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APPENDIX E
88
Survey Results
ACRP SYNTHESIS PROJECT 11-03/TOPIC S08-01
Following is a summary of information collected during interviews of those who led or participated in airport terminal facility activations at 14
airports. Participants were e-mailed the Survey Instrument included in Appendix A to prepare for a telephone interview. In some instances
participants completed Survey Instrument and returned it for review during telephone interview. In other instances, Survey Instrument was
completed during or following telephone interview.
Since many of the participants were only involved in some portions of the airport terminal facility activation, they did not recall or have access to
all of the information solicited in the Survey Instrument but they were all happy to share valuable airport terminal facility activation knowledge,
experiences, and practices. Following is an inventory of the information collected. Each Survey Instrument question is followed by the responses
received from participants. In some cases the responses have been edited to standardize on US dollars, sq ft, etc. Additionally, it should be noted
that in some cases $ figures were converted from foreign currencies and that none of the cost figures been escalated to reflect inflation. Also,
where possible calendar dates have been converted to durations to facilitate comparisons.
Finally, due to requests to maintain confidentiality, airport names and other identifying information has been removed from the responses.
Airport Terminal Facility Activation Techniques
Airport Terminal Activation is defined as the process used to transition a new or reconditioned airport terminal from a state of
contractual completion to full operations. It includes:
Confirmation/Verification that facility is fit for its intended use within the terms of the contract and in association with the
ultimate occupiers or users.
Review of new/reconditioned facilities to confirm that they are fit for purpose. Identification of any issues and
determination of whether they should be addressed before or after opening.
Development of Operating Plans for new/reconditioned facilities.
Recruiting, familiarization, and training of staff and stakeholders.
Trials to confirm new facilities, operational plans, staff, etc., function as planned.
Relocating staff, tenants, and equipment.
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Please review above definition and provide suggested edits or indicate
that you agree with it.
Respondent No. 1 Respondent No. 2 Respondent No. 3
Agrees Agrees Agrees
Does not agree Does not agree Does not agree
If No, explain If No, explain If No, explain
Respondent No. 4 Respondent No. 5 Respondent No. 6
Agrees Agrees Agrees
Does not agree Does not agree Does not agree
If No, explain If No, explain Recommendations
Need to emphasize that trial must be Also include the Fire Marshall and
realistic and stress people, processes and Building Inspection/Code Enforcement
systems. Also, program should include Certificate of Occupancy; suggest soft
development of "what-if" scenarios and opening, Airline Terminal Systems
contingencies for everything. It is as, if integration, BHS In-Line EDS TSA
not more important to train staff in certification, OSHA Moving Conveyance
contingencies than normal operations. Certification.
Include completion of Tenant
Improvements, such as Concessions,
Airline Operations Spaces, Airline
Proprietary Systems, which are all
required for full operation.
Also; completion of punch lists, turnover
of contract close-out documentation
(manuals, as-builts, etc).
Respondent No. 7 Respondent No. 8 Respondent No. 9
Agrees Agrees Agrees
Does not agree Does not agree Does not agree
If No, explain If No, explain I agree with the above definition. Would it
Item 1 is usually in the scope of work of be beneficial to call out AOA security sweep
the `Project Manager' following up the specifically?
airport construction from the beginning
(usually the PM reports to the Airport
Operator).
Respondent No. 10 Respondent No. 11 Respondent No. 12
Agrees Agrees Agrees
Does not agree Does not agree Does not agree
If No, explain If No, explain If No, explain
Respondent No. 13 Respondent No. 14
Agrees Agrees
Does not agree Does not agree
If No, explain If No, explain
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90
Project Information
Budget
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Planned $140 Million $4.2 Billion $4.1 Billion $5.8 Billion $3.4 Billion $386 million
before events of
9/11/01 occurred.
