Implementing Integrated Self-Service at Airports (2015) / Chapter Skim
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P A R T I I Reference Guide
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7 C h a p t e r 1 Airport operators around the United States and the world are challenged with determining the role they should play in facilitating the movement toward a greater level of passenger self-service. Facilitating passenger self-service has primarily been driven by airlines, specifically with regard to passenger processing.
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8 Implementing Integrated Self-Service at airports a single worker was responsible for manually assembling the individual components into a final product. In Stage 2, the manufacturing steps were simplified and the assembly line was created to speed up the overall assembly process.
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the passenger Self-Service Vision 9 the process. In Stage 4, the assembly line is made flexible so that now different products can be created on the same assembly line without the need to shut the assembly line down and retool and reconfigure the specific component process steps.
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10 Implementing Integrated Self-Service at airports the passenger would check in for the flight and pay for the ticket. If it was necessary to check any luggage, the passenger would do so at the check-in location.
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the passenger Self-Service Vision 11 (1) the collective system(s)
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12 Implementing Integrated Self-Service at airports for a passenger to view available flight options and book a reservation. The passenger could now self-serve these two functions from home, as indicated in the booking/ticketing part of Figure 1-8.
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the passenger Self-Service Vision 13 industry. Stage 3 added automation and a passenger self-service opportunity to the on-site services in much the same way that manufacturing made automation advances.
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14 Implementing Integrated Self-Service at airports was focused on shoring up security around terminals, technology innovators were developing a reimagined smartphone that would come to play a key role in the further evolution of the passenger self-service model. The introduction of this new smartphone was significant to passenger processing due to its use of applications designed for the mobile interface.
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the passenger Self-Service Vision 15 the payment and commitment model has been flipped completely around. Where the passenger previously had a very low level of commitment to the airline flight reservation at the time of the booking, the airline had a very high commitment.
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16 Implementing Integrated Self-Service at airports Figure 1-13. Complete passenger journey.
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the passenger Self-Service Vision 17 Stage 4 The changes described in Stages 3b and 3c -- broader access to and use of passenger data; earlier payment and confirmation of travel; and the addition of more service purchase options -- have been joined by still more new technologies adopted by passengers around the globe. Industry studies performed by SITA, TripAdvisor, and FlightView all point to an increase in demand for self-service and mobile facilities for passengers.
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18 Implementing Integrated Self-Service at airports new understanding that passenger self-services must be considered from the viewpoint of the processing of a single passenger. The aviation industry is beginning to realize that the passenger is pre-setting how he or she will travel through the passenger journey.
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the passenger Self-Service Vision 19 transparent passenger represented in Stage 2. In Stage 2, the transparent passenger could only represent factual PNR information because that was the only type of information in the cloud at that time.
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20 Implementing Integrated Self-Service at airports becoming a higher degree Stage 4 airport will be the ability to introduce new technology in an integrated and cohesive manner as advances occur and processes change. For the industry, the key to moving to a higher degree of Stage 4 will be the ability of airports and tenants to work together to share data in an integrated and cohesive manner.
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the passenger Self-Service Vision 21 • Landside. This area refers to the area covered by the airport campus boundaries prior to the security checkpoint.
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22 Implementing Integrated Self-Service at airports can facilitate the various paths taken by various passengers to meet their travel requirements. It is through this means that the airport operator works with its airlines and other tenants, managing and accommodating the variations within each operating model.
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the passenger Self-Service Vision 23 So taking this vantage point, the industry is now considering a far more simplified view of the passenger journey and focusing on how to accommodate passengers as they travel through the processes. As the airport operator, airlines, and other major tenants consider how passengers travel through the six areas described above, planning across a common environment now takes on an integrated approach.
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24 Implementing Integrated Self-Service at airports Step 2: Obtain Management Support Executive management support for an IPSSP is absolutely critical for the long-term viability of a successful program. Operations, planning, and IT all play a fundamental role in the planning and implementation of IPSSP initiatives, and all must have active executive support from the beginning for the airport-wide process changes to be accepted.
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the passenger Self-Service Vision 25 Step 4: Define Performance Measurement Without a means to measure performance, IPSSP initiatives and the program as a whole may function for years without ever producing the required outcomes necessary to achieve its objectives. In order to judge success or failure and make necessary adjustments, key performance indicators must be developed, monitored, and reported.
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26 C h a p t e r 2 Step 1: Understand Airport Perspective Self-Service Perspectives The development of self-service processes is driven from different perspectives and motivations, giving consideration to multiple priorities and goals. The airport case studies conducted under ACRP Project 10-17 illustrate the different business drivers for airports and how these drivers have affected the choice of projects.
