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.
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
Challenged by an old, obsolete airport, the city of Denver decided on not only doing an expansion but ultimately building a fully dedicated facility in an entirely new location. Twice the size of Manhattan, the airport was to be the largest in the United States and was specially designed to handle concentrated hubbing traffic (Montealgre et al, 1996, p.4). The master plan encompassed a fast tracked build-design scheme that called for utmost operational efficiency which would consequently attract large airlines to choose DIA as their main Southwestern hub (Nice, n.d.). Dominance of the DIA would fuel an economic boom in Denver, but for this to take place—a fast passenger turnover would be required, leading to the perception that they had to implement an airport-wide automated baggage handling system in spite of the known risks. This critical piece of the airport wou...
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.
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.
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……
Jaspal, S. (2012, March 14). Risk Management Failures in Kingfisher Airlines. In Risk Board. Retrieved March 26, 2014, from
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,
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
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Airports are vast facilities covering many acres of land where passenger beginning the flight portions of their travels. The first flight by the Wright brothers in Kitty Hawk, NC in 1903 only required a runway. As the technology of flight advanced to offer passenger service, there was soon a need for a building to manage passenger needs. Airports of today provide many key services needed for the traveler whether they are beginning, transferring, or ending their journeys. The demand for air transportation rises each year, according to the Department of Transportation (United States Department of Transportation, 2013) 815.3 passengers traveled by airplanes in 2012. With the demand expected to rise, airports must be able to keep pace with services. There are many different services provided however, this report will discuss terminal design, baggage handling, and ground access.