External entities such as the City of Denver, the airlines, the public, and several third-party consulting companies exerted their influences on the project. Some of them contributed to the project, while the others brought about negative effects. This section studies external factors and their influences on the project course regarding the NSPE Code, the Lean, and the CCPM.
Initializing Phase
Political situation and economic considerations determined the construction of the airfield infrastructure. In 1983, three candidates raced for the mayor position. Among them, Pascoe was the one who proposed airport issue at first, and the other two competitors had to make the same promise to the public. Ridiculously, Pascoe did not win the competition. New mayor Pena had to restate intention to expand old airport under the pressure of local business leaders and the previous public promise. Moreover, in the 1980s, Denver witnessed economic free-fall. The city had no budget for a new airport. Further, nobody could anticipate the coming economic changes, and they were too optimistic about the business of the Denver airport. The intertwining political and economic factors were unstable factors to the airport initiative.
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The City of Denver insisted on benefiting the economy through involving as many as local firms and talent as possible. Nearly 400 companies participated in the construction (Applegate et al., 1996). Though the local businesses knew Denver’s regulations and situation better, getting too many of them on board increased interface and coordination issues.
The consultants’ advice against the project did not affect the city’s determination. It had taken Munich’s technical advisors two years to test their baggage handling system, and it had taken another six months for them to monitor the system operation before Munich Airport was