King Shaka International Airport: Management Case Study

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King Shaka International Airport
In May 2010, King Shaka International Airport opened in South Africa. This facility has world-class features which include restaurants, shops, a post office, and a bank inside the airport. This facility is more focused on tourist passenger traffic and business. The project was built in 32 months in which its operation has started for the 2010 FIFA World Cup in South Africa. This airport has replaced the Durban International Airport and is referred to as La Mercy Airport due to its location. This international airport is estimated to be thrice as big as the Durban International Airport and consists of shops five times as many as the latter.
* Critically assess the overall usefulness of Risk identification, Risk Assessment (Risk Probability& effect), and Risk Control (Response) strategy for King Shaka International Airport’s project.
As part of the project management of the King Shaka International Airport, risk management is important. This risk management is utilized to assess and manage the threats and internal events affecting the success of the project. There are always uncertainties in implementing a project. During the planning process, contingency plans are prepared in case there are unpredicted problems or challenges to the project as well as risks. To control or overcome these risks, risk management is adopted. By managing the risk, consequences of the risk can be minimized, the impact of the risk can be anticipated, and contingency plans are prepared ahead of time. By identifying the risk, the organization will be able to evaluate and understand its impact and convert plans into actions to prevent the likelihood of failure and increase the chance for the project’s success. Sources of risk in the development of King Shaka International airport include insufficient budget, unrealistic deadline, not adequate planning, and underestimated resources as required for the project. These sources can be factors within the project, under the control of others, and uncontrollable factors.
The project is known to have a limited budget. To minimize this risk, the project team employed as many as possible local townsfolk to work on the project. The necessary skills needed for building the project was transferred from the United Kingdom offices to South Africa. The skill transfer of UK best practice was useful but not all were very effective at King Shaka Internati...