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applying the Vision -- planning 27 Business Drivers The fundamental drivers for the development and implementation of self-service are increasing efficiency and improving service levels. An early example was the shift to self-service booking, and later ticketing, using remote tools.
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28 Implementing Integrated Self-Service at airports • Narita is seeking full compliance with IATA's Simplifying the Business (STB) objectives to further enhance the airport's ability to support airline process initiatives.
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applying the Vision -- planning 29 • Technology strategies support passenger self-services: – Anticipate and plan for innovation in consumer and aviation technology. – Encourage adoption of advances in customer service technology (ACI, Airport Service Quality [ASQ]
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30 Implementing Integrated Self-Service at airports make an effort to understand how new passenger self-service initiatives could benefit the growing population of connecting passengers. To illustrate the idea of defining a unique airport perspective based on differing stakeholder priorities, Figure 2-1 shows a hypothetical example of how each stakeholder group might prioritize the following criteria on a scale of 0 to 1: cost, identification, predictability, efficiency, value, and quality of service.
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applying the Vision -- planning 31 As per their website (http://www.aci.aero) , key objectives of ACI that are relevant to passenger self-service include the following: • Achieve cooperation among all segments of the aviation industry and their stakeholders as well as with governments and international organizations.
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32 Implementing Integrated Self-Service at airports Furthermore, this collaboration is an ongoing process that continually updates the industry knowledge base as new strategies are conceived, new technology is unveiled, or new regulations are imposed. Many airport operators, such as the Port of Seattle, closely monitor the progress of IATA.
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applying the Vision -- planning 33 fundamental role in ensuring success, and depending on the airport organization structure, any of these contributing areas may provide the champion for establishment of an IPSSP. Regardless of who becomes the champion for establishing an IPSSP, executive management support is needed from the onset of the program.
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34 Implementing Integrated Self-Service at airports Once the airport's mission and vision are understood, identifying an IPSSP vision that best matches the stated airport's mission and vision is the next course of action. Using the understanding of the airport's perspective, discussed in Step 1, an example of how to align the IPSSP vision with the airport's vision is shown in Table 2-1.
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applying the Vision -- planning 35 remaining open to change and new ideas. Obviously, the degree of openness to change is directly applicable to the culture of executive management in being undaunted by risk and adapting new trends and ideas to personal circumstances.
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36 Implementing Integrated Self-Service at airports Stage 4 -- Approach to a Passenger Self-Service Project as a Part of the IPSSP A case is made that passengers traveling through the airport can benefit from installing passenger self-tagging. This case is brought to the attention of the airport operator through one of the airline tenants most interested in such an installation.
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applying the Vision -- planning 37 Although the basic approach for conducting the project under either the Stage 3 or Stage 4 way of thinking may be similar, under Stage 3 the project is approached from a single focus (or use case) , whereas under Stage 4 it is approached from an end-to-end focus (many use cases)
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38 Implementing Integrated Self-Service at airports With regard to passenger self-services, three airport business functions typically take a lead role in the planning and execution of passenger self-service initiatives. These are the following: • Operations -- focuses on the efficiency, safety, and flow through of the passenger.
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applying the Vision -- planning 39 • What is the IPSSP steering committee scope with relation to the IPSSP vision? Does the scope of the IPSSP steering committee span all aspects of the project and program?
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40 Implementing Integrated Self-Service at airports maintains an information and communications technologies (ICT) group.
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applying the Vision -- planning 41 IPSSP Planning Stakeholder Needs for Passenger Self-Services Since the IPSSP steering committee is ultimately responsible for defining the end-to-end journey of the passenger, it must consider passenger self-service impacts and benefits across all process areas relative to stakeholder needs. The IPSSP steering committee must recognize that within each of the six process areas, passengers have options as to how to travel through the airport (as discussed in Chapter 1)
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42 Implementing Integrated Self-Service at airports In the example case, the airport operator observes that the security checkpoint has significant wait times throughout the day. Although there is a priority lane, it is only available for those who have achieved elite status with the respective airlines.
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applying the Vision -- planning 43 • It does provide a downstream or upstream analysis of the process to determine other benefits. • It fails to provide a qualitative analysis of the entire passenger journey from the integrated passenger self-service perspective (Stage 4)
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44 Implementing Integrated Self-Service at airports phone scanning will require wireless access at the airport. The passenger will either have to connect to the airport wireless or use his/her mobile phone roaming capabilities (expensive to passenger)
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applying the Vision -- planning 45 indicate points in the journey when a benefit might be realized by implementing an integrated approach. Explanations of the potential benefit at each numbered point are the following: 1.
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46 Implementing Integrated Self-Service at airports is pleased that enough time has been saved that there is time to shop and then grab some breakfast.
