Remember the expense delays in opening the brand new Denver International Airport? Many case studies have been done examining the intricate reasons for such a colossal failure on a grand scale. DIA was to be the most efficient airport in the world, able to accommodate over 50 million passengers per year. One of the key components was to have a fully automated baggage system…eliminating the tug and trolley system. This would cut a planes turnaround time by 30 minutes and would be a key component in creating more efficiency with flights and passenger throughout. The chief project manager, Walter Slinger had his heart set on this shining new system and romanticized about the notoriety the state of the art airport would bring to the city of Denver. BAE also liked the idea of designing a system that would garner great attention and further their own reputation for building baggage systems. Again, you could read many in depth case studies about the key decisions that led to the cascade of delays and failures. However, I would summarize them in a single manner, tunnel vision. Both parties fell in love with an idea and ignored many internal obvious warnings about the baggage systems feasibility. The delays were numerous and cost billions of dollars. In the end, after many attempts to partially use the automated baggage system, it was virtually scrapped for the more economical tug and trolley method. We all know the old saying that our eyes are bigger than our stomachs? If you’re a project manager, make sure your love of an idea isn’t greater than your team’s ability to design and implement the idea. Don’t be afraid to change directions. Otherwise, you may be the next DIA, which is still one heck of an airport!