Actual $6 Billion $140 Million $4.1 Billion $5.8 Billion $436 million
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Planned $593 Million $1.1 Billion $4 Billion $1.8 Billion $431 Million $348 Million $155 Million
Actual $623 Million $1.1 Billion N/A $1.8 Billion $425 million $577 Million $161 Million
Schedule
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Design
Planned 1 year 2 years N/A 7 years
Actual 3 years 1 year 2.5 years N/A 4 years
Construction
Planned 27 months 5 years Airport--6 years 5 years
Terminal--3 years
Actual 7 years 27 months 5.5 years Airport--6 years 3 years**
Terminal--3 years
Commissioning
Planned Throughout 18 months 3 months Summer 2000 6 months
Construction
Actual 1 year 18 months 3 months Summer 2000 6 months
Activation
Planned 01/08 2 years July 2005 5 years Summer 2000 2010
Actual 2008 1 Month 2.5 years 9 Gates July 2005 5 years Summer 2000 September 2005
19 Gates Oct 2005
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Design
Planned 79 Million End 1999 6/2001
Actual 91 Million End 1999 10/2004 102,511,000***
Construction
Planned Completion 780 Million 09/2000 4/2001 1 Sept.2008
(handover):
1 July 2009
Actual Completion 836 Million 09/2000 6/2005 453,538,000 3 Sept. 2008
(handover);
9 July 2009
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Commissioning
Planned Part of D&B 12 Million 02/2001 Summer 2008 Part of D&B
Contract Contract
Actual 12 Million 02/2001 Summer 2008 *
Activation
Planned 20 Nov. 2009 Included in 03/2001 9/17/08 20 Nov. 2008
Commissioning
Actual 10 Nov. 2009 03/2001 9/17/08 N/A**** 13 Nov. 2008
*Design and construction were extended due to new post 9-11 requirements.
**Two key factors allowed our project to move forward rapidly: (1) Executive Director's ability to secure airline commitments early (on the first try); and
(2) Environmental Permits secured and "grandfathered" in under a previous DRI. I will describe these in more detail when we discuss the survey over the
phone on Tuesday afternoon.
***Total soft costs associated with project including design and PM/CM.
****A full-time consultant was engaged for 22 months supported by a part-time scheduler. Approximately 3,500 hours of consultant time. The other costs of
activation are the hours spent by airport staff to plan and prepare for opening day.
Number of Passengers
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Capacity Pre- 60 Million 32 Million 60 Million* 29 Million 41,040,995 3 Million
Expansion (actual calendar
year 2000)
Percent 90% 60% 40% 80% 77.6% 100%
O&D (%)
Percent 10% 40% 60% 20% 22.4% 0
Transfer (%)
Capacity 90 Million 45 Million 60 Million 48 Million 34,632,474 12 Million
Post- (actual calendar
Expansion year 2001)
Percent 90% 60% 40% 70% 76.6% 100%
O&D (%)
Percent 10% 40% 60% 30% 23.4% 0
Transfer (%)
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Capacity Pre- 5 million 8 Million 15 Million N/A N/A* 1.7 million
Expansion
Percent 99% 100% 30% 90% 100%
O&D (%)
Percent 1% 0 70% 10% 0
Transfer (%)
Capacity 7.5 Million 8 Million 30 Million 16 Million 2.7 Million
Post-
Expansion
Percent 99% 100% 30% 85% 90% 100%
O&D (%)
Percent 1% 0 70% 15% 105 0
Transfer (%)
*Project was a replacement of existing facilities.
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92
Project Size (sq. ft.)
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Size 27,986,167 350,000 including: 3.5 Million 2 Million 5 Million Terminal 2.5 Million 800,000
100,000 Public building on 1200
130,000 Back of House hectare airport
120,000 APM Station island
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Size 1.1 Million 1.2 Million 1,185,000 1,500,000 850,000 900,000 200,000
Size of New Concession Space (sq. ft.)
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Size (sq. ft.) 200,000 169,000 34,000
# of 150 11 67 Unknown 37 4
Concessionaires
# of 7 49 All 37 4 (31,000 sq. ft.)
Concessionaires Additional 6 will
operational at open when APM
opening starts
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Size (sq. ft.) 194,000 86,000
# of 2 54 30 42 29 2
Concessionaires
# of 2 Master 53 50% 36 25 ~9 2 Master
Concessionaires Concessionaires Concessionaires
operational at with various with various
opening offerings offerings
Number of Check-in Desks/Kiosks/Screening Positions
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Domestic 15 in hold rooms 80 99--All dual- N/A 168 110
function (Dom/Int)
International N/A 142 -- 288--T1 168 7
56--T2
Kiosks 232 N/A--concourse 94 20 None 0--(35 added in 62
expansion 2005)
Common N/A--concourse 94 20 None See above. 36
Use Kiosks expansion
Screening N/A--concourse 5 locations with 3 locations with 30 Departures 13 12 (4 per
Positions expansion total of 43 lanes ~12 positions 15 Transfer Concourse)
each
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Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Domestic N/A ~60 N/A 144 Domestic 79 Positions 0
and International
Common Use
International 53 0 190 (including -- 16 Positions 20+ (CUTE) 28
express check-in)
Kiosks N/A 60 with and 18 24 0
without baggage
Common 8 0 N/A 18 8 0
Use Kiosks
Screening 7 45 10 8+ 4
Positions
Number of Gates
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Gates 47; 15 28 49 24 28
5A has 19, 5B
has 14, 5C will
have 14
Common 15 100% 9 but all set up for 49 24 12
Use Gates common use
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Gates 22 40 26 (including 5 44 26 14 6
A380 Gates)
Common 22 N/A 44 5 CUTE 0
Use Gates
Number of Airlines International Number of Immigration Positions
Transborder Number of Customs Positions
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Airlines British Airways 5 at opening - 18 9 85 25 19
planning for 7
Immigration N/A 30 60 Departures--90 92 8
Positions inclusive of
16 e-gates
Arrivals--120
Customs N/A 16 N/A N/A 20 0
Positions
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Airlines 53 11 Passenger 1 ~93 9 At least 2 22
2 Cargo Domestic operated
at
gates, 5
International for
check-in counter
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94
positions
Immigration 20 52+12 eGates 11 Arrs. / 14 N/A 10
Positions 14 Deps.
