project management
Project Schedule
| Project Deliverables | Deadline | Status | Task Owner | Notes |
| SWOT Analysis (write your paragraphs for | 06/21/20 | 90% | During team meeting on 6/21 | |
| PEST Analysis | 06/21/20 | 90% | ||
| Project Needs and Shortcomings / Justicification | 06/21/20 | 50% | Younis | |
| Stakeholder Analysis | 06/21/20 | 90% | Younis | |
| Cost Estimate | 06/21/20 | 90% | Keane will work on this prior to 6/28 meeting and team will help finish it during the meeting | |
| WBS | 06/21/20 | 90% | Need to add the implementation | |
| Communication Plan | 06/21/20 | 100% | Younis | |
| Project Schedule | 06/21/20 | 0% | Keane will have this done by Sunday 6/28; team will check it | |
| Risk Analysis | 06/21/20 | 80% | ||
| International Project Meeting at 9 am | 06/26/20 | 100% | Kirsten will be present for International project | |
| Project Charter ( | 06/28/20 | 75% | We will ask if we should during class | |
| Research | 06/28/20 | 50% | Team make sure to bring 5 PEER reviewed articles related to the Icelandic Airlines Project | |
| Current Response vs. Second Wave Response | 7/9/20 | 0% | ||
| Market Competitor Analysis | 7/9/20 | 10% | During team on 6/28/20 | |
| Email the International team the WBS for feedback | 06/28/20 | |||
| TWO PARAGRAPHS PER EACH SECTION DUE | 07/07/20 | |||
| Final Presentation Draft (Present to Hugh) | 07/09/20 | |||
| FINAL DRAFT - EMERGENCY ACTION PLAN REPORT | 07/14/20 | |||
| Peer Assesment | 07/14/20 | |||
| Scope | 06/29/20 | done? | ||
| Objectives of the project | 06/29/20 | done? | This ties into scope | |
| Project Requirements | 06/29/20 | |||
| Organization Chart/ Responsibility Assignment Matrix | 06/29/20 | 75% | ||
| Case Study Presentation | all slides must be completed by thursday 7/1 | |||
| Team meeting 7/1 | ||||
| Team meeting | ||||
| Resource Requirements | ||||
| Editing the final report | ||||
Final Report Components
| Section | Report Component | Section Owner | Written Section Completed Y/N | Date Completed | Edited | Comments | Action needed |
| Project Overview | Introduction | Kirsten | |||||
| Section 1 Project Defintion | Description | -- | |||||
| 1.1 Project Definition - Team | Project Charter (Description Only) | ||||||
| 1.1 Project Definition - Team | 1.1.1. Role Defintion | ||||||
| 1.1 Project Definition - Team | 1.1.2. Stakeholder Analysis | ||||||
| 1.1 Project Definition - Team | 1.1.3. Communication Plan | ||||||
| 1.2 Project Definition - Project Charter | 1.2.1. Scope (Major Delivables) | ||||||
| 1.2 Project Definition - Project Charter | 1.2.2. Business Need / Justification | ||||||
| 1.2 Project Definition - Project Charter | 1.2.3. Current Short Comings | ||||||
| 1.2 Project Definition - Project Charter | 1.2.4. Project Constraints | ||||||
| 1.2 Project Definition - Project Charter | 1.2.5. Objectives of the project | ||||||
| 1.3 Project Definition- WBS | 1.3.1. WBS Definition | ||||||
| 1.3 Project Definition- WBS | 1.3.2. WBS Structure | Implementation needs to be added to the WBS structure | |||||
| 1.3 Project Definition- WBS | 1.3.3. Cost Estimation | ||||||
| 1.3 Project Definition- WBS | 1.3.4. Resource Requirements | ||||||
| 1.3 Project Definition- WBS | 1.3.5. Project Schedule | ||||||
| Section 2 - Conceptual Design | -- | ||||||
| 2.1 Research | SWOT Analysis | ||||||
| 2.1 Research | PEST | ||||||
| 2.1 Research | Market Competitor Analysis | ||||||
| Section 3 - Emergency Action Plan (EAP) Development | -- | ||||||
| 3.1 | Risk Analysis | ||||||
| 3.2 | Second Wave Response | ||||||
