Wednesday, November 16, 2011

BAE Automated Systems Denver International Airport

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CASE STUDY 1


Follow-up


The case involving BAE Automated Systems, Inc. and the Denver International Airport typifies a project that was not properly defined or scoped before all parties committed to it. The scope was obviously too large for the staff and resources of BAE Automated Systems. The result was BAE, apparently, biting off more than they could chew. Although it is easy to criticize BAE management in hindsight, this is not an unusual situation in business and politics today. Consider


• ENRON


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• Homeland Security


• WORLDCOM


• War On Terrorism


• Space Exploration


• War On Poverty/Drugs/Crime


These and many more are examples of what this case study attempts to present. Obviously, nothing will keep managers from bidding on projects beyond their ability (that is how some companies grow their abilities and staff); but the hope is that by studying cases like these managers will appreciate the need to


• Conduct a detailed analysis of contracts and agreements.


• Compare system performance with a user needs analysis.


• Implement controls to keep a project on track.


• Design progress tests to be performed at strategic points along the timeline.


• Involve all stakeholders initially and along the way.


• Practice good project management techniques.


Denver International Airport was opened on schedule with no apparent problems (to the dismay of the media covering the event). The assets and intellectual property of BAE Automated Systems were acquired by a company called G&T who specializes in conveyor belt systems (primarily at airports). The baggage handling system at Denver International Airport continues to be presented as a marvel example of high-speed automation.





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