...com/community/masterplan/faqs.asp What is an Airport Master Plan? As defined by the Federal Aviation Administration (FAA), an airport master plan is a comprehensive study of an airport and usually describes the short-, medium-, and long-term development plans to meet future aviation demand. Airport master plans serve as facility development guides for a long-range planning horizon (usually 20 to 25 years), and summarize an airport’s strategy for the development of the airport. The goal of a master plan is to provide the framework needed to guide future airport development that will cost-effectively satisfy aviation demand, while considering potential environmental and socioeconomic impacts. Master Plans also provide the airport with the tools to react to uncertainties by examining key trends in the aviation industry, such as changing airline business models, improvements in technology, and local/regional economics that could affect airport activity. Master plans vary in the level of detail and complexity depending on the size, function, issues and challenges of the airports under study. FAA Advisory Circular 150/5070-6B Airport Master Plans provides guidance for the preparation of airport master plans. Read the FAA Advisory Circular (Adobe PDF) Specific objectives of the Master Plan Update put forth by Denver International Airport (DIA) include the following: Maintain and ensure the safety and security of the Airport Emphasize customer...
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...6. A hermeneutic analysis of the Denver International Airport Baggage Handling System Stasys Lukaitis, School of Information Systems, Deakin University Jacob Cybulski, School of Information Systems, Deakin University Abstract This paper attempts to demonstrate the principles of hermeneutics in an effort to understand factors affecting Information Systems (IS) projects. As hermeneutics provides a systematic method of interpreting text from multiple information sources, thus, Information Systems being prima facie defined and documented as text documents, are eminently suited for this mode of investigation. In this paper, we illustrate hermeneutics by analysing a sample case study document describing the well-known Denver International Airport (DIA) Automated Baggage Handling System project, which was extensively reported in the IS and management press and studied by Montealegre and his colleagues. As a result of the hermeneutic approach to the analysis of this document, a new ‘flexibility’ factor has been discovered to play an important, yet unreported, role in the DIA system demise. In the DIA case, the observed flexibility factor influenced the quality of the interaction between the actors, the prevailing environment and the information systems. Introduction Although there are several reports of information systems projects that have applied hermeneutics (Boland, 1991; Klein and Myers, 1999; Myers, 1994a), there are very few publications that explain the actual hermeneutic...
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...Running head: CASE REVIEW ANALYSIS OF THE DENVER INTERNATIONAL AIRPORT 1 Case Review Analysis of the Denver International Airport And Its Baggage Handling System Warner Sherman CASE REVIEW ANALYSIS OF THE DENVER INTERNATIONAL AIRPORT Table of Contents 2 Summary of Findings……………………………………………………………..………. 3 Background Information…………………………………………………….……............. 3 Problem Statement………………………………………………………………..…..…… 4 Analysis of Alternatives…………………………………………………………………… 4 Detailed Recommendations………………………………………………...……………... 5 Implementation and Evaluation…………………………………………………………… 6 References………………………………………………………………………………… 8 Appendix A.……………………………………………………………………………… 14 CASE REVIEW ANALYSIS OF THE DENVER INTERNATIONAL AIRPORT Summary of Findings 3 There has been considerable controversy documented through case study over the inadequacy of project and risk management structure associated with the Boeing Airport Equipment (BAE) automation design technology for a new baggage transport system at the Denver International Airport (DIA). Research background conducted by Kerzner (2011) under Case 23 revealed a documented tenyear history of this complex project with inherent risks. In another case study conducted by Montealegre, Keil, and Robinson (2000), a risk practice methodology was presented through “lessons learned” for improved implementation of the project’s risk management structure. Unfortunately, analogy comparisons for this type of project to incorporate past...
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...DENVER INTERNATIONAL AIRPORT AUTOMATED BAGGAGE HANDLING SYSTEM- PROJECT FAILURE ANALYSIS MSc Project Management Abstract The purpose of this study is to critically analyse the Denver International Airport Baggage Handling System project in order to detail the underlying reasons for the perceived failures in the project and to provide recommendations on how effective project management could have helped to avoid the problems the project encountered. A thorough analysis of the activities of the project from nature of project, contracting, design, construction, testing, stakeholder management, risk management, project controls, as well as the overall project leadership was carried out and failure causal factors were identified. A recommendation was also made on how the project should have been managed to ensure project success. The analysis viewed the project from both project management and project perspectives. Student: @00380661 25-Feb-14 Number of words: 2558 Table of Contents 1. 1.1 2. 2.1 Introduction ................................................................................................................. 2 Project Failure .......................................................................................................... 2 Discussion .................................................................................................................... 3 Failure Modes of the Project .............................................