Customs N/A N/A 2 with three 4 N/A
Positions positions each
Did project involve transition from Dedicated to Common Use facilities?
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Yes Yes Yes Yes Yes Yes Yes
No No No No No No No
If "No", Airport was already Some check-in Already had Partial "common
explain common use. counters and gates common use but it use" was in place
are also provided was expanded at the old terminal.
with proprietary
airline equipment The new terminal
was intended to
transition into
more expanded
use of CUTE and
CUSS
environments.
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Yes Yes Yes Yes Yes Yes Yes
No No No No No No No
If "No", Terminal 3 is a
explain dedicated terminal
for Emirates so no
provision for
Common Use
Terminals
What were training implications?
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
New Jet Bridges Staff and Staff + Airlines Lots of new and Yes, we provided
with different stakeholders were needed different training and
controls systems not familiar with training processes, certification of all
from rest of airport. facility and Major carrier procedures, employees on the
Lots of burn in uses processes and (American) systems, use of common
(particularly with procedures used train equipment meant use systems prior
ground power units) required for trainer that lots of training to opening.
identified during common use. approach was required.
trials 3 weeks prior
to opening. Foreign flag
carrier staff
were all trained
by Authority
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Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
No implications No training Personnel The only carriers International
apart from implications for unfamiliar with new that use common airlines using new
familiarization to Check-in facilities facilities and use positions at CUTE system for
the new concept as same system equipment. the new terminal counter check in.
and proactive used by Emirates are the two Gate
consultation with previously. international podiums on
the airlines General carriers and the CUTE. Airlines
familiarization and charters. needed to be
orientation training Dedicated trained. New BHS
issues. New gate signatory carriers system,
system required insisted on international and
extensive training remaining at one domestic
by airline staff. dedicated airline staff had to
positions in the be trained on use
new facility, thus of
training system. New
necessities were biometric access
very limited. control system
implemented for
access doors and
BHS.
How were they addressed?
Respondent No 1 Respondent No 2 Respondent No 3
Activation Team identified issues that Formal training syllabuses and courses
were then remedied by contractor/vendor. were put together to familiarize staff with
new building, new procedures, and new
ways of working. Tailored courses were
developed for:
Air Carriers -- ~ 2 day course (1 for
terminal familiarization and 1 for use of
CUTE) with addition ½ day for staff
who would operate jet bridges.
Airport Operations Staff--1 day for
familiarization plus additional training
ranging from 1 to several days
depending upon roles and
responsibilities.
First Responders--1 day for
familiarization
Government/Support Agencies--1 day
for familiarization and use of new
screening equipment.
More than 100 courses tailored to the
needs of each organization were offered 7
days a week often for 2 shifts for ~3 ½
months prior to AOD.
88% to 89% of staff was trained prior to
AOD.
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96
Respondent No 4 Respondent No 5 Respondent No 6
Authority managed and tracked progress Training started 9 months out and
of training became more intensive 3 months out.
Worked with vendors to develop standard Train the trainer approach was used.
agendas and curriculums Everyone working at airport participated in
familiarization training with additional
Gap analysis performed on regular basis training tailored to specific jobs/roles.
to confirm all staff trained Training progress for all was managed,
Soft trials (no public) for training monitored, and reported on from central
training center.
Respondent No 7 Respondent No 8 Respondent No 9
Respondent No 10 Respondent No 11 Respondent No 12
Extensive training and familiarization Extensive transfer program included a full Common use equipment vendors
programme for all stakeholder staff train-the-trainer program followed by full provided training to project staff in a
managed by the ORAT team. testing period of all functions including "train-the-trainer" position.
