LB5403 Project Management Principles and Foundations Case Study 1 Sample
Assignment Description
Success of a project is affected by different triggers, for example:
1. lack of clear objectives and goals,
2. lack of communication,
3. unrealistic expectations
4. lack of resource planning
5. change of scope
6. lack of project strategy direction
The above triggers are amongst the most common ones, but recently ‘lack of leadership skills” particularly in disruptive times, has been added to the list. Unfortunately, successful project managers do fail; the key difference in strategic project management is that they learn from their mistakes and develop resilience skills.
This assignment is designed to lead you through a systematic evaluation of a real project. Your role is to critically analyse a project* of your choice – please note that the task is not to summarise a project. We want to see that you have thought about the project and offered critical comments and insights based on your understanding of project management.
*The project:
Search for a real project. You can choose a project that was not completed successfully. Please note that we strongly encourage the selection of Indigenous projects and projects related to your field of study (i.e. Health, Engineering, IT, Management, etc).
Some examples of unsuccessful projects are:
• Airbus A380
• Challenger Space Shuttle
• World Athletics Championships 2019
• Berlin Brandenburg Airport
• Knight Capital
• Ford Edsel
• The Garden Bridge
• The NHS’ Civilian IT Project
• Sony Betamax
• Waterworld
• Pepsi Crystal
• Denver International Airport
Instructions:
You are encouraged to search the Web for a project of your choice and to collect any type of information about the situation, making sure to cover different viewpoints. This could include newspapers, project management magazines and journals. As this project is a real case you can select completed projects or projects close to completion.
You will need to write a report that critically analyses how the project was planned and performed. The report should include:
1. Brief introduction to the project.
• This should explain what the project was and the context in which the project occurred.
2. A project stakeholder analysis.
• Make sure to include a stakeholder analysis matrix / table in addition to your description.
3. A brief description of how the project was managed (e.g. strategy, key events, tools used etc).
• In particular, explain whether the project ran to plan – in which case explain the benefits of careful planning to the project manager.
• Alternatively, if the project deviated from plan, why did this occur and what was the impact of these deviations for the project?
4. A critical analysis of the project outcome (i.e. the critical factors that made this project a failure).
• Conclude by reflecting on the project, what did you learn? What good practices will you, as a project manager, take from this to future projects, and what activities would you not do in the future and why?
5. Appendix.
• Please attached any links or scan any news articles which are not accessible in reference format.
Word count: 2000 word max. Using APA reference style. Minimum of 7 formal academic references.
Solution
1. “A Brief Introduction to The Project”
The largest airport in the United States by land area is Denver International Airport (DIA) which is situated in Denver Colorado and spans 33531 acres (13570 hectares). With respect to passenger volume, it is the third busiest airport globally and a major hub for both domestic and international travel (Errida & Lotfi, 2021). DIA took the place of Stapleton International Airport on February 28 1995 in order to handle growing air traffic and offer updated facilities.
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Figure 1: Revenue of Denver International Airport
(Source: Statista, 2025)
DIA is recognizable for its distinctive peak roof which was created to mimic the snow-capped Rocky Mountains. Among its six runways is the 16R/34L runway which is the longest in North America at 16000 feet (4877 meters) and can accommodate big planes like the Airbus A380. Connecting travelers throughout the United States the airport serves as a hub for United Airlines Southwest Airlines and Frontier Airlines. S. and outside of it.
Shortly after launching from Denver International Airport (DIA) on February 20 2021 a United Airlines Boeing 777-200 experienced a catastrophic engine failure. Four minutes after taking off on Flight UA328 from Denver to Honolulu the aircraft's right engine (Pratt and Whitney PW4077) failed (Errida & Lotfi, 2021). Fortunately, none of the 231 passengers and 10 crew members on board were hurt when pieces of the engine including a sizable chunk of the engine nacelle fell into residential areas in Broomfield Colorado. The pilots managed to return to DIA in a safe emergency landing.
After starting an investigation the National Transportation Safety Board (NTSB) concluded that the failure was due to metal fatigue in the fan blades which resulted in a structural breakup. Because this Pratt & Whitney PW4000 series engine had previously encountered similar problems the incident was especially concerning. Both a United Airlines flight in 2018 and a Boeing 777 operated by Japan Airlines experienced a similar malfunction in December 2020. The Federal Aviation Administration (FAA) responded by ordering the temporary grounding of all Boeing 777 aircraft with PW4000 engines which affected more than 120 aircraft globally. The only airline in the U. S. S. used this model a carrier grounded 24 aircraft in Japan and South Korea then did the same. This incident emphasizes the value of routine engine inspections material durability assessments and regulatory oversight. It highlighted the necessity of continuous observation and stricter safety protocols in aviation operations bringing up for university assignment help issues with aging aircraft maintenance and the risks associated with older engine models.
