Denver International Airport started a new construction and the idea behind it was to take the luggage handling system to the next level. The engineers were eager to create a system that would make passengers life easier while traveling. The goal was to replace the standard reliance on manual labor with a fully-automated baggage system that would also integrate all three terminals. It would reduce aircraft turn-around time for faster service to travelers. However the idea did not work as planned and it was way over budget. Everyone were disappointed and were ready to walk away from failed project.
The project was 16 months past its deadline, it cost the city $560 million over budget, and did not perform as expected due to some technical …show more content…
The project did not exceed its budget and it was very well done. Based on Munich facts and successfully finishing the project, Denver international Airport’s team of project managers decided to move forward with the project without considering, that Munich airport is way smaller and manageable versus Denver International Airport. The team of managers, were so sure that they will finish everything on time and the project won’t go over the budget. However, they were very wrong and disappointed and madden many investors, employees and …show more content…
Project managers should consider every risk aspect of the project, they should consider every con and pros of the project. They should think ahead and have solutions written to every possible problem and risk that could possibly occur while they are working on the project. Team managers gave two year for such a huge project, instead of giving it a good four years. It is better to finish the project in between four years, but doing a proper job and according everything to the laws and regulations, than rushing to finish it in two years and failing.
I believe, DIA Luggage System project failed, because of the lack of the planning the project.
- No risk management strategy
- Failure to recognize risks
- Did not admit mistakes and continue to cover up
- Did not include stakeholders in the project from the beginning
- Did not plan the budget properly
- Testing was done not in timely manners and it created chaos and confusion
- Insufficient resources
- They kept their focus on finishing the project in two years versus four
- Failure to reflect & learn from past mistakes
- A stakeholder insists on unrealistic
The project was 16 months past its deadline, it cost the city $560 million over budget, and did not perform as expected due to some technical …show more content…
The project did not exceed its budget and it was very well done. Based on Munich facts and successfully finishing the project, Denver international Airport’s team of project managers decided to move forward with the project without considering, that Munich airport is way smaller and manageable versus Denver International Airport. The team of managers, were so sure that they will finish everything on time and the project won’t go over the budget. However, they were very wrong and disappointed and madden many investors, employees and …show more content…
Project managers should consider every risk aspect of the project, they should consider every con and pros of the project. They should think ahead and have solutions written to every possible problem and risk that could possibly occur while they are working on the project. Team managers gave two year for such a huge project, instead of giving it a good four years. It is better to finish the project in between four years, but doing a proper job and according everything to the laws and regulations, than rushing to finish it in two years and failing.
I believe, DIA Luggage System project failed, because of the lack of the planning the project.
- No risk management strategy
- Failure to recognize risks
- Did not admit mistakes and continue to cover up
- Did not include stakeholders in the project from the beginning
- Did not plan the budget properly
- Testing was done not in timely manners and it created chaos and confusion
- Insufficient resources
- They kept their focus on finishing the project in two years versus four
- Failure to reflect & learn from past mistakes
- A stakeholder insists on unrealistic