Assignment No 1: Prepared by Registration No Prepared For Subject Date

Subject: PPM Assignment No 1
Instructor: Ismail Marwat
Assignment No 1
Prepared By: Anish Khalid.

Registration No:FA15-BEE-079.
Prepared For: Sir Ismail Marwat.
Subject: Project Planning and Management
Date: 24 May,2019.
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Question No 24
Why were the architects coordinating the changes at the construction site?
Answer :-
The architects were co-ordinating the changes at the construction site to
reduce paper work and maintain the schedule. Architects heavy involvement during the
construction phase is highly unusual and the reason was that the PMT was abdicating control
to the architects who will be responsible for the coordination .It was because of the PMT’s
failure to sort out the differences between the city’s aspirations and the maintenance
orientation of the operators; their failure to detect the cost and constructability issues with the
first design that led to the burden of responsibilities on the shoulders of the architects.
Question No 25
Should the PMT have been replaced?
Answer:
Yes, the PMT should have been replaced for the followings reasons-
•There was change in Strategy at the onset of the project itself. The project management team
needed to do a better job of planning prior to the start of the project.
•Decision to proceed – took more time that the scheduled time.
•Schedule scope and budget commitments. Knowingly they undertook risk.
•Negotiation Mistakes- even though Airlines were key stakeholders in thesystem they were
excluded from strategic decisions.
•Lack of Planning, Poor management oversight and ineffective communication.
•The PMT failed to sort out the differences between the city’s aspirations and the
maintenance orientation of the operators.
•They failed to detect the cost and constructability issues with the first design even though
both PMT partners had vast-in house expertise.
•The PMT also did not appear to be aware that the first design may not have met the project’s
standards.
•PMT did not know what to do with the Destination Coded Vehicle system. The risks were
unknown. The complexities of the system was unknown especially Software Requirements.
•PMT was also abdicating control to the architects who would be responsible for
coordination.
•The trust that had developed during the early phases began evaporating.
Question No 26
Do scope changes reflect upon the ineffectiveness of a project management
team?
Answer:
Yes, the scope changes reflect upon the ineffectiveness of a PMT. The various scope changes
in the case are:
•Structural modifications of the terminal building( primarily in the Land side
Terminal and Concourse B) to accommodate the automated baggage system
•Changes in the interior configuration of Concourse B
•Increase in the scope of various airline tenant finished, equipment, and systems particularly in
Concourse B
•Increase in the costs of runway, taxiway, and apron paving and change orders as
a result of changing specifications for the running light system.
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•Grading, drainage, utilities, and access costs associated with the relocation
of air cargo facilities to the south side of the airport
•Increase in the scope and the cost of the communications and control systems, particularly
premises wiring. Because of these scope changes the PMT failed to perform their
roles effectively.
Question No 27
Why did United Airlines decide to act as the project manager for the
baggage handling system on Concourse B?
Answer:
Airports are judged by passengers on their ability to handle their baggage systems. Baggage handling
is at the heart of an airport. The automated baggage handling system at the Denver International
Airport (DIA) was a huge undertaking .
The baggage handling systems at DIA connects gates in three concourseswhere baggage are loaded
on and off the plane with two main terminals where passengers check and claim their luggage.
United Airlines in the early planning stages insisted on an automated baggage system, like the one it
operated in San Francisco .United Airlines did not want to operate on the conventional baggage
system because it was time consuming and labor intensive. Denver officials decided that an
automated baggage handling system, most closely resembling the one at Frank Joseph Strauss
Airport in Munich, would be designed at the Denver International Airport. United Airlines changes
were more significant. It widened concourse B by 8feet to accommodate two moving walkways in
each directions. It added a second level of service and had the roof redesigned to provide a
clerestory of natural light. Mostimportant, United wanted a destination-coded
vehicle (DCV) baggage handling system where bags could be transferred between gates in less than
10 minutes, thus supporting short turnaround times . The DCV was to be on Concourse B
(United)only.Denver, after some consideration concluded that all the concourses at theairport would
operate on the automated high speed baggage handling system, not limiting it only to
United Airlines.
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Subject: PPM Assignment No 1

Instructor: Ismail Marwat

Prepared By: Anish Khalid.

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