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Issues
The three major issues presented by the DIA case were:
- Financial – reduce DIA’s bond debt ($5.3 billion).
- Strategic – Attract passenger and cargo traffic as a means to achieve 100% fixed assets utilization.
- Technology – Correct malfunctioning ABS (automated baggage system). Use of technology in cost control.
I will be taking a much more in-depth look at each of these issues in section four – alternatives, in terms of the development of a system. I will also go into greater detail in section three, problems and opportunities, where I have focused most of this case study analysis.
Environmental Analysis
The event that leads to the need for a new airport in Denver was simply – Denver had outgrown SIA (Stapleton International Airport). SIA was established in 1929; although periodic expansion over the years seemed to satisfy air traffic demands, by the 1970s SIA was one of the ten largest airports in the world and was not capable of handling its current or future projected air traffic. An option to expand SIA onto U.S. Army arsenal property was pursued – the property was highly contaminated, and clean-up costs were estimated at $6 billion in 1982 – proving this to be an unfeasible option for the city of Denver.
The other option, and the eventual result, was to construct a new airport. With the local endorsement and $500 million in federal funding, the construction of DIA would begin on September 28, 1989. Due to the delays with the automated baggage system, DIA did not open until February 28, 1995 – sixteen months later than the scheduled date.
The environmental analysis of this case presented a very good opportunity to demonstrate the effects that technology has on society. Technology for the most part is designed to make our lives easier. But, as can be seen in the case of the ABS – design needs to constantly assess – and changed if the analysis indicates change is needed. While technology does indeed offer long-term benefits – something quite contrary can be claimed when technology doesn’t work, as in the case of the ABS – hardship was the result of malfunctioning technology in this instance.
Problems and Opportunities
Some of the major problems that the Denver International Airport case presented could potentially have been avoided and detected through the various levels of analysis performed by implementing an SDLC (systems development life cycle)methodology, in originally designing Denver International Airport s information systems.
Along the same vein of logic that, “with every end, there’s a new beginning” – I would like to state “with every problem there’s a new opportunity”.
This section is outlined in the context of presenting some of the specific opportunities that the problems that were analyzed in this case study created.
Problem
Sixteen-month delay in the opening; this rather significant delay was due in most part to Denver International Airport malfunctioning automated baggage system. The financial ramifications of the delay were quite significant, as the Denver International Airport bond rating dropped several levels.
Opportunity
When creating Denver International Airport information systems, this problem most likely would have never occurred had it been addressed using an SDLC methodology from the onset. I would put forth the proposition that during the pre-construction phase of the project, the ABS systems problems would most likely have been detected during a Feasibility Study.
Problem
Project Mismanagement; DIA management is where the ultimate blame for the delay in opening DIA lies. Again, had the management at DIA implemented an SDLC methodology in their systems design, the pitfalls that the project faced could have been predicted, and in many situations, avoided altogether. Not only would the delayed opening have possibly been avoided – but the cost overruns (much of it, directly associated with the delayed opening) that plagued the DIA project would have been addressed as well.
Opportunity
Implementing edge technologies; considering the scope and total cost of this mammoth project – this was certainly an opportunity for DIA to implement edge, spatial mapping technologies throughout this state of the art facility. The systems development approach to a spatial mapping system might have been implemented as a prototype. A small-scale working model of the system that could be rather quickly designed and implemented. Or perhaps even better yet – the systems development approach that DIA management may have considered, might be best taken as a gradual phase-in of the system, starting with Continental’s and United Airlines’ main concourses, and then eventually phased in throughout the rest of the massive 53 square miles (34,000 acres) facility.
Opportunity
Implement GDSS (Group Decision Support System); with the new construction of DIA, the opportunities for implementing a state-of-the-art decision support system were logically presented. United Airlines utilizes a DSS in maintaining its flight schedule. A DSS could also be used, similar to the one American Airlines uses in making decisions on supply costs, as well as route selection.
Another set of problems and opportunities regarding the financial issues that were shown through the risk analysis of this case were; that DIA had established strategic conditions for financial success based on two, rather unstable factors.
