Denver International Airport`s Automated Baggage Handling System: A Project Management Review

Denver International Airport 's Automated Baggage Handling System

A Project Management Review

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Denver International Airport 's Automated Baggage Handling System

A Project Management Review

Table of Contents

Executive Summary .3

Background Information .4

Project Overview .4

Project Location .4

Project Objectives .5

Project .5

Project Planning .7

Constraints .7

Assumptions .8

Dependencies .8

Staffing .9

Schedule .9

Budget .10

Quality Management Plan .10

Risk Management

br Plan .10

Change Management Plan .11

Communication Management Plan .11

Project Monitoring and Controlling .12

Project Closing .12

Project Management Challenges .13

Recommendation .13

References .14

Executive Summary

The Denver International airport , built in 1995 , was the first undertaking of such magnitude in the last 20 years in the US . In designing the airport , Denver officials decided that an automated baggage handling system . In general , project management of airport construction was very complex . The major objectives were to decrease time-consuming manual sorting /handling to improve ground efficiency to reduce closeout time for hub operations

For a variety of reasons - economic , political , strict time constraints - the project obtained a fast track character . As a result , Denver city administration initially assumed that the various carriers at new airport would each propose their own luggage handling systems . The unrealistic timeline and bond issue constraints are considered to be key contributors to the project 's downfall . The complexity of interlaced community relationships as well as issues of location , access , project management control , technological advancements , oversight , stewardship construction plans change-approval , federal funding , state funding labor relations , software development , sequencing of contractual negotiations and litigation make this project a valuable case study

Background Information

Project Overview

The Denver International airport was the first undertaking of such magnitude in the last 20 years in the US . The existing airport Stapleton was unable to handle the high volume of air traffic experienced and was frequently rated low among the nation 's airports . In designing the airport , Denver officials decided that an automated baggage handling system , most closely resembling the one at Frank Joseph Strauss Airport in Munich , was the of the day . The chief stakeholders were the Denver city officials , BAE Automated Systems , and the airport designers (Applegate et al , 1996a

In general , project management of airport construction was very complex There were about 30 stakeholder groups with some oversight responsibility (Dempsey et al , 1997 . Airport baggage handling is only one aspect that didn 't always get top attention . Since the project was begun without fiscal commitment of any of the planned 19 airlines stakeholders could not be confirmed at start . Other stakeholder groups such as employees and taxpayers had conflicting objectives (Schloh 1997

Project Location

The airport was intended to be located about 20 miles further from city center of Denver than Stapleton International Airport , which it replaced . Such remote location was chosen to keep away from noise impacts to residential areas , to adapt a generous airstrip layout that would not be compromise by wintry weather , and to allow for potential enlargement (Dempsey et al...