机场行李自动处理系统项目分析报告.docx
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机场行李自动处理系统项目分析报告.docx
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机场行李自动处理系统项目分析报告
ProjectAnalysisReport
1.0Introduction
Projectmanagementisanimportantdisciplineincontemporarysocietyasincreasingprojectsarebeingimplemented.Regardingwithprojectmanagement,itiswidelyacceptedasaprocessinwhichaprojectteaminitiates,plans,implements,monitorsandclosesaspecificproject(Mustaro&Rossi,2013).Normally,thepurposeofprojectimplementationaimstopromoterelevantchangeorimprovementbyintroducingnewproducts,program,process,andparadigms.However,itshouldbenoticedthattheimplementationandmanagementofaprojectisaverycomplexprocess,whichinvolvesvariousknowledge,technologies,skills,stakeholders,activities,aswellasotheruncertainfactorsandsoon.Forthis,itisnoteasytoensurethesuccessofprojectalways.Inotherworld,howtoensurethesuccessofprojectisstillaseriousproblemfacedbyprojectconstructionorganizations.Inrealworld,manyprojectshavebeenimplementedandmanagementunsuccessfully.DenverInternationalAirportBaggageHandlingSystemisatypicalprojectthatwasimplementedandmanagementunsuccessfully.Inthiscontext,thisreportisaimedtocarryoutasystematicevaluationoftheDenverAirportBaggageSystemprojectinordertoobtainabetterunderstandingofwhytheprojectwasplanned,implementedandmanagedabortively.Thisreportwillbedividedintothefollowingsections.Thefirstsectionwillbrieflyoutlinethebackgroundinformationoftheproject.Thesecondsectionwillanalyzestakeholderswhoareinvolvedintheproject.Thethirdsectionwilldescribeandanalyzehowtheprojectwasimplementedandmanaged.Thefourthsectionwillconductacriticalanalysisoftheprojectoutcomeinordertoidentifysomekeyfactorsthatcontributetothefailureoftheproject.Thefinalsectionwillreflectupontheprojectinordertopromotethesuccessfulimplementationandmanagementofprojectinthefuture.
2.0Backgroundinformationoftheproject
In1990s,thecityofDenverdecidedtobuildautomaticairportbaggagehandlingsystemprojectinanewlymassiveDenverInternationalAirporttorespondtotheincreasingairportcapacityandimprovecompetitiveadvantage.Thenewairportattemptedtoextendapproximate53squaremiles,includingtwoparallelEast-WestrunwaysandthreeparallelNorth-Southrunways(deNeufville,1994).Inordertoimprovetheoperationsefficiencyoftheairport,thecityofDenverdecidedtoestablishthebiggestautomaticairportbaggagehandlingsysteminthenewDenverInternationalAirportinordertounderpinitspositionasanimportanttransportationhubininternationalsociety(deNeufville,1994).Thesystemwasconsistedofmanycomponents(Appendix1).Itwasexpectedthattheconstructionoftheautomaticairportbaggagehandlingsystemhelpstoshortenaircraftturnaroundtime,andthenunderpinthecompetitiveedgeoftheairport.Beforestartingtheproject,TheBreierNeidlePatroneAssociateswasemployedbytheCityandCountyofDenvertoevaluatethefeasibilityoftheproposedairportproject(CalleamConsultingLtd,2008).Afterinvestigationandevaluation,TheBreierNeidlePatroneAssociatesreportedthattheplannedprojectwastoocomplicatedforconstructionandimplementation,andthereforesuggestedthattheprojectwasunfeasible.However,thecityofDenverdidnotgiveuptheproposition,andfocusedonpursuingthepossibilityanyway.Finally,theproposedprojectwasputintopractice.
InNovember1989,preparatoryworkofconstructingtheairportstarted.Itwasplannedtoopentheautomaticairportbaggagehandlingsystemon31October1993.ContinentalAirlinesandUnitedAirlinessignedonfortakingpartintheconstructionofthebaggagehandlingsystem.Nevertheless,duetotheundervaluationofthecomplexityoftheproposedproject,massiveproblemstookplace,resultingintheunsuccessfulimplementationoftheproposedproject.Becauseofarangeofproblemssuchasseriousmechanicalproblemsandsoftwareproblems,theopeningdateoftheprojectwasdelayedagainandagain,resultinginhugeeconomicloss(Appendix2).On28Feb1995,thesystemopened.But,unfortunately,thedeliveredbaggagehandlingsystemwasonlyutilizedintoasingleconcourse,insteadofautomatingallthreeconcoursesintoanintegratedsystem(CalleamConsultingLtd,2008).Otherbaggagehandlingwasoperatedthroughsimpleconveyorbeltswithhand-actuatedtugandtrolleysystem(CalleamConsultingLtd,2008).Obviously,thesystemwasestablishedanddeliveredhurriedly.Itisobviousthatthedeliveredsystemwasfarfromtheexpectedoutcome.Althoughthesystemhasbeenfurtherimprovedandoptimizedinthethereafter,theautomaticbaggagehandlingsystemfailedinoperatingwell.Asaresult,theprojectwascompletelyabandonedin2005.
