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24 Collaborative Airport Capital Planning Handbook The Foundation Compelling Practice #2 The first component of a sustainable CACP process is Capital Management Teams the Foundation. Executive Leaders need to set the tone PHX has a CMT called the "Capital Improvement and lead by example by demonstrating a commitment to Program (CIP) Steering Committee" and it is used collaboration throughout the process. Adherence to the to confirm project scope and timing before a proj- four simple management principles of flexibility, account- ect can move forward to a more detailed scoping ability, collaboration and transparency will provide the and cost estimate. The Capital Management Divi- foundation for organizational buy-in, improve credibility sion (CMD) then conducts a scoping session with all of the agency, and increase stakeholders' confidence in the key stakeholders to discuss scope, outline a project agency. schedule, and begin to develop a project budget · Flexibility is critical given the changing political priori- using a cost estimator. The scoping session is usually ties and funding environment that can be expected dur- scheduled with enough time to complete a site walk ing any business cycle. An organization must remain of the proposed project area to identify key compo- flexible in order to respond to these changes. nents, discuss issues, and assist the project estimator · Accountability is required to validate spending and in answering questions, measuring quantities, etc. measure the performance of services and programs and From the results of the scoping session, the Project to demonstrate that the mission, goals, and results are Manager from the CMD prepares a "Briefing Sheet" achieved by consensus. for presentation to the CIP Steering Committee. If · Collaboration is essential to create a culture of innova- the Steering Committee approves the project, the tion in an organization in which people are able to work project will proceed to the Executive Team for together in a safe environment and share information review/approval. Depending on the timing of the and ideas that foster creative change and additional new project, it is either placed on a pending list for ideas. annual consideration or if it is an urgent request, a · Transparency is necessary to sustain buy-in and gain project number is assigned and funding allocated confidence from internal and external stakeholders that for it to be included in the ACP. the benefits are realized and value added to the agency. Leadership direction should embody the four managing principles to set forth the mission, goals, process and results for all to follow. Executive Leaders must establish an organizational structure that holds man- agers accountable to deliver on the products and services established through a CACP process. To effectively set the tone and direction for true collaboration, the action items in the four areas of leadership described below should be conducted in person and not by using collaborative technology. The four major areas of Leadership's responsibility include 1. Agency Policy: Clarify and obtain buy-in for agency policy, mission, and goals by Stakehold- ers and Approving Authorities. 2. Organization: Establish an organizational structure, define roles and responsibilities, and set expectations that create an environment in which collaboration is encouraged and results are delivered. 3. Resources: Provide for sufficient resources and training for staff to deliver results and manage performance. 4. Management: Create a transparent management structure that imparts the value of collabo- ration and holds the organization's key managers accountable and responsible for the deliv- ery of a CACP process. Leadership is ultimately accountable for delivering a reliable and innovative CACP process and to demonstrate the value and benefits to all stakeholders, thereby obtaining organizational buy-in to sustain the process.