Paper Summary:

This paper examines the construction of the airport and the failures experienced during the project such as: inability to define the project objectives, lack of planning, ineffective controls and poor risk management. This author examines the case from a project management perspective highlighting the strengths, weaknesses, opportunities, and threats of this out-of-control mega project.

From the Paper:

"This paper evaluates the strengths and weaknesses of the Denver International Airport (DIA) mega construction project that is widely viewed as a "runaway project" (Voelker, 1999, p. 1). When finished, DIA was 17 months late and $3.8 billion over budget. Strengths, weaknesses, opportunities, and threats of this case are evaluated by looking at the three project management functions: definition, planning, and control (Verzuh, 2001, p. 19-22). While hindsight provides the student of project management with 20-20 vision, the DIA Project Management Team (PMT) should have seen and reacted to many signs that the project was out-of-control (Voelker, p. 1). The absence of effective leadership and lack of project management methodology (Voelker, p. 5) are the primary reasons DIA was late and 400% over budget."

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