Overview
The Denver International Airport project started with a plan to route passenger’s bags to and from aircraft without significant human involvement. The airport turnaround time was to be reduced to as little as 30 minutes by automating baggage handling (Neufville, 1994).
Management approached BAE; to enlarge the United Airlines baggage handling system into an integrated system handling all 3 concourses, all airlines, arriving and departing. A faster turnaround meant more effective operations. Although the plan had good aims, it rapidly dissolved as underestimation of the project’s complexity resulted in cumulative problems (Calleam Consulting Ltd, 2008).
The system was reduced from 3 concourses to 1. When it was tested, bags were crushed,
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But once the work commenced Denver officials often altered plans and timetables without checking with either the airlines or BAE. However, when alterations were made to one part of the system, it was not clearly understood how the changes would affect the system as a whole.
As the project matured, it grew in size and complexity, design changes increased the systems technical difficulty that constantly hindered progress. The major changes in the project warranted review of other systems however due to the condensed development and testing schedule, they were treated with minor patchwork (Calleam Consulting Ltd, 2008).
Lack of communication management
There was lack of effective communication between vendors, the project team and consultants. This is evident through issues such as vendors blocking roadways for other vendors and the city cancelling orders for electricity filters which were a critical part of the project. This led to the filters arriving later than planned and the automatic baggage handling system being forced to fit in the configuration of the already constructed airport (Calleam Consulting Ltd,
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In the Denver International Airport case, BAE committed to deliver the whole system under a fixed scope, schedule and budget arrangement. The decision to give a firm commitment to scope, schedule and budget transferred substantial risk onto BAE. This move suggests that those in the highest level of BAE’s management structure had failed to identify the level of risk they were entering into. If they were more aware, they would have taken necessary steps to reduce the risk and found ways to limit the scope to an outcome that was more attainable in the time presented (Calleam Consulting Ltd, 2008).
Inadequate time
The airport project management team and BAE decided to continue with the full-scale project although there were clear signs that there was inadequate time left for the project to be accomplished successfully. BAE officials stated that the timetable for the opening of the airport was never realistic and should have taken potential complications into account. As the project fell more and more behind schedule, human error became an issue due to a more condensed training and testing period (Calleam Consulting Ltd, 2008).
The tight schedule could not allow the system to be effectively tested; poor procurement management system that overlooked the bids of professionals who specified that the baggage system could not be completed within the project duration i.e. 2
Denver already had a functioning airport with Stapleton and increased only in space but no technology with the construction of the Denver International airport. Consequently, this brings questions as to why there was a need for a new airport in the first place. The runways have been laid out to resemble
There is no doubt that an elaborate underground base exist below the Denver International Airport. What actually is going on down below in this base however is a mystery. When taking a closer look at this airfield it is evident that something weird is going on. “While the most extreme claim maintains that a massive underground facility exists below the airport where an alien race of reptilian humanoids feeds on missing children while awaiting the date of government-sponsored rapture” (Maher 4). This extreme claim just shows what the human mind can conceive when coincidence and the unknown meet. The research is done, is there a conspiracy or is it just being blown out of proportion.
On the surface, the players in the U.S. Airline Industry appear to be in an enviable industry filled with glamorous perks and a solid business model. However, analysis paints a different story. Digging deeper reveals significant issues with little possibility for industry wide solutions, therefore making the industry unattractive.
Finarelli, M. (2009). Intended consequences: How changes during strategic planning can make or break a plan. Retrieved on October 10, 2011, from http://www.hss-inc.com/documents/SHSMD-MariaNovSpectrum.pdf
Project management is the 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 towards disappointment while simultaneously designating it as a text book example of what not do when taking on a complex project. By looking at the key strengths, weaknesses, opportunities, and threats we can pull together a basic plan of action that would have set the DIA’s baggage handling system as a marvel model of rapid automation.
A switch from premium overnight services to lower – margin deferred services and ground delivery services is an advantage to Airborne Express. With existing assets including trucks, tracking systems, regional hubs and sorting facilities, they only need minor initial investments to develop fully these kinds of services. They should use these assets wisely and effectively.
Airport planning, once carried out utilizing a single future forecast, failed to account for the complexity and uncertainty of the aviation industry. Today, it is widely assumed airport success can only be met through the utilization of a flexible, integrated planning approach that sees forecasts as incorrect.
NOTES : BIBLIOGRAPHY IS ON A DIFFERENT COMPUTER STILL WANTING TO ADD MORE NUMBERS I DO NOT KNOW IF THE LAYOUT IS GOOD Extended Essay Business and Management David Procek Research Question: To what extent were the causes of the delay of the 2011 Boeing Dreamliner launch preventable? Abstract Table of Contents Abstract……………………………………………………………………............ Introduction……………………………………………………………………… Research Question……
This significantly affected the project as it considerably increased the complexity of the project. This led to the meltdown of the lithium ion battery which is a problem that seriously needs to be rectified. Nevertheless, the failure of the 787 Boeing project did not earn its place in the catalogue of catastrophe for their battery meltdowns but for the fact that senior management in Boeing were notified in advance for their inadequacy of measuring cost. Unfortunately, the Boeing Senior Management decided to disregard the paper which resulted in billions of unanticipated integration costs as the project came to its latter stages. This project is among the examples in Senior Management’s futile attempt to interpret the risks, challenges and the cost of their choices where advice from experts was
Miami International Airport remains amongst the top 5 airports in the United States and the number one gateway to South America. While Miami itself is known for its vacation spots and lavish beaches the airport serves Miami and beyond. The Airport handles a variety of airlines, destinations and carrying types. It not only serves the commercial passenger but it is home for several large cargo carriers to include UPS and Fed EX. It continues to improve its operating span since adding a 4th new runway and new control tower.
Up north in the town of Oshkosh, Wisconsin there is a small regional airport which holds the name of Wittman Regional Airport. For fifty one weeks out of the year the airport is used for general aviation pilots who keep their aircraft at the field, a few small airline flights a day, and the occasional visitors who stop by to top their plane off with 100LL or even Jet1 at the FBO. So what make this airport so special to hundreds of thousands of aviators? For one week out of the year this small airports control tower becomes the busiest tower in the world. With 10,000 airplanes flying in and leaving throughout the week it makes for a hectic job for the air traffic controllers.
Terminal 3 also holds the honour of having the largest baggage handling system on the Earth, having a facility to hold 150 bags per minute. The method comprises following sections as:-
Pitt, M., Fong, K. W., & Phua, C. T. (2001). Strategic optimisation of airport passenger terminal buildings. Facilities, 19(11/12). Retrieved from http://search.proquest.com.ezproxy1.apus.edu/docview/219635104
After scrapping an £7.5 million project to computerize its system, the London Ambulance Service put the project out for bid again. The new budget for development was one-fifth the cost of the prior project that failed and to be done in one-third of the time of the prior effort. Only one of the over 30 respondents was able to come in at or under that £1.5 number with the desired development timeframe (Beynon-Davies, 1999). That alone should have been an indication that something was wrong in the project. However, as typical with government/union type projects, the lowest bidder was selected to complete the project and work began.
This traditional project management tool can provide many key benefits for Sabre because they have recently relied on a large modelling software package to help their company make flight schedules more profitable. When the WBS is used accurately,