Denver International Airport Failure

Communication is a critical component in project delivery. It must be delivered in a timely and effective manner to all project stakeholders in order to meet objectives and achieve project goals. This document will detail the execution of all communication regarding the Denver Airport Project. This includes, but is not limited to, communication to and from executives, managers, and the project team. It will also discuss the means and frequency by which communication will be delivered.

The land that was chosen for the Airport site was in Adams County but it lacked infrastructure development. This means DIA will need to create that infrastructure like water, power, and sewage disposal. In turn, this will increase DIA project costs. In the case study from Project management: a systems approach to planning, scheduling and controlling, Adams County also negotiated an agreement with DIA but it limited DIA “to such businesses as airline maintenance, cargo, small package delivery, and other such airport-related activities” (Kerzner, 2001, p. 643). In both the examples, we see that negative stakeholder involvement was detrimental to

1. Denver Airport considering automated baggage system should start out by assessing their design and performance of these devices cautiously and far in advance of their use.

Strategic plan to be able to codeshare which will share the information and make the system work together with other aviation business cause the risk of error due to the conformation with different customer at the same time by different business.

Service in the aviation industry is measured by on-time performance, fewest lost bags and least number of customer complaints

Handling of bags by airlines remains a challenging aspect in the baggage handling process and this is bound to be an issue facing Emirates. The expanding air traffic increases the stress on the airline’s bag operations, delays and consequent unexpected alterations to schedules. These can negatively affect the airline as a whole. In a similar manner to other businesses, Emirates encounters its own set of challenges in its operations. One of the main problems relates to the delays that passengers experience when dropping their baggage at check-in counters. Normally, this can be attributed to the long processes and queues that arise in printing of tags and sorting out the baggage. Often, the sorting of the bags and printing of tags that take place at the check-in counter ends up creating long queues and unnecessary delays. The delays that

The airline needs to find innovative ways of improving its technology by keeping up to date with the current trends, online chats to assists consumers, permitting consumers to utilise data whilst on air. A proper marker research needs to be conducted to establish the preferences of the consumers. Employees need to be trained on technology upgrades.

Boeing adopts a very thorough, well planned out process to manage the project. The stages are defined clearly and tasks involved in each stage are carried out sequentially. The first stage of their approach is the project definition phase during which Boeing identified holes in the market not met by existing planes, assessed future airline needs, considered alternative plane configurations, explored feasibility of possible technologies and performed preliminary estimation of costs. During the market assessment, analysts gathered information regarding future needs of airlines by speaking directly to

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

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

Overall, the city of Denver pursued an automated baggage system to improve ground efficiency, to reduce close-out times for hub operations and to minimize time consuming manual sorting and handling (Montealgre et al, 1996, p.1).

In additional, via constuction a new international airport, this group of people mostly to graduates staffs,they can learn and develop their skills by getting knowledge from bigger projects. They also able to understand well about the projects and gain more experience from their working environment. Moreover, nowdays employees looking for a secure work environment whereby they feel safe with their working condition with better income. With the success of this project, employees won’t think about existing the job due to good working conditions

According to Kerzner (2011), United Airlines as a primary stakeholder contracted BAE in January of 1992 to develop an automated baggage handling system for its own concourse at DIA. As documented by Montealegre, et.al. (2000), BAE was a world leader in the design and implementation of material handling systems, and had a proven

Moreover, provides high level of safety and comfortable traveling felling for the Maglev Train passengers. Furthermore, it need to provide reliable, advanced, useful technology base for the future (Vuchic and Casello, 2002).