Appendix $1<$ Passenger Forecasts$>$

Passenger Forecasts for the New Gate Area at Newark

$($To be used for facility and manpower planning$)$

Description Mon Tue Wed Thu Fri Sat Sun

Total between $6$ AM and $2$ PM $800600500600700200400$

Total between $2$ PM and $10$ PM $700400500700900300700$

Peak hour Traffic $175150150150200100175$

Notes:

$1.$ The passenger forecasts for all flights departing Newark in the morning

and the evening shifts has been combined together to show daily total

load in each shift. The results have been rounded to the nearest one

hundred.

$2.$ Use peak hour traffic to design the passenger check$-$in area at the gates.

The seating area should have enough capacity to accommodate the peak

number of passengers.

$3.$ The number of Eco$-$Jet agents $($customer service personnel$)$ in the newly

built gate area will depend upon the total traffic during the eight hour shift.

$4.$ The current rule of using one customer service personnel to handle one

hundred departures during an eight hour shift seems to be working well.

There is plenty of slack time built into these estimates for coffee and lunch

breaks.

It is important to note that in real life situation, a significant amount of effort is

required in collecting the data by examining various documents and

interviewing different people, developing assumptions to simplify the

analysis, and presenting the data in an understandable form.

Appendix $2$

Summary of Costs

$($Prepared by Accounting$)$

After several meetings with vendors, the fixed cost and the variable cost

proposed by each of the three vendors have been finalized. The results are

shown in the table below.

Fixed Costs Variable Costs

American Airport Construction, Inc. $$800,000$ $$1500$

National Airport Contracting Corp. $$900,000$ $$1200$

Newark Airport Construction Corp $$700,000$ $$1800$

Notes:

$$ The fixed costs for each vendor include all flooring, wall paneling,

ceiling, electrical, telecom wiring, and plumbing work.

$$ The tasks to be performed by each vendor and the time estimates for

completing each tasks have been finalized. In order to permit an

Apple to Apple comparison of costs, all three vendors were asked to

use the same time estimates.

$$ Eco$-$Jet will need to supply the final plans for wiring, electrical work,

network jacks, and plumbing plans.

$$ Eco$-$Jet will also be responsible for acquisition of chairs, tables, ticket

counters, fixtures, and other furniture. The vendor will be responsible

for all installation.

$$ All three vendors have worked with Eco$-$Jet before and there is no

significant difference between dependability and quality of vendors.

$$ The total variable costs will depend upon the peak hour design

capacity of the gate area expressed in terms of the maximum number

of passenger departures per hour.

It is important to note that in real life situation, a significant amount of effort is

required in collecting the data by examining various documents and interviewing

different people, developing assumptions to simplify the analysis, and presenting

the data in an understandable form.

Appendix $3$

Major Tasks and Completion Time

$($Prepared in Conjunction with Vendors$)$

The major tasks required to be completed for finishing the gate area at

Newark Airport has been determined with the help of vendors and Eco$-$Jet

operations personnel.

Task

ID

Description of Tasks Immediate

Predecessors

a m b Responsible

Party

A Award Contract to Vendor $224$ Eco$-$Jet

B Finalize Telecom Wiring Plan $235$ Eco$-$Jet

C Finalize Electrical & Plumbing Plan $123$ Eco$-$Jet

D Prepare $($Rough$)$ floors and walls A $121620$ Vendor

E Acquire all furniture and fixtures A$,$ B$,$ C $222$ Eco$-$Jet

F Install telecom wiring as planned B$,$ D $111419$ Vendor

G Install electrical wiring as planned C$,$ D $81012$ Vendor

H Install rough plumbing as planned C$,$ D $346$ Vendor

I Finish walls E$,$ F$,$ G$,$ H $777$ Vendor

J Finish Floors D $333$ Vendor

K Install furniture and counters F$,$ G$,$ J $121418$ Vendor

L Install telecom and network jacks K $345$ Vendor

M Finish plumbing work I $222$ Vendor

N Finish Electrical work I, K $333$ Vendor

O Test all computers L$,$ N $125$ Eco$-$Jet

P Test phones, announcements etc. L$,$ N $234$ Eco$-$Jet

Q Inspect entire premises M$,$ O$,$ P $111$ Eco$-$Jet

R Project Completion & Sign$-$off Q $111$ Eco$-$Jet

Notes:

$$a$$ represents the optimistic time in days to perform a task.

$$m$$ represents the most likely time in days to perform a task.

$$b$$ represents the pessimistic time in days to perform a task.

$$ The time estimates remain the same for all three vendors.

It is important to note that in real life situation, a significant amount of effort is

required in collecting the data by examining various documents and interviewing

different people, developing assumptions to simplify the analysis, and presenting

the data in an understandable form.

Appendix $4$

Flight Delay Statistics

$($Prepared by Flight Operati