The Denver International Airport Automated Baggage Handling System MIS 611 Group Project Winter 2005 Justin Bainum‚ Hong Ji and Priyanka Kheny Executive Summary Baggage handling is at the heart of an airport. The automated baggage handling system at the Denver International Airport (DIA) was a huge undertaking. Not only would it be the largest system of its kind in the world but also the most expensive. Originally designed for only one airline‚ United Airlines‚ it grew to encompass
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<b>1.0 Introduction</b><br>In this report I will be concentrating on the failure of software systems. To understand why software systems fail we need to understand what are software systems. Software systems are a type of information system. This is because a software system is basically a means for hardware to process information. Flynn ’s definition of an information system is:<br><br>"An information system provides procedures to record and make available information‚ concerning part of an
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In the early 1980’s‚ Denver experienced significant economic growth due to the booming oil‚ real estate‚ and tourism industries. The major airport that operated within Denver during that time was the Stapleton Airport. Up to 1970‚ the Stapleton Airport was able to accommodate the demands of Denver but in subsequent years it was unable to meet the ever growing needs of the city. The Stapleton Airport was seen as a liability and limited the attractiveness of businesses that were swarming to it.
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successfully delivered on this assertion in the past until the Denver International Airport baggage handling system debacle that tested our capacity to do this. Therefore‚ I am faced with the decision to either cancel‚ or modify‚ complete the project as per contract. Before I decide on a project plan I would briefly examine the key decisions that lead to the present situation. The DIA project complexity was grossly underestimated by the airport Plan Management Team(PMT) that lacked the needed skill composition
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Denver Airport Baggage Handling System Case Study 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
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year project‚ not a two year project. If these voices could be risen up and better discussed‚ the project would have been treated differently. • ¬The project management team should refer to prior experience of similar projects. Experts from Munich airport advised that the much simpler Munich system had taken 2 full years to build and 6 months to test. Since no one has experience of a system of this scale‚ investigation should have been carried out in depth on similar projects. Better risk management
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re-schedules on the target opening date for DIA due to the BAE unable to successfully implement the automated baggage system‚ which caused massive financial damages to the City‚ airport‚ BAE. Moreover‚ the delays also brought great inconvenience to national passengers and damage the potential city development since the new airport is going to be significant city symbol‚ which would attract investments and other resources. From the BAE’s perfective‚ beside financial penalties‚ this project management
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CASE STUDY DENVER AIRPORT BAGGAGE HANDLING SYSTEM There are a lot of reasons for the problems occurred with the baggage system at DIA‚ but most center the root causes on some factors: the underestimation of complexity of the system; the change in the strategy³‚ the decision to proceed with the change³‚ acceptance of changes requests; newness of the technology and none improvement in the organizational side; poor project definition; and the short time span for completion. Clearly‚ management failed
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much lower than other airlines. In other words‚ the SWA needs less employees to handle its flight but each employee can serve more customers‚ compared with other airlines. Also‚ SWA emphasized point-to-point routes and the use of less congested airports in order to improve the efficiency of flight operation and maintain high levels of aircraft utilization. Southwest pilots spend more time in the air than pilots in other airlines. At meantime‚ SWA only flies fuel-efficient Boeing 737s and this single
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III. Strategy formulation: Strategic options‚ business idea Being labeled as one of the worst airlines in America by many angered and unsatisfied customers‚ to rebound the trust of its customers and to remediate the already worsening situation‚ there are numerous things within various categories that this company will have to immediately re-evaluate and alter its current policies to fit in with the demands of its consumers. To further look into the on-going problems and how they should be modified
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