| 3.3 | EAP Timeable | ||||||
| 3.4 | Control Plan | ||||||
| Section 4 - Emergency Action Plan (EAP) Implementation | |||||||
| Implementation | |||||||
| Section 5 - Project Close out | |||||||
| Recommendations | |||||||
| Conclusion | |||||||
| Section 6- Works Cited | |||||||
| Section 7 - Appendix | |||||||
| Project Needs and Short Comings | |||||||
| Skateholder Analysis | |||||||
| Resource Requirements | |||||||
| Cost Estimate | |||||||
| 1.3 WBS - Project Defintion | WBS | ||||||
| Communication Plan | |||||||
| Timetable of activities | |||||||
| Risk Analysis | |||||||
| Control Plan | |||||||
| Reccomendations | |||||||
| Section 7 | Competitor Analysis | ||||||
| All sections | Editting report | ||||||
| Works Cited | APA formatt (PEER REVIEWED) | ||||||
| Appendix A | Project Charter |
Research
| Reference Number | Title | Note: Need to add PEER Reviewed Article | |
| 1 | (Nearly 40% of Icelanders are using a covid app- and it hasn't helped much): | https://www.technologyreview.com/2020/05/11/1001541/iceland-rakning-c19-covid-contact-tracing/ | |
| 2 | (How Iceland Beat the coronavirus): | https://www.newyorker.com/magazine/2020/06/08/how-iceland-beat-the-coronavirus | |
| 3 | (Effects of Novel Coronavirus (COVIS-19) on civil Aviation: Economic Impact Analysis): | https://www.icao.int/sustainability/Documents/COVID-19/ICAO_Coronavirus_Econ_Impact.pdf | |
| 4 | (International tourist numbers could fall 60-80% in 2020, UNWTO REPORTS): | https://www.unwto.org/news/covid-19-international-tourist-numbers-could-fall-60-80-in-2020 | |
| 5 | (Here's what traveling could be like after COVID-19): | https://www.weforum.org/agenda/2020/05/this-is-what-travelling-will-be-like-after-covid-19/ | |
| 6 | (Analysis: can the aviation industry survive the coronavirus crisis?): | https://www.euronews.com/2020/05/22/analysis-can-the-aviation-industry-survive-the-coronavirus-crisis | |
| 7 | (How Airlines Park Thousands of planes): | https://www.youtube.com/watch?v=xpIs8Y9vgSs | |
| 8 | https://www.cdc.gov/flu/pandemic-resources/planning-preparedness/national-strategy-planning.html | ||
| 9 | Icelandair Video | https://www.youtube.com/watch?v=ukGbjMze1Aw | |
| 10 | CNN Article | https://edition.cnn.com/2020/04/16/world/coronavirus-response-lessons-learned-intl/index.html | |
| 11 | CDC article on Influenza | https://www.cdc.gov/flu/pandemic-resources/pdf/pandemic-influenza-strategy-2005.pdf | |
| 12 | Competitor Analysis | https://www.skyscanner.com/airline/airline-eurowings-ew.html | |
| 13 | Útvíkkun áhættusvæða vegna COVID-19 | https://www.landlaeknir.is/um-embaettid/frettir/frett/item39945/Utvikkun-ahaettusvaeda-vegna-COVID-19 | |
| 14 | CDC Hospital Preparedness Tool | https://permanent.fdlp.gov/gpo132849/www.cdc.gov/coronavirus/2019-ncov/downloads/hospital-preparedness-checklist.pdf | |
| 15 | DB Schenker on cargo flights between China and Europe | https://www.globenewswire.com/news-release/2020/04/24/2021726/0/en/Icelandair-Group-The-Company-signs-an-agreement-with-DB-Schenker-on-cargo-flights-between-China-and-Europe.html | |
| 16 | Icelandair Group hf. Condensed Consolidated Interim Financial Statements 1 January - 30 September 2019 | https://www.icelandairgroup.is/servlet/file/store653/item1258284/item.pdf | |
| 17 | ZACHARY KEYSER, Air travel across the United States has dropped by 95% | https://www.jpost.com/international/air-travel-across-the-united-states-has-dropped-by-95-percent-625171 | |
Communication Plan
| NEED TO LIMIT THE CHANNELS OF COMMUNICATION (USE THE FORMULA) 6/23/20 | |||||||||||