Specific trials were executed in advance ATC, ground handling, airport operations
of opening focusing on the systems and etc.
process training.
Respondent No 13 Respondent No 14
Organized training program with airlines
and implemented operational
readiness trials.
Activation Information
Did you have a formal Activation Team/Program?
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7
Yes Yes Yes Yes Yes Yes Yes
No No No No No No No
If "No",
explain
Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14
Yes Yes Yes Yes Yes Yes Yes
No No No No No No No
If "No",
explain
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Was there a Charter or Mission Statement for the Team/Program? If so, what was it?
Respondent No 1 Respondent No 2 Respondent No 3
Yes Yes Yes
No No No
Ensure the Activation Team works Yes, for Stage 2.
through, not in place of, the existing
organizational structure
The Activation Team coordinates--
existing organizations must continue to
carry out their assigned responsibilities
Costs for this service will be isolated and
separately accounted for
Provide direct support to Authority, Airport
Users, Airport Service Providers
Act to resolve disputes, anticipate
problems
The Activation Team can include
Authority staff, Program Manager staff,
outside consultant, airport user group
(e.g. airline), or airport service provider
(e.g. TSA)
Respondent No 4 Respondent No 5 Respondent No 6
Yes Yes Yes
No No No
"Provide excellent customer service on Intension was to meet or exceed Strive to ensure all facilities and systems
opening day that is seamless with no expectations of stakeholders. This were tested and ready for operation by
surprises." remains Charter/Mission for future the established deadline. All problems
projects and we have done a much better were to be elevated for resolution
job of managing expectations and immediately.
achieving this goal.
Respondent No 7 Respondent No 8 Respondent No 9
Yes Yes Yes
No No No
While there was no "formal" charter or Achieve a safe and timely opening as The mission of the Midfield Transition
mission statement, there were "Guiding perceived by the passengers, media and Team is to ensure that all people,
Principles," which the Transition Team the airport community and be prepared to processes, technologies, and tools are
formulated in the early months as the cope with any contingencies. aligned and prepared for operating at the
Activation process got underway. new Midfield Terminal.
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98
Respondent No 10 Respondent No 11 Respondent No 12
Yes Yes Yes
No No No
Yes--"No surprises on opening day."
Respondent No 13 Respondent No 14
Yes Yes
No No
Beyond commissioning, activation is the Achieve a safe and timely opening as
process of moving from the construction perceived by the passengers, media and
phase to full operation of a facility. The the airport community and be prepared to
process requires the engagement and cope with any contingencies.
participation of the airport operations,
business and facilities management and
staff (all the members of the organization
that are accountable for the execution and
continuation of facility management
programs to new or expanded works).
Activation is ultimately the responsibility of
the owner-operator of the facility and is
carried out by the existing organization.
This includes complete familiarity with all
elements of the construction project
deliverables and electronic systems that
will be added or introduced into a facility.
Activation includes:
Implementing comprehensive
orientation and technical familiarity
training with the project. This effort
extends to all users of the facility
including airlines, tenants,
government agencies and POS
Completing staffing requirements and
job training for new positions and
enhancing skills of existing staff to
operate and maintain new or
upgraded equipment and systems
Concluding business arrangements
with tenants particularly defining and
implementing those contractual
responsibilities delegated between
the tenant and POS
Revising and conducting simulations
on operations/emergency plans
Preparing and conducting trials and
simulations, which include actual
loading of systems and equipment as
would be experienced in full
operations.
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Respondent No 10 Respondent No 11 Respondent No 12
Yes Yes Yes
No No No
Trials identified some changes required Major changes value was approximately
because of operational requirements, $10 Million. These were made in early
construction work ongoing until opening stages of construction.
and beyond to support changes and
rectifications.
Respondent No 13 Respondent No 14
Yes Yes
No No
Substantial changes due to formation of
TSA and requirement for in-line bag
screening.
Was activation program successful? What metrics were used to measure success?
What were the benefits/challenges?
