DENVER INTERNATIONAL AIRPORT(DIA) BAGGAGE HANDLING SYSTEM

DENVER INTERNATIONAL AIRPORT(DIA) BAGGAGE HANDLING SYSTEM

Recommendations

Complexity of project should be estimated accurately

DIA BAGGAGE HANDLING

SYSTEM

Examination of feasibility of projects is important

AGENDA

Introduction

• Introduction
• Project Objective
• Project Scope
• Key Stakeholders
• Success Criteria
• Major Deliverables
• Expected Organizational Value
• Discussion of Project
• Associated Issues
• Result
• Recommendations

• Denver International Airport (DIA) is one of the biggest airport in United States.
• Necessity for automation.
• Proposed by United Airline.
• BAE Automated systems,Inc. agreement.
• Most anticipated and big budget budget IT project in 1990s.

Major deliverables

• Design and installation of hardware modules such as servers, radio transponders and scanners.
• Design and installation of baggage carrying units called 'Telecars'.
• Design and installation of network and software.
• Integration of all individual modules.

Enough time should be allocated for technical projects

Key stakeholders

A. Denver Airport Officials

B. Denver State Government

C. Managers of BAE Automated Systems, Inc.

D. Engineers of BAE Automated Systems Inc.

E. United Airlines

F. Managers and staff of major airlines

G. Tax payers

Expected Organizational Value and benefits

• Was considered as a new innovative solution in airport systems design.
• Increase in efficiency of baggage handling system.
• Provide a competitive advantage to the airport.
• Reduction in cost of operation and increase in profit.
• Offer better customer service.
• Improved airport space utilization.

Proposed Scope

• Complete automation of baggage handling system.
• Able operate without human supervision.
• System should be able to handle baggage of all sizes.
• Integration of the systems in all 3 concourses
• Complete the project with $186 million in 2 years time.

Objective

• To improve the efficiency of baggage handling system.
• Reduce turn around time of aircraft to 30 min.
• Decrease cost of baggage handling system by eliminating traditional ways using tugs and carts.

Political Issues

Result

PROJECT FAILURE!!!

Complexity of system was underestimated

Lack of detailed investigation

Two different attitudes from the local government interfered the project

Lack of excellent oversight and management

The local government was distrustful

References

Distrust of the corporation by the local government

Auguston, K, 1995, ‘Modern Materials Handling’, The Denver Airport: now the audit begins, Vol. 50, No. 4.

Bozman, J, 1994, ‘Denver Airport hits systems layover’, Computerworld, Vol. 28, No. 20, pp. 30.

Calleam Consulting Ltd, 2008, ‘Case Study – Denver International Airport Baggage Handling System – An illustration of ineffectual decision making’.

De Neufville, R, 1994, ‘The Baggage System At Denver: Prospects And Lessons’, Journal of Air Transport Management, Vol. 1, No. 4, pp. 229-236.

Hughes, D, 1994, ‘Denver airport still months from opening’, Aviation week & space technology, Vol. 141, No. 6, pp. 30

Johnson, K, 2005, ‘Denver Airport Saw the Future. It Didn’t Work’, The New York Times.

Keil, M & Montealegre, R, 2000, ‘De-escalating information technology projects: Lessons from the Denver International Airport’, MIS Quarterly, Vol. 24, No. 3, pp. 417-447.

Kloppenberg, J, 2009, Contemporary Project Management, South-Western Cengage Learning, Ohio.

THANK YOU

Issues

QUESTION?

Larson, E & Gray, C, 2011, Project Management: The Managerial Process, The McGraw-Hill Companies, Inc., New York.

Nelson, R, 2007, ‘IT Project Management: Infamous Failures, Classic Mistakes, and Best Practices’, MIS Quarterly Executive, Vol. 6, No. 2, pp. 67-78.

Nordwall, B, 1993, ‘Highly Automated System to Handle Baggage’, Aviation Week & Space Technology, Vol. 139, No. 10, pp. 41-45.

O’Connor, L, 1995, ‘Keeping things moving at Denver International Airport’, Mechanical Engineering, Vol. 117, No. 7, pp. 90-93.

Rifkin, G, 1994, ‘What really happened at Denver's airport’, Forbes, Vol. 154, No. 5, pp. S110.

Schloh, M, 1996, ‘Analysis of the Denver International Airport baggage system’, The Denver International Airport Automated Baggage Handling System.

Scott, W, 1995, ‘Baggage system scores high on stress tests’, Aviation week & space technology, Vol. 142, No. 9, pp. 37.

Shein, E, 1996, ‘Denver Airport is still trying to get a handle on United baggage system’, PC week, Vol. 13, No. 7, pp. 14.

Technical Issues

complexity of project

Failed to recognize and estimate the complexity and risk of the project

Failed to anticipate the number of carts

Unreasonable layout of concourses and underground tunnel

8/2005 project was abandoned

Confusion in managing the project

Design Problem

Capital management issues

Capital was not in the place on time

Design Problem

Time management issues

System was advanced but not stable

Time pressure

Structure of airport buildings did not adapt the blueprint of system

Software problems

Presentation by,

Antony, Manuel

Sharma, Shagun

Da, Qiuchen

Wang, Yuqi

Noteworthy items

timetable of project

1989 - Started Construction of Airport

Early 1991 - BAE automated system agreement

9/1992 - BAE system stopped

1992 - 1993 delayed

"ski equipment handling system"

3/1994 - electric supply

28/2/1995 - opened

project design

• Covered area of 140 sq.km
• Capacity to carry 50 million passengers per year.
• 88 airport gates over three concourses.
• 9 km of delivery mechanism and 5.5 miles of conveyor belts.
• 17 miles tracks 4,000 individual carts
• controlled by 150 computers
• each track was designed to support 60 carts per minute