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CHAPTER SIX
TERMINAL ACTIVATION POLICIES, PROCESSES, AND PROCEDURES
This chapter describes some of the practices that were als necessary to power the terminal facility activa-
employed by survey participants to complete activation pro- tion process.
grams from initial organizing and planning through AOD. 6. Statutory and regulatory criteria that need to be achieved
The approach is based on information from the 14 individu- to put an airport facility into operation. A key part of
als interviewed and discussions with Synthesis Topic Panel the success of any terminal activation process is early
members. Most of these individuals have led or participated identification of these criteria, building the necessary
in several airport terminal facility activations. The approach relationships with the authorities and regulatory bod-
described in this chapter is based on a large project and can ies involved and demonstrating to these bodies that
be scaled as appropriate for smaller activation efforts. The their criteria have been met or exceeded.
reason for this is that it is easier to scale down from a large
project to a requirement for a small project than to scale up A terminal facility activation plan is prepared at the start of
from a small project to a large project. this process, laying out these activities and determining the
necessary timelines to complete each of these tasks. The ter-
Because airports are constantly changing and growing, new minal facility activation plan enhances the detail of the acti-
airport terminal facilities are regularly created. Figure 10 vation process to permit successful execution. The activation
shows how an airport terminal facility activation program plan is closely coordinated with the design and construction
can be organized, planned, executed, and accepted (opened). schedule and reviewed and updated on a regular basis.
Lessons learned during activation of an airport terminal facil-
ity can inform activation of future facilities. (See chapter two
STAKEHOLDER MANAGEMENT
for information regarding the relationship between the AEC
process used to deliver new facilities and the activation pro-
Stakeholders include all parties with an interest in the suc-
cess required to successfully open them.)
cessful activation and operation of the new airport terminal
facility. Stakeholder engagement (at the right level) is a key
AIRPORT TERMINAL ACTIVATION component to success. It is vital to make the stakeholders feel
PROCESS MANAGEMENT engaged and involved. To achieve this a systematic approach
is used to identify who the stakeholders are, what their needs
An activation team is established to manage activation activi- are, identify relationships to the project, and develop practi-
ties and interfaces with all project stakeholders. The activation cal solutions that address stakeholder needs.
team sets out:
The activation team is structured so that:
1. The roles and responsibilities for all members of the
activation team and the roles and responsibilities of the · Stakeholders are engaged throughout the process and
respective stakeholders and stakeholder groups. effectively managed to minimize the risk of surprises.
2. The organizational structure for the activation team, · Stakeholders are appropriately used to support and
subject matter experts participating in the project, and enhance the outcomes of the activation. This includes
the stakeholders and stakeholder groups. active participation in submission reviews, witness-
3. An issue resolution process that clearly defines the ing of testing and commissioning, and participation in
methodology for raising issues and clearing issues. familiarization and training.
A clear escalation process is vital to communicating · Stakeholders are engaged and communicated with at
and resolving issues in a timely manner. the right time, using the appropriate media so they all
4. A contact database/list for all project participants pro- believe that they are involved in the activation and vested
viding a single source and resource for all activation in its success.
participants.
5. Focus groups and workstreams for the various acti- Methods and techniques used to engage stakeholders and iden-
vation tasks and activities. This is a key function in tify the different stakeholder desires include running focus
which the activation team, subject matter experts, groups, workshops, structured and semi-structured interview
and stakeholders participate to generate the materi- techniques, and consultation.
