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Denver International Airport (DIA) Automated Baggage

Handling Project

Project Charter

Lisa Romero

March 11, 2011

Version 2.0
Table of Contents

1.0 Revision History

Name Date Reason For Changes Version


Lisa Romero 3/11/11 Second draft 2.0 draft2

2.0 Statement of Purpose

The purpose of this document is to formally recognize any changes that could have
been made to the Denver International Airport (DIA) Automated Baggage Handling
Project in order to help mitigate the failures it incurred. This document contains (a)
general information about Denver International Airport (DIA) Automated Baggage
Handling Project, (b) a project overview, (c) the project objectives, (d) a list of the
people involved in the Denver International Airport (DIA) Automated Baggage Handling
Project (d) a list of project constraints, (e) any assumptions made, (f) the preliminary
schedule and budget estimates, (g) the plan modification rules, and (h) an approval
signature section.
3.0 Project Information

Project Start Date: November 1989

Project End Date: October 31st, 1993

Project Manager: Walter Slinger

Project Sponsor: Denver International Airport

4.0 Project Overview

4.1 Overview of the Organization

The Denver International Airport (DIA) is planned to be the replacement for the
Stapleton International Airport and a transportation hub for international airlines. The
baggage handling system will allow for the DIA to achieve this goal.

4.2 Current Situation and Problem/Opportunity Statement

The Stapleton International Airport, the airport the Denver International Airport
would replace often experienced serious air traffic congestions and communication
problems. Due to the large size of the new planned airport, a state-of-the-art
automated baggage handling system would allow for faster the transportation of bags
much more quickly than conventional conveyor belt systems. The faster
transportation of the baggage would create an opportunity for the aiport to serve as a
hub for airlines.

4.3 Project Objectives

The purpose of the new and highly advanced baggage handling system for the new
Denver International Airport was to improve the efficiency of baggage distribution
between airplanes to and from travelers. The new handling system would allow for
faster turn around time and therefore give the airport a competitive advantage as a
international transportation hub.
5.0 Roles and Responsibilities

Name Role Position Contact Information


Walter Slinger Project Manager Project Manager Deceased
Mattias Franz Consultant Specialist Logplan Cosulting
constultant

6.0 Project Constraints

The baggage handling system has poor scheduling, new and untested
technology, and a high complexity of system and changing requirements. Also,
the highly visible mechanical problems cause it to not deliver productively and
efficiently.

7.0 Assumptions

The plan for the new airport and the new handling system was ambitious and at the
early planning stages, nobody imagined the complexity of the project. The lack of
knowledge of the complexity caused for many mistaken assumptions. First, the
airport’s Project Management team had assumed that the individual airlines would
make their own baggage handling arrangement when in fact only United Airlines had
begun such plans. Second, the team assumed they would be using similar technology
to other systems previously built by airlines when in fact they would need new
technology to have one large integrated system. Also, with these first two
assumptions being found incorrect, both the Project management team and BAE
assumed that they would still be able to finish the project in two years.

8.0 Preliminary Schedule and Budget Estimates


1. Original start date – November 1989 with an original budget of $1.339 Billion.
2. May 1990 - New budget estimate of $2.079 Billion
3. February 1992 - New budget estimate of $2.7 Billion
4. Target opening shifted from October 31st 1993 to December 19th 1993
5. Target opening shifted from December 19th 1993 to May 15th 1994
6. February 1994 – New budget estimate of 2.924 Billion
7. Target opening for May 1994 canceled and indefinite delay announce
8. September 1994 – New budget estimate of $2.953 Billion
9. February 28th, 1995 – Airport actually opened
10. March 1995 – New budget estimate of $3 Billion
9.0 Plan Modification Rules

The Project manager has the authority to change the charter. The BAE working along
with the management team and the airlines working with the project also have imput.

10.0 Approval Signatures

Project Manager:

As project manager on Denver International Airport Baggage Handling Project, I have


reviewed the information contained in the Project Charter and agree to its content.

Name Position Signature Date

The signatures above represent stakeholders’ agreement and acknowledgement of the


information contained in this document.

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