| Stakeholder(s) | Type of Communication | Frequency | Purpose of Communication | Message of Communication | Sensitivity of the Communication | Delivered by? | Prepared by? | Status | |||
| Group 1: Organization | Status Legend | ||||||||||
| Team PEPE | Zoom meetings and emails | Daily | To stay make sure the team is orginaized and staying on task. | Status Updates, daily directions, guidelines | Non formal | Team Leader | Team Leader | Active | Awaiting Approval | ||
| Pilots | Zoom meetings and emails | Daily | To keep Pilots inform about the new response | Ahead or behind schedule. When things will be able to be used. Excitement posts | Semi-formal | Team Member | Team Member | Sent | Approval | ||
| Flight Attendants | Zoom meeting and emails | Daily | To keep flight attendes inform about the new response | Ahead or behind schedule. When things will be able to be used. Excitement posts | Semi-formal | Team Member | Team Member | Sent | Sent | ||
| Group 2: Primary Level (Highest Stake) | |||||||||||
| Shareholders | Zoom meetings and emails | Monthly | Update on project progress | Project Update,requesting funds and support | Low Sesitivity, but formal presentation | Team Leader | Team Leader | Sent | on hold | ||
| Airport | Zoom meetings and emails | Daily | Update on project progress | Project Update | Low Sesitivity, but formal presentation | Team Member | Team Member | Sent | |||
| Government officals | Formal meeting | As needed | to meer all city and goverment regulations and gain approval by country leaders. | Project Update and Country Impact | Formal | Team Leader | Team Leader | ||||
| Group 3: Secondary Level | |||||||||||
| local residents | Newspaper, | Quarterly | Update on project progress | Project Update | Low Sesitivity, but formal presentation | Team Member | Team Member | Approval | |||
| passangers | emails, social media | Daily | Feedback on the new response | What do you think of new response? | Low Sesitivity, but formal presentation | Team Member | Team Member | Active | |||
| Tourists | social media | weekly | Feedback on the new response | What do you think of new response? | Semi-formal | Team Member | Team Member | Active | |||
| Group 4: Tertiary Level | |||||||||||
| tenants | contracts | Weekly/ Daily | Planning and Scheduling, work | Project Update and Scheduling | Semi-formal or non-formal | Team Member | Team Member | Active | |||
| suppliers | contracts | Weekly/ Daily | Planning and Scheduling, work, materials | Project Update and Scheduling | Semi-formal or non-formal | Team Member | Team Member | Active | |||
| cargo handlers agents | contracts | Weekly/ Daily | Planning and Scheduling, work | Project Update and Scheduling | Semi-formal or non-formal | Team Member | Team Member | Active | |||
| International Air Transport Association (IATA) | contracts | Weekly/ Daily | Project Update and Scheduling | Semi-formal or non-formal | Team Member | Team Member | Active | ||||
| travel agency | contracts | Weekly/ Daily | Planning and Scheduling | Project Update and Scheduling | Semi-formal or non-formal | Team Member | Team Member | Active | |||
Competitor Analysis
| Airline Competitor Analysis | ||
| Oman Air, Air Arabia, airBaltic, Emirates, Saudia Airlines, Etihad, Turkish Airlines, Belavia, Gulf Air | ||
| Delta flights | ||
| United flights | ||
| American Airlines flights | ||
| WOW air flights | Dog | |
| Icelandair flights | ||
| jetBlue flights | ||
| SAS flights | ? | |
| Norwegian flights | star | |
| Air Canada flights | ? | |
| Iberia flights | outdated | |
| Austrian Airlines flights | ||