3.0Projectstakeholderanalysis
Theimplementationofspecificprojectwillgenerallyinvolveinvariousstakeholders(Missonier&Loufrani-Fedida,2014).AccordingtoProjectManagementInstitute(2013),projectstakeholdersrefertoorganizations,groups,orindividualswhowillinfluenceorwillbeinfluencedbytheimplementationofspecificproject.Thismeansthatprojectstakeholdersaregenerallycomposedoforganizationsorindividualssuchasprojectmanagementmembers,sponsors,residents,employees,andcustomersandsoon(Missonier&Loufrani-Fedida,2014).Sinceprojectstakeholderswillproducesignificantimpacton,orwillbesignificantlyinfluencedbytheimplementationandmanagementofprojects,therefore,itisvitaltoidentifystakeholderswhoareinvolvedinprojectswhenimplementingspecificproject(Rajablu,Marthandan,&Yusoff,2015).Theprojecthasinvolvedmanystakeholders.Herebelowaresomekeystakeholdersoftheproject.
ThecityofDenverisoneofthemostimportantprojectstakeholders.TheprojectwasproposedandinitiatedbythecityofDenver.Duringtheprocessofprojectpreparationandimplementation,thecityofDenverwasresponsibleforcallingforbids,makingdecisions,andmonitoringtheimplementationprocessoftheproject(CalleamConsultingLtd,2008).Forexample,thecityofDenverwasinchargeofdecidingprojectcontractorsandpartners.Therefore,thecityofDenverwillproducemajorimpactontheimplementationoftheproject.
ContinentalAirlines,UnitedAirlines,BAESystems,DenverAirportmanagementteam,andLogplanConsultingwerealsosomekeystakeholdersoftheproject.Whenimplementingtheproject,ContinentalAirlinesparticipatedintheproject,attemptedtouseDenverasitstransportationhub,investedaround$73millionontheproject,whileUnitedAirlinessignedon,attemptedtouseConcourseAasahub,andinvestedaround$261million(CalleamConsultingLtd,2008).Thesestakeholdershadexperiencedhugelossduetothefailureoftheprojectimplementation.
BAESystems,aleadingsupplierofbaggagehandlingequipments,wasresponsibleforestablishinganautomaticbaggagesystemforConcourseA,andexpandingthebaggagehandlingsystemoftheUnitedAirlinesintoanintegratedsystemthatautomaticallyhandlesbaggageinallairlines,threeconcourses,anddepartingandarrivingflights.Inthissystemproject,BAESystemsplayedanimportantroleasitdirectlyparticipatedinimplementingandmanagingtheproject(CalleamConsultingLtd,2008).DenverAirportmanagementteamisalsothekeyprojectstakeholdersbecausetheprojectteamwasresponsibleforimplementingandmanagingtheproject.SincetheprojectmanagementteamofDenverAirportandBAESystemsfailedinorganizing,implementingandmanagingtheproject,therefore,theprojectfinallyfailed(CalleamConsultingLtd,2008).ThisreflectsthattheprojectmanagementteamofDenverAirportandBAESystemshadinfluencedtheoutcomeoftheproject.Fromthispointofview,itcanbefoundthattheywereimportantstakeholdersinvolvedintheproject.
Passengers(consumers)arealsokeystakeholdersinvolvedintheprojectbecausetheywillbedirectlyinfluencedontheoutcomeoftheprojectimplementation.Sincethebaggagehandlingsystemwasimplementedunsuccessfully,thereforetheycannotobtaintheautomaticallybaggagehandlingservices.Becausetheyweredirectlyinfluencedbytheoutcomeoftheprojectsotheywerealsokeyprojectstakeholders.
AccordingtoEskerodandJepsen(2013),projectstakeholderswillsignificantlyinfluencetheoutcomeofproject.Hence,itisaneedtomanageandcoordinatestakeholderswellinordertoensurethesuccessofprojects.However,theprojectstakeholdersinvolvedintheautomaticbaggagehandlingsystemprojectwerenotmanagedandcoordinatedeffectively(CalleamConsultingLtd,2008).Asaresult,theprojectwasimplementedunsuccessfully.
4.0Descriptionofthemanagementoftheproject
Projectmanagementisasystematicprocessinwhichprojectmanagementteamfocusesonusingrelevantknowledge,technologies,skillsandtooltopromotethesmoothimplementationofspecificprojectinordertoachieveexpectedprojectgoalsandobjectives(Gido&Clements,2016).Accordingtothetheoreticalmodelofprojectlifecycle(Figure1),projectmanagementcouldbesubdividedintofourstages,includingdefining,planning,executing,aswellasdelivering(Prabhakar,2008).Tosomeextent,theimplementationandmanagementoftheautomaticbaggagehandlingsystemprojectalsofollowedtheprojectlifecyclemodel.
Figure1:
Projectlifecycle
Adaptedfrom:
Prabhakar(2008)
Inthedefiningstage,specificgoalsandtaskswereidentified.Inviewsofthefactthatthenumberofpassengersinairportwasincreasing,thecityofDenverdecidedtoestablishtheautomaticbaggagehandlingsystem.Beforestartingtheproject,spec
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