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would force a decision to be made'. An example of this part of the analysis is provided
in Table 6.2.
The result of this cycle enabled the researchers to develop the table of environmental
factors that could be identified. It became abundantly clear that social, political and
economic factors played an enormous part in this project.
Because of the detailed examination of the document, a number of hitherto seemingly
insignificant factors emerged. For example, because of the hub nature of the old Stapleton
Airport, a local storm could congest all air traffic across the United States since predictions
about increases in travel demand for the local area appear to have been wrong. Moreover,
this was a public works program and the local laws stated that there must be 30% of
minority owned firms and 6% of firms owned by women participating in the project.
And, curiously, the authors gave a detailed history of BAE, appearing to emphasise its
list of failures (e.g. the San Francisco Airport baggage handling system) while still de-
scribing them as the pre-eminent baggage handling system developers.
During the creation of this second derivative text document we found ourselves con-
stantly referring back to the first document as a reference. A feeling emerged that the
environment in which this project was living was quite delicately balanced with consid-
erable demands being made on the project by a variety of key stakeholders. What was
becoming evident was that it appeared that each environmental factor was quite fixed
and immovable.
Table 6.2. Environments (extract)
Env35
1992
The City did not get the airlines together to ask them what they
wanted or what they needed to operate. The approach was more
along the lines of 'we will build the apartment building, and then
you come in and rent a set of rooms'.
Gene Di Fonso
Env36
1992
The direct relationship with BAE was delegated to Working Area
4, which also had responsiblity for building design efforts such as
the people mover, airside concourse, passenger bridge, parking
garage, etc.
Env37
1992
BAE had to change its working structures to conform to DIA's
project management structure
Gene Di Fonso
Env38
1992
At the time of BAE commencing work, substantial construction
work had already been done necessitating in some instances to
have the already completed work demolished.
Env39
1992/05
Head of the DIA project team resigns.
Walter Slinger
Env40
1992/10
Chief engineer Walter Slinger dies.
Gail Edmond
Env41
1992/10
Gail Edmond takes over the job of chief engineer
Env42
1992/10
City Council did not give Gail Edmond the same autonomy and
power as Walter Slinger - they tied her hands and everybody knew
it.
Env43
1992/10
Just after Slinger's death, BAE employees' site-wide access
deteriorated as their access was ignored or restricted.
Env44
1992
City of Denver had denied BAE's original contract because it did
not comply with minority employment requirements. BAE engaged
outside contractors instead of their own employees.
Env45
1992
The City of Denver was unable to supply clean power to the airport
baggage handling system
Env46
1992
The management team had no prior baggage handling competence
or experience. They treated the baggage handling system as a
public works project - like pouring concrete. Access was difficult
with contractors out on their own - almost anarchy.
Gene Di Fonso
Env47
1992
BAE simply did not respond to the obvious incredible workload that
they had. Their inexperience and project management vastly
underestimated their task. Their work ethic was deplorable.
'Project Manager'
from Stone and
Webster,
consultants to
PMT.
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