The document discusses a case study of the failed automated baggage handling system project at Denver International Airport in the 1990s. It was intended to be the world's largest such system but became a classic example of how technology projects can go wrong. Key decisions set the project on a path to disaster due to dysfunctional decision making and forces behind those decisions. The document provides background on the project and outlines some of the key decisions and events, such as rejecting initial bids, directly contracting with BAE without a competitive bidding process, and an overly ambitious scope that expanded the complexity and risk of the project.