Bae Operating System

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2. The risks involved in the Denver International Project are given as follows: * Complex baggage handling system – extremely complicated technology: The new baggage system was the most complex and integrated baggage system ever defined. Ten times larger than any other automated system, the increased size resulted in increased complexity exponentially. The greater shift in the technology required to manage such a complex system should be anticipated and efficiently planned. * Customer requirements: Customer requirements were never collected. The project team didn’t have confirmations from any of the airline companies during its initial phases. The team did not make any special effort to conduct research and collect requirements from potential customers. This leads to mismatch of customers expectations and generated output at the end of the project. * Deadline: Initially the deadline was fixed, but due to the incorporation of extremely complex baggage handling system in the middle of the project, meeting the schedule became a significant risk. * Number of players: Due to the huge complexity of the project, the project was divided into mini projects and given to multiple sub contractors. This increased the risk tremendously, as failure to meet the schedule by one contractor can have a catastrophic effect on the schedules of other dependent projects. * Change in leadership: Leadership was changed in midst of the project. This also increases the risk of knowledge transfer and complete understanding of the project. * Build-design method: The design and build phase of the project was done simultaneously. This led to high risk, as any modifications in the design will be difficult to accomplish once the build phase is in progress. This reduces the flexibility of the project. Also, enhances the difficulty to make a scalable project. This project
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