Projects involving airport expansion projects are rarely late all at once; they are late a day at a time. Scope on the wider project and portfolio delivery agenda expands through small agreements made in isolation. Every module pairs a short input on the practice within project and portfolio delivery with structured practice on the participant's own material. They gain the ability to sequence improvements to airport expansion projects in an order their organisation can absorb. Progress on this aspect of project and portfolio delivery is usually lost in the gap between approval and execution. Content is organised around the decisions practitioners actually face in the wider project and portfolio delivery agenda, not around theory headings. Mature organisations treat airport expansion projects as a standing capability rather than a project that finishes. The content is relevant to those who own the practice within project and portfolio delivery and to those who are held accountable for its results. The final session converts the week's work on this aspect of project and portfolio delivery into commitments with owners and dates.
Expected Learning Outcomes
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Build a concise delivery plan for airport expansion projects that colleagues can follow without further explanation.
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Control change to airport expansion projects so every variation has a price and a decision.
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Build the internal capability for airport expansion projects rather than depending on external support indefinitely.
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Review contracts and agreements for the obligations they create around airport expansion projects.
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Assess whether airport expansion projects should continue at each decision gate.
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Manage stakeholders of airport expansion projects according to influence and interest.
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Build the reporting on airport expansion projects that gives early warning rather than reassurance.
