Denver International Airport Baggage Handling System Essay

1. Evaluate the carrying into action of Denver International Airport Baggage Handling System. What are the surpass 3 factors that black market to the looks failure? Who is most at fault?The DIA automatize baggage-handling arranging had its uncertainties and risks like in any former(a) watch precisely the challenges faced were mainly due to the poor planning, 1st of its kind in terms of size of the spue and underestimation of complexity of the whole enter. thither are many problems encountered by the project and the top 3 factors that lead to the project failure were1. Scope, time- document and budget commitments Planning. The master plan for DIA was developed by the various experts in the several(prenominal) fields but there was a fundamental strategic error as DIA had adopted the build-design project implication building the airport while designing it. The airports tramp Management aggroup had fake that individual airlines would put one over their have baggage hand ling arrangements. In 1991, the airports Project Management squad changed their strategy and realized that if an integrated schema was to be built, they needed to control responsibility back from the individual airlines and run the project themselves.This change in strategy came a little more than two years foregoing to the airports planned opening date and the timing of the determinationing was in large part the trigger behind the excessive schedule pressure the project was exposed to. BAE and the airport Project Management team made another major mistake during the negotiations. Although the airlines were the key stakeholders in the system they were excluded from the discussions during the project defining and planning stage. When the stakeholders are finally engaged, they demand for momentous changes on the project that required modifications as the project went along.2. LeadershipThe project was oversold by political leaders who used the airport initiative as a platform to revive their economy. Pena won the election and committed by the public promise. There was a transfer of authority to from Pena to Wellington Webb as the new mayor, who followed the predecessoradministrations emphasis and in addition didnt ensure the commitment of the major carriers. The urban center of Denver and a advisor team shared the leadership of the DIA project. It quickly became clear that shared leadership was doing duplicate duties and not efficient. The project was financed by many sources where all valued to have a say, making it increasingly more difficult to aline and accommodate different administrative, political and social interests. On top of that, the management had no experience of building automated baggage systems, but it assumed the responsibilities any way without making necessary changes in the management team. The respective teams were working of silos and the leader failed to enforce expression for collaboration and feasibility of the overall p roject monitoring. One month after BAE was awarded the contract, the head of DIA project resigned.3. communicating difficulties.The channels to communicate among the city, the project management team, the consultant, DAE and airlines were never well defined. Everyone had their own tracking systems for the activities and there were several copies of everything. They tried to merge them into one primaeval database and it took 3 years to get it to work. BAE felt being restricted to admission fee anywhere they wanted which was granted in the initial negotiation and other construction works were hindering BAE progress, there were no clear communicating channel to raise their predicament. The large number of airport entities involved increase the complexity in effective communication and everyone had its unique requirements and timeline to butt on.2. As component Di Fonso, what would you have done differently to avoid the problems faced at the end of the case?If I am Gene Di Fonso, I would use the project life cycle as the foundation for managing this project. I will make sure that all the stages of Defining, Planning, Executing and Closing are thought by means of and discussed with the experts thoroughly. Especially, when comes to dealing with the hyped up City of Denver project which has government, social, economic influences and timeline to meet for DBO repayments. The product life cycle would have enforced a structure to think critically before accepting or negotiating the contract.Both the defining and the planning stage would have provided a good assessment whether to postdate much(prenominal) a complex with limited timeline even though the tax and BAE image of doing such big project is overwhelming. The downside of project failure and softness to land up the project on time would be a blast to BAE image in the public eye. Before entering into the executing stage, both the defining and planning stage would ensure the contract entails the terms and conditions and also include all the limitations, all the technical requirements in the building fundament stated with the realistic timeline and the deliverables stated upfront.All major stakeholders have to be involved in the project defining stage for actual feedback and requirements to be clearly stated that no changes allowed after signing of contract and should be enforedMinimally, all these stages have to be followed finished as a project manager. The more complex the project, more time needed to tackle uncertainties to complete the project and it is also necessary to form a highly accomplished project management team in order to complete the project successfully.I get that Di Fonso knowing the tight timeline with lots of external influences such as the political, economical and social factors, it would be a best termination to stay focused as initially planned and commitment with linked Airlines unless all the contractual terms determined after going through the detailed defining and planning can be accepted by all the stakeholders.3. How should Di Fonso respond to Mayor Webbs decision to impose a $12,000 per day penalty and the requirement that BAE assume the $50 million represent of building a conventional tug-and-cart baggage system?I feel that it is not totally BAE fault for the failure of the automated baggage system project. There were other external factors involved that worked against the whole project. So, Di Fonso is not entirely at fault and should fall back on his contract with the City and negotiate the legal terms. There were provisions and requirements, especially permanent situation requirement, were made explicit and in addition unrestricted access for BAE equipment and priority in any areas to install the system due to tight timeline were concord and accepted by the Denver officials. Definitely, the contract was not adhered to and Di Fonso has high endangerment to sue the City for the breach of contract.