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34 CHAPTER SEVEN AIRPORT TERMINAL ACTIVATION TOOLS AND SERVICES Many of the airport terminal activation policies, processes, being circulated so that decisions are informed by actual cur- and procedures discussed in chapter six depend on the timely rent conditions instead of outdated information. and transparent gathering of data from and circulation of infor- mation to a large group of participants and stakeholders, all Recognizing this trend, many owner organizations are of whom have differing expectations for the timing and detail adopting integrated platforms to contribute to collabora- of the information presented. To date, most airport terminal tion and full, long-term management of a facility from pre- facilities activation projects have depended on traditional, planning to operation and maintenance. Ideally, these tools often manual, tools (e.g., checklists and reports), as well as are selected at the start of a project and the entire team uses office and project management software to collect and share the same tools. Standardizing of tools across the entire team information. As demonstrated by the successful activation facilitates access to information and resolution of any issues of most of the airports surveyed in this synthesis, these con- that arise during the activation process. ventional tools can be successful; however, the time delays inherent in collecting, entering, formatting, and distributing Activation projects incorporate input from multiple con- information by traditional means can lead to decisions being tributors to: based on outdated information. 1. Track and report on the progress of construction/ Survey participants indicated that the use of checklists or commissioning and operational readiness; milestone matrices is particularly useful in tracking, report- 2. Produce documents such as operational procedures and ing on, and communicating the status of activation activities. trial plans; and The following is extracted from the Milestone Matrix used at 3. Identify and resolve issues and deficiencies. SeaTac (see Table 7): Fortunately, web-based collaboration tools and EDMS · Identification of person responsible for each task (Team can be configured to permit multiple users and contributors Lead). to documents and progress reports potentially improving · Name & ID for each task and activity. (Note that activity the timeliness and accuracy of information shared between ID and dates can be linked with the project schedule to parties. In essence, these tools can facilitate an environment automate updating of dates and status.) where all members of the activation team have access to the · Activity description with color code to facilitate focus- most current information in formats that are useful to them, ing on critical issues. which enables decisions to be made based on the best, most · Comments to indicate which tasks are vital and other current, and most accurate information. issues. Web-based collaboration tools and EDMS also facilitate If the milestone matrix or checklist is on line, the dates historical archiving of information so that, when desired, in the checklist can be cross linked to dates in the project reviews of previous decisions and documentation can be schedule so that they are automatically updated at the same undertaken, which may be key to better understanding and time as the project schedule. Appendix C is an extensive resolving a particular issue. Ready access to this historical checklist that was used for the South Terminal Expansion information facilitates conducting lessons learned sessions at Project at SeaTac. critical milestones so that the processes can be continuously improved. There is movement of owner organizations toward inte- grated platforms to contribute to collaboration and full, long- Today, many of those involved with the design and con- term management of a facility from pre-planning to O&M. struction of large projects use and are familiar with online The design, construction, and many other industries are adopt- collaboration tools and EDMS. This implies that much of ing web-based collaboration tools and EDMS with the goal the project data and information may already be archived of significantly improving the flow of information between in the system. Unfortunately, airport operations access to and parties. If used appropriately, web-based tools can improve familiarity with these systems is often limited. Additionally, the timeliness, accuracy, and transparency of the information the systems are generally tailored to the needs of a design and
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35 TABLE 7 AIRPORT TERMINAL FACILITY CHECKLIST Current Baseline Team Activity Current Finish Finish Lead Task ID Activity Description Start Date Date Date Comments C.06 Operational Readiness Develop Staffing 02-Jun- 19-Sep- 19-Sep- Andy Trials C0601010 and Budgeting Plan 03* 03 03 Develop Program 03-Mar- 15-Jul- C0601020 Objectives 03* 03 15-Jul-03 F.01 Access Control Develop Staffing 02-Jun- 19-Sep- 19-Sep- AG System F0101010 and Budgeting Plan 03* 03 03 Vital Define Roles/Responsibil- ities of Other 03-Mar- 31-Jul- F0101020 Entities 03* 03 31-Jul-03 Define Badging 28-Mar- 31-Jul- 31-Jul- F0102010 Requirements 03 03* 03* Develop Badging 28-Mar- 31-Jul- F0102020 Phasing Plan 03 03 31-Jul-03 Identify Office Tower Elevation Access Requirements and 29-Aug- 29-Aug- F0102030 Issue Memo 9-Jun-03 03* 03* Review/Revise Access Control 29-Aug- 29-Aug- F0102040 Policy 9-Jun-03 03* 03* Develop Procedure-- 29-Aug- 29-Aug- F0102050 ID/Badge Office 9-Jun-03 03* 03* Develop Procedure-- 29-Aug- 29-Aug- F0102060 Employee/User 9-Jun-03 03* 03* Review/Revise Procedure--Senior 29-Aug- 29-Aug- F0102070 Access Controller 9-Jun-03 03* 03* Determine Service/Support Contract 03-Mar- 23-May- 23-May- F0103010 Requirements 03* 03 03 Review 26-May- 31-Jul- F0103030 Specifications 03 03 31-Jul-03 Develop Equipment and Spare Parts 12-Sep- 12-Sep- F0103070 Lists 21-Jul-03 03 03 Danilo Simich, Parsons & John Christianson SeaTac (2003). Note: Shading denotes activity status (in reference to current finish date) Pale grey = Complete (as of June 30, 2003); Clear = On schedule; Darker grey = Due within 2 weeks (due by July 31, 2003). construction team, as opposed to the needs of an activation laboration tool or EDMS could be new, and training in the and operations team. Therefore, the systems in use by the use and purpose of the system may be necessary. Many sys- design and construction team may need to be reconfigured or tems are content driven and to get the most and best out of augmented with a new system tailored to the needs of the the system it is crucial that users regularly enter and update activation and operations team. the appropriate data. Regular reviews and updates are con- ducted to confirm that the system is used appropriately; Before utilizing a collaboration tool or service to sup- sometimes, additional training and/or support staff for the port airport terminal facility activation, a clear understand- system may be necessary to get the most out of the system. ing of the complexity and rigor of the processes involved For some airport terminal facility activations the appropri- is necessary and it must be possible to translate these ate level of automation may be limited; for others (gener- processes into the system either in use or being considered. ally larger projects), a more automated approach may be For some individuals working on a project, an online col- appropriate.
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36 When considering a collaboration tool, it is important that 6. Level of transparency within the system the following issues be considered: 7. Type of output; for example, graphical presentation of data 1. Type and level of user (experience with EDMS and 8. Level of version control collaboration tools) 9. Consistency with project quality assurance processes 2. Type of information to be shared and exchanged and procedures 3. Level of information archiving necessary 10. Security of the data being held in the tools 4. Compatibility with other systems in use on the project; 11. Potential use of information beyond the activation proj- for example, the construction team may be using a ect; for example, O&M data, as-built drawings, and similar system for document management warranty and guarantee information. 5. Processes for raising and resolving issues