BAE Automated Systems (A): Denver International Airport Baggage-Handling System

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Case Study Link: https://hbsp.harvard.edu/import/966218

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BAE Automated Systems (A): Denver International Airport Baggage-Handling System

Lynda M. Applegate, Ramiro Montealegre, H. James Nelson, Carin-Isabel Knoop
The case investigates the events surrounding the construction of the BAE baggage-handling system at the Denver International Airport. It looks specifically at project management, including decisions regarding budget, scheduling, and the overall management structure. Also examines the airport’s attempt to work with a great number of outside contractors, including BAE, and coordinate them into a productive whole, while under considerable political pressures. Approaches the project from the point of view of BAE’s management, which struggles to fulfill its contract, work well with project management and other contractors, and deal with supply, scheduling, and engineering difficulties.

 

 

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This case study examines the events that took place surrounding the construction of a BAE automated baggage-handling system for the Denver International Airport (DIA). The primary focus is on project management, looking at factors such as budgeting, scheduling and overall management structure. It also looks into how DIA attempted to work with many outside contractors while under political pressure. Additionally, it explores how BAE’s management had to juggle between fulfilling their contract, working well with other contractors and dealing with supply chain issues (Applegate et al., 2006).

The main challenge faced by BAE was ensuring that all stages of the project were completed within an allotted timeframe and budget. This was further complicated by supply chain difficulties which led to delays in installation as well as testing failures due to malfunctioning components (Applegate et al., 2006). Furthermore, coordination between multiple external contractors proved difficult leading to communication gap which caused tensions amongst those involved in different aspects of the project. To make matters worse, there was considerable political pressure from local authorities who wanted results quickly despite this being unfeasible given the circumstances.

In conclusion, managing large scale projects such as these requires clear objectives both internally and externally for it to be successful. It is important for all stakeholders involved – including politicians – to understand each other’s needs especially when so many elements are being coordinated at once . Moreover , contingency plans must always made order prepare unforeseen situations since even small hiccups can lead major setbacks if not dealt with swiftly appropriately.

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