Science in Project Management
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Heathrow T5 Project: The project management in T5 focused on a customer-focused approach,
implementing the Integrated Team method to establish long-term collaboration between the developer
and client. The project team collaborated closely with the client to detect and record modifications
related to the project. They used adaptable design techniques via modular architecture to integrate
customer needs into the design. The final design option aligned with the client's objectives and
tolerances and was communicated to the client team to reduce the need for further work and prevent
delays. This collaborative effort between BAA and key customers facilitated the identification,
management, and documentation of modifications while minimizing the extent of design alterations.
(Uzor Onyia1, 2021)
The application of the lessons learned in improving the project's success: change management is a
systematic method that involves anticipating, planning, executing, overseeing, evaluating, and
enhancing changes in a project. By following this process, project teams can effectively address
resistance and ensure the long-term success and benefits of their initiatives. (Lock, 2013)
5. Lesson 5th
, Leadership and Decision-Making:
Lesson statement: The Terminal 5 project emphasized the crucial significance of leadership and
decision-making in achieving project success, especially in addressing intricate problems and navigating
through hurdles.
Heathrow T5 Project The leadership of the Heathrow T5 project played a crucial role in giving guidance,
managing stakeholders, empowering teams, responding to obstacles, supervising quality, and keeping
a long-term perspective. Their supervision and administration played a pivotal role in attaining success
in this intricate and extensive undertaking. (NUNO GIL, 2011)

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Master of Science in Project Management
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The application of the lessons learned in improving the project's success: It is important to establish
program and project management protocols and frameworks based on industry-leading methodologies
and organizational guidelines. This includes governance, tools, finance, and reporting. By doing so,
operational efficiency can be enhanced and uniformity across projects can be achieved, ultimately
leading to the achievement of program goals. It is also crucial to choose a governance model framework
that aligns program practices with the organization's governance structure, ensuring that program goals
are achieved by the organization's needs. (KOUKIADAKI, 2009)
6. Lesson 6th
, Innovation in using new techniques.
Lesson statement: Adapting the Balanced Scorecard technique to enhance performance management
and using the Key Performance Indicators (KPIs) provide a straightforward depiction of crucial aspects,
allowing the project leadership team to uniformly assess all projects and enhance financial
performance.
Heathrow T5 Project: The implementation of the Balanced Scorecard technique in the Heathrow
Terminal 5 project enhanced performance management by integrating tailored Key Performance
Indicators (KPIs) and providing a comprehensive assessment framework. This approach allowed for
consistent evaluation, actionable insights, informed decision-making, and successful project
implementation. (Basu, 2009)
The application of the lessons learned in improving the project's success: It is important to acquire
the needed resources to use the Balanced Scorecard (BSC), it is a crucial tool for successful
management and decision-making throughout the project life cycle. It helps define objectives, track key
metrics, assess performance, evaluate achievements, and provide guidance for future projects. The BSC
promotes coordination, clarity, and well-informed decision-making to achieve effective project results.
(Maris Martinsons, 1999)

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Master of Science in Project Management
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Conclusion:
The lessons learned from the Heathrow Terminal 5 project highlight the importance of strategy,
continuous improvement, integration and testing, change management, leadership and decision-
making, and innovation in project management. These lessons emphasize the need for aligning
initiatives with organizational goals, establishing standardized processes for continuous improvement,
conducting thorough testing and integration procedures, effectively managing change, demonstrating
strong leadership and decision-making skills, and utilizing innovative techniques such as the Balanced
Scorecard. By applying these lessons, future projects can improve their success and achieve desired
outcomes.

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Master of Science in Project Management
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References
Abramovici, A. (1999). Gathering and using lessons learned. PM Network, 61-63.
Basu, R. L. (2009). Case study: A fresh approach of the Balanced Scorecard in the Heathrow Terminal 5
project. Measuring Business Excellence, 22-33.
Davies, A. G. (2009). Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5.
California Management Review, 101-125.
Gil, N. M. (2012). The innovation potential of new infrastructure development: An empirical study of
Heathrow airport's T5 project. Research Policy, pp.452-466.
Kolambage, K. (2020). The Business Report For The Heathrow Terminal (T5) Project. Luton: University of
Bedfordshire.
KOUKIADAKI, S. D. (2009). Governance Processes, Labour – Management Partnership and Employee Voice
in the Construction of Heathrow Terminal 5. Industrial Law Journal, 365-389.
Lock, D. (2013). Project management. 10th edition. . UK: Farnham: Gower.
Maris Martinsons, R. D. (1999). The balanced scorecard: a foundation for the strategic management of
information systems. Decision Support Systems, 71-88.
NUNO GIL, D. W. (2011). LEADERSHIP IN MEGAPROJECTS AND PRODUCTION MANAGEMENT: LESSONS
FROM THE T5 PROJECT. MANCHESTER: MANCHESTER BUSINESS SCHOOL-THE UNIVERSITY OF
MANCHESTER.
Project Management Institute, I. (2017). THE STANDARD FOR PROGRAM MANAGEMENT. Pennsylvania
19073-3299 USA: Project Management Institute, Inc.

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Rowe, S. F. (2008). Applying lessons learned. PMI® Global Congress 2008—Asia Pacific. Sydney, New South
Wales, Australia. Newtown Square, PA: Project Management Institute.
Uzor Onyia1, O. A. (2021). Evaluation of Integrated Teamworking Approach in Project Management: A Case
Study of Heathrow Terminal 5 Project. nternational Research Journal of Engineering and
Technology (IRJET), 141-151.
Zerjav, V. E. (2018). Project capabilities for operational outcomes in inter-organisational settings: The case
of London Heathrow Terminal 2. International Journal of Project Management , 444-459.