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...Benedictine Univeristy | Denver International Airport Baggage Handling System | MBA 683 | | Farrah R. Ansari | 10/1/2015 | | Denver International Airport Baggage Handling System The Denver International Airport, located in Denver Colorado, is the country’s largest airport based on total land area. The airport has the longest runway, is considered the 18th busiest airport in the world and the 6th busiest airport in the United States. There are nearly 53 million passengers that travel in and out of this airport. In the early 1990s the airport decided to create the world’s largest automated baggage handling system. In order to accommodate for the millions of passengers the project team felt this would be an effective project. The goal of the project was to create an automated baggage system that would reduce aircraft turnaround time to nearly 30 minutes. By reducing the turnaround time to a half an hour would allow for more efficient operations. The project team wanted to include this new system to all three concourses which included 88 airport gates. The concept of the project was well intended but poorly planned and executed by the project management team. The first flaw and biggest flaw of the project was the unrealistic scope. The project failed to set a realistic deadline or budget for the project. The deadline was exceeded by nearly 16 months, the budget by $560 million, and the overall intention of incorporate all three concourses was also not met....
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...Analysis of the Denver International Airport baggage system Michael Schloh Dan Stearns, advisor Title Abstract Contents Introduction Reasons For Automation Functionality Of Original BAE Design Problems and Solutions System Complexity Comparative Functionality Opening Delays Financial Hardship Summary Glossary References THE DENVER INTERNATIONAL AIRPORT AUTOMATED BAGGAGE HANDLING SYSTEM by Michael Schloh Computer Science Department School of Engineering California Polytechnic State University 1996 Date Submitted: February 16, 1996 Advisor: Daniel Stearns ABSTRACT This document discusses events at the new Denver International Airport that resulted in opening delays of the airport. The scope is limited to the automated baggage handling system, which was the primary source of failure warranting the airport's several opening delays. Analysis of the failing system is comprehensive. Research is conducted using a variety of sources. The final report is published on the worldwide web. CONTENTS Introduction 1 Reasons For Automation 2 Functionality Of Original BAE Design 3 Problems and Solutions 6 System Complexity 12 Comparative Functionality 14 Opening Delays 15 Financial Hardship 17 Summary 19 Glossary 20 References 21 INTRODUCTION This research concerns the automated baggage handling system which was built by BAE Automated Systems, Incorporated of Carrollton, Texas for the Denver International Airport. The analysis of this system provides an important topic of study. From the baggage...
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...Doyne Mc Nally Project Failure Essay Title: International Airport Baggage Handling System Why the project was established: Denver International Airport, often called DIA, is an airport in Denver, Colorado. By land size, at 140 km2, it is the largest international airport in the United States, and the third largest international airport in the world. Back in late 1980’s the city of Denver felt they needed a larger airport to deal with the increasing amount of air traffic through the city, so they elected to construct a highly efficient, fully automated airport. The predicted passenger handling was an outstanding 50 million annually. It was envisioned as a state of the art airport mainly due to its luggage handling system. This system of automated baggage-handling would greatly reduce aircraft turnaround time. Faster turnaround meant more efficient operations and was a cornerstone of the airports competitive advantage. Project Sponsors and Stakeholders: The Airport Project Management team on behalf of the City of Denver was the major stakeholder but funding was also received from United and Continental Airlines as they would eventually use terminals as major hubs for their respective organisations. The company BAE Automated systems was employed by DIA to design a conveyor system to meet the airports needs. Ultimately the majority of funding came from the pockets of the citizens of Colorado. The overall cost of the project was $ Success Criteria: The airport's computerized...
