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Denver International Airport - Case Study

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Assignment – Denver International Airport (DIA)
Individual Case Analysis
Nicholas Y. Foo

City University of Seattle
PM501_03_IN: Intro to Project Management
Larry D. Mitchell
October 17, 2014

DIA – Individual Case Analysis
The Denver International Airport was built and finally opened on February 28, 1995. It took the project nearly six years to complete with project costs initially estimated at $1.2 billion to the final cost of $5.0 billion. From the case study in Project management: a systems approach to planning, scheduling and controlling, DIA provided improved airfield configuration, improved efficiency in the operation of the regional airspace, reduced noise impacts, a more efficient terminal/concourse/apron layout, improved international facilities, significant expansion capability and enhanced efficiency of airline operations (Kerzner, 2001, pp. 645-646).
Yet, the DIA construction project was inundated with many problems, conflicts of interest, increase scope changes and cost issues. Of which, the root cause is that DIA had poor Stakeholder involvement and accountability. In the PMBOK® Guide, a Stakeholder is “an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project” (PMI, 2013, p. 563). The facts will show that our stakeholder involvement and accountability suffered throughout the DIA construction project.
United Airlines and Continental had 80% of all the incoming and outgoing flights in Denver, yet the DIA project construction started without a signed agreement from both airlines. This means that United and Continental may decide not to be involved with the project and they will not be accountable. In designing a viable roof for DIA, there was a tug of war between aesthetics and practicality. Both United Airlines and Continental refused to...

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