| Czech Airlines flights | outdated | |
| Lufthansa flights | ? | |
| Finnair flights | outdated | |
| eurowings flights | outdated |
Project Schedule KR
| Timeline |
| On March 18, 2020 Iceland established the whole world as high risk. While travel outside the country was not prohibited it was highly discouraged and Icelandic citizens abroad were encouraged to return home. (13) In the event of a second wave of COVID-19 the Icelandic government will release another simulate statement. This is where our timeline begins and will last for a month. |
| Day 1 |
| - Icelandair announces that passages can get a full refund on outgoing international flights, no questions asked. |
| - Central flight location are announced so that Icelandic citizens can return home. These cities are New York, Chicago, Orlando, Tornado, Paris, London, Frankfurt, Zürich, and Oslo. |
| Day 2 |
| - As passages cancel flight plans, flights are combined and a number of scheduled flights are drop. |
| Day 7 |
| - Flights are limited to only the central located cities assembled on day 1. Flights will be performed by the 6 Boeing 737s and 3 Boeing 757s. |
| - Three Boeing 767s are converted to cargo jets and flown under the Icelandair Cargo division witha partner ship with DB Schenker, flying medical supplies between China and Eroupe (15) |
| - The Loftleiðir division will spend all flights until further notice. There Boeing 737 will be flown under the Icelandair division. |
| - Air Iceland will continue to operate reginal flights at 50% capacity. |
| - Furloughs will start with flight attendants, airport staff, and pilots. |
| Day 10 |
| - A partnership with other small intendent airlines to help get people home. Hope to work with Air Greenland, Aer Lingus, airBaltic, Czech Airline, Estonian Air, and other small European based airlines. We can get European citizens out of the North America and back to Europe. |
| Day 14 |
| - After all Icelandic citizens have been returned, international flights will continue using planes as needed on a limited schedule. |
| Day 21 |
| - A program will start to book flights in advance at a discounted rate, in hopes to get some cash flow moving. |
Work Break Down Structure
| Icelandair COVID-19 Response Plan | |||||
| 1. Project Definition | 2. Conceptual Design | 3. EAP Development | 4. EAP Implemement | 5. Peer-Review & Close out | |
| 1.1.Team | 2.1. Research | 3.1.risk analysis | 5.1. Team Recommendations | ||
| 1.1.1. Role Definition/ Responsibility Matrix | 2.1.1.SWOT Research | 3.2. second wave response | 5.1.1. EAP Recommendations | ||
| 1.1.2.stakeholder analysis | 2.1.2.PEST Research | 3.3. EAP Timetable | 5.1.2. Project Shortcomings Solutions | ||
| 1.1.3. Communication Plan | 2.1.3.Market Competitor Analysis | 3.4. Control Plan | 5.1.3. Coventry Team Review | ||
| 1.2 Project Charter | 5.2 ENM 539 class deliverables | ||||
| 1.2.1. Scope (Major Delivables) | 5.2.1. In Class presentation | ||||
| 1.2.2. Business Need / Justification | 5.2.2. Final Report & Team Review | ||||
| 1.2.3. Current Short Comings | |||||
| 1.2.4. Project Constraints | |||||
| 1.2.5. Objectives of the project | |||||
| 1.3 WBS | |||||
| 1.3.1. WBS Definition | |||||
| 1.3.2. WBS Structure | Note: Need to add an implementation* 7/2 | ||||
| 1.3.3. Cost Estimation | |||||
| 1.3.4. Resource Requirements | |||||
| 1.3.5. Project Schedule |
SWOT Analysis
| SWOT Analysis | |||||||||
| Strengths - NB | Weakness - KR | ||||||||