Problem
The traffic from Continental and United Airlines had to not only maintained their current levels but also needed to continue to grow at projected estimates. This type of unstable contingency situation is flagrantly risky in its’ very nature. The problem: to achieve 100% fixed assets utilization
Opportunity
Implement a DSS in projecting business risks, and in determining DIAs’ strategic, and financial directives. Possible Solution: Add, long-term major airline contracts to DIA, such as Southwest or Air Canada.
Problem
Denver remains a popular business/tourist attraction.
Opportunity
Utilize a DSS/ES to analyze and model successful large-scale coordinated tourism/business attraction campaigns. Solution: By using a model that has proven successful, DIA management and the city of Denver are presented with an opportunity to bring growth and revenues to their region of the country. An example of a successful model such as Branford Missouri should be analyzed and used as a framework in designing Denver’s particular model via Denver International Airport.
Alternatives
Some next-step alternatives that the management at DIA could have utilized to help foresee some of the problems regarding the technical issues that they faced were:
DIA management could have taken a more formalized approach in the development of their information systems. DIA management might have considered implementing an SDLC (Systems Development Life Cycle) methodology in the development of such complex systems as Denver International Airport, AGTS (Automated Guideway Transit System), and ABS (Automated Baggage System).
The Software Development Life Cycle feasibility study could have pointed out the shifting directions the Acrylonitrile butadiene styrene project was taking – initially, the Acrylonitrile butadiene styrene was to be used exclusively by United Airlines, who believed that the Acrylonitrile butadiene styrene could reduce plane turnaround time to 35 minutes – then the city of Denver decided that the ABS should be extended throughout the entire airport. A more formalized development approach to the Acrylonitrile butadiene styrene system development project could have possibly prevented the eventual delay in opening DIA and saved them millions of dollars in cost overruns.
In the context of technology’s effects on our society, other ethical questions are tacitly raised. In light of the events that took place on September 11, 2001, and within the context of a present-day alternative that DIA is presented, individuals start to raise serious questions regarding the “ethical” issues involved in passenger profiling.
The decision to implement a DSS in maintaining a customer profile database – used to screen airline passengers, can certainly cause a firestorm of debate. Where the arguments for personal rights, privacy, and civil liberties, are met with equally compelling arguments for personal safety and national security.
The societal concerns that these issues raise need to be addressed. Although controversial, a DSS used for passenger screening must be seriously considered by all of the major Airlines. Of course, the use of information in this manner is in direct conflict with U.S. Fair Information Practices, which were established in 1973. These practices are the principles involved in the collection and use of information about individuals. Before the decision to implement this type of Information System can be made, and Ethical Analysis of the situation needs to be performed.
A systematic approach that DIA management should take, regarding performing an ethical analysis of any ethical issue that they face would be to:
- identify and describe the facts.
- Define the conflict or dilemma – and identify the higher order of values involved.
- Identify the stakeholders.
- Identify all reasonable options.
- Identify all potential consequences and ramifications of the options.
This approach should greatly assist DIA management in making appropriate ethics-based business decisions.
Another alternative that DIA management needs to earnestly consider is the use of Expert Systems in assisting them in trying to coordinate and assess all of the business decisions that DIA management faces, and help to define the multitude of logistical considerations for the various projects, which a facility of this proportion would generate. A centralized database – shared by the entire airport community, would greatly assist in the coordination of the many facets of operations for DIA, and needs to be considered as well.
DIA needs Web-ready mapping software because many of those end users, particularly facilities engineers, also need to pull maps on their own from a browser-based interface. Some general users also read maps on the airport’s Web-based intranet, which serves 1,000 people. Because AutoCAD Map and Map Guide embrace several kinds of map data and quickly serve maps out into Web formats, they function better in such a situation than many less flexible GIS programs in the marketplace, which can take hours to convert files.
The airport’s utility engineers need detailed GIS charts and schematics to maintain systems such as HVAC (heating, ventilation, and air conditioning), electric wires and fixtures, and escalators. If a water line breaks, engineers want to pull up a plan.
References
Paul Stephen Dempsey Airport Planning and Development Handbook: A Global Survey – Page 480.
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