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28 GO/NO GO FOR AIRPORT TRANSITION If none of the risk mitigation strategies are adequate, it may AND OPENING PROCESS be necessary to postpone AOD. Owing to potential impacts on financing, debt service, airline schedules, capital expendi- Vital to the success of the transition process and the final tures by tenants, lease agreements, concession revenues, etc., countdown to opening is a key point, go/no go decision on the a decision to postpone AOD is generally made after all other airport opening date. Health checks on the proposed opening options have proved unsatisfactory. date are made progressively throughout the activation pro- cess with key milestones highlighted in the overall airport terminal facility activation program and scheduled to assess COUNTDOWN TO AIRPORT TERMINAL whether an adjustment in project scope, implementation of FACILITY OPENING DAY fallback procedures, or additional resources is appropriate to successfully achieve the proposed opening date. Within the final 30-day countdown window (and for some items before then) the following processes are executed: Issues that may affect the opening day are: Handover of facilities and systems to system owners, Construction progress, on schedule or not: operators, and maintainers for their care and custody. General constructions progress, Establishment of the airport opening command center that System installation progress, will be the central reporting hub for the transition event Commissioning progress, before opening and during the first operating period of Handover progress (as-built documents, operations the new facilities. manuals, service/maintenance agreements, warranties, Establishment of external communications to all areas etc.), and and/or bodies that will participate in the opening of the Training progress. new facilities. Stakeholder readiness, prepared or not: Recruitment progress. The final countdown to opening is the most critical period Planning progress (plans of operations), running up to AOD. It is the period with the most intense Training and familiarization progress, and activities and involves the largest number of relocations and Acceptance of facilities and systems. moves. Critical to the success of this run-up period is having Critical issues raised during trials resolved. a clear central command and control center that monitors and Statutory certification achieved. manages the moves and resolves any issues as they arise. All stakeholder groups are actively engaged in this process. The As the program advances, it is important that checks be size and complexity of the airport terminal facility being acti- made at regular and milestone intervals to confirm the fea- vated dictates the required structure and formality. Figure 14 sibility of achieving the desired opening date. When issues is an example AOD command center layout for a large com- are identified they are ranked in accordance with criticality plex project. and status; the individual responsible for managing issues to resolution is identified and a completion date assigned. Critical issues are addressed before AOD by fully resolving POST-AIRPORT TERMINAL FACILITY OPENING DAY ACTIVITIES the issue or implementing a workaround. Potentially, less critical issues can be resolved post-opening. The status and Once the facilities are successfully opened the activation team criticality of each issue is tracked and reported on using a conducts a series of reviews to facilitate successful ongoing redambergreen or other indicator to highlight its current operations of the facilities. These reviews include: status. At times separate columns are used to track critical- ity and status. A final lessons learned report for the airport terminal facility activation; At a time or times to be determined during the activation, Review of warranties, maintenance agreements, and con- schedule development of the status of critical issues and firmation that spare parts are handed over; AOD is reviewed. If issues are amber or red, risk mitigation Coordination of any remedial works; and strategies are developed. Such mitigation strategies could Handover of all activation documentation. include: Authorizing shift or overtime work to remedy deficien- RECRUITMENT AND TRAINING cies and/or complete any construction work that has fallen behind schedule. Stakeholder needs for recruitment and training are identi- Modifying the program to only open what has been fied early in the terminal facility activation process. Prop- completed. erly trained and sufficiently staffed teams are fundamental Developing workarounds for any systems or processes not only to ensuring a successful AOD, but also for contin- that fail to function as planned. uously providing an appropriate operational environment