In the early 1980s, Denver experienced significant economic growth thanks to the booming oil, real estate, and tourism industries. The main airport operating in Denver at that time was Stapleton Airport. Until 1970, Stapleton Airport was able to meet Denver's demands, but in subsequent years it was unable to meet the city's ever-increasing needs. Stapleton Airport was considered a liability and limited the attractiveness of businesses flocking there. Problems with handling high traffic volumes, disruptions in connecting schedules, and an overall poor airport layout led the city of Denver to decide whether to expand or replace Stapleton Airport. A study in 1983 determined that an expansion of Stapleton's capacity was necessary. In the mid-1980s, certain changes in the financial climate caused concern among economists and business leaders. Economic gloom has forced Denver to embark on a major public construction mission to try to save the region from economic free fall. It also sparked a push for a new airport to spur new businesses into the area, import federal capital and help create new jobs to help offset the short-term loss to the economy. In November 1989, ground was broken on the construction of the Denver International Airport (DIA). A typical master plan approach was taken by the City of Denver during the initial design of the DIA project, and ultimately a team of consultants was awarded a contract to assist due to their expertise in the areas..... . middle of paper .... ....I succeed. The PMT should have worked closely with the City of Denver to determine the needs of the new airport before construction. With a tight deadline, the project had to go into design-build mode, which proved to be the downfall of the entire project. If BAE had been contacted at the start of the project, they could have contributed to 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 necessary to ensure that all project management knowledge areas are in sync and operate as a cohesive unit..