2. “A Project Stakeholder Analysis”
Individuals groups or organizations that are interested in or impacted by a project are identified through a stakeholder analysis. Key stakeholders at Denver International Airport (DIA) include local companies, airline passengers, government organizations, and contractors.
Primary Stakeholder (directly impacted)
- City and County of Denver: Since the City and County of Denver own and run the airport they have significant influence over decisions pertaining to operations policy and funding.
- The Federal Aviation Administration (FAA) is responsible for regulatory supervision guaranteeing adherence to operational and safety regulations.
- Airlines including Frontier Southwest and United depend on DIA’s infrastructure to function and are impacted by airport efficiency and project delays (Errida & Lotfi, 2021).
- The final consumers of DIA’s services passengers are impacted by changes in terminal conditions flight availability ticket costs and delays.
- The management and employees of the airport are in charge of day-to-day operations security safety and customer service.
Secondary Stakeholders (Indirectly impacted)
- Airport traffic is a major source of income for local businesses and the economy including restaurants hotels and transportation services.
- Construction and engineering firms are engaged in projects related to maintenance renovation and expansion. One such example is BAE Automated Systems which was in charge of the baggage systems failure.
- The regulatory bodies include Homeland Security Environmental Agencies and others verify that DIA abides by security safety and environmental rules.
- Communities and local residents are impacted by traffic noise pollution and the airport's economic benefits.
3. “A Brief Description of How The Project Was Managed”
During routine maintenance in 2018 and 2020, similar failures had not identified the metal fatigue issue. The failure to detect potential flaws early led to a reactive safety response rather than a proactive one. Regulations and inspection standards have changed. An investigation into the cause of the engine failure was started by the National Transportation Safety Board (NTSB). Initial results indicated that the fan blades had metal fatigue a condition that had led to similar failures in the past (e. g. 3. a Boeing 777 operated by Japan Airlines in December 2020). It was the responsibility of the engine manufacturer Pratt & Whitney to carry out thorough examinations and analyses. Changes to Maintenance and Regulatory Procedures. New safety guidelines were introduced by the FAA which mandated that PW4000 engine fan blades undergo thorough ultrasonic inspections prior to any additional flights. Airlines were told to change their maintenance plans in order to avoid such breakdowns. Boeing advised operators on risk mitigation and offered technical support. Coordinating Stakeholders and Communication. Boeing Pratt & Whitney regulatory agencies and airlines collaborated to put the updated inspection procedures into effect. The rescheduling of the flight and safety precautions were communicated to passengers.
4. “A Critical Analysis of the Project Outcome”
Gibbs's Reflective cycle is regarded as a structured framework that assists individuals in learning through their experiences (El Khatib, Al Mulla & Al Ketbi, 2022). It comprises 6 stages which will be used to reflect upon the critical factors that made the project unsuccessful.
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Figure: Gibbs Reflective cycle
(Source: El Khatib et al., 2022)
Description
Denver International Airport (DIA) project’s automated baggage handling system was considered to be a major failure which led to cost overruns and delays. During 2005, the system was decommissioned. I have come to know that one of the critical factors behind this failure was unproven technology where the system utilized novel technology that was not mature for the airport’s scale. I have acknowledged that another factor was complexity where the system was complex with several carts and conveyor belts. Other major factors include poor integration, underestimation along with poor planning of the system used to execute the project (Hair & Sarstedt, 2021). It is seen that the system did not incorporate well with other systems of the airport. I have noticed that the core decision-makers underestimated the complexity of the project. While, the project was planned poorly and possess various suspicions and risks.
Feelings
I felt that the DIA project taught us various lessons which include public participation, risk management, and the significance of planning. It has been learned that even though the automated baggage-handling system of the airport was ambitious, still it was damaged and resulted in major cost overruns and delays (Thesing, Feldmann & Burchardt, 2021). I also felt that the project failed due to the lack of identification of the risks. Furthermore, I have learned that pubic support is vital for gaining long-term success and needs citizen participation as well as education from the start. Moreover, the media must be a sovereign source of consistent information regarding chief communication issues. I also felt that it becomes significant to have a thorough planning along with risk management in order to avoid any form of delays and cost overruns.