| -40% of Iceland Population used the GPS tracking app (MIT Technology Review) -Country was extremely fast to act in addressing COVID. “Virtually eliminated virus” and never went into a lockdown. -Tracking team has worked tirelessly to neutralize potential cases -Widely available and affordable testing for anyone that wants/needs it -Quick action to declare emergency worked and citizens respected what they were told by government officials. Citizen willingness is a big pro has this virus continues - Icelandair already operates cargo flight into iceland from both sides of the atlantic and these flight can operate at full or ever increased compasity. | - Icelandair is a small airlines only operates 52 aircrafts and does not have lots of resources like a Delta or Air France. - Icelandair does not parnter with other large airline like a Delta or Air France - Iceland is a small country and does and only have a population of 360,000 people | ||||||||
| Opportunities -YE | Threats - KS | ||||||||
| -upgrade coach class to business/first class seats when social distancing is applied -Economic Recovery using technology -carrying out medicine -carrying out amazon cargo -partner up with medicene company to help them come up with vaccine | -less passangers in order to make sure the passangers keep their distances. -Economic heavy release on tourism and transatlantic flights. Loss of $80 Billion USD (International tourist numbers could fall 60-80% in 2020, UNWTO REPORTS) -Businesses are considering less travel in the post-pandemic. Therefore, sales could continue to be low -Icelandic Airlines and airport staff layoffs - Increased cases or deaths if Icelandic Airlines decides to continue flights -90% of the world population now lives in countries with travel restriction. (refrerence 5) -25 million aviation jobs, and 100 million travel tourism jobs are at risk. (reference 5) | ||||||||
| Strengths | Weakness | ||||||||
| Reference 1 | 40% of Iceland Population used the GPS tracking app (MIT Technology | Economic heavy release on tourism and transatlantic flights. Loss of $80 Billion USD (International tourist numbers could fall 60-80% in 2020, UNWTO REPORTS) | |||||||
| Reference 2 | Country was extremely fast to act in addressing COVID. “Virtually eliminated virus” and never went into a lockdown. | ||||||||
| Reference 3 | Tracking team has worked tirelessly to neutralize potential cases | ||||||||
| Reference 4 | Widely available and affordable testing for anyone that wants/needs it | ||||||||
| Quick action to declare emergency worked and citizens respected what they were told by government officials. Citizen willingness is a big pro has this virus continues | |||||||||
| Opportunities | Threats | ||||||||
| Economic Recovery using technology | Reference 5 | 90% of the world population now lives in countries with travel restriction. (HWTCBLAC-19) | |||||||
| partner up with medicene company to help them come up with vaccine | Reference 5 | 25 million aviation jobs, and 100 million travel tourism jobs are at risk.(HWTCBLAC-19) |
PEST Analysis
| PEST Analysis | ||||||
| Politicial | Economic | |||||
| - local and federal Iceland governments must strategically work together with United Nations and Health Organizations -governement will provide the safety criteria and logistics for residents and travelers to follow -Continual App Development and Virus tracking -Human Rights and privacy of the individual (New Yorker, 2) | -Based on the results of the first wave, the Emergency Action Plan should limit the in-person business therefore, all retailers in the Icelandic Airport will be closed -essential workers (such as TSA, pilots, flight attendents, etc.) will continue to work -However, must wear government approved -The lack of flights will impact the profitablity of Icelandic Airlines (Overall, the country and world are in financial hardship) | |||||