Respondent No 1 Respondent No 2 Respondent No 3
Yes Yes Yes
No No No
Metrics Opening on time as planned with no No bad press. On time performance, which ranged between 95%
Used to surprises, good press, happy public, Airline operations normal and on time and 98% during first week of operations
Measure happy airlines. from day one Media and public reaction, which were both very
Success We have identified areas for Satisfied passengers. positive
improvement for future facilities Need for changes post-AOD--No significant changes
activations. Concession sales at predicted levels
were required
Facilities operate as envisioned--updates to terminal
operation plan were minimal
IATA ASQ survey of customer service/satisfaction
indicated significant improvements; Steve to provide
details
Air carriers acknowledge greater efficiency but this
has not been quantified
Reduced energy costs
More airlines want to come to airport
Benefits/ Trials pushed construction & Remedying defects particularly the Keeping air carriers in line and actively participating
Challenges commissioning but failed to achieve issues with Jet Bridges and Ground in activation--Day of Ops always takes precedence.
complete readiness. This was largely Power Units. Bankruptcy of anchor carrier
due to the independence of the Minor changes were also required to:
various work streams. Costs and lack of flexibility in program
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118
Lack of coordination and transparency Apron Lighting
between work streams Light Level Sensor Locations
Lack of commitment from Challenges included coordination
operations--they all have day jobs multiple contracting entities to
and did not have time to support complete on time. Each concession
Activation program. and airline had their own contractors
Many elevators and escalators were fitting out their respective spaces.
not functioning at opening and airline
staff (and others) did not know other
ways to get to work.
Nobody wanted to admit they were
late and there was no
objective/consistent metric for
measuring readiness of each
stakeholder.
What Went Airport Authority staff were all familiar Airport Maintenance personnel were Overall Program--other airports are now embracing
Well with the facility. Unfortunately, Airline trained and familiar with the facility. similar approaches
and Ground Handlers did not force all Training
staff to participate in familiarization
and training programs resulting in an Activation period allowed completion Trials
insufficient number of staff being of access control and closed circuit Transition
familiar with and trained on new television (security) system
AOD
facilities and systems.
Common Use
Health & Safety were successful . All key concessions and airline
tenants were in normal operations on Kiosks & Web Check-in
Relocation of GSE and migration to
new terminal went as planned. opening day. Processes and Flows--Original plan still work
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Respondent No 4 Respondent No 5 Respondent No 6
Yes Yes Yes
No No No
Metrics Used The Press, Focus Groups and Surveys Initial opening of CLK had lots of issues Established a path and goal with a set
to Measure were used to measure the success of the so Activation could have been more common deadline for everyone to work
Success opening. There were no negative press successful. We still follow similar model towards. Resulted in systems being fully
accounts--everything was positive. and have successfully opened several tested, problems resolved and necessary
additions and expansions (Terminal 2). training taking place. Ultimately resulted
We now keep all stakeholders involved in in the confidence in setting a soft opening
process and keep AOD soft as long as and grand opening with ribbon cutting
possible. Operations department has a ceremony.
comprehensive set of KPIs to measure
performance of airport. These along with
IATA surveys are analyzed before and
after each activation. We dovetail with
these during construction and agree with
project owners and users on a set project
specific KPI's, which measure impact of
construction on existing facilities,
business partners and public (or hopefully
lack of impact). Our aim is for our
construction works to remain invisible.
Benefits/ Getting Construction Team to listen to Getting Operations and Construction to Keeping track of all the moving parts and
Challenges Activation needs and provide accurate work to the same plan. the magnitude of the project. Managing
information about progress of construction Managing media expectations. It is change orders and having a formal
Getting activation requirements important that media and all stakeholders process for approving them was helpful
incorporated into overall project schedule. understand the complexity and challenge as this appeared to get out of control
of activating new facilities. It is a mistake towards the end.
Construction was not on board--focus
was completing construction not to let them think it is easy.
successfully opening facilities. Keeping stakeholders engaged
Lack of alignment between Construction throughout the process. This is critical to
and Activation. mitigating surprises at AOD.
Familiarization and training were
compromised since construction and
commissioning of systems were late.
Developing contingency plans for
everything and training staff in them.
What Went Opening Day!!! We learned a lot and now plan for Good project management and over-
Well Integrated Schedule prepared by contingencies. As much emphasis is sight, regular meetings, sound program
Activation Team. placed on what to do when systems don't management, focused Activation Team
work as on how to operate when and a decisive and empowered steering
Training--Activation Team consolidated everything is normal. committee.
contractor training programs and
incorporated them into an overall program
Soft Trails--Airport and Stakeholder (i.e.
Airline) staff (no community volunteers
were used--this facilitated staff
orientation
Peer Reviews--Activation Team visited
Toronto, San Francisco, & Detroit to
review programs and incorporate lessons
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120
learned
Move Control Command Center provided
centralized coordination,
Respondent No 7 Respondent No 8 Respondent No 9
Yes Yes Yes
No No No
Metrics Used Although no formal "metrics" were used-- Overall perception (public, media) The activation was extremely successful.
to Measure other than to ensure that our Guiding Number & impact of occurrences Situation Room monitored issues as they
Success Principles were being met--we arose (which were few). Media coverage
considered our Transition Program a Qualitatively & quantitatively assessed was used as an external feedback
success based on the number of staff-induced errors mechanism, and it was overwhelmingly
"attaboys" received from the community, Systems performance (KPIs where positive. Opening day was just another
media, FAA & TSA. The feedback was applicable) day.
very positive, so the return-on-investment
(ROI) was high.
