Denver International Airport Baggage Handling System Case Study

The management of projects is better understood through the case study that exposes the problems forming part of the challenges relating to urban development. Denver International Airport is subject to scrutiny in the case study to determine the alternatives that BAE Automated Systems Inc. would have applied to make the project meet the hyped public expectations. The paper will discuss a raft of measures that relate to the case through analysis of the problem in seeking the possible responses at the disposal of Di Fonso to Mayor Webb’s letter. A review of the case will come in handy in developing a framework that demonstrates a divergent strategy in executing public projects of such a magnitude. The software problem of the facility during a test did not achieve the objectives of automation since it was marred with a lot of errors and led to accidents together with baggage destruction.

The challenges of the project are evident in the manner in which it was executed since it failed to recognize important principles of project management relating to planning and coordination of several activities cognizant of available timelines. The BAE Corporation demonstrated extensive failures relating to how they executed the project which was substantive in terms of public expectation, resources deployed and the reputational risk due to the stakes around the project. The expansion of the airport was a noble idea that was executed effectively with an exception of the baggage system that delayed the project and injured public confidence to the policy systems in place. The resources deployed in the execution of the project such as the issued bonds which were part of the project package defines the magnitude of the failures to adhere to project management principles.

The capacity deployed to support the baggage collection system did not focus on the expected flow of passengers and design the system to handle complex request hence the limited computers and coding system. The failures of the airport construction involved the inability to understand the magnitude of the project and put in place competent structures to attain better outcomes from the activity. The quality of the baggage system was tested late at a time people were expecting it to be launched hence increased pressure deliver the best at a time when confidence on their expertise was under a lot of doubt. Action Plan The contemporary society is organized on a set of system that is based on a structure capable of finding patterns and matches together with enabling them effectively provide congruence for better performance.

The actionable strategy that is capable of delivering a desirable quality depends on creating systems that offer speed, reliability, adaptability, convenience, resilience, and flexibility (Liu, and Liao, 2018, 118). An assurance of the project progress should be matched with the public expectation to ensure that confidence is not eroded in the course of the project. It is imperative that projects are performed based on a prototype to determine the feasibility of the undertakings and limits the challenge of exposing the organization to undue public pressure due to a challenge that stalls the project (Flouris, and Oswald, 2016, 12). The design of the project plan of the Airport should recognize the significance of the baggage system in attaining efficiency in the airport and apply tests before execution on a suitable model that will seamlessly facilitate the airport operations.

The execution plan will acknowledge the significance of the baggage collection system in cutting down airport turnaround and passenger waiting times, labor costs through developing a single integrated system to serve the three exit points of the baggage system. The design of the system will deliver a plan that puts in place competent and tested software to run the baggage system and go ahead to ensure enough time to test the system to identify weaknesses for improvement before implementation (Charette, 2005, 45). Project management requires an organization to draw plans that should be tested through prototype designs which determine the integral components of the project to limit possible shortfalls when it comes to execution of the actual program. Denver International Airport expansion project represents a classical model of failure to budget, plan and adequately prepare for a project that had a significant public expectation to improve the efficiency of the airport.

The baggage system failures delayed the project by 16 months eroding public confidence after inflating the costs only to suffer substantive loses in baggage and destruction leading to the suspension of the same ten years later. Public projects carry a substantive level of expectation that requires contractors to better understand the structure of their operations not to risk their reputation in a system that will fail to meet the needs of the people. Better project management initiatives with a competent skills set, experience and resource endowment go a long way into successfully implementing several projects. Hess, S. and Polak, J. W. Mixed logit modeling of airport choice in multi-airport regions.  Journal of Air Transport Management, 11(2), pp. Designing and executing strategy in aviation management.