Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (PMBOK Guide, 2008). Using this definition, it is made evident that the parties involved in the Denver International Airport (DIA) Baggage System project in the 1990’s failed at applying basic organizational practices towards managing the triple constraint of scope, time, and cost goals. The combination of inherent risks, uncertainties, and dysfunctional decision making geared the project towards disappointment while simultaneously designating it as a text book example of what not do when taking on a complex project. By looking at the key strengths, weaknesses, opportunities, and threats we can pull together a basic plan of action that would have set the DIA’s baggage handling system as a marvel model of rapid automation. 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... ... middle of paper ... .../us_news/ Browning, E. (2005, October 15). Exorcising Ghosts of Octobers Past - WSJ.com.Business News & Financial News - The Wall Street Journal - Wsj.com. Retrieved May 1, 2011, from http://online.wsj.com/article/SB119239926667758592.html?mod=mkts_main_news_hs_h Denver International Airport Construction and Operating Costs. (1997, July 5).University of Colorado Boulder. Retrieved April 28, 2011, from http://www.colorado.edu/libraries/govpubs/dia.htm Montealgre, Ramiro, H. J. Nelson, Carin I. Knoop, and Lynda M. Applegate. BAE Automated Systems (A): Denver International Airport Baggage Handling System. Rep. no. 9-396-311. Boston, MA: Harvard Business School, 1996. Print. Nice, K. (n.d.). HowStuffWorks "How Baggage Handling Works". Howstuffworks "Science". Retrieved May 1, 2011, from http://science.howstuffworks.com/transport/flight/modern/baggage-handling.htm
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
“All told, there is over 6 million square feet of public space at DIA. The airport brags that they have room to build another terminal and two more concourses and could serve 100 million passengers a year. The airport flew 50.5 million in 2008” (Anomalies Unlimited 3). There is no need for that much room in any one airport especially when they are only flying half as many as th...
As Frontier approached its 10th year of operation, Frontier officials realized an image shift was in order. The airline had established a reputation for friendly and reliable service, and reasonable airfares, mainly appealing to leisure travelers. But they reali...
Project Management: A Systems Approach to Planning, Scheduling and Controlling. Hoboken, NJ: Wiley & Co., Inc. Kim, B. &. (2011).
... the allocated budget but also saved public money. “T5 is already a testament to the skill and hard work of the thousands of people, including architects, planners, construction workers, airport and airline staff, who have together made the building happen,” (Brady and Davies 2010, p. 152). As mentioned, the involvement of government agencies and the highest office in the country facilitated security in securing funding needs of the megaproject (Fugeman et al. 2008). Involvement of efficient integrated management systems, the T5 project saved up to £200 million. Integrating every project component ensured that nearly every component was delivered in time, with only a small fraction of incompleteness reported at the time of launch. When obstacles emerged, the T5 integration score enabled the management to bring the operations of the airport into control within hours.
BACKGROUND In 1995 the city of Denver built a huge new airport that represents a model of future airports. The international Denver airport was planned to have an automated baggage handling system instead of the traditional manual system. The baggage system is considered critical system since fast loading and unloading baggage are needed to maintained flight schedule. Switching to automatic baggage handling the aircraft turnaround time was to be reduced to as little as 30 minutes.
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.
Since 2000, John F. Kennedy (JFK) International Airport in New York City, NY has steadily grown to become one of the busiest and most frequently used airports in the United States for passenger travel and air cargo transportation. Federal Aviation Administration (FAA) capacity forecasts for the next 20 to 30 years predict this ravenous growth to continue for JFK International and its fellow airports within the Port Authority of New York and New Jersey (PANYNJ) area. JFK is currently not capable of handling this increase in passenger and cargo throughput and struggles to find answers due to a variety of factors. This case study examines the historical increase and projected future demand in airport capacity, the issues it causes
The main opportunities that the scheduled air transportation will have in the next five years are the possible decrease of TSA agents at airports, technology increasing the safety and comfort of the flights for the passengers and ...
Hartsfield-Jackson Atlanta International Airport (ATL) officially opened on July 3, 1925, with two 1,500-foot dirt strips set at right angles, and has evolved into the busiest airport in the world. It now has a total of five parallel runways, one of which was built over top a local interstate highway. It services over 100 million passengers and operates over 860,000 national and international flights per year (Know Atlanta, 2016). The airport is expanding to meet growing demands and will incorporate modern technological advancements in its operations and management. As one passes through Hartsfield-Jackson, departing or arriving, they’ll encounter artwork that contains a rich display of Atlanta’s beautiful history and heritage, much like
Delta airline’s main hub is Hartsfield-Jackson Atlanta International Airport (H-JAI), located ten miles from downtown Atlanta. It is one of the busiest airports in the world; it services over 90 million passengers and 700,000 tons of cargo every year. The majority of the flights serviced by this airport are domestic flights within the US. The airport also services international direct flights to 95 cities in 57 countries. The airport, as a hub, serves as a large transfer point (in and out) of most small cities in the Southern United States. Therefore, 70 percent of all passenger connections are done at this hub and 80 percent of those are served by Delta airlines. According to a study conducted by the city of Atlanta in 2000, the airport is expected to serve over 121 million passengers by 2015. This study resulted in the city introducing a program called the Hartsfield Development Plan (HDP). Initially, the city allocated 5.4 billion dollars for the project with the intended purpose of preparing the airport for future growth; improving and expanding the outdated infrastructure would accomplish this. This project was hailed as the biggest investment in the history of Georgia. The City of Atlanta chose law firms Kilpatrick Stockton and Johnson and Freeman to assist the law department on legal aspects concerning the airport expansion. The HDP did not meet its original expectation as planned due to cost and time over-runs, as a result the program was extended under the new name Capital Improvement Program (CIP). The new program also increased the funds required to 6 billion dollars. The CIP was instrumental for the following expansions: new fifth runway, expansion of the east international terminal, new consolidated rental car ...
As time goes on the conspiracy theories surrounding the Denver airport will continue to grow as more and more people are allowed to give their perspective on the strange activity that it is associated with. There is no definitive proof back the acquisitions made in this paper but there is also no way to prove them wrong. Things we can be certain on is that the blue mustang will continue to creep people out, the murals will cause people to think, the airport has plenty of room and is sufficiently equipped for expansion, and people will always make up excuses for why someone is more successful and richer than they are.
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.
The chapter ‘Project Management in the Automotive Industry’ by Christophe Midler and Christian Navarre from The Wiley Guide to Managing Projects (September 2004) traces the inception and transformation of project management in the automotive industry from the post-war period to the early years of the new millennium. It is an interesting article which categorizes the period into four phases on the basis of organizational structure and strategy pertinent to most of the automotive manufacturers in each era. This classification helps the authors elaborate on the change in corporate structures and relationships within the organization and with their subcontractors over the years. Examples of leading car manufacturers have shown how project management has developed into an essential aspect of managing complex activities, and how the automotive industry has steadily evolved from being function-oriented and bureaucratic to being innovation-oriented and modular.
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.