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Denver International Airport Baggage Handling System

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Writing on Denver International Airport Baggage Handling System[pic 1]

SECTION A – PROJECT SELECTION

  1. Was the project scoped properly? Why/why not?

The scoping of the project was not done properly; furthermore, there were distinct lacking or shortcomings:

  • Planning: Initially they didn’t consider for the baggage handling system.
  • Poor design:

             - Allowed the system to become the airport’s critical path.

- It failed to link the overall strategy of the project.

- Error in designing of the physical building structure.

  • Selection of vendor:

- The vendor had no experience of such activity of this scale.

             - The vendor had lack of due diligence in designing.

  • Budget control:

             - Lacking in controlling the budget.  

  • Limit & exclusions: 

- Limit and exclusion was defective; therefore, the contractor has installed additional equipment to control the misreading destination of bags which raised the budget high.

  • Risk assessment & mitigation approach:

The project failed to asses and mitigate the risks:

  - “Cascade of Queues”

  - “Reliable Delivery time”

  - “Line balancing problem”

  - “Installation complexity”

               -   Making firm commitments in the face of massive risks and uncertainty

               -   No backup for PCs network and

               -   Detection of Jam of more bags.

  • Impractical timeframe and milestones:

- No ‘Reliable Delivery time’ and ‘milestone’ in the scope.

- Excessive schedule pressure

  • Scope control:

- Subsequent changes in strategy.

             - Failure to understand the implication change requests.

             - Shift in technology.

- The decision to seek a different path

  • Poor stakeholder management:

            -  The team worked in silos.

- The team failed to have effective communication with airlines, the important  shareholders.

-  Singer was the system’s de facto sponsor and his death left the project without much needed leadership.

-  No consultancy before the Mayor did the arrangement with Logplan.

[pic 2]

  • Poor communication:
  • The airlines were were excluded from the discussions.

  • Deliverable:
  • The project failed to consider its deliverables properly.

  1. What were the project goals?

Goals of the DIA project regarding installation of the Denver International Airport Baggage Handling System were

-  to deliver one of the world’s most efficient airports.

   - to deliver an integrated nature of the new systems to handle the baggage meant that instead of   airlines looking after their own facilities, airport’s needed to take control.

   - The maximum baggage delivery time was apparently set at 20 minutes for narrow body and 30 minutes for wide body aircraft.

 

  1. Should this project have been deemed feasible? That is, should it have been allowed to go ahead? Why/Why not?

No. The project should have not been deemed feasible, to allow it to go ahead due to its shortcomings:  

  • Without properly scoped.
  • Without back up it was not feasible to operate the automated technology.
  • It was more like an attempted leap from the third to the fifth or sixth generation of systems.
  • Insufficient time and that exposed to massive levels of schedule pressure.  

       -     Wrong design.

       -     Negative report of Breier Neidle Patrone Associates and BAE Senior Management team.

SECTION B – PROJECT PLANNING

  1. What were the project deliverables?

- "Integrated Automated Baggage Handling System" with the design to distribute all baggage; furthermore, the system is including automating transfers of baggage between check-in, the aircraft and pick-up on arrival.

- Baggage handling system of 50m passengers annually.

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