Project Management Denver International Airport

Question: Discuss about the Project Management Denver International Airport. Answer: Introduction In this paper, the discussion is presented over showing several problems in Denver International Airport Baggage Handling System and recommendations to counter them. Therefore, the issues and mode of failure is identified to follow lack in decision-making. In an overall, poor decision-making in Baggage Handling System led to complete disaster. Furthermore, in next section, the project problem is depicted with suitable identifications of issues and several impacts (Burge and McCall 2015). The risks of decision-making are demonstrated with formulating the recommendations. The recommendations are key perspectives so that the failures could be mitigated. Moreover, the decisions due to change in strategy, proceeding concepts, poor scheduling, scope identification, and change acceptance led to brink of disaster. Some further problems are identified as risk management and change in leadership. Different path in decisions and lack of feasible building structure is another problem to this sce nario of Denver International Airport Baggage Handling System. Therefore, the sections are included with mitigation strategies for making the system work with suitable technique. Project Problem Basic mode of failure suggested that issue of line balancing was primary cause for failing the baggage operation system. Line balancing is an algorithm for checking the pickup points and modeling the queue process of baggage handling. This algorithm failed to anticipate where the empty cart is present for taking the baggage as well. Moreover, the project started too late from general schedule so taking more time than usual. Furthermore, the original product should be tested, built, and commissioned. These continuous processes were absent or malfunctioning in the developed system (Mitchell 2016). Similar projects of San Francisco system and in Munich took two years to complete, therefore, Denver International Airport Baggage Handling System is scheduled to take little more than two years. These complexities were underestimated at the time of developed, making the entire project miserable with taking more time than usual schedule (Orhof, Shenhar and Dori 2014). The general schedule of the Baggage Handling System Project consists of several critical activities; making the project complex to complete within allocated time and budget. Recommendations to the Identified Problems in Terms of Theory For the key decision 1: Change in Project strategy should adapt different technical drivers that help the organization to adapt the required changes. For key decision 2, the decision to proceed, Statistical decision making theory is suggested to undertaken. Bothe slinger and BAE have shared their thinking perspectives. The senior management team of Denver airport authority failed to achieve the business goal due to lack of proper decision making approach. For the key decision 3: Schedule, scope and budget commitments proper cost benefit analysis in terms of ROI calculation is required to be done to mitigate the budget oriented issue from the core of the project management. For the key decision 4: Acceptance change theory in terms of systematic change initiative and internal change management theories should be adapted by the Denver International Airport Authority. Other changes that the industry failed to adapt are as also efficiently identified. For design and physical building structure of the airlines baggage handling system appropriate project planning theories are required. Again, for Routine and strategic decision making theory is needed to be adapted for the key decision 6 that is to seek the different path. In order to overcome the drawback of the risk management failure probability matrices theory will be used. For the leadership change contingency theory is needed to be used to mitigate the identified issues. On the other hand certain issues are also determined in the design and architecture, for resolving the design oriented issues appropriately during the project initiation phase, prototype model or incremental model should be adapted. For measuring the scope, schedule and budget commitment ROI calculation is necessary. In the project initiation phase it will help the developers to understand the project feasibility. Recommendations In order to make the Denver International Airport one of the most efficient and busy these key theories should be adapted by the management authority. The airports project management failed to adapt the technology shift those were required to be undertaken to serve the organizational responsibilities appropriately. The recommendations are as follows: For resolving this issue cloud platform is needed to be adapted by so that during sudden change no confidential information gets lost from the data server. The Statistical decision making theory will help to measure all the effective and necessary aspect of the project management. According to the changing time period the incremental model will help to design the model appropriately. Additional requirements could also be added to the existing model and as a result it will serve a dummy as well as strategic business model to Denver International Airport Authority. The change management theory will help to determine the issues in the initial stage and then as per the user and organizational need the changes will be done to gain competitive advantages from the marketplace. Mainly the project specific changes are recommended to acquire by Denver International Airport. In order to organize and lead the changes as per the user requirement contingency theory is suggested to be adapted by the management authority. Based on the current situation of the business organization, the leaders will play their job role efficiently. After combining every aspect it has been found that the main reason behind the project failure is improper decision making. Thus, in order to make effective decision proper decision making tools are suggested to be adapted. General Conclusion In brief, the entire paper is an effective piece of study showing how the project managers should face the problems and how to tackle them with maintained time and cost. The recommendations and attached theories are important for suggesting best suitable solution as well. Some decisions that led the project to failure during implementation; some of them are fundamental and some of them are related with managing the project. For instance, project started too late from general schedule taking higher amount of compensation cost to complete. In this manner, project took more expenditure than planned. Furthermore, just two-year time was insufficient for completion of the project. Limited time made the entire project success vulnerable with meeting all derived objectives. Massive level of schedule adjustment and crashing of internal activities made the project exposed to threats. In order to complete the project within two year, the project management team took several shortcuts for completing the activities. Their mistakes made the project failed along with poor and inconsistent decisions. Besides, the project management team failed to see what technology is suitable for baggage system handling. Thus the project faced planning failure, moreover, from slingers approach project required some aspects and from BAEs approach project requirement was another. 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