Description
i have attached the instructions for research paper and case study documents
Grading Rubric
undefinedThe bulk of the grade will be allocated to how well you have succeeded in describing your action plans and decisions.
undefinedA portion of the grade will be reserved for how much care has been taken in preparing the paper.
undefinedThe minimum requirement is 2,000 words.This length will provide you the room to fully discuss your project management approach.The word count does not include the abstract, citations, nor excessive copied material such as quotes from the case or from citations.
undefinedRubric Weighting:
undefined- Structure/Format 10%Organization of paper
- Edits/Spelling 10%Grammar
- Citations 5%Number and Relevance
- Style 5%Professional-level Writing
- Facts20%Use of case fact set
- Analysis 25%Option Selected and Impact on PM
- PM Approach25%Level of Detail
- Minimum LengthReduction of assignment grade
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BAE and Denver International Airport Baggage Handling System Project Management
Student’s Name
Course
Instructor’s Name
Date
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Abstract
This paper is on a case study of a project in the most developed airport in the world, Denver
International Airport. The project was offered to the BAE company commissioned and offered the
job to upgrade the airport. The two parties agreed on the contract and signed for the kick-off. This
project's progress faced several issues that came with poor management of the project from Denver
and BAE, the contracting company. The poor planning and management caused many issues that
resulted in much more significant unfavorable effects to the parties, including lack of good
relations and the losses and seeking of lawsuits by the City of Denver. There are the best practice
recommendations in such a case where most if not all the issues find solutions.
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Introduction
The Denver International Airport (DIA) had plans to automate the baggage system where
it was targeting to reduce the time inefficiency in the airport. And the project was awarded to BAE,
but it was meant to upgrade the entire airport system in April 1992 and at a value of $175.6 million.
And the project was meant to deal with the three designs to make their work perfect in the airport.
The three designs used in the project were: mechanical design, software design, and industrial
design. The Denver City's target was to make the airport more efficient in the travels in time
saving and efficient. Several disruptions and issues arose during the system's construction, making
it a more complicated operation that seemed to not agree with the City Mayor Webb and BAE.
This lack of proper plans in a project and low work program caused a bad relationship between
them. The issues further brought about seeking lawsuits, showing that the parties have reached the
climax without a solution for the problems at hand. In an agreement signing a contract should be
at a balance, and no one should rush into agreeing on terms that are not complete. The cost and
time are wasted and thus reduced profits from a poorly organized project.
Further poorness can also lead to failure in completion. That would be a total loss for both
parties involved. That is why the company taking the contract should analyze and ensure that they
have full requirements satisfied in the contract acceptance.
Project Organization and Management
Unlike managerial adjustments, the Denver International Airport (DIA) project did not
accommodate too many baggage systems changes. The baggage system was frozen on 15th May
1992with PMT assuming the management responsi...