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
According to the initial plan, the project was to span from 1989 to 1993 and cost $1.7 billion. The opening of the airport was delayed four times due to problems with the baggage handling system. Overall 16 long
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Even after work ended when it was turned on and expected to work as intended, Denver officials were surprised at how poor it performed even enough to turn off the system. Let us take a moment to look at how complex this system truly was and how BAE design and planning failed to gain a glimpse of what it would take to operate such a daunting task. An empty cart is called and needs to go from one track to another, albeit simple sounding, this type of activity would have had to take place over a thousand times a minute under normal operating conditions. Since there were differences or variances in demand for empty carts throughout the airport, empty ones must continually switch direction, change tracks or completely change to another loop in the circuit. This is a logistics nightmare as one can imagine on such scale, so many variables to account for and they must do it error free. This was not using modern technology but even still it would have had to been almost instant decision making on again an error free basis. Typical systems with around 10k function points are cancelled approximately 65 percent of the time (capers Jones). In Denver, though the system’s workload hindered the network terribly to around 4000 tele-cars or auto-cars. These 1994 computers were tracking so many cars that several times a minute they mis-tracked just simply due to timing
* Loads were picked up from location A and delivered to one of 5 warehouses, placed on another truck with optimized route for location B (software driven route optimization)
Shared leadership between city of Denver & Consultant team created many inefficiencies, duplicate work and lack of real ownership. Additionally no organizational structure change at DIA was ever made to accommodate this new baggage system project. Further complicating the matter was the communication channels and roles between city, PMT and consultants were not defined or controlled. All were working in silos.
Lead time varies significantly, which affects the inventory cycle. The plant has to set a safety stock that will protect the production against stock outs, vehicle breakdowns, weather related delays and the shortage of supply from farmers and hogs barns.
What was to be the world’s largest automated airport baggage handling system, became a classic story in how technology projects can go wrong. Faced with the need for greater airport capacity, the city of Denver elected to construct a new state of the art airport that would cement
There were a number of threats which are the following: expensive for the airlines due to delays; economic free-fall in 1987, airlines are likely to limit operations below the level for which the airport was designed – fewer flights and passengers increase the cost per passenger thus encouraging airlines to route connecting traffic through alternative and competitive hubs; the new mayor who was elected inherited the project with no commitment to it by the major airlines; City of Denver invited reporters to observe the first test of the baggage system without notifying BAE.
Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45
* Time, energy, and effort used to move finish products to another warehouse to verify and prepped order for shipment.
a. How was the Hoosier Burger project identified and selected? What focus will the new system have?
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, Project sponsors and influences (PMI, 2004) .For this project clients were the Airlines and passengers. Performing organization i.e. Airport authorities also got affected by the project; as the project was failure they suffered during the managing the travelers on the airport. Project management team led by Walter slinger was one of stakeholder of this project. The
1. From the point of view of the industry incumbents, is the express mail industry attractive? How has Airborne survived, and recently prospered, in its industry? Is its success attributable to its capabilities, its position, or industry attractiveness?
Since the early stages, the project was inundated with concerns and issues with the project scope. From the perspective of project management, the initial scope was not defined well enough. Details of the design were over looked and aspects such as the details of the air conditioning ended up increasing the original scope by $200 million. This supposedly led a prosperous project to an uncertain economic ordeal. Initial estimates of the project had been $5.5 billion and by the time of its actual completion it been delayed by a year and increased to $15
The Denver International Airport was built and finally opened on February 28, 1995. It took the project nearly six years to complete with project costs initially estimated at $1.2 billion to the final cost of $5.0 billion. From the case study in Project management: a systems approach to planning, scheduling and controlling, DIA provided improved airfield configuration, improved efficiency in the operation of the regional airspace, reduced noise impacts, a more efficient terminal/concourse/apron layout,
DHL 31%, USPS 8%, FedEx 27%, and Amazon 3%. From these numbers Amazon is a very small player in the shipping department. Every competitor, expect DHL, are currently shipping the excess freight that Amazon cannot maintain. With Amazon 's move to acquire more of the market, these competitors need to be on the lookout because portions of their market share can be taken away. These major shipping firms only provide shipping services not offering household products like Amazon. With Amazon starting by semi-supplementing their shipping avenues, Amazon has the potential to grow even larger. The market cap numbers are not a good basis to judge market share on since FedEx and UPS have the majority of the market in the shipping industry. FedEx and UPS are the major competitors against Amazon and its new shipping department. FedEx and UPS had the most recent annual net income of $50.3 billion and $58.3 billion respectively. They represent the majority of packages delivery from individuals, businesses, and online retailers.
Mike Sadle is the owner of Mike’s Wrecker Service in Huntsville, Alabama. Mike has been providing tow services in the Huntsville and the surrounding areas for the past 20 plus years. During that span, Mike has experienced firsthand the growth and evolution of the towing industry. The purpose of this project was to help Mike identify an area in his business where a significant contribution could be made to increase the overall success of the company. The goal was to present Mike’s Wrecker Service with a telematics solution that will not only bring added value to the company but also provide a significant competitive advantage.
Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45