denver airport case study
The Denver International airport is the biggest airport in the United States. Building this airport was thought to be one of the greatest inventions because it was supposed to have an automated baggage system. This airport baggage system was supposed to be state of the art, but a couple of factors defiantly stopped that process. The grand opening date was scheduled to be on 10/31/1993 but it kept getting delayed and it did not open until 2/28/1995 which is16 months behind schedule. This project really cost this airport a lot of money and was later dropped.
While going in depth and doing lots of research, there are numerous amounts of red flags and reasons why this project failed. This project was doomed from the beginning and was not thought thoroughly. While reading multiple articles it feels like this project was ahead of its time. It had a great concept but the project manager should not launch a project if all the kinks were not taken care of.
The project was doomed in the beginning when they did not following the guidelines that Boeing airlines equipment announced. They said ‘it would at least take 4 years for this automated baggage system to be complete’ (Donaldson, 2002) . That was one big red flag because if the maker says 4 years and your project goal is 2 years. That is a rushed job and there will be tons of glitches. The Boeing Company should not have agreed to do it that fast because they are known for quality and efficient products. This project put them in the same group as their competitors who were not known for good quality products.
This project was too big for one person to be in control and to be making all of the calls when talking to Boeing. Walter Slinger who was the Chief engineer needed to have this position split with another person, because his decisions were what he wanted. With that other person it could have been talked over and this whole project could have been reevaluated. When there is millions of dollars on the table it is
While going in depth and doing lots of research, there are numerous amounts of red flags and reasons why this project failed. This project was doomed from the beginning and was not thought thoroughly. While reading multiple articles it feels like this project was ahead of its time. It had a great concept but the project manager should not launch a project if all the kinks were not taken care of.
The project was doomed in the beginning when they did not following the guidelines that Boeing airlines equipment announced. They said ‘it would at least take 4 years for this automated baggage system to be complete’ (Donaldson, 2002) . That was one big red flag because if the maker says 4 years and your project goal is 2 years. That is a rushed job and there will be tons of glitches. The Boeing Company should not have agreed to do it that fast because they are known for quality and efficient products. This project put them in the same group as their competitors who were not known for good quality products.
This project was too big for one person to be in control and to be making all of the calls when talking to Boeing. Walter Slinger who was the Chief engineer needed to have this position split with another person, because his decisions were what he wanted. With that other person it could have been talked over and this whole project could have been reevaluated. When there is millions of dollars on the table it is