Benefits/ The challenges were seen and felt mostly Fit-out schedule for concessionaires The new security system caused a lot of
Challenges post-opening when it became evident that Political aspects relating to `grandfather' behind-the-scenes grief for airline and
we had issues with the BHS and Fire rights of entities or unions airport employees. Alarms were going off
Alarm systems. Also because training continuously (no exaggeration), and
was not properly covered by scope and System-wise: security personnel had to be outsourced
spec earlier, there were issues with Baggage Handling System to guard doors where security system was
personnel and employees not Specific system interfaces not operational. This ended up being very
understanding how certain pieces of costly. In hindsight, a cutover plan, which
equipment or software worked. We allowed more time for employees to
discovered that our signage was causing become familiar with the new system
the general travelling public some would have made things easier.
headaches. Our Computerized Another challenge was ensuring that all of
Maintenance Management System the necessary training occurred prior to
(CMMS) was not functional, which terminal opening. Training is best done
created its own set of problems for our immediately before the knowledge is put
Facilities group. to use, but some employees (such as
I will describe these more fully when we maintenance personnel) were required to
chat next week. attend as much as 120 hours of training.
Wayfinding was a bit difficult for the back-
of-house staff. It was difficult for
airline/airport personnel to determine
secure areas from non-secure areas.
Immediately upon activation, we went
through the terminal and hung several
sheets of green poster board to identify
areas of transition between non-secure
and secure areas.
What Went The Transition Team worked well Cooperation with the airport community The opening itself went amazingly
Well together. Operational & Contingency Planning smoothly. The staff in the Situation
There was lots of communication both Room was quite frankly bored. A member
Tests & Trials of the media complained that he had been
upline and downline, as well as formal
and informal. "hanging around the terminal for 8 hours
waiting for something to go wrong, with
A large amount of faith and trust was nothing to show for it."
OCR for page 120
shown by the Executive Director and The physical move from the old terminal
senior staff towards the Transition Team. to the new also went extremely well. The
In many respects we were building the move was meticulously planned and
plan as we went along; I guess our executed. Most move activity occurred in
thinking was strategically on track and the two weeks prior to opening, and some
correct for the most part. occurred after opening. Only mission-
critical items were moved during the
overnight period, and the move was
completed in plenty of time for opening
the next morning.
Respondent No 10 Respondent No 11 Respondent No 12
Yes Yes Yes
No No No
Metrics Used No formal metrics for success. 1st phase Metrics were the on-time transfer of Terminal opened as scheduled. No flights
to Measure all flights left within 15 minutes of operations from the old airport and the were delayed as a result of facility.
Success departure times, no adverse publicity for opening of the new airport in one day.
any phase of the transition Benefits were a clear goal setting that
was recognized by all participants. Project
was supported by specific milestones that
had to be met: completion of construction,
dates for testing specific functions and
entire operation, transfer and opening of
the airport.
Benefits/ Delays in the construction programme The establishment of a new airport Schedule and budget.
Challenges meant trials overlapped with construction operator, the alignment of all
significantly. True state of construction stakeholders' procedures and determining
progress not always known. that procedures had been properly tested.
What Went A comprehensive training and The equipment transfer from the old Baggage handling system was contracted
Well familiarization programme with all staff airport to the new airport. as design-build and was a major success.
having visited the facility a number of
times prior to opening.
The 90/60/30 method of reporting on
readiness was also extremely successful
in getting all the stakeholders aiming
towards same goal in a controlled
manner.
Having previous experience in the ORAT
team meant that we could know what
mattered and what didn't.
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Respondent No 13 Respondent No 14
Yes Yes
No No
Metrics Used Pax complaints (none recalled) airline Overall perception (public, media)
to Measure complaints, maintenance calls from Number & impact of occurrences
Success tenants, performance of BHS screening.
Qualitatively & quantitatively assessed
staff-induced errors
Systems performance (KPIs where
applicable)
Benefits/ Operation of the in-line BHS and cut- Late establishment of ORAT program
Challenges overs to new conveyor devices installed in Short duration between handover and
the existing line. Also, implementing opening
alternative plans for MuFIDS errors in
displays Fit-out schedule for concessionaires
Political aspects relating to `grandfather'
rights of entities or unions
System-wise:
Baggage Handling System
Specific system interfaces
What Went Coordination and cooperation amongst Cooperation with the airport community
Well the airport staff and between the airline Operational & Contingency Planning
staff and airport staff.
