In the early 1980s, Denver experienced significant economic growth due to booming oil, real estate, and tourism. The main airport operating in Denver at that time was Stapleton Airport. Until 1970, Stapleton Airport was able to accommodate the requests of Denver but in the following years it was no longer able to satisfy the ever-increasing needs of the city. Stapleton Airport was seen as a liability and limited the attractiveness of the businesses that flocked there. Problems with handling high traffic volumes, disruptions in connection schedules, and an overall poor layout of the airport led the city of Denver to decide whether it wanted to expand or replace Stapleton Airport. A study conducted in 1983 determined that an expansion of Stapleton's capacity was needed. In the mid-1980s, some changes occurred in the financial climate that caused concern among both economists and business leaders. The dismal economy has forced Denver to embark on a major public housing mission to try to save the region from economic free fall. This also prompted a push for a new airport to stimulate new businesses in the area, import federal capital, and aid in the creation of new jobs to offset the short-term loss to the economy. construction of Denver International Airport (DIA). A typical master plan approach was adopted by the City of Denver during the initial conception of the DIA project, and eventually a team of consultants was contracted to help them with their expertise in the fields... half of the document... ....I'm having success. PMT was expected to work closely with the city of Denver to determine the needs of the new airport before construction. Since the deadline was tight, the project had to go into a design-build mode which proved to be the downfall of the entire project. If BAE had been approached at the start of the project, they could have helped in the design and layout of the airport so that it could accommodate a sophisticated baggage handling system. Coordination and organization should have been key aspects of the project, but both were lacking. For a project of this magnitude to be successful, proper project planning is required to ensure that all project management knowledge areas are synchronized and function as a cohesive unit.