Evaluation
With the failure of this project, I have evaluated the fact that the best way to get effective outcomes is to first generate an effective smallest feasible product. It has been evaluated that initially, the City of Denver got warning signs regarding the factors that were not heeded. Moreover, the manner in which an individual or organization reacts to a particular situation where they lack prior knowledge could spell the disparity between failure and success. I have also learned that local opponents or proponents should be well-financed, and unified and must comprise of politically shrewd leadership. Along with this, it has been noticed that the opponents of airport development could play a trump card with the threat of ecological resistance (Parsamehr et al., 2024). I have acknowledged that the media have been highly watchful in the form of public watchdog, where the project must have been implemented far more effectively than it was.
Analysis
I have analyzed that by being a project manager in order to avoid project failure like Denver International Airport, I will implement good practices such as effective communication, risk management along with planning. One of the good practices that I will implement to manage future projects will be thorough planning where I will be focused towards avoiding scope creep by setting clear project scope and goals. There is also a need to recognize risks early at the start of the project and address possible issues by creating a contingency plan (Papachristos, Papadonikolaki & Morgan, 2024). While managing future projects, I will be attentive regarding the issues and listen to expert warnings and also get stakeholders involved from the beginning. Along with this, the focus will be on making sure that every individual is on the similar page by collaborating and communicating with the stakeholders. The emphasis will be on assisting that the leaders possess the technical know-how to foresee issues and manage change (Flyvbjerg, 2021). In the future, I will break the project into smaller steps in order to meet the end goal. Later, effective project controls will be implemented to prevent issues from going overlooked. I will be prepared to adjust the course whenever required.
Conclusion
It has been concluded that the project failed because of poor communication, insufficient testing, resources, software issues, weak system incorporation along with other issues. However, I have learned that there must be a proper planning before the execution of a project to avoid any form of challenges. Effective project controls as well as setting clear objectives play a vital role while handling a project efficiently (Errida & Lotfi, 2021). However, in the future the focus must be towards collaborating with the project stakeholders and setting clear and concise project scope. I have analyzed the fact that risk management strategies must be in place to handle risks associated with the project.
Action plan
In the future, while handling a project I would avoid certain activities such as,
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All these factors will be avoided since they will lead to project delays, project failure, and budget overruns to a greater extent.
5. References
El Khatib, M., Al Mulla, A., & Al Ketbi, W. (2022). The role of blockchain in e-governance and decision-making in project and program management. Advances in Internet of Things, 12(3), 88-109. https://www.scirp.org/pdf/ait_2022072514560387.pdf
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management, 13, 18479790211016273. https://journals.sagepub.com/doi/pdf/10.1177/18479790211016273
Flyvbjerg, B. (2021). Top ten behavioral biases in project management: An overview. Project Management Journal, 52(6), 531-546. https://journals.sagepub.com/doi/pdf/10.1177/87569728211049046
Hair, J. F., & Sarstedt, M. (2021). Explanation plus prediction—The logical focus of project management research. Project Management Journal, 52(4), 319-322. https://journals.sagepub.com/doi/pdf/10.1177/8756972821999945
Ijaz, S. (2025). The Linkage Between Agile Project Management Practices and Sustainable Project Performance: Mediating Role of Agile Value Creation and Moderating Role of Innovation Capabilities. Bulletin of Management Review, 2(1), 164-197. https://bulletinofmanagement.com/index.php/Journal/article/download/96/102
Papachristos, G., Papadonikolaki, E., & Morgan, B. (2024). Projects as a speciation and aggregation mechanism in transitions: Bridging project management and transitions research in the digitalization of UK architecture, engineering, and construction industry. Technovation, 132(1), 1-21. https://pure.tudelft.nl/ws/portalfiles/portal/178017393/1-s2.0-S0166497224000178-main.pdf
Parsamehr, M., Perera, U. S., Dodanwala, T. C., Perera, P., & Ruparathna, R. (2023). A review of construction management challenges and BIM-based solutions: perspectives from the schedule, cost, quality, and safety management. Asian Journal of Civil Engineering, 24(1), 353-389. http://tharinducdodanwala.com/wp-content/uploads/2022/09/s42107-022-00501-4.pdf?i=1
Thesing, T., Feldmann, C., & Burchardt, M. (2021). Agile versus waterfall project management: decision model for selecting the appropriate approach to a project. Procedia Computer Science, 181, 746-756. https://www.sciencedirect.com/science/article/pii/S1877050921002702/pdf?md5=dc8af90274c3cd59f94f4055c64519bd&pid=1-s2.0-S1877050921002702-main.pdf
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