Denver International Airport Project Communication Plan A. General Information: Prepared by: Julie Danley Date: March 3‚ 2013 Authorized by: Peat Marwick Project Description (Summary): Design and build a new International Airport in Denver‚ Colorado. B. Stakeholder List: Stakeholder Name | Project Role | City and County Officials | Responsible for approving and funding the project | Engineering & Architecture Firms | Responsible for developing
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Denver International Airport Project Communication Plan Prepared by: Date: 6/15/12 Version: Master Plan Document Purpose Communication is a critical component in project delivery. It must be delivered in a timely and effective manner to all project stakeholders in order to meet objectives and achieve project goals. This document will detail the execution of all communication regarding the Denver Airport Project. This includes‚ but is not limited to‚ communication to and from executives
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Vehicle of Communication What are the different types of communication being used throughout the organization? Examples: Corporate Reports‚ Divisional Newsletters‚ NHO Reports Weekly Status Reports‚ Steering Committee Mtgs‚ ISLE Mtgs 1. Denver International Airport (DIA) First Airport Feasibility Study 1986 2. Airport Master Plan 3. Adams County and Denver Noise Agreement‚ (noise monitoring‚ and limits on surrounding airport businesses and airport-related activities) ?1991? 4. Financial
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the Denver Airport Project and the many setbacks that they encountered‚ I would have to propose leadership styles that are consistent with that of a transformational‚ task-oriented‚ and Charismatic leader. This project required a project management team (PMT) to be responsible for the design of over 100 contracts‚ 160 contractors‚ and over 2000 subcontractors in order to complete this job. There were also many unforeseen issues that caused serious delays in the completion of the airport project
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riting Activities Generate‚ collect‚ and plan ideas. List all possible ideas. Determine your focus. Consider your target audience. Examine the ideas and choose the most convincing ones. Gather and evaluate information to support the ideas. Make final selections. Organiz ing c y ber ac tiv e.bellev ue.edu/c our s es /1/CIS665- T301_2133_1/c ontent/_5798593_1/…/Module5_1_pr int.html 1/3 1/7/13 Wr iting Modules Refine and formalize a plan. Determine how you will present your ideas
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Denver International Airport: Uncovered When asked about your experience at the airport most would reply by saying “It is dull and boring” or “a tortuous large amount of time spent waiting”. However‚ words used to describe the Denver International Airport are much different. As you drive up to the grand entrance of the 4.8 billion dollar Denver International Airport you are hauntingly greeted by “the Mustang”. Created by Luis Jimenez from New Mexico‚ the Mustang was the first piece of
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Case studies at three large‚ software product companies show the benefits and pitfalls of integrating agile methods with stagegate management models. 0740-7459/05/$20.00 © 2005 IEEE he project manager enters the room where the pilot agile development team sits. “We have to add a new feature to our next release‚” he says. “Can you please put it on the list?” “Yes‚ of course‚” a team member replies. “Just let us know which feature you want us to postpone in its place.” The manager gets
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Case_04_BEA Denver Airport What is the Strategic importance of the DIA project? Will the organization achieve tangible and intangible benefits that justify the financial cost‚ effort‚ time and managerial attention (strategic validity)? The strategic importance of the DIA Project is it’s geographic location and the growing of the economy around it. By reading the case it’s clear that sone factors in the implementation of the baggage handling system led to the failure of the project : Bad planning
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THE BAGGAGE SYSTEM AT DENVER: PROSPECTS AND LESSONS Dr. Richard de Neufville Professor of Civil Engineering Chairman‚ Technology and Policy Program Massachusetts Institute of Technology Cambridge‚ MA 02139 (U.S.A.) Tel: (617) 253-7694 Fax: (617) 253-7140 E-mail: ardent@mit.edu This article discusses the fundamental design difficulties of the fully automated baggage system originally planned for the New Denver Airport‚ and their implications for airport and airline management. Theory
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|Program and Project Management | [pic] Table of Contents Overview of the project 2 Specifications: 2 Chronology of Events 3 Stake Holder Analysis 4 Indentifying Stakeholders 4 Power/Grid Analysis 5 Effect of Stakeholders on the Project 6 Analysis for the outcome of the project 7 Key Factors of Failure 8 Change in strategy 8 The decision to proceed 9 Physical building structure
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