| Social | Technological | |||||
| - This plan will impact the travelers and residents within the Iceland community -Continued limits on social interaction and large gathering among peoples (therefore, you flights will be limited) -Masks must be worn in public settings -absolutely no leisure flights to or from Iceland will be permitted unless it is for business - Highten Anxiety and Depression due to not being able to travel to see family members | - An project will improve societical software application literacy (during pandemic situations) by using the GPS-like Software -By using first wave COVID-19 data, predictive analytics can be used to mitigate the occurence of a pandemic related stresses -The app developement will be more improved due to the first wave | |||||
| Research | ||||||
| https://www.cdc.gov/flu/pandemic-resources/pdf/pandemic-influenza-strategy-2005.pdf |
Cost Estimation KR
| Cost | ||||||
| Q3 2019 | Estimated Cost for one month Q3 2019 | Estimted Cost per Day Q3 2019 | COVID-19 Responce adjustment made | Per Day Cost after Full Adjustment | ||
| Salaries | $119,818,000.00 | $39,939,333.33 | $1,331,311.11 | Furlough 25% of emploeeys (Cost cut by 12.5%) | $1,164,897.22 | |
| Aviation expenses | $186,825,000.00 | $62,275,000.00 | $2,075,833.33 | $750,455.13 | ||
| Aircraft fuel | $113,406,000.00 | $37,802,000.00 | $1,260,066.67 | Drop from 52 planes to 17 planes | $411,944.87 | |
| Aircraft lease | $9,603,000.00 | $3,201,000.00 | $106,700.00 | No Change | $106,700.00 | |
| Aircraft handling, landing, and communication | $47,924,000.00 | $15,974,666.67 | $532,488.89 | Drop from 52 planes to 17 planes | $174,082.91 | |
| Aircraft maintenance expenses | $15,892,000.00 | $5,297,333.33 | $176,577.78 | Drop from 52 planes to 17 planes | $57,727.35 | |
| Other operating expenses | $94,658,000.00 | $31,552,666.67 | $1,051,755.56 | $690,935.00 | ||
| Operating Cost of real easte and fixtures | $4,406,000.00 | $1,468,666.67 | $48,955.56 | Cut by 10% | $44,060.00 | |
| Communication | $5,593,000.00 | $1,864,333.33 | $62,144.44 | No change | $62,144.44 | |
| Advertising | $4,368,000.00 | $1,456,000.00 | $48,533.33 | Cut by 75% | $12,133.33 | |
| Booking fees and commission expenses | $25,692,000.00 | $8,564,000.00 | $285,466.67 | Cut by 25% | $214,100.00 | |
| Cost of goods sold | $4,178,000.00 | $1,392,666.67 | $46,422.22 | Inflight serives are Suppended | $0.00 | |
| Customer Services | $18,702,000.00 | $6,234,000.00 | $207,800.00 | No change | $207,800.00 | |
| Tourism expenses | $21,265,000.00 | $7,088,333.33 | $236,277.78 | Cut by 75% | $59,069.44 | |
| Allowance for bad debt | $1,408,000.00 | $469,333.33 | $15,644.44 | No change | $15,644.44 | |
| Other operating expenses | $9,046,000.00 | $3,015,333.33 | $100,511.11 | Cut by 25% | $75,383.33 | |
| Extra Cleaning/Sanitation Cost | Added Cost $50 per plane per day (no cargo) | $600.00 | ||||
| Total Cost | $401,301,000.00 | $133,767,000.00 | $4,458,900.00 | $2,606,287.35 | ||
| Full Operational Cost | Day 1 - 3 = 3 Days | $13,376,700.00 | ||||
| 75% Operational Cost | Day 4 -6 = 3 Days | $10,032,525.00 | ||||
| Cost Per Day after Full Adjustment | Day 7 - 30 = 23 Days | $59,944,609.06 | ||||
| Cost of Converting three Boeing 767 to Cargo | $1,000 per Plane | $3,000.00 | ||||
| Total One Month Cost | $83,356,834.06 | |||||
