planning each area of knowledge needed on the
project and tracking critical milestones will help
ensure objectives are achieved.”
Constant change is one aspect many airports
must manage, says Kris DeBolle, data services o;-
cer at Brussels Airport Company, Brussels, Belgium.
Too often, stakeholders aren’t willing to approve the
process changes necessary to make the technology
work. When that happens, projects can get delayed
or shelved inde;nitely. Culture change is needed to
prevent such failures, he says.
“Breaking down silos to facilitate the necessary
data exchange takes collaboration and trust,” he says.
“Change evokes resistance. ;at’s hard to overcome.”
Mr. DeBolle encountered this when he led implementation of the Brussels Airport collaborative
decision-making project, an IT integration e;ort to
improve the e;ciency of operations at European
airports. ;e integrated platform provides real-time ;ight information and uses data analytics to
improve aircraft turnaround and pre-departure
sequencing processes. Laying the groundwork for a
smooth transition into such systems means project
teams should involve department heads in project
planning from the start so they understand required
changes and can participate in devising new processes to share data, Mr. DeBolle says.
“You need to talk to each other every day and create forums where leaders are involved in decision-making to keep them committed,” he says.
INCLUDING ALL STAKEHOLDERS
First-class stakeholder management isn’t possible during airport technology projects unless
project teams are able to identify stakeholders at
every possible level. To that end, it’s important to
engage even minor stakeholders who might have
an effect on project success, says Maurice Jenkins,
director of information systems and telecommunications, Miami-Dade Aviation Department,
Miami, Florida, USA.
Most project teams e;ectively identify the obvious players—airlines, regulators, and the primary
contractors and engineers involved with the project.
But there are just as many small, often external
stakeholders who need to be involved in conversations during project planning and execution. ;at
list might include the local telecommunications
company, which is not part of the airport but will
need to provide the necessary cabling, or maintenance crews that have to make space available for
racks and cables.
“;ere are so many touch points to consider,
and they all need to be communicated to everyone
S YS TEM UPGRADES: OU TSIDE HELP:
to be able to
every stage of
the project to
work in this
—John McCarthy, PhD,
Service Tec Global Services,