In the case of the Denver International Airport (DIA) project, dysfunctional decision making contributed to its demise. The airport's baggage handling system was a critical component in the plan and with its multiple failures ended up as a deal breaker for the project. By automating baggage handling, aircraft turnaround time was to be significantly reduced. Faster turnaround time meant more efficient operations and was a basis of the airports competitive advantage. Although there was good energy and enthusiasm surrounding the launch of the project, the project faced many complications and delays of over a year. The first critical factor that caused setback was when the project management team changed their strategy to include an integrated baggage handling system. Another critical factor that the project team allowed was the acceptance of change requests one the baggage project was underway. One final major factor that contributed to the failure was in the physical design plans. The project management had assumed that individual airlines were going to make their own baggage handling arrangements. This assumption in the initial project plan did not bode well for the team. Once into the project, they realized that other airlines were not coming forward to develop their own baggage systems, this was when the idea occurred to implement an integrated baggage-handling system. Without this initiative in play, the airport was more likely to have carried out its construction according to the time, cost, and scope. If this idea was brought forth at the onset of the project, there could have been a better incorporation of the idea. There were clear indications that there was insufficient time left for the project to be completed successfully, and yet the project management team and BAE proceeded with the project. The management of cost, time and scope are very