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...Course Title: Busniess Management Lecturer Name: John Lamont Module/Subject Code: B8MG022 Module/Subject Title: Project Planning Techniques Assignment Title: Denver International Airport No of Words: 2600 Note technical support is available to student between 0930- 1700 hrs only. There is no technical support after 1700 hrs. It is your responsibility to ensure that you allow time to troubleshoot any technical difficulties by uploading early on the due date. Assignment introduction and contents Based on the Case Study supplied on the construction of Denver International Airport we have conducted our own analysis and observations of the information in the case in order to answer the following set of questions: 1) Is the decision to Build at Denver Strategically a Sound Decision? 2) Perform a SWOT analysis on the Decision to Build? 3) Who are the Stakeholders and what are their interests or objectivies? 4) What Appears to be the Single Greatest Risk in the Decision to build DIA? 5) Do Scope changes reflect upon the ineffectiveness of a project Management Team? 6) Why did United Airlines decide toact as the project manager for the baggage handling system on Concourse B? Denver International Airport The Strategic Decision When looking at upgrading or building an airport as a feasibility amenity it would seem strategically sensible to look to fulfil needs in both the near and more distant future. Decisions for improvement must be sustainable...
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...September 18, 2012 Mr. Patrick Heck Deputy Chief Financial Officer Denver International Airport 201 West Colfax Avenue Denver, Colorado 80202 Re: The Westin Denver International Airport – Denver, Colorado Dear Mr. Heck: Pursuant to your request, we have conducted a study of the potential market demand and developed a statement of the estimated annual operating results for a proposed 519-room Westin hotel (the “Subject”) to be located at the south terminal of the Denver International Airport (“DIA”) in Denver, Colorado. Throughout this analysis, we formally refer to the Subject as The Westin Denver International Airport. The development of the Subject hotel is expected to be financed through the issuance of tax-exempt bonds coupled with some form of public subsidies/guarantees/loans. This report has been prepared for use by the Denver International Airport and its financial advisors in determining the estimated annual operating results of the proposed Subject. The conclusions set forth in this report are based on an analysis for supply and demand for the transient lodging market in the Denver-Aurora market area as of August 8, 2012, the completion date of our fieldwork and primary market research. As in all studies of this type, the estimated results assume competent and efficient marketing and operational management, and presume no significant change in the status of the competitive lodging industry from that as set forth in this report. The terms of this engagement are...
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...Project: Case Study BAE Automated Systems DIA Baggage-Handling Systems Table of Contents Topic Pages Executive Summary 3 Introduction 4-5 Issue Identification and Root Case Analysis 6-8 Alternatives and Options 9 Recommendations 10 Implementation Plan 11 Monitor & Control 12-13 Exhibits 14 Executive Summary Denver International Airport(DIA) project started in November 1989 it was a very large project. Implementing the automated baggage handling in the middle of the project made it even more complex. Denver after being behind schedule for 18 months the Airport finally opened in February 1995. Once completed the airport had 5 runaways an 88 gates. The baggage handling system of the airport was initially built for United Airlines whom insisted on the system in the earlier planning stages. Denver officials agreed the automated baggage system will be a great addition to the airport; however not just for United Airlines concourse but all concourses in the airport. Boeing Airport Equipment(BAE) was contracted for building the system by officials in Denver long after the construction on the airport began. When the airport opened it had both the automated, a back-up for the automated system and conventional baggage handling system in place. Unfortunately, the project at Denver International Airport has...
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...decision to build at Denver Strategically a Sound Decision? The Strategic Decision I believe the reasons behind the decision to build the airport were legitimate as it was unable to cope with the massively increasing volume of passengers traveling to and from the airport. Flight delays and heavy financial losses were incurred by not only by the airlines but the airport itself due to the continuous delays and other missed opportunities. Future analysis carried out at the airport had predicted even further growth for the airport within the coming years. With Denver being the capital city in the county of Colorado, Stapleton airport was viewed as the main airport for the county with graphs showing it to be the 5th busiest airport in the...
