Dia Baggage Handling System Research Essay

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.

* Time, energy, and effort used to move finish products to another warehouse to verify and prepped order for shipment.

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.

For this report there were 2 managers interviewed for this topic, Scot Carpenter Director of System Engineering at Teledyne controls and Masood Hassan, Vice President and General Manager of Teledyne Controls. Scot was brought in as the director of System engineering on May of 2016 to oversee the System Engineering group and to handle change for a couple items within the group, mainly the restructuring of the group from 2 functional managers to a 6 distinct groups within the group. Scot has worked with the company as Program Managers which has required him to oversee program with multiple groups while working with individual employees to ensure the success of his product lines. Masood has been with the company for over 20 years and has been the Vice President for more than 15 years. In that time frame he has to work through down turn in the aviation do to the events on 9/11 and other events. He has made changes to the structure of the company, creating System Engineering group, deciding the correct course of action to bring products to production and other aspects of running a company with 500 or more employees.

This paper will discuss the many different processes and procedures that play into the overall safety of the Hartsfield-Jackson Atlanta International Airport (KATL). There are countless facets and aspects when it comes to airport operations. The safety aspect is no different. Airports must keep a positive representation in the media and keeping all areas as safe as possible is paramount. The overall safety operations of an airport would simply be too much try convey so instead, this research paper focuses on a large subsection KATL safety known as ramp operations. It follows along and details different aspects of the Ramp Safety Standards Manual created by the Department of Aviation for the city of Atlanta. In doing so, the paper provides a clear view of how ramp operations at KATL relate to system safety.

Next to first-hand experience, case studies are one of the best ways to learn project management skills. In The Crosby Manufacturing Corporation case study, Harold Kerzner reports on the executive-level exchange between the company president and other department heads regarding a new Management Cost and Control System (Kerzner, 2009). This paper will give a synopsis of the case, analyze the case study communications issues and risks, and evaluate Livingston’s selection of a project manager. It will also discuss the possible reactions from the employees, the impact on the cost and time on the

*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.

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.

1. How would you describe Boeing’s approach to project management? What are its strengths and weaknesses?

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

With any company, organization, or corporation the first phase of any management is planning. This phase is very important to any company because many different planning functions and each planning function create a standard for each of its employees to follow. This paper will discuss the planning functions of management while looking at the Boeing Company. While looking at the different planning functions, this paper will also discuss and identify legal, ethical, and social responsibilities that impact Boeing. It will also show some factors that influence Boeings strategic, tactical, operational, and contingency planning. Boeing can be considered the

1.1 In developing the Boeing 787 Dreamliner, Boeing executive management’s initial decisions and project management strategies did not control the four major measurements of project success: time, budget, performance and client acceptance (Pinto, 2013, pp. 35,36). This report analyses the methodology and project management decisions that led to a project crisis and risk to Boeing’s reputation.

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