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applying the Vision -- planning 47 IPSSP Project Evaluation With clearly defined IPSSP objectives in place, the IPSSP steering committee can begin the work of evaluating specific issues within the airport to determine the individual project initiatives that should be undertaken. This is accomplished through a business case evaluation process.
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48 Implementing Integrated Self-Service at airports The project owner establishes and leads a project definition team consisting of the following representation: • Project management for – Project governance planning – Benefits/risks – Scheduling – Budget – Regulatory – Operational impacts • Information technology (to assess IT impact during project definition) • Technology innovation (to assist with product definition and opportunity)
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applying the Vision -- planning 49 KPIs KPIs are the criteria used by the IPSSP steering committee to evaluate the performance of the IPSSP and the individual passenger self-service initiatives. KPIs are the quantifiable measurements that indicate a level of progress toward achieving the IPSSP objectives.
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50 Implementing Integrated Self-Service at airports Performance Measurement System Establishing a performance measurement system begins with the development of a methodology for measuring performance. This methodology defines the objectives, scope, and process for measuring the IPSSP.
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applying the Vision -- planning 51 • Document Check: Passenger self-scanning of travel documents and automatic verification of compliance with transit requirements. • Flight Rebooking: Passenger self-rebooking through kiosk, web, or mobile.
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52 Implementing Integrated Self-Service at airports Skytrax AQSA The Skytrax AQSA applies methods and systems for improving and maintaining customer service standards using qualitative measures and analysis of the passenger travel experience. The AQSA provides a customized analysis for each airport based on its unique requirements relative to the standards experienced by passengers for service quality industry-wide.
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applying the Vision -- planning 53 WestJet believes that partnerships with airports are critical to the success of self-service products. Airport leadership needs to work closely with airline tenants to understand each individual tenant's self-service philosophy and desires.
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54 Implementing Integrated Self-Service at airports that individuals can decline to provide data. In order to make an informed decision, they need to understand what data are being collected, why the data are being collected, who is collecting the data, and how the data will be used.
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applying the Vision -- planning 55 result in staffing efficiencies that are orders of magnitude better than individual or single product implementations. A fully integrated passenger self-service program can result in significant improvements in facility utilization.
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56 Implementing Integrated Self-Service at airports Changes in the internal or external environment may have significant impact on the IPSSP. These include the following: • Changes in airport leadership and/or airport-wide projects or new marketing strategies resulting in shifting priorities of key internal stakeholders.
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57 C h a p t e r 3 Chapter 2 detailed the first five steps of the Roadmap; Chapter 3 will address Steps 6 through 9, covering fundamental impacts, implementation, monitoring and reporting, and next steps. Step 6: Address Fundamental Impacts Passenger self-services, whether deployed by the airport, the airline, a concessionaire, or some facet of the government will need to rely on the airport's infrastructure in some way.
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58 Implementing Integrated Self-Service at airports • Proper data sharing reduces duplicate processes and sometimes project initiatives themselves. • When projects are evaluated based on KPIs, data are needed to justify the performance.
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applying the Vision -- Implementation 59 • Virtualized server environment • Enterprise document management system The GTAA recognized that such a system could also improve the general quality of service provided to its customers, passengers, and guests and open up many opportunities for new passenger services, based on improved demographics. The GTAA therefore set out to establish the new IT environment on the basis of information that would be "recorded once and used many times," relying on its ESB to simultaneously transfer information to the relevant applications and client interfaces.
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60 Implementing Integrated Self-Service at airports investment will result in a long-term benefit through the contribution to a more flexible technical architecture and a resulting cost and time savings when replacing solutions and implementing changes. Airports wanting to implement an SOA will need to evaluate such internal factors as initial investment costs, appetite for technological change, staff ability to deploy an SOA or a budget for consultants and developers, the ability of existing or intended systems to participate in a new, "loosely-coupled" environment, as well as system and storage capacity.
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applying the Vision -- Implementation 61 With the analytic opportunities associated with passenger self-service, airport operators are expanding their understanding of and experience with BI systems, in which data are analyzed across a multitude of scenarios. Many such scenarios lead toward new commercial opportunities, such as predicting passenger buying behavior in relation to security wait times.
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62 Implementing Integrated Self-Service at airports sources, including from Excel spreadsheets and Access databases. The following is a general listing of the tool sets related to the collection and use of IPSSP data: • BI solutions.
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applying the Vision -- Implementation 63 single mode cable installed today is expected to be able to support anticipated advancements in electronics data throughput over the 20 or more years. Primary network components such as switches, routers, and firewalls are as important as the fiber optic cable plant and for the same reasons.
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64 Implementing Integrated Self-Service at airports mobile devices rely on. The ubiquitous nature of wireless connectivity has made it possible for the passenger and those service providers (airport, airline, etc.)