Tests & Trials
Cooperation with Construction Manager
and General Contractor
Public open house that loaded the
building prior to operation--excellent
public turn-out.
International Airline staff familiarity with
new BHS and access control system.
Move of the airport staff to new office.
TSA staff familiarization and operational
readiness trails on the BHS.
What would you do again? What would you do differently? Explain.
Respondent No 1 Respondent No 2 Respondent No 3
What would More joint working groups to encourage Same activation format Same program with adjustments to reflect
you do more transparency between groups. scope of project.
Again?
What would Integrate Activation plan with Construction More involvement during design phase to SPOCs (single points of contact) for each
you do & Commissioning plans. prevent "changes" during construction. department should have hard line
differently? Formalize interface management and reporting to Activation Team and dotted
expand to include systems, processes, Better engage airlines line to department. For this project it was
people, construction, operations, and other way around and at times this led to
other stakeholders. More time spent with maintenance conflicts in demand for SPOC focus/time.
personnel and airline tenants.
Enforce joint/consistent metrics for
reporting progress and have it audited by Testing jet bridges, apron lighting, other
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an independent 3rd party. airline operational components.
Better engage operations (particularly
airline)
Make sure that Authority Staff, Airline
Staff, and other significant stakeholders
complete familiarization and training prior
to opening. Develop and communicate
contingency plans to address what
happens should systems, equipment,
people, processes fail.
Respondent No 4 Respondent No 5 Respondent No 6
What would We would do the same program but Follow similar plan but keep AOD soft. Development of the Activation Team, a
you do would start sooner and make sure it was formal process, established goals and
Again? incorporated upfront as part of the overall measures to control change orders and
program. costs.
We would engage the same group of
consultants and make sure it was led by
Kim Arnold from Jacobs.
What would Start sooner Foster closer cooperation and better more
you do Enforce transparency regarding progress transparent communications between all
differently? of construction. stakeholders.
Make sure activation requirements are Start detailed planning earlier
incorporated from the start. Keep all stakeholders engaged
throughout
Increase rigor of testing, commissioning,
and trials
Have contingencies for everything.
Respondent No 7 Respondent No 8 Respondent No 9
What would Would follow same methodologies and The use of Airport Ambassadors
you do implementation strategies. (volunteers with red sweaters placed
Again? strategically throughout the new terminal
to assist passengers) was particularly
well received. The plan to terminate the
last flights of the day at the new terminal
worked splendidly.
What would Add more structure. Define metrics and Seek ways to optimize Coordination and Communication could have been
you do measurements to be achieved. Ensure Communication. improved considerably. Generally
differently? that training and elements of the design speaking, project team executives were
of the facility be revised to better meet our very guarded with information, and this
needs. resulted in an information vacuum, which
quickly got filled with misinformation and a
lot of paranoia. The key stakeholders
were not engaged early enough in the
process to make key decisions affecting
the operation of the terminal, and this
resulted in either a lack of goodwill or last-
minute design changes and/or added
expense.
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Respondent No 10 Respondent No 11 Respondent No 12
What would Soft opening Establish a dedicated team responsible to Yes, I would hope to.
you do 90,60, 30 Process monitor preparations and to perform
Again? SPOC Process: The establishing of an testing.
operational readiness Single Point of
Contact (SPOC) and deputy SPOC for
each organisation was very successful
and ensured the participation of all key
stakeholders and facilitated easier flow of
information.
Treat ORAT as a specialist activity that
warrants expert help
What would Review effectiveness of large trials (3,000 Perform more detailed assessment of the Try to mitigate Owner/Airline directed
you do + people) against targeted smaller trials level of training and familiarization of changes.
differently? (load tests) without members of the stakeholders through more extensive
public. testing.
Recognise the detailed planning and
logistics involved in big trials and resource
accordingly.
Better access and integration with the
construction commissioning team.
Complete commissioning before opening!!
Respondent No 13 Respondent No 14
What would Same organization strategy with the same Would follow same methodologies and
you do commitment from senior executive implementation strategies.
Again? management.
Operational readiness trials.
Creation of Plan A, Plan B and sometimes
even Plan C
Regular communication with all parties
Employee same tracking tools
Make the airlines and tenants part of the
activation program--track their progress
on tasks.
What would Conduct earlier readiness trials on Seek ways to optimize Coordination and
you do modification on existing BHS systems Communication.
differently? with seasoned airlines. Considerable
attention was paid to the international
carriers because they were operating new
systems and not enough attention paid to
the domestic carrier that was to only
experience a relatively minor change in
the BHS.