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...MBA/MIS 683 Project Management Case analysis #1 1. Read the “Denver International Airport” case in Project Management Case Studies (pages 539-582). Please answer, in writing, the following questions: Part A: 1) Was the decision to build a new airport at Denver strategically a sound decision? No, building a new airport at Denver was not a strategically sound decision. In reviewing the preliminary evaluations and reasons given for building the airport, strategically the city of Denver was looking to improve facilities in order to reduce costs, enhance service, and increase income. The project was implemented and pushed by pride and the desire of city leadership (politicians) to build a “thing of beauty” to represent the city and their accomplishments. From the defining the project and planning stage it became obvious that customers were not wanting to go forward fearing increased costs (United, Continental, even the cargo customers). Construction started (grading and preparing the site and infrastructure) in 1989 before bids were even obtained for the main parts of the project – the construction of improvements. The project was pushed forward even though the customers were not consulted, customers were not buying-in, specifications not finalized and the project estimates were just top-down rough estimates (time, cost, requirements). From the beginning it seems the project was not strategically aligned with Denver strategy, goals and needs. ...
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...------------------------------------------------- BAE AUTOMATED BAGGAGE HANDLING REPORT DENVER INTERNATIONAL AIRPORT March 31, 2015 SCM GURPREET SINGH GILL March 31, 2015 SCM GURPREET SINGH GILL SCOPE The Denver Automatic Baggage system is to enhance the ground time efficiency. With the installment of automatic system the close out time will also get reduced and effectively decrease the work load of sorting and handling of baggage. Basically, this project introduce the project management to monitor and control few areas of knowledge such as scope, time, cost, quality, risk, communication, procurement, etc. EXECUTIVE SUMMARY The motive of this paper is to provide information and justify the implementation of automatic baggage system project in Denver International Airport and its failure or success. As we go through the case study we will analysis the activities of the project to consider and identify the aspects of the project which had led this project to failure. The recommendations from various elements had also been mentioned that should be taken place for the project to be a successful by using some of the project management measures and techniques. This project of Denver Automatic Baggage system project was analyzed with the point of view of project management and project approach. . ISSUE IDENTIFICATIONS As we gone through the case it has been noticed that there were many issues which took place during the initiation of the project throughout the process of implementation...
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...Case Study – Denver International Airport Baggage Handling System – An illustration of ineffectual decision making Synopsis Dysfunctional decision-making is the poison that kills technology projects and the Denver Airport Baggage System project in the 1990’s is a classic example. Although several case studies have been written about the Denver project, the following paper re-examines the case by looking at the key decisions that set the project on the path to disaster and the forces behind those decisions. Background What was to be the world’s largest automated airport baggage handling system became a classic story in how technology projects can go wrong. Faced with the need for greater airport capacity, the city of Denver elected to construct a new state of the art airport that would cement Denver’s position as an air transportation hub. Covering a land area of 140 Km2, the airport was to be the largest in the United States and have the capacity to handle more than 50m passengers annually. The airport's baggage handling system was a critical component in the plan. By automating baggage handling, aircraft turnaround time was to be reduced to as little as 30 minutes. Faster turnaround meant more efficient operations and was a cornerstone of the airports competitive advantage. Despite the good intentions the plan rapidly dissolved as underestimation of the project’s complexity resulted in snowballing problems and public humiliation for everyone involved. Thanks mainly to...
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...Question 1: Identify the stakeholders and how they were affected by Heene's actions? The stakeholders in the “Balloon Ball Hoax” are the boy, Falcon Heene; the parents, Richard and Mayumi Heene, brothers, Bradford and Ryo Heene; Larimer County sheriff; Jim Alderman; Denver International Airport travelers and employees; National Guard unit; local police; search and rescue teams; media and news services; Colorado taxpayers; and the public. The public through the media watched and worried about the fate of the boy in the balloon. Colorado taxpayers footed the bill for the 50,000 USD cost of personnel time, equipment and other incidentals to track the balloon, search the rescue mission, and investigation of the hoax. Denver International Airport closed to avoid collision with the balloon. Travelers were delayed and flights rerouted and rescheduled. Airport employees had to remain calm and courteous as travelers became frustrated with delays, missed flight times and rescheduling. Local police, the National Guard unit, and search and rescue teams spent hours and used expensive equipment to track and hunt for the balloon and boy while Falcon was safe the whole time. Sheriff Jim Alderman had to conduct investigation under intense media scrutiny. At first, the media was incredulous that the parents were being questioned and investigated. Then Mr. Alderman was ridiculed for not detecting the hoax sooner. Falcon Heene was used by his parents to pull out the hoax that he was on a hot...
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