Essay About Project Managers And Systems Case Study

Bae Automated Systems Case Study
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[pic 1][pic 2]BAE AUTOMATED SYSTEMS CASE STUDY[pic 3][pic 4][pic 5]TABLE OF CONTENTSTable of Contents
BAE faced planning and system complexities as the size and requirement for DIA was a first of its kind.  In order for an automated baggage system to be implemented at DIA, faced issues that include the following:Team CooperationBAE was suppose to have unrestricted access; however, this was not the case and going through the city’s channels delayed the project. Communication amongst the teams was a challenge; there was a senior manager for each of the concourses and a manager for the main terminal.  Changes were happening fast that there was no time to have an information system and there was no one to tie decisions together.Procurement ChallengesDenver’s requirement and city law outlined that a certain percentage of jobs be contracted to minority-owned companies. The City of Denver had denied BAE’s original contract because it did not comply with hiring requirements, where upon BAE engaged some outside contractors in lieu of BAE employees.Project ManagementBAE had to change its working structure to conform to DIAs project management structure. The City of Denver had unrealistic due dates, the build-design method for the project was according to a DIA official which was unusual because projects with this complexity will normally happen in separate stages.  Failure to recognize the complexity and risk contributed to poor project management.Environmental & Root Cause AnalysisBy automating baggage handling, the turnaround time for an aircraft can be reduced to 30 minutes; faster turnaround meant more efficient operations and a competitive advantage for an airport. In December 1991, United Airlines, commissioned BAE to develop an automated baggage handling system for its B Concourse at DIA.  The City of Denver’s decision to contract BAE to design and implement an automated baggage handling system in 1992 was because there were no suitable candidates in the competitive bid process.  BAE had in-house engineering, manufacturing, and field support capabilities which enabled BAE to develop, design, manufacture, install, and support projects that they undertook from start to finish; however, they were unable to utilize all of their resources.  Denver’s city law outlined that a certain percentage of jobs be contracted to minority-owned companies which caused long delays and increased costs upward to $6 million.  Being unable to utilize BAEs resources resulted in higher costs and delays.A Build-Design project was used which involved too many parties and no effective method to communicate dependencies and milestones. This was a big project and involvement totaled 200 to 300 firms and reached 400 during the construction phase. One of the biggest problems was keeping track of all the changes, engineer’s, contract administrator, project managers had their own methods to keep track of their work; however,  there was no system to combine all reports.  It was difficult to assess completion as this a build design complicated progress.