Project Management – Denver International Airport Case

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Contents Contents 1 Executive Summary 2 Introduction 3 1.0 Project Concept and Strategy 3 1.1 Was the DIA Necessary? 3 1.2 Project scope for DIA using Gray and Larson’s Model 4 2.0 Project define and planning 6 2.1 Risk Management to accommodate changes in scope 6 2.2 Scope changes in DIA project and its effects 6 2.3 Effects of scope changes on the project performance 7 2.4 Suitable Organizational Structure for DIA project 7 3.0 Communication and Stakeholder Management 9 3.1 Project Communication in DIA project 9 3.2 Opposition of expansion of Front Range Airport by United Airline 9 3.3 Importance of Stakeholder 10 4.0 Risk Management 10 4.1 Single Greatest Risk 10 4.2 DIA’s Response to Risk 11 5.0 Contracting Services 12 5.1 Importance of Formal Contracts in DIA case 12 5.2 Project Contracts 12 5.3 Bidding Process in DIA project 13 6.0 Progress Monitoring and Control 13 6.1 Main causes of Schedule variation in DIA project 13 6.2 How to handle Schedule delays? 14 7.0 Project closure 15 7.1 Major Areas of Strength in DIA project management 15 7.2 Gaps in DIA project 15 7.3 Lessons learned 15 References 17 Executive Summary Adams County and the Mayor of Denver decided to start a new project called the “Denver International Airport” with the purpose to replace Stapleton International Airport. In the entire case of DIA, it seems that risk management was not considered as an important issue. The project management team allowed many scope changes resulting to major design changes without considering the cost implications and delay in the completion of the project. Frequent scope changes have a disturbing effect of the project. It is suggested in the report to avoid so many complications such project should use project based organizational structure. One on side United Airlines was facing threats from the

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