Denver International Airport
The development of the Denver International Airport Baggage Handling System (“the project”) was to be the world’s largest automated airport baggage handling system. Instead it became a classic example of a failed project. The project was launched as part of the construction of a new advanced airport in Denver. The baggage handling system was an important component of the plan and it was estimated that the automation of baggage handling could reduce aircraft turnaround time by 30 minutes, which is substantial (International Project Leadership Academy, 2017).
The project plan dissolved rapidly because of the underestimation of its complexity and a misstatement of requirements, which snowballed problems and caused …show more content…
Some airlines made their own arrangements, while others did not. Well after the start of the project, the project team decided that they should take the responsibility of baggage handling away from the individual airlines and build an integrated baggage handling system. The change in strategy was made with about two years left before the airport opend (International Project Leadership Academy, 2017).
Although the change in strategy made absolute sense, the timing thereof was however poor. The correct strategy had to be devised at the outset of the project and a proper list of the requirements should have been compiled. At other airports, the responsibility for baggage handling is left to the airlines, which makes this case a classic example of the errors that can be made when prior experience is the only measure of requirement setting. The airport’s overall strategy was not linked with the requirements of this sub-project (International Project Leadership Academy, 2017).
Decision …show more content…
The chief engineer’s experience caused him to underestimate the complexity of this project and it is reported that he had a hands-on approach where he like to make his own decisions. BAE, who eventually took up the work, saw the project as a revenue opportunity and agreed to take on the work even though all indications were that it would not be possible to be completed in time. The prestige of securing the Denver contract, also enabled BAE to secure other large similar contracts around the
The development of the Denver International Airport Baggage Handling System (“the project”) was to be the world’s largest automated airport baggage handling system. Instead it became a classic example of a failed project. The project was launched as part of the construction of a new advanced airport in Denver. The baggage handling system was an important component of the plan and it was estimated that the automation of baggage handling could reduce aircraft turnaround time by 30 minutes, which is substantial (International Project Leadership Academy, 2017).
The project plan dissolved rapidly because of the underestimation of its complexity and a misstatement of requirements, which snowballed problems and caused …show more content…
Some airlines made their own arrangements, while others did not. Well after the start of the project, the project team decided that they should take the responsibility of baggage handling away from the individual airlines and build an integrated baggage handling system. The change in strategy was made with about two years left before the airport opend (International Project Leadership Academy, 2017).
Although the change in strategy made absolute sense, the timing thereof was however poor. The correct strategy had to be devised at the outset of the project and a proper list of the requirements should have been compiled. At other airports, the responsibility for baggage handling is left to the airlines, which makes this case a classic example of the errors that can be made when prior experience is the only measure of requirement setting. The airport’s overall strategy was not linked with the requirements of this sub-project (International Project Leadership Academy, 2017).
Decision …show more content…
The chief engineer’s experience caused him to underestimate the complexity of this project and it is reported that he had a hands-on approach where he like to make his own decisions. BAE, who eventually took up the work, saw the project as a revenue opportunity and agreed to take on the work even though all indications were that it would not be possible to be completed in time. The prestige of securing the Denver contract, also enabled BAE to secure other large similar contracts around the