Ghost flights for MuFIDS to test
consistency between monitor and back-
wall displays.
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With the benefit of hindsight are there any changes you would make or
suggest making regarding? Explain.
Respondent No 1 Respondent No 2 Respondent No 3
Define activation requirement early and Activation format was good. Would not recommend any material
incorporate into construction schedule. If changes.
this is done it should be possible to
conduct many early trials while portions of
the facility are still in construction.
Respondent No 4 Respondent No 5 Respondent No 6
Start sooner If possible, always phase opening. This
Enforce transparency regarding progress was not possible for opening of CLK but
of construction. has been possible for T2 and other
expansions
Make sure activation requirements are
incorporated from the start.
Respondent No 7 Respondent No 8 Respondent No 9
Fine tuning on certain processes and use
of more e-tools for higher visibility by all
parties involved to ensure same level of
information and common understanding.
Respondent No 10 Respondent No 11 Respondent No 12
Minimize changes to airport operational IT More detailed testing would identify
systems whilst airport transition weaknesses in level of familiarization of
programme ongoing. stakeholders with new airport
Freeze construction at least 90 days out environment.
from AOD.
Work closer with engineering and delivery
team so true extent of facility readiness
can be gauged in advance of trials etc., to
avoid duplication of efforts or time
wasting.
Respondent No 13 Respondent No 14
Plan and execute operational readiness Fine tuning on certain processes and use
trials even on the apparent simplest of more e-tools for higher visibility by all
process. parties involved to ensure same level of
information and common understanding
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Are there any other lessons learned or caveats you can share with us? Explain.
Respondent No 1 Respondent No 2 Respondent No 3
Familiarization and training of all staff and Active involvement of design and Can't start too early
stakeholders is critical. construction team with Activation Team Detailed terminal operation plan is critical
Transparent, consistent, objective produces best results (partnering across for development of trials and for prov ing
reporting and metrics to measure staff/organizational boundaries) terminal functions as planned
progress would provide management with
information needed to make better Activation Team involvement during Training is critical
decisions. design can improve the final product as In addition to proving terminal systems,
well as smooth the transition to opening processes, procedures, staff, etc., function
day. as planned; they provide great opportunity
to introduce media and public to new
facility in a controlled manner.
Detailed highly scheduled transition plans
are critical to measuring success and
eliminating surprises on AOD.
Respondent No 4 Respondent No 5 Respondent No 6
Complete concession construction Have contingencies for everything and Make sure everything gets tested before
sooner. make sure everyone is as trained in the contractor packs up and leaves as it is
Have full time liaisons between various contingencies as normal operations. very difficult to get them mobilized and
constituents and stakeholders. Keep AOD soft as long as possible--don't back onsite once they leave. Ensure a
commit until everything and everyone is good hand-off to system maintainers and
ready. make sure training of maintenance staff
takes place and they receive manuals for
Familiarization and training take time. all system. A good understanding of
People do not take training and warranty items and who is responsible for
familiarization seriously until they are in what is critical in such a large project.
new facility.
Respondent No 7 Respondent No 8 Respondent No 9
Training Lessons learned are on secondary issues
Back Door Ops to restaurants or subjects not directly controlled by
ORAT.
Oversize belt for the BHS
Standards (signage, graphics, etc.)
Diving into details
Creative use of IT (WiFi network)
Respondent No 10 Respondent No 11 Respondent No 12
All large construction projects or new No formal debriefing took place to collect
builds need to have a defined end to end all data relevant to actual transfer and
project delivery process that is bought into opening. Also importance of home-based
and most importantly understood by all carrier in successful transfer.
stakeholders involved in the project.
The process for moving out of one phase
of the project needs to be understood and
adhered to by all (what are the project
gateways, what form of controls are
administered to ensure the timing is right
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to move to the next stage and ensure all
pre-requisites have been met?).
The communications need to be clear--
(who is in charge, who makes the
decisions, who is responsible for what).
There should to be a corporate-wide
Information Sharing tool--a project
extranet for example where everyone can
get access to the most up to date
information, drawings and status reports.
It should be obligatory for all parties
involved in the new facility to use a
collaboration tool.
End users need to be involved in all
phases of the project not just the start and
the end--the evolution of the project
needs to be an iterative process.
Recognise that not everything can be
completed for opening day and put in
place a decision process to manage the
risk and to accept the asset in a particular
condition with a follow up team to
complete what remains to be done.
Respondent No 13 Respondent No 14
Scores but none significant.
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