The project objective and scope
National Air Traffic Services (NATS) provides air navigation services to the United Kingdom and to internationally agreed areas outside the UK. In the mid eighties, it could be observed that air travellers were increasingly experiencing delays to their schedules, and so NATS attempted to introduce major changes to their air traffic control centre at West Drayton. However, this attempt ran into much difficulty and further studies showed that the West Drayton facility would run out of capacity by 1996. Therefore NATS motioned to replace the facility, that had little room for expansion to meet future demand, with a new facility on a greenfield site in Swanwick.
This facility would become the new London Area and Terminal Control Centre (LATCC) and the proposal aimed to produce 40% additional capacity to accommodate the delays that NATS were currently facing. The project not only involved a new site but a new software system that claimed to be "more advanced than anything that is being tried anywhere in the world." The software was to be based on that of a similar project in the US, therefore minimising technological risk. The project was set up as a fixed price contract with a cost of £350 million.
Project life Cycle
The initiation phase of this project began back in 1988 with a solid proposal and reasoning for the project. As we know, project success depends on effective front-end phases' though, and feasibility for this project was not be tested. Although it used a specially-selected NATS committee, the project appeared to lack adequate consultation with staff members. The new Swanwick centre proposed an overly optimistic opening date of 1996.
The planning phase took 3 years to comple...
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...oduce a high quality system only hindered the project further and it would have been beneficial to have followed Amsterdam's example with their ATC centre which used their previous system with some new hardware and function enhancements.
Another contributing factor to the failure of quality, which is crucial as the system must be safe and reliable to ensure passenger safety, is the lack of input from future users. They were left feeling cautious, concerned and not listened to. One expert felt it was paramount users trusted the system and could use it easily. The system was continually modified to meet their needs which came too late and fed back to the feeling of distrust and lack of faith in the new system. Furthermore, the failure to undertake an independent audit to confirm whether the project was on target meant that fundamental problems were not identified.
...hrow’s and Gatwick’s airport expansion in order to have overall growth in the company’s future.
The Hartsfield-Jackson Atlanta International Airport is one of the largest airports in the world and is the main hub for Delta Air Lines, one of the largest airlines in the world. This case study will examine the relationship between demand and capacity for the home hub of Delta Air Lines. Future predictions for air travel estimate enormous growth rates as high as 50% by the year 2025. Airlines, airports, and the entire air-travel infrastructure will be challenged with the task of keeping up with this level of demand as we move towards the future.
The requirements were not well defined and the stakeholders kept on adding new features to during the development there were no clear goals defined. This led to the shift of delivery time and affected the quality.
Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45 weeks. Therefore, the following discussion takes a closer look at the project's conditions by developing a project priority matrix, project network, and a Gantt chart to help Bjorn Ericksen and his team reduce the project duration. The author then offers a project closure approach.
According to the International Air Transport Association, 2001 was only the second year in the history of civil aviation in which international traffic declined. Overall, it is believed that the IATA membership of airlines collectively lost more than US$12 billion during this time (Dixon, 2002).
As discussed, this project and its requirements highlight areas where future work/improvements can be made to increase the project and the outcome. The timeframe put on this project is something which can be changed to deliver a full implementation rather than “vanilla functionality” which would later need to be modified. Another factor to consider delivering a full implementation would be the capital investment which is used for this project as this needs to be topped
The Board of Directors unanimously voted for the immediate construction of a new state of the art facility to meet the increased demands. Unfortunately, the construction of the new facility will take three years to be completed. Jim Elliot recognizes this gap and believes that the three year gap will be too long and suggests developing short range solution while the facility is under construction.
Determination of the feasibility of one of the proposed service lines in the attached “Service Line Development Case Study”:
British Airways has focused its mission and objectives towards satisfying its key stakeholders that include employees, customers, Government and the British public. The company has been successful in dealing with cultural differences that arise between the UK and foreign countries, adopting a geocentric approach to hiring workers. The airline has also created a flexible organisation that responds quickly to the changing needs of its consumers.
Poor judgment and decision making is not isolated to general aviation. Airline and military accidents have a high percentage caused by poor decision making. It is normal for human to make errors. Changes in design are implemented to reduce the rate of occurrence but it can’t completely eliminate errors.
1.0 IntroductionIn this report I will be concentrating on the failure of software systems. To understand why software systems fail we need to understand what are software systems. Software systems are a type of information system. This is because a software system is basically a means for hardware to process information. Flynn’s definition of an information system is:"An information system provides procedures to record and make available information, concerning part of an organization, to assist organization-related activities."Humans have been processing information manually for thousands of years, but with the vast increase of demand for knowledge this century has meant that a new method of information processing has been needed. Software systems have provided a new means that is much faster and efficient.
Ryanair was formed in 1985 by the Tony Ryan family. Ryanair provide services between Ireland and the UK. They are the European’s largest and lowest carrier and they bring lowest fares on flights to all their destinations. With their lowest fares, Ryanair became one of the world’s leading and successful airlines.
Shappell, S., & Wiegmann, D. (2009). A methodology for assessing safety programs targeting human error in aviation. The International Journal of Aviation Psychology, 19(3), 252-269.
The systems planning phase is the first phase completed in the SDLC. It encompasses evaluating the feasibility and the cost of the system, identifying the risks involved with implementing the system, and determining the responsibilities of each of the team members. To begin the planning phase, a systems request is submitted to the IT department, detailing the problems and changes to be made in a system. (Rosenblatt, 2014). It is important to note that the request may be a large, significant request, or it can be a smaller, more minor request; however, each request should be addressed using the systems development life cycle. After the request has been made, a feasibility study is conducted that determines the costs and benefits of the new or improved system. The study then recommends a strategy that is best for the system in terms of technical, monetary, and time factors.
Over the course of the thirty years spanning from 1959 to 1979 there were many incidents that led to a need for a system to reduce human factors in major accidents, but in the seventies, there were some significant accidents that highlighted a need for action. A very notable crash was the Eastern Airlines Flight 401 on December 29, 1972. The flight was making their approach in Miami when the landing gear light would not illuminate. All members of the flight crew attempted to troubleshoot the problem with the autopilot on. Air Traffic Control (ATC) instructed the pilot to divert away from the airport at 2000 feet while they figured out the issue. The autopilot function...