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applying the Vision -- Implementation 65 of wireless connectivity throughout their aircraft fleet. United Airlines has stated that it is in the process of upgrading its entire international fleet with wireless connectivity.
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66 Implementing Integrated Self-Service at airports For analytically cross-referencing these enabling technologies with all self-service inventory items, the reader should consult the Passenger Self-Service Inventory tool discussed in Chapter 5. The tool is a spreadsheet matrix provided on CRP-CD-168.
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applying the Vision -- Implementation 67 in indoor positioning. BLE consumes significantly less power than Bluetooth while maintaining almost an equal range.
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68 Implementing Integrated Self-Service at airports transmitters to an antenna for the purpose of automatically identifying and tracking tags that can be attached to objects. While safeguards are put into place, there is not yet a way to guarantee that RFID data are 100% secure.
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applying the Vision -- Implementation 69 Wearable Technology Wearable technology refers to clothing and accessories that integrate computer and advanced electronic technologies along with useful functions and features. The first application of wearable technology came with the introduction of the calculator watch in the 1980s.
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70 Implementing Integrated Self-Service at airports wireless communication protocols, and so forth to create a virtual environment in which people (e.g., passengers, employees, and non-passengers) and objects (e.g., assets and baggage)
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applying the Vision -- Implementation 71 people and objects can block the zone. This technology also requires a substantial investment due to the number of transceivers needed.
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72 Implementing Integrated Self-Service at airports airport and the airlines have a responsibility to monitor and adjust their facilities (reconfigure, expand, or replace) in response to changes to the passenger processes that occur as more selfservice amenities are offered.
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applying the Vision -- Implementation 73 When possible, check-in area floors should be designed to allow easy access from below to facilitate adding or removing electrical and data/network floor penetrations as the lobby configuration changes. In locations with no lower level below the check-in lobby, a computer floor system can be considered to allow for flexible redevelopment.
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74 Implementing Integrated Self-Service at airports Baggage Claim Area Modifications Airlines have begun installing self-service kiosks in or outside of baggage service offices for passengers to use when their luggage is missing or damaged. Passengers use the kiosks to track their baggage, report missing or damaged bags, and provide personal information for baggage delivery or repair.
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applying the Vision -- Implementation 75 Management Level Management-level staff will likely take on the most time-consuming role in the planning process, serving in governance roles and other leading specific tasks. Management staff will provide insight on impacts that will be experienced by their specific division and strategies for addressing key considerations.
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76 Implementing Integrated Self-Service at airports The program manager will play the largest role during implementation, overseeing all aspects of the implementation including project definition and planning, execution, control, and closeout. In most cases, the program manager will be responsible for managing multiple interrelated efforts by different groups, each of which will have a project manager responsible for its independent scope.
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applying the Vision -- Implementation 77 self-service on policies and procedures is well understood. At Heathrow, all boarding pass checks are now automated.
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78 Implementing Integrated Self-Service at airports underscores the airport's care for its customers. Of added benefit to the airport is that, unlike e-mail, social media conversations are publicly visible, which allows other potential airport customers to see "customer service in action." Social media channels (e.g., Facebook, Twitter, Linked-In, Pinterest, g+, YouTube, etc.)
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applying the Vision -- Implementation 79 ought to consider investigating how other companies in other markets have succeeded in using electronic communications efforts. Step 7: Implement Initiatives Implementing the chosen set of passenger self-service initiatives should be based on a structured process and be the result of thoroughly developed business cases.
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80 Implementing Integrated Self-Service at airports • Human Resources: Team development • Communications: Information distribution • Procurement: Solicitation, source selection, and contract administration During a typical airport system or infrastructure project, project execution includes design, development, testing, and implementation by a vendor or contractor. The extent to which design and development are necessary depends on the customized nature of the project.
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applying the Vision -- Implementation 81 Step 8: Monitor and Report Monitoring and reporting should be considered with regard to the benefit of the IPSSP and not just the project. With that in mind, as individual projects close-out, the IPSSP steering committee must engage to evaluate the project's performance against the IPSSP objectives as well as the individual project objectives.
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82 Implementing Integrated Self-Service at airports 2. Ensuring that the assignment of responsibility for corrective action is maintained.
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applying the Vision -- Implementation 83 • Optimizing response to external requirements. Review and adjust policies, principles, standards, procedures, and methodologies to ensure that legal, regulatory, and contractual requirements are addressed and communicated.
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84 Implementing Integrated Self-Service at airports at Step 1. The IPSSP steering committee should validate the airport perspective, confirm or attain management support, and redefine the IPSSP stakeholder involvement and program objectives.
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