Tuesday, January 7, 2025
Happy New Year! It’s 2025 and I bet you have some big projects planned. I’ve been thinking about successful projects and what makes or breaks one. Before we go much further, it should be said that I love flying to or through Denver International Airport (DIA); the wide-open spaces, the striking architecture, the mountains peeking off to the west, and the sense that I’m about to embark on a new adventure. It’s a top-tier airport today, but it wasn’t always that way. DIA’s early struggles illustrate how even brilliant concepts can face notorious setbacks in execution.
In fact, the baggage handling system fiasco in the 1990s stands as one of the greatest project management disasters in history. What started as a brilliant idea – an automated system designed to streamline luggage handling, ended up becoming a cautionary tale of how even the boldest project plans can go awry. While DIA has long since recovered and thrived, that early failure still teaches us some valuable lessons about proper project planning.
- Start with a Clear, Realistic Scope
The team behind the Denver airport baggage system had a vision: automate baggage handling to improve efficiency. But what seemed like a clear goal quickly turned into a series of moving targets. As the project progressed, new ideas were added without fully considering the larger picture, leading to scope creep.
One glaring example: the system was supposed to handle a vast number of bags with speed and precision, but as new requirements were introduced, the complexity of the system increased without proper consideration for the available technology. Initially, the plan was to use a simple conveyor belt system, but later, the scope expanded to include automated tracking and sorting machines. In short, this brought about an overload of technology that couldn’t be fully tested in the time allotted.
Takeaway: Before starting any project, make sure you know exactly what the goal is. No project should begin without a clear understanding of what you’re trying to achieve, and more importantly, what you’re not trying to do. Once you’ve defined that, stick to it and avoid getting sidetracked by new ideas that aren’t in line with the bigger picture.
- Thorough Planning is Crucial
The baggage handling system at DIA was ambitious, perhaps too ambitious. The plan was based on cutting-edge technology, but the reality didn’t match up. The technology was complex and untested at such a large scale, and the infrastructure wasn’t ready to support it. One of the most notable issues? The system was designed to move luggage across the airport using a network of conveyor belts, but the belts frequently malfunctioned, with bags becoming stuck or sent to the wrong destinations. It wasn’t just a minor glitch—it caused massive delays and operational chaos.
Additionally, the system’s software was developed by an outside company that didn’t fully integrate with airport operations. This misalignment between software and hardware led to communication breakdowns and inefficiencies.
Takeaway: A solid plan includes detailed risk assessments, contingency strategies, and realistic expectations. You might not be able to predict every hiccup, but you should plan for the likely ones. Ask yourself: what could go wrong? And how can I prepare for that?
- Know Not Only Your Own Expectations, But Also Your Partners’ Responsibilities
One critical flaw in the DIA baggage handling project was the assumption that each airline would handle its own luggage operations. The designers of the system believed that if each airline was responsible for its own baggage, they would be able to ensure the smooth flow of luggage throughout the airport. Unfortunately, this assumption overlooked one crucial aspect: collaboration.
Without a shared understanding of each partner’s role and how those roles interconnect, the system became fragmented. As the airport attempted to integrate different airline systems into its centralized baggage system, it became clear that the lack of coordination led to delays and inefficiencies. The airline systems didn’t always align with the central automated baggage system, and when issues arose, no one was clear on who should step in to resolve them.
For example, when bags were incorrectly routed or stuck in the system, it wasn’t clear whether the responsibility fell on the airport, the airline, or the baggage handling company. This lack of clarity led to finger-pointing and delays in resolving the issues.
Takeaway: When planning any project, it’s vital to not only understand your own goals and expectations but also to ensure that your partners are aligned with your vision. This means understanding what their responsibilities are, how their systems work, and how they fit into the larger picture. By fostering strong communication and collaboration from the start, you can avoid the kind of fragmentation that doomed the DIA baggage system.
- Build in Feedback Loops
Here’s where things get really interesting. The baggage system wasn’t tested properly in real-world conditions. As a result, issues that could have been caught early on weren’t identified until the system was already failing under pressure. For example, the system’s critical flaw, the inability to handle bags efficiently and accurately, wasn’t caught during initial testing. When the system was finally put into operation, the problems became glaringly obvious, leading to massive delays and frustration. Not to mention a very large number of bags that were misrouted, totally shredded, or just went inexplicably missing.
