Case Study on D.I.a Baggage Handling System Essay Example
Table of Contents
1. Introduction
2. Case Study on D.I.A Baggage Handling System
a. Stakeholders
b. Project Management Leader
c. Project Development
d. Outsourcing and decisions behind it
3. Issues and Problems
a. Three Key Project Management Mistakes
i. Project reaction to mistakes
4. Resolution
a. Steps to right the wrong
5. Conclusion
a. Lessons Learned
According to the initial plan, the project was to span from 1989 to 1993 and cost $1.7 billion. The opening of the airport was delayed four times due to problems with the baggage handling system. Overall 16 long months and a final cost of $4.5 billion. Several factors contributed to this fiasco, ranging from deficient scheduling, simple and untested technology, complexity of the systems and requirements that changed throughout the project itself. Let us take a look back at why Denver International Airport would take on such a project. The vision was to implement the largest automated baggage handling system the world had seen and allows Denver International Airport to be hailed as the air transportation hub, the largest in the United States with a capacity to handle more than 50 million passengers annually. The airport was to replace the Stapleton International Airport, a facility that had experienced serious congestion issues. Of course in order to handle that kind of capacity part of this plan involved implementing an automated baggage handling system, this was the critical piece of the plan. This report discusses the difficulties encountered as a direct result of a poor project plan, communication and implementation. Analyses have been done by many groups regarding this debacle and the failures itself are examples that are used to show the improper project management that was used.
First, let us briefly discuss what tried
1. Introduction
2. Case Study on D.I.A Baggage Handling System
a. Stakeholders
b. Project Management Leader
c. Project Development
d. Outsourcing and decisions behind it
3. Issues and Problems
a. Three Key Project Management Mistakes
i. Project reaction to mistakes
4. Resolution
a. Steps to right the wrong
5. Conclusion
a. Lessons Learned
According to the initial plan, the project was to span from 1989 to 1993 and cost $1.7 billion. The opening of the airport was delayed four times due to problems with the baggage handling system. Overall 16 long months and a final cost of $4.5 billion. Several factors contributed to this fiasco, ranging from deficient scheduling, simple and untested technology, complexity of the systems and requirements that changed throughout the project itself. Let us take a look back at why Denver International Airport would take on such a project. The vision was to implement the largest automated baggage handling system the world had seen and allows Denver International Airport to be hailed as the air transportation hub, the largest in the United States with a capacity to handle more than 50 million passengers annually. The airport was to replace the Stapleton International Airport, a facility that had experienced serious congestion issues. Of course in order to handle that kind of capacity part of this plan involved implementing an automated baggage handling system, this was the critical piece of the plan. This report discusses the difficulties encountered as a direct result of a poor project plan, communication and implementation. Analyses have been done by many groups regarding this debacle and the failures itself are examples that are used to show the improper project management that was used.
First, let us briefly discuss what tried