Denver International Airport’s Baggage-Handling System

Summarize the problems BAE encountered in implementing the baggage-handling system for the Denver International Airport.

Implementing the baggage-handling system for the Denver International Airport BAE faced a number of issues. First of all, there was an error concerning time management. The baggage-handling system had to be installed within very strict deadlines, and as a result, the project launch happened with a significant delay and resulted in the loss of income for the shareholders and a fine for the implementers. Besides, even after the new system was launched, the developers announced that it lacked reliability, so using it was problematic. This created an even bigger delay since the system needed to be adjusted and fixed.

What are the root causes of these problems?

The issue was linked to the complex control system while constructing the baggage-handling project. There was no particular planner responsible for all the data during the development. This way DIA and BAE clashed when it came to project management. The project had too many divisions from both sides, as a result, leadership was very complicated. The number of people responsible for various parts and aspects of the project added to the negotiation, control, and communication time and delayed the project. Another sudden leadership issue occurred when Chief Airport Engineer died and had to be replaced with the person who worked closely with him but did not have the same leadership qualities and style. Besides, both mechanics and computer programming spheres of the project were not planned well by the project managers. Finally, BAE is viewed as the side that underestimated the amount of work.

What can be done to mitigate these problems?

First of all, such gigantic projects need to be planned very carefully, there have to be managers assigned for each part and aspect of the project, yet all of them need to answer to a certain planner. This way the communication between the airport management and the construction management will be more successful and productive. The overall scheme of project management looks very complex and it seems like many elements there has no one answer to. In order to optimize the planning, it has to be built like a pyramid, where there are managers in control of segments, and each of the managers has a superior above them.

Summarize the success factors underlying the Abu Dhabi New Airport project?

Abu Dhabi New Airport project was started in 2012 and is scheduled to be completed in 2017. One of the factors adding to the success of this construction project is that Parsons, the manager for the airport expansion program works in collaboration and as a part of Abu Dhabi Airports Company (ADAC) staff. This way, there are no staff cashes. From the Case Study of BAE and Denver Airport, it is obvious that the two sides which were supposed to work as partners engaged in a number of confrontations and as a result ended up dissatisfied and frustrated with each other’s performance.

What is the most important constraint for the Abu Dhabi New Airport project? Identify two important measures that have been implemented to ensure this constraint is met.

Abu Dhabi Airport project is divided into stages. This is vital for proper planning and time management. Instead of managing the whole project at a time, the managers broke it down into stages each of which has particular tasks, objectives, and criteria. This helps to control the progress and locate the obstacles in time to handle them without letting them affect the success of the whole project. The managers responsible for the Abu Dhabi Airport Expansion check the sustainability of the construction at each of the stages of completion and avoid serious problems. One more important success factor is the transparency of the project – the progress of the construction is clearly reported can be followed.