BAE Case Deliverable
Introduction
Project management can be a widely varied activity but with common denominators. All
projects are subject to the triple constraints of time, cost, and scope. A good understanding of
the life cycle of projects will increase the probability of success and satisfaction of clients, both
internally and externally. In most cases, the planning stage of a project requires the most
scrutiny as to foresee and avoid possible and likely pitfalls that will be paid in dividends by cost
or time. Poor planning will impact at least one of the three main constraints, which in turn will
impact the other two, as they are incontrovertibly link to each other. Below is a case study of
BAE and their endeavor to maintain control of these three main factors of a project in a difficult,
and at times, hostile set of parameters.
Scope
BAE Automatic Systems Inc. scope involvement with Denver International Airport (DIA)
was limited in its beginnings. An airport-wide baggage system not incorporated with the initial
design of the project necessitated an individual contract between United Airlines and BAE. The
expertise of BAE in such projects was robust and both parties was comfortable with expectations;
a project to take two and one-half year to bring to completion. This was also due to United
Airlines’ effort to protect themselves as they observed the deterioration of the DIA main project,
especially from the perspective of baggage transport systems. At the point of planning and
designing of the system that United Airlines and BAE eventually agreed upon, the city had not yet
gotten bids from other companies for the system to be in place.
With plans drawn and both sides in agreement, the scope of the project was clear and
