Question

In your perspective, Ibaraki Airport - An Airport without the Planes. What were the causes of project success and failures and why is this project a failure? What changes could have been made to make this project considered a success? Must contains 400 words or more.

Answer 1

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A TOTAL OF 435 WORDS!

According to different sources the cost of the construction project was somewhere between $220 and $230 million. Also, according to multiple publications, the project was completed on time and on budget with all the requested features delivered. Therefore one could come to a conclusion that from a project management point of view this project was a complete success. However, at the time of the project inception both of the two major Japanese airlines – All Nippon Airways and Japanese Airlines – notified the local government that they did not intend to use the airport after its completion. These airlines’ decision implied that 90% of the air traffic in Japan would be absent from the airport. Another issue that was known right from the beginning of the venture is the problematic location of the airport. It was located 96 miles (155km) from the Shinjuku district of Tokyo. Another problem at the time the airport opened was there were no plans to offer any type of public transportation from or to the airport. It was estimated that the passengers trying to get to the center of Tokyo would have to spend more than three and a half hours to reach their intended destination. Or iin other words, There was no hope of providing any kind of public transport to or from the airport, the main problem during the launch of the airport. The passengers attempting to arrive in the center of Tokyo were estimated to need to spend over 3.5 hours at their destination.

Furthermore, the facilities at Ibaraki Airport were minimal. While the provincial government marketed the airport as a low cost airline hub, the facilities at the airport were totally insufficient to meet the needed requirements. In 2014 there were six local and two international flights to Shanghai and Seoul running from the Ibaraki airport. This feat was achieved only after a sharp decrease in the landing fees for the airlines. Ibaraki charged approximately 60% of what the Narita airport in Tokyo charged the flights for the right to land at its airfield. As has been mentioned, we can't really blame the project management aspect of the failure of the project. The team built whatever was required from them on time and on budget. And if we can't hold the project manager responsible for this failure, then who should be accountable? The answer to that question lies in the project portfolio management domain, the art and the science of selecting the best, highest value projects for any given organization. Obviously, the wrong project was selected and implemented by the Ibaraki prefecture in the first place.