Can you re-write the attached document with your own words please plagiarism free. Thank you

 ATTACHMENT PREVIEW Download attachmentOMGT 5783 – Project Management2/23/2016Denver Airport Baggage SystemBackgroundIn the 1990’s, the city of Denver built a new state of the airport to meet the need ofgreater airport capacity – the New Denver International Airport. The Denver airport was to bethe largest in the USA with area of 140 km2and capacity of 50 million passengers per year.The mechanized baggage handling system was a very important part for the New DenverAirport. (Calleam Consulting Ltd)The baggage handling system was called “Integrated Automated Baggage HandlingSystem” which was designed to deliver all baggage from check-in to the aircraft, fromaircraft to pick-up on arrival, and transfers. The fully-automated baggage system wasdesigned to replace manual baggage handling. The purpose was to reduce aircraft turn-around time for faster service to travelers. The baggage handling system contained 9 km ofconveyors and 27 km of track. There were 4000 carts that were controlled by radio circulatedon the track. (Neufville)However, due to underestimating the complexity of this project, the New DenverInternational Airport was delayed by a full 16 months. The delay cost the city of Denver anestimated $1.1 million per day to maintain the airport and pay for interest charges onconstruction loans. When opening day finally arrived, the system was still not fullyfunctional. The automated baggage system was only used by a single airline (United Airline)for outbound flights. The manual tug and trolley system was used to handle all otherbaggage, which was built in a hurry while the automated system was obviously failing toreach the original objectives. (Calleam Consulting Ltd)In August 2005, United Airline decided to completely abandon the “Integrated AutomatedBaggage Handling System”, due to the $1,000,000 monthly cost for maintenance which ismuch higher than the labor costs. (Calleam Consulting Ltd)

View the AnswerReasons for failureThe first reason of failure was a change in strategy. The airport’s Project Managementteam originally planned that the individual airlines need to make their own baggage handlingarrangements. However, in the summer of 1991, the airport’s Project Management teamdecided to change their strategy and build a fully automated baggage handling system bythemselves. The change in strategy came two years before the airport’s opening date. Thisgave the baggage project a short two-year timeline. (Calleam Consulting Ltd) Theinsufficient project time caused the delay of the airport and dysfunction of the whole baggagesystem.The additional $70 million was used to build a manual baggage handling system.(Weiss, 2005) The original $200 million for the fully automated system was increased to$600 million. In the end, the automated system was abandoned in 2005. (INDUSTRIES &TAGS, 2015)Poor stakeholder management was the second reason of failure. The airlines were notinvited into the planning discussions. There were major changes required by airlines oncethey brought into this project. The project required airlines to add ski equipment racks,different handling for oversized luggage, and separate maintenance tracks for broken carts.The cost of changing the scope at the end of a project was considerably high. These changesalso added extra work to the project which required extra time. (Coolman, 2014)The third reason of failure was the underestimation of the complexity of this project. Thefully automated baggage handling system was much more complex than its predecessor,which was a huge technological leap over current practice. It was designed to have 12 timesas many carts as in the existing baggage systems in San Francisco and 10 times the cart speedof conventional conveyor belts. When the complexity of a designed system increases, thedifficulties in making the system work increase exponentially. The originally designedbaggage handling system in New Denver International Airport would be 100 times ascomplex as any of the existing systems in the world. With 100 independent lines of access, itis extremely difficult to provide sufficient empty carts to each conveyor belt for picking upnew bags. In the mathematical model, the empty carts had to wait for new bags. Failure tosend empty carts to the right pickup points would delay the baggage handling process

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