BAE 
Executive Summary:
Arguably, part of our DNA at BAE Automated Systems is a commitment to design and implement a world class baggage-handling technology that is industry pride. We have successfully delivered on this assertion in the past until the Denver International Airport baggage handling system debacle that tested our capacity to do this. Therefore, I am faced with the decision to either cancel, or modify, complete the project as per contract. Before I decide on a project plan I would briefly examine the key decisions that lead to the present situation.
The DIA project complexity was grossly underestimated by the airport Plan Management Team(PMT) that lacked the needed skill composition for a project of such a magnitude . From the onset of the airport building plans adequate provision was not made for an integrated baggage-handling system, rather it was assumed that the individual airlines would make their own baggage handling arrangement without seeking their comprehensive support.
The process of requesting bid for the design and construction of the baggage handling system came a little too late because the PMT realized that to build an integrated system they needed to take responsibility for the project from the airlines, and this placed a lot of pressure on the project schedule that exposed the project to series of mistakes in it implementation.
Experts report indicated that the timeline of two years was grossly unrealistic to complete such a huge project, because a more simpler project such as that of Munich system took two full year to implement.
The schedule, budget and scope of the project had potential underlying risk of failure because as the project progressed there were number of request for changes from the airlines such as adding of ski equipment racks, addition to the maintenance tracks, and changes to the handling of oversized baggage which required considerable redesign of completed work.
As mentioned earlier, the physical designed of the
Arguably, part of our DNA at BAE Automated Systems is a commitment to design and implement a world class baggage-handling technology that is industry pride. We have successfully delivered on this assertion in the past until the Denver International Airport baggage handling system debacle that tested our capacity to do this. Therefore, I am faced with the decision to either cancel, or modify, complete the project as per contract. Before I decide on a project plan I would briefly examine the key decisions that lead to the present situation.
The DIA project complexity was grossly underestimated by the airport Plan Management Team(PMT) that lacked the needed skill composition for a project of such a magnitude . From the onset of the airport building plans adequate provision was not made for an integrated baggage-handling system, rather it was assumed that the individual airlines would make their own baggage handling arrangement without seeking their comprehensive support.
The process of requesting bid for the design and construction of the baggage handling system came a little too late because the PMT realized that to build an integrated system they needed to take responsibility for the project from the airlines, and this placed a lot of pressure on the project schedule that exposed the project to series of mistakes in it implementation.
Experts report indicated that the timeline of two years was grossly unrealistic to complete such a huge project, because a more simpler project such as that of Munich system took two full year to implement.
The schedule, budget and scope of the project had potential underlying risk of failure because as the project progressed there were number of request for changes from the airlines such as adding of ski equipment racks, addition to the maintenance tracks, and changes to the handling of oversized baggage which required considerable redesign of completed work.
As mentioned earlier, the physical designed of the