application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMBOK Guide, 2008). Using this definition, it is made evident that the parties involved in the Denver International Airport (DIA) Baggage System project in the 1990’s failed at applying basic organizational practices towards managing the triple constraint of scope, time, and cost goals. The combination of inherent risks, uncertainties, and dysfunctional decision making geared the project
While BAE was already working on United’s baggage system, the PMT recognized the need for a fully integrated baggage-handling system for all of DIA. Since no other airlines were emerging with plans to develop their own baggage system, airport planners and consultants drew up plans for an airport wide baggage-handling system and sent out request for bids to several different companies. Initially BAE declined to bid on the project due to one main reason;
Critical Factors *A change in the project specifications after the freeze date was agreed up on in the contract. These changes created a domino effect of problems. This was in violation of the contract with BAE which stated there would be a number of freeze dates for mechanical design, software design, and permanent power. *A lack of efficient and effective communication between the city, project management team, and consultants. This manifests itself in basic issues like vendors blocking roadways
for expansion but the economy’s downfall caused an immediate need for jobs. The city came into contact with multiple dilemmas that needed to be taken into consideration. These consisted of the scale of the large project size, the complexity of the systems required, the number of stakeholders involved, the high degree of uncertainty of project definition, and the little amount of
financed by a lot of different sources. The baggage handling system is unique being integrated and automated. The BAE automated systems had enjoyed the reputation of being among the best and on the strength of its good work has been responsible for most of the major baggage systems recently installed in the United States. Weaknesses The baggage handling system has poor scheduling, new and untested technology, complexity of the system and changing requirements, highly visible mechanical problems
Harvard Business School 9-396-311 Rev. November 6, 1996 BAE Automated Systems (A): Denver International Airport Baggage-Handling System No airport anywhere in the world is as technologically advanced as the Denver International Airport.1 It’s dramatic. If your bag [got] on the track, your bag [was] in pieces.2 In November 1989 ground was broken to build the Denver International Airport (DIA). Located 25 miles from downtown Denver, Colorado, it was the first major airport to be built in the
The main objective behind the Automatic baggage handling system was to reduce the delay of luggage transportation and passenger waiting time at the baggage carousel. Key stake holders for every project are Project manager, consumers, Performing organizations, PMO, Project team members, Project Management team
to consider as Gene Di Fonso is whether BAE should cancel, modify or continue with the contract for installing the baggage-handling system at the Denver International Airport (DIA) amidst the severe deterioration in communication and rising hostility. Furthermore, BAE must consider what additional resources would be required if the company chooses to negotiate with the City for the support to finish the system and whether the size and complexity of the system, given its departure from conventional
management team. The Denver International Airport was supposed to be inaugurated on October 1993 with its fully automated computer controlled baggage handling system. All the concourses of the airport were supposed to use a single integrated system. This automation would help to cut down aircraft turnaround times, passenger-waiting times, and labor cost (Kerzner, H., 2013). However, the system did not work and was one of the reasons for the delay. The Airport’s
Table of Contents 1. Introduction 2. Case Study on D.I.A Baggage Handling System a. Stakeholders b. Project Management Leader c. Project Development d. Outsourcing and decisions behind it 3. Issues and Problems a. Three Key Project Management Mistakes i. Project reaction to mistakes 4. Resolution a. Steps to right the wrong 5. Conclusion a. Lessons Learned