(^126) 97 Things Every Project Manager Should Know
Responding to a Crisis
James Graham, PMP
Ta’ l-Ibrag, Malta
AT 3:03 P.M. on jAnUARy 15, 2009, Northwest Airlines Flight 1549 lifted off
the runway at New York’s LaGuardia airport for the short flight to Charlotte,
North Carolina.
The Airbus 320, commanded by Captain Chesley Sullenburger III, with 5 crew
and 150 passengers onboard, encountered a flock of birds over Brooklyn, New
York. Both engines suffered massive damage, causing a loss of thrust, or power.
Listening to the air-traffic audio tapes, two things stand out. First, one can
almost hear Sullenburger’s brain working as he quickly realizes that the
unthinkable has happened. His years of experience and training kick in. Sec-
ond, one can hear the equally rapid reaction of the air-traffic controller as he
continually suggests options to help, in a nonintrusive way.
Over the next few minutes, Sullenburger realizes that his aircraft does not have
the potential to reach LaGuardia, Newark, or nearby Teterboro Airport safely,
and decides to set down on the Hudson River. It must have been tempting to
try to “stretch” the glide to terra firma, but this professional captain weighed
the risks of all of his options and chose the one that saw all on board safe.
This is an excellent example of crisis management in action.
Passengers will be comforted to know that airline pilots discuss their actions
before every important phase of flight and use checklists that are developed to
help them manage both usual and unusual events. This means that they are
clear on the vital actions they will take, as a team, during the flight.
This crisis required the crew to work as a team; while Sullenberger was flying
the aircraft, First Officer Jeffrey Skyles was attempting to restart the engines to
allow a runway landing, and the flight attendants were preparing the passen-
gers to survive the ditching. Each member of the Northwest crew played his/
her part in ensuring a good outcome.