Abstract
The case study of the Denver International Airport Baggage Handling System provides valuable lessons for the PROPwash project. It emerges that the budget, timeline and leadership are important aspects when implementing a project. The DIA project failed to conduct a proper evaluation of the project hence underestimated the time it would take to complete the project. Consequently, the poor estimation affected the cost as well as caused those involved in the project to incur pressure while trying to complete the project. The project ultimately failed. The failure of the DIA project has crucial lessons for the PROPwash project
Week 8 Last Paper
Items That Could Apply To the Propwash Project
Several items mentioned in the Denver International Airport Baggage Handling System apply to the PROPwash project. The most prominent ones include: Time, cost, and leadership. Beginning with time, the DIA baggage handling system had a strict timeframe. Specifically, the bidding process started in 1991, whereas the redesigned airport was supposed to be in operation by October, 1993. That means that the design, construction, and testing of the new airport as well as the baggage handling system was to take place in approximately two years (Calleam Consulting, n.d). Denver City administrators wanted to create an impressive system that would enhance efficiency and even make the city to be recognized as one of the best in relation to provision of adequate airport handling facilities. The administrators also wanted to create a legacy by hurrying the process at the expense of sobriety. Similarly, the PROPwash project has a strict timeline of 13 months. The target is to install 582 printers in 13 airports. The assumption is that four old printers can be removed and four others installed each day. All this needs to be done in readiness for the summer season when many people travel.
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Secondly, just like in any other projects, there is always a cost. The only difference in this case is that the DIA baggage handling system and the PROPwash projects underestimate the complexity of the projects. The planners of the DIA baggage handling system did not anticipate that they would change strategies, hence incur more costs. The expectation was that everything would run smoothly till the project came to completion. However, it turned out that the project delayed completion and expenditure to maintain the empty airport and interest charges on construction loans cost the city of Denver $1.1 million each day (Calleam Consulting, n.d). The PROPwash project is likely to suffer a similar fate. The total cost of the project is estimated at $567,240. The financial management does not plan to increase the budget. Having a fixed budget on such as strict timeline could cause a disaster in case something unforeseen happens. Like in the Denver city project, the planner did not anticipate any mishaps but they ended up incurring a lot of costs.
Thirdly, there is ineffective leadership in all projects. Starting with the DIA project, Walter Singer had been at the helm of making decisions. Reportedly, he was a civil engineer with a lot of experience in construction of buildings but little knowledge in implementing technological systems. Secondly, it is stated that Singer was a hands-on person who preferred making his own decisions. Evidently, he did not consult other stakeholders when implementing the system. Thirdly, he died before the completion of the project. He was the man with the ideas and it emerges that he died with them. It is also possible that there were no guidelines, which anyone would follow when implementing the system, making it difficult for the next project manager to implement the system. In the PROPwash project, the previous project manager was fired because the management of the airport expected him to make all the decisions (Albatross Airlines, n.d). Specifically, they wanted him to figure out the time and cost it would take to install the new printers. Just like in the DIA project, the Albatross Airlines director wanted one person to make all the decisions. Similarly, the firing of the project manager caused everything to stall. In both projects, the absence of the project manager brings everything to a standstill. It is because individuals are given so much power and roles that their absence ruins the progress of the projects.
One Lesson Learnt
The most prominent lesson learnt from the DIA baggage handling system is the importance of conducting comprehensive evaluation before working on a project. It is evident that Walter Singer and other people did not conduct a conclusive evaluation of the project, hence underestimation. Evaluation in this case implies studying airports that have similar or almost similar designs, consulting various experts, as well as stakeholders. In the DIA case study, it is mentioned that some stakeholders raised concerns about the system but they were not listened to. Singer, who had a lot of experience in the construction industry assumed that developing technological systems was not different from construction projects. Working on assumptions led to underestimation of the time it would take to complete the project. The longer the project took, the higher the cost that was incurred. Therefore, proper evaluation of the project would have made its implementation more efficient or even given a clear picture of the cost that would have been incurred.
Monitoring and Control Tools That Would Not Apply To the Propwash Project
Firstly, it is not necessary to hire an external expert to assess the feasibility of the PROPwash project during implementation. In the DIA project, it was necessary to hire an external expert because of the delays. However, in the PROPwash project, it involves multiple airports and the effectiveness of the system will be ascertained by how it works after being installed. If the printers do not work, it means they could be faulty and the supplier will be held responsible. Secondly, there is no need for prototypes or even official testing of the system because it is a continuous system. The only thing needed is to replace the old printers with new printers. Therefore, it is not a complete overhaul of the system.
Specific Monitoring and Control Tools That Could Be Valuable To Propwash Project
Before the new printers are installed in all the 13 airports, it is prudent to evaluate their effectiveness in at least one or two airports. Their effectiveness can be measured by the responses of the staff and passengers. The satisfaction of the stakeholders, means that they are effective, hence can be rolled out to the other airports. One of the crucial monitoring tools is the hiring of an independent consultant. Although Denver city hired a consultant when it was too late, it is prudent that the Albatross Airport management team hires a competent consultant to establish the time and the cost it will take them to install the new printers. One project manager may not evaluate accurately the logistics involved in completing the project. Perhaps it is the reason the first project manager was unable to provide accurate information.
Additional Lessons Learnt From the Propwash Case
Firstly, the decision making process needs to involve several people, as opposed to one person. Although it is expected that experts provide solutions to problems, it is almost impossible for individuals to avoid making errors. Secondly, individuals may have their own way of doing things, which may not be effective in some instances. The management of the Albatross Airlines ought to have convened a meeting of all stakeholders as well as the experts to devise a proper plan of implementing the project. Most prominently, it is not prudent to let one person have all their ideas of implementing a project. It is detrimental especially if the person is absent. It means that the project either stalls or compels the management to start it afresh. Therefore, it is essential that the plan and the specific tasks required to complete the project be made available to all those implementing the project for continuity purposes.
References
Albatross Airlines. (n.d). Printer Replacement/Obsolescence Project (PROPwash) Printer Installation Project. Regis University.
Calleam Consulting. (n.d). Denver International Airport Baggage Handling System – An illustration of ineffectual decision making. Case Study
