Denver Airport Communication Plan Essay

The relationship between States and their localities in many cases is strained. State government gives their local governments life, they create the laws for them. However, throughout history, state governments have not treated their localities as they suppose to. That is why the National Conference of State Legislatures (NCSL) stated on the state-local relation “Legislators should place a higher priority on state-local issues than has been done in the past. The time has come to change their attitude toward local governments.” They want the state governments to see localities as partners in the federal system.

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,

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.

In a project the communication level is a very important part from the beginning to the end of project close out and completion stage. This method in the plan is extremely necessary and it is a needed tool that helps assist the project team, the stakeholders, and the executive team of Enterprise. This tool is effective and it makes sure all members involved with the project is on the same level of understanding, it makes sure all involved stays updated on the

The Denver International Airport is located in Denver, Colorado, approximately 25 miles from downtown Denver. This airport is one of the largest airports in the country. The Denver International Airport is not only famous due to its land area, but also for its several conspiracy theories.

be considered residents of the district to which their area has been annexed and shall be

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.

Many years ago airport security was not even an issue. People felt secure and safe and rarely worried about being searched. As time went on, the prevealance of terrorism became an increasing issue. There began more acts of terrorism by threatening and holding hostages on board commercial planes. As these acts continued, the government as well as citizens became vulnerable and an airport safety procedure was implemented as a way to ensure the safety of the United States. The implemented procedures over the years included a check and scan of all carry on and checked baggage, body scans, hire government airport employees, and a strict list of carry-on items. This made travelers feel safer as it decreased the ability of terrorist to commit

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 United States since the opening of the Dallas-Fort Worth Airport in 1974. In 1992, two years into construction, the project’s top managers recommended inclusion of an airport-wide integrated baggage-handling system that could dramatically improve

With the rapid growth of commercial air travel in the 1970s, the FAA recognized that the nation’s airports contributed significantly to the national economy and international commerce, as well as being a critical mode of transport for the public. Airports needed funding to improve safety and maintain airport infrastructure such as runways, taxiways, NAVAIDS, and land acquisition. The Federal Aviation Administration (FAA) formed the National Airport System Plan (NASP) to ensure these significant airports received Federal grants to make these improvements. The FAA revised the NASP with the Airport and Airway Improvement Act of 1982 and called the National Plan of Integrated Airport Systems (NPIAS) to reflect the further expansion.

Reliever airports are are generally located within a 50 mile radius of primary airports as listed above. To be classified as a reliever airport there must be a minimum of 100 based aircraft at the airport or be able to handle 25 thousand operations. (Young & Wells, 2011) The difference between a primary airport and a reliever airport is that a reliever airport is more geared towards general aviation operations but have the facilities and capability to handle commercial services if the need arises. It also encourages general aviation aircraft to use the reliever airports rather than the bigger airports. One example of these types of airport would be Centennial, Front Range, and Rocky Mountian Metropolitan airports are all classified in the NPIAS as reliever airports for Denver International Airport in

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; the technology required to operate a system of such a large size and complexity should be determined very early in the project life cycle. BAE had the technology that was needed (destination-coded vehicles moving at high speed) but implementing this technology into such a complex project would have required much more time then was available.

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

How do you identify facility projects (operational, compliance…) that need to be attended to and recommended to the central office?

From the city of Denver’s perspective, it was an easy choice to award BAE Automated Systems with the contract. The initial project design (as cited in Montealgre et al, 1996, p. 8) did not incorporate an airport-wide baggage system; the city expected the individual airlines, largely consisting of United and Continental Airlines, to build their own systems in their respective concourses as in most other American airports. The city sent out initial requests for bids to take on the first attempt at implementing such a complex baggage system, with not much response. Eventually they had no choice but to approach BAE, whose superior reputation in the field of baggage handling had already motivated United Airlines to contract them to design their baggage handling system. This system was to be implemented in United’s Concourse B without integration with the other concourses (Montealgre et al, 1996, p. 8). In return, BAE offered the city of Denver a proposal to develop the “most complex automated baggage system ever built” (Montealgre et al, 1996, p. 9). The whole DIA project was to be a public works project involving many shareholders with various financial sources and intentions. The main shareholders