| 15% Contingency | $95,860,359.17 | |||||
| -15% Contingency | $70,853,308.95 | |||||
| Income | ||||||
| Q3 2019 | Estimated Income for one month Q3 2019 | Extimated Income per Day Q3 2019 | COVID-19 Responce adjustment made | Per Day Cost after Full Adjustment | ||
| Total Transport Revenue | $422,640,000.00 | $140,880,000.00 | $4,696,000.00 | $1,617,636.11 | ||
| Passangers | $377,005,000.00 | $125,668,333.33 | $4,188,944.44 | down by 75% | $1,047,236.11 | |
| Passenger Ancillary Revenues | $31,116,000.00 | $10,372,000.00 | $345,733.33 | down by 75% | $86,433.33 | |
| Cargo and mail | $14,519,000.00 | $4,839,666.67 | $161,322.22 | Up by 200% | $483,966.67 | |
| Total Other Operating Revenue | $87,839,000.00 | $29,279,666.67 | $975,988.89 | $225,707.78 | ||
| Sale in airport and hotels | $32,726,000.00 | $10,908,666.67 | $363,622.22 | down by 75% | $90,905.56 | |
| Revenue from tourism | $41,024,000.00 | $13,674,666.67 | $455,822.22 | down by 95% | $22,791.11 | |
| Aircraft and cargo handling services | $7,249,000.00 | $2,416,333.33 | $80,544.44 | No Change | $80,544.44 | |
| Maintenance revenue | $1,431,000.00 | $477,000.00 | $15,900.00 | No Change | $15,900.00 | |
| Gain on sale of operating assets | $65,000.00 | $21,666.67 | $722.22 | No Change | $722.22 | |
| Other operating revenue | $5,344,000.00 | $1,781,333.33 | $59,377.78 | Down by 75% | $14,844.44 | |
| Total Cost | $510,479,000.00 | $170,159,666.67 | $5,671,988.89 | $1,843,343.89 | ||
| Full Operational Income | Day 1 - 3 = 3 Days | $17,015,966.67 | ||||
| 75% Operational Income | Day 4 -6 = 3 Days | $12,761,975.00 | ||||
| Income Per Day after Full Adjustment | Day 7 - 30 = 23 Days | $42,396,909.44 | ||||
| Total One Month Income | $72,174,851.11 | |||||
| 15% Contingency | $83,001,078.78 | |||||
| -15% Contingency | $61,348,623.44 | |||||
| Total One Month Profit | -$11,181,982.95 | |||||
| Best Case | $12,147,769.83 | |||||
| Worst Case | -$34,511,735.72 | |||||
Stakeholder Analysis NB
| Stakeholder Analysis | Example | |||||||||||||
| Stakeholder | Pedigree | Importance | ||||||||||||
| PEPE | Organization | 55 | ||||||||||||
| Pilots | ||||||||||||||
| Flight Attendents | ||||||||||||||
| Shareholders | Primary | 25 | ||||||||||||
| Airport | ||||||||||||||
| Government Officals | ||||||||||||||
| Local Residents | Secondary | 10 | ||||||||||||
| Passengers | ||||||||||||||
| Tourists | ||||||||||||||
| Tenants | Tertiary | 10 | ||||||||||||
| Suppliers | ||||||||||||||
| Cargo Handlers Agents | ||||||||||||||
| IATA | ||||||||||||||
| Travel Agent | ||||||||||||||
| Breakdown the importance and the power. In the report, explain how the team broke down the importance and the power. (6/26) | ||||||||||||||
| Paragraphs | ||||||||||||||
| The stakeholders of this project are categorized within the table and shown in the pie chart below. It is important to note that the organization is the largest stakeholder of the project, contributing to over half of the actions taken in response to COVID-19. Behind the organization is stakeholders such as the airport, government officials, and shareholders of Icelandair. The communication between these first two groups will be most vital to continued operations amidst COVID-19. In both the secondary and tertiary groups there will be people such as residents and customers of Icelandair, as well as those who set up transportation via air travel. | ||||||||||||||
| These stakeholders will all be involved in the success of Icelandair while working around the threats of COVID-19. Different means of communication will be utilized to keep these people informed on current issues and successes. | ||||||||||||||
