Cover Image

Not for Sale

View/Hide Left Panel
Click for next page ( 31

The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement

Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 30
30 Integrating Airport Information Systems Figure 3-12. Step 10. Step 10: Implement the Strategy and Technologies Figure 3-12 indicates the level of effort of the stakeholders for this step. Now the actual system integration can take place. During this step, software is constructed and configured using the strategy and technologies identified in the previous step to create an integrated system. Depending on the software management approach used by the team, opportunities may arise during the construction to test various pieces of the integrated system and verify that things are moving in the right direction. It is important to monitor the integration and evaluate its progress. This information will help show the return on investment for the integration effort and pinpoint areas to improve during future integration projects. During the implementation process, training on all new equipment, systems, and procedures is critical to the success of the project. Case Study Step 10 The project team acquired the EII software along with the necessary hardware and performed the initial installation and configuration of the software. The proj- ect team then began using the EII software to integrate the data from the various airport systems previously defined. During one of the bi-weekly status meetings with the Project Manager and CEO, it was decided to bring in outside expertise in the EII software package selected due to specific problems the project team was having with the project. This contingency was previously identified as a possibility and was included in the overall project budget. Bringing in this expert allowed the project to proceed according to schedule. Step 11: Test, Evaluate, and Follow Up Figure 3-13 indicates the level of effort of the stakeholders for this step. After the integration is complete, a final start-to-finish test of the integrated system should be per- formed so that all stakeholders have a chance to validate that the integrated system is working prop- erly before the system is put into production. After testing is complete, including any necessary fixes or modifications, the system goes into production. Testing should continue for a short period after the system is in production to ensure that no unexpected issues will arise in production. When the integration is complete, a project debriefing review should be conducted to under- stand what went well, what went wrong, and what could be done to improve the integration process in the future. This should be done at every level in the organization and summarized for senior management. To monitor the success of the integration, a return-on-investment analysis at the end of the project is important. Table 3-1 provides some criteria for the evaluation. This information will help show the actual return on investment of the integration plan and pinpoint areas to work on for future integration.

OCR for page 30
Best Practices for Integration 31 Figure 3-13. Step 11. Table 3-1. Return-on-investment evaluation. Case Study Step 11 After the project team finished their testing, the data owners were brought in to perform acceptance tests to make sure the system performed as planned. The data owners had previously been trained on the system and were anxious to see how the system worked with real-world data. Any problems identified were researched and solved by the project team, and the system was moved into production. The project team and the data owners continued to test and monitor the system after it was put into production to make sure nothing unexpected occurred. The project team met first internally then with the data owners to discuss the project and how things could be done better next time. It was decided that over- all, the project was pretty smooth, but that the data owners could have used more training leading up to the testing period. The Project Manager and the CFO worked to create a return-on-investment analy- sis a couple of months after the project was completed. They determined that the reduction in cost per enplanement was slightly under what they had projected at the beginning of the project, but still well within the range necessary to make the project provide a benefit above and beyond the project cost.