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https://www.researchgate.net/publication/245407853_Heathrow_Terminal_5_Delivery_strategy
The procurement strategy for Heathrow Terminal 5 developed by BAA PLC is a well-documented example of a client PM taking on the responsibility for risk on a complex megaproject which was delivered...
https://www.icevirtuallibrary.com/doi/abs/10.1680/cien.2007.161.5.10
May 25, 2015 · The success of the five-year construction phase of Terminal 5 at London's Heathrow airport was dependent of putting into effect the principles of a unique form of contract, called the Terminal 5 agreement.Author: Andrew Wolstenholme, Ian Fugeman, Fiona Hammond
https://www.icevirtuallibrary.com/doi/10.1680/cien.2007.161.5.10
May 25, 2015 · The success of the five-year construction phase of Terminal 5 at London's Heathrow airport was dependent of putting into effect the principles of a unique form of contract, called the Terminal 5 agreement. The £4·3 billion scheme required the client to lead in areas that were typically the traditional domain...Author: Andrew Wolstenholme, Ian Fugeman, Fiona Hammond
https://www.heathrow.com/company/careers/working-at-heathrow/head-office/strategy
Our strategy team is a key area for the present and the future of Heathrow. We use state of the art tools and techniques to deliver high quality analysis for the business. Leading Heathrow through sophisticated and efficient strategic planning, we work with a mix of colleagues and international partners.
https://www.retailmomentum.com/vindico/our-heathrow-terminal-5-heathrow-airport
Vindico provided a retail delivery strategy, content and management solution to the Terminal 5 deveopment project.. Appointed four years before opening, Vindico's preliminary strategy was implemented on the redevelopment of Heathrow T1 in 2005.
https://www.designingbuildings.co.uk/wiki/Procurement_of_Heathrow_T5
On 27 March 2008 Heathrow Terminal 5 (T5) opened after approximately 19 years of planning and £4.3 billion investment by British Airport Authority (BAA). Laing O’Rourke, AMEC and MACE were the three principal contractors employed, although as highlighted by Basu (Little and Millard, 2009) by 2008 fifty thousand people, employees and key stakeholders had been involved in the construction .
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