involvement in the design process, specifically in
regards to the automation software system.
“Continuous efforts are being taken to incorporate user feedback in the design review process in
order to improve project outcome and success,”
Mr. Taylor says. The feedback process also relies on
managers to think through the user experience and
provide as much insight as possible into the effectiveness of the designs.
The team identifies and mitigates project
unknowns by meeting with project teams at other
regional airports that have upgraded their technology, reviewing their project plans and collecting
lessons learned. The team has also engaged external
experts as appropriate, including an aviation expert
who is consulting on the planning and implementation process.
“The expert is representing ICAO and will
assist the JCAA in the implementation of the
project in the capacity of project manager,”
Ms. Henry says.
She’s confident this outside expert, combined
with JCAA’s project management
methodologies, will enable the team to deliver its
projects successfully. At the same time, Ms. Henry
is hopeful that each successful project management
effort will inspire even greater achievements in
project management locally.
“A lot of managers are beginning to see the value
of project management, but until we can transition
to having a PMO it will be difficult to get everyone
on board.” PM
A lot of managers are
beginning to see the value
of project management,
but until we can transition
to having a PMO it will be
difficult to get everyone
—Arvette Henry, PMP, Jamaica Civil Aviation
Authority, Kingston, Jamaica
Airport in Montego