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62 Collaborative Airport Capital Planning Handbook Leader: Executive Leader (See Agency Policy in Chapter 4 for description of Executive Leader.) Partners: · CMT and Leadership Team for review and refinement. · Approving Authorities and Stakeholders for status reports and updates if necessary. Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners as part of this effort: · Collaborate with CMT in monthly meetings and using written reports on Evaluations of progress, changes and alternatives. Actions to be taken to correct for any changes or missed targets. · Communicate with Leadership Team in monthly reports on Any changes that require new directions, additional resources or adjustments to results. · Communicate to Approving Authorities and stakeholders at quarterly meetings and in monthly reports on Results and actions taken to correct for targets missed. Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced as part of this effort (see Appendix C for Model Documents and Appendix D for Sample Forms): · Monthly progress and status reports. · Status report on projects and programs. · Schedule and cost updates. · Performance evaluations of staff and the ACP process. Results: The following are the results an agency can expect in terms of targets achieved, benefits realized and value added when an agency follows the recommended effort outlined above: 1. Leadership Team and CMT are committed to being flexible and are working collaboratively to deliver an accountable and transparent process. 2. Achievable targets documented, benefits realized and value added quantified. 3. Satisfied, motivated staff dedicated to executing the CACP process. Meeting and Reporting Goal: The goals of the third element of Oversight are to 1. Create transparency and accountability around the process, projects and performance of the CACP process by establishing regular reporting requirements. 2. Create a safe environment where staff can collaborate on the process, changes and innovations. Actions: The following is a list of actions, activities or tasks that should be completed as part of this effort: · Establish a set meeting schedule at the beginning of the ACP cycle. · Develop standard operating procedures for managing and reporting on projects and progress. · Develop monthly progress reports. · Assess the financial status of projects and key programs in the ACP. · Identify obstacles to meeting goals and solutions. · Review projects and program performance. · Develop annual reports to External Stakeholders and funding entities.
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Checks and Balances: Oversight 63 Compelling Practice #14 Progress Reports PANYNJ has two comprehensive reporting mechanisms that aid them in monitor- ing and tracking the ACP. In support of managing design projects for the Avia- tion Department, the Engineering Department uses Open Text Corporation's LiveLink to generate the quarterly "Present and Planned Workload" report that breaks down the work underway by discipline so that it can be aggregated by project to assess whether projects are meeting their scheduled completion dates and whether scheduled construction awards are on track. To assess overall spending against total project costs, Project Managers use InCaps, which downloads actual cost data from SAP software into project cost categories so that spending in the current year and overall project spending can be tracked readily and as often as needed. When: Meetings should take place and reports disseminated on a regular monthly schedule published in an ACP calendar. Leader: Executive Leader (See Agency Policy in Chapter 4 for a description of Executive Leader.) Partners: Leadership Team, CMT and the Technical Department Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners as part of this effort: · Collaborate with the Partners using detailed reports at regularly scheduled meetings on The performance of projects, metrics, operations and deliverables. Targets and alternative strategies to achieve results if necessary. Identify new mechanism to achieve results, improve performance or to modify targets if necessary. · Communicate with the Partners and Approving Authorities in meetings using documented reports on Status of the changes. · Communicate with Approving Authorities and stakeholders in person as needed on Successes achieved, lessons learned and adjustments made to the process to realize results and validate investments. Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced as part of this effort (see Appendix C for Model Documents and Appendix D for Sample Forms): · Monthly Progress and Status Reports on scope, cost and schedule. · Annual Report to Approving Authorities and Stakeholders. · Reports to Stakeholders in the form of a Report Card. Results: The following are the results an agency can expect in terms of targets achieved, ben- efits realized and value added when an agency follows the recommended effort outlined above: 1. Increased organizational buy-in and participation from staff and stakeholders. 2. Documented best practices and lessons learned from the CACP process.