Stakeholder Analysis
Organization Primary Secondary Tertiary 55 25 10 10
Risk Analysis -KS
| IMPACT | ||||||||||||||||
| Insignificant (1) | Marginal | Moderate | Critical | Catastrophic (10) | ||||||||||||
| PROBABILITY | Definitely (10) | Employees late for work | Ice on Tarmac | Going Over Budget | Equation | Original Brainstorm | ||||||||||
| P x I | ||||||||||||||||
| Drunk Pilot | ||||||||||||||||
| Really High Pilot | ||||||||||||||||
| Poision | ||||||||||||||||
| Likely | Flight arrives early than planned | Calling off Sick | Spike in Jetfuel cost | Changes in regulation | stowaway | |||||||||||
| Flight delays do to cleaning | Lower amount of Customers | Loss of communication | ||||||||||||||
| Smoking on Plane | ||||||||||||||||
| Passenger Food Poisioning | ||||||||||||||||
| No wifi | ||||||||||||||||
| Occasional | Drop in Jetfuel cost | Disputes in Contracts | "There is a coloniel women on the wing there is something they aren't telling us" -Annie, Bridesmaids | |||||||||||||
| Overbooking (therefore mad patrons) | Mistakes from Human Factors | "Drinking Problems" | ||||||||||||||
| Someone gives up their seat to an elderly person | Workplace injuries | Loss of oxygen | ||||||||||||||
| Loss of fuel | ||||||||||||||||
| No blankets or headphones to ignore your neighbor | ||||||||||||||||
| Seldom | Unconscious Passenger | Earthquake | Fat neighbor | |||||||||||||
| Storms / Hail / Floods | Cabin Pressure Drop | |||||||||||||||
| Terrorist Attack | Crying Children | |||||||||||||||
| Volcano | Arguing couple/gets divorced on the plane | |||||||||||||||
| Pandemic | Alien Abduction | |||||||||||||||
| Unlikely (1) | Reliazing you forgot your son Kevin at Home Alone | |||||||||||||||
| Snakes on a Plane | ||||||||||||||||
| locust attack | ||||||||||||||||
| Bermuda Triangle | ||||||||||||||||
| Pirates | ||||||||||||||||
| milarty airstike | ||||||||||||||||
| Employees calling off due to Covid-19 | Accept | passanger givin birth | ||||||||||||||
| Natural disaster | Accept | |||||||||||||||
| Union Strikes | control | |||||||||||||||
| Human factor mistakes | control | |||||||||||||||
| Continue flights cause a rise in Covid-19 cases | ||||||||||||||||
| Budget overrun | control | |||||||||||||||
| Suppliers delaying material | avoid | |||||||||||||||
| Bad weather | accept/transfer | |||||||||||||||
| Missing Project requirements | Avoid | |||||||||||||||
| Circumstantial regulations | ||||||||||||||||
| Lack of PPE for employees/patrons | control | |||||||||||||||
| Underqualified labor | ||||||||||||||||
| Workplace injuries | Avoid | |||||||||||||||
| Changes in regulation | Accept | |||||||||||||||
| Low RPN - accepting | ||||||||||||||||
| High RPN - reject | ||||||||||||||||
| Risk Management | Probablity | Impact | RPN | |||||||||||||
| Employees calling off due to Covid-19 | 5 | 10 | 50 | |||||||||||||
| Natural disaster | 10 | 5 | 50 | |||||||||||||
| Union Strikes | 2 | 10 | 20 | |||||||||||||
| Human factor mistakes | 7 | 10 | 70 | |||||||||||||
| Continue flights cause a rise in Covid-19 cases | 9 | 10 | 90 | |||||||||||||
| Budget overrun | ||||||||||||||||
| Suppliers delaying material | ||||||||||||||||
| Bad weather | ||||||||||||||||
| Missing Project requirements | ||||||||||||||||
| Circumstantial regulations | ||||||||||||||||
| Lack of PPE for employees/patrons | ||||||||||||||||
| Underqualified labor | ||||||||||||||||
| Workplace injuries | ||||||||||||||||
| Changes in regulation | ||||||||||||||||