Testing wasn’t comprehensive enough to simulate real-world baggage flows. As a result, minor bugs turned into major operational setbacks, leading to the system being shut down shortly after it was unveiled.
Takeaway: Don’t wait until the system is fully deployed to ask for feedback. Build in opportunities to test, review, and refine. Take the time to gather input from all stakeholders regularly and don’t dismiss it, even if it means course-correcting mid-project. A project is a living, breathing entity that should be tweaked and adjusted along the way.
- Communicate Transparently and Frequently
If there’s one thing the DIA project lacked, it was communication. When things started to go wrong, there was no clear explanation or plan for how to fix the issues. People involved in the project, from contractors to staff, were left in the dark. The result? Misunderstandings, frustration, and even more problems.
The airport officials didn’t update stakeholders regularly on delays and issues, which created a sense of distrust among workers and contractors. This lack of communication only intensified the problems, leading to a project that spiraled further out of control.
Takeaway: Keep communication flowing at every stage of a project and don’t shy away from sharing bad news. The more informed your team is, the more likely they are to work collaboratively toward a solution. This is true for both big-picture updates and the day-to-day details.
- Ensure the Right People Are in Charge
The DIA baggage system was managed by people who may have had the technical expertise but lacked the experience to deal with the scale and complexity of the project. This lack of leadership at the right level was a fatal flaw.
In particular, the project management team failed to address the growing issues until they had reached a crisis point. Their failure to acknowledge and address the technical problems early on prevented the team from moving quickly enough to find effective solutions.
Takeaway: Assign leadership roles to individuals who not only have the technical know-how but can also manage change, anticipate problems, and keep teams motivated. A great leader knows how to adjust the course when necessary and maintains a clear vision of where the project is headed.
- Expect the Unexpected
Finally, the most important lesson I take from the baggage system failure is that no matter how much you plan, things will inevitably go wrong. The technology was too advanced for the time, the infrastructure was inadequate, and the system just wasn’t ready. But what really struck me was the lack of a response to these issues when they arose. Had there been a stronger emphasis on adaptability, the project might have had a chance.
Takeaway: Don’t fool yourself into thinking everything will go according to plan. Build flexibility into your approach and be prepared to pivot when necessary. Regularly check your progress and adjust as needed. An adaptable mindset is the best defense against the unforeseen.
- Hold a Go/No-Go Decision Meeting
One of the best practices for any large-scale project – used effectively by organizations like NASA – is the concept of a Go/No-Go decision meeting. Before launching a mission, NASA gathers all key stakeholders to weigh in on whether the project is ready to proceed. This structured checkpoint ensures that everyone involved has a chance to voice concerns, identify risks, and confirm readiness before moving forward.
Had the DIA baggage handling project included such a meeting, it might have prevented many of the missteps that led to its failure. For instance, stakeholders could have raised critical concerns about the untested technology, the lack of integration between the airlines and the central system, or the insufficient testing protocols. By addressing these issues at a Go/No-Go meeting, the team could have paused the project to make necessary adjustments or even scaled back the scope to something more achievable.
Takeaway: Before moving forward with any major initiative, pause to bring all stakeholders to the table. Use this opportunity to review the current state of the project, discuss any outstanding issues, and ensure everyone is aligned. A Go/No-Go decision isn’t just about giving the green light; it’s about ensuring readiness, managing risks, and setting the project up for success.
The Denver International Airport baggage system will go down in history as one of the most infamous project failures, but it also provides a treasure trove of lessons. Whether you’re overseeing a small initiative or leading a large-scale transformation, the lessons from DIA are invaluable. By taking the time to properly scope your project, plan realistically, manage change, communicate clearly, and stay adaptable, you can avoid similar pitfalls and enjoy a successful implementation of your 2025 project goals. Good luck!
Until Next Time,
Mary Schuster
Chief Knowledge Officer
October Research, LLC