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1 With the current advancements in technology, more options are available to airports of all sizes to improve the efficiency and effectiveness of technology systems and services through alternative means, such as with cloud computing. The traditional approach of investing significantly in computer server farms and information technology (IT) engineers onsite is no longer the only viable option for obtaining the needed services. Small airports across the country are seeking to address technology requirements within a unique set of opportunities and challenges. Many are focused on specific technology solutions to address immediate needs, while others are working to establish a technology program that is aligned with the long-term business objectives of the airport. When evaluating alternative IT solutions, IT programs must take into consideration the unique attributes of an airport, and the associated IT opportunities and challenges. Such attributes include ownership type, management culture with respect to technology, the availability of financial and local support resources, and the maturity level of an airportâs IT function. Once these attributes are understood, a careful evaluation of requirements for human resources, systems and applications, and infrastructure is necessary. IT human resources can be grouped into the categories of governance, management, opera- tions and maintenance support, and project delivery. In airports of all sizes, the governance and management functions should both be provided through airport staff resources in most cases. Operations and maintenance support functions can be satisfied by a range of options including airport staff, contracted resources, or resources shared with another entity, such as another city department. Project delivery is often executed with a combination of resources including airport staff, contracted vendors, and consultants. Depending on the scope and complexity, a project could be fully executed internally or almost completely outsourced. Alternative delivery methods associated with applications and systems include purchasing off the shelf, developing internally or through a contractor, hosting onsite or remotely, sharing collaboratively with another entity, or obtaining freeware or open source solutions. For infra- structure components, the question arises whether to purchase or lease. A third option exists where an airport might share these components with another entity, such as a city or state. To make the most appropriate determination of suitable alternative delivery methods, IT professionals should consider the evaluation of each method according to its benefits, risks, cost considerations, scalability, integration, and dependencies, as presented in this guidance document (Guidance). In small airports, the strategic alignment of the IT program to the objectives of the airport business unit becomes necessary when stakeholder needs dictate a level of accountability for IT service and support. To effectively align the technology program with the airport managerâs mission, vision, values, and objectives, the user of this Guidance must take a strategic approach to understand the current business objectives, the basis for changes in the environment, and the specific needs of the stakeholders. C H A P T E R 1 Introduction
2 Alternative IT Delivery Methods and Best Practices for Small Airports To that extent, the concept of IT governance becomes relevant and very helpful. IT governance refers to the oversight of the IT function. Just as a board of directors may provide governance over the airport, airport management should have a committee that provides governance over the IT program. Appropriate committee members should represent the key airport stakeholders, such as each airport division. The basic responsibilities of such an IT governance committee include defining stakeholder needs, correlating airport goals with these needs, and ensuring that the IT goals are developed that support the airport goals. The purpose of this Guidance is to provide readers with a roadmap for understanding how to achieve an optimum IT delivery solution, considering their specific airport attributes. The primary intent of this Guidance is for use by small airports; however, the material is relevant and can be of value to airports of all sizes. This Guidance was developed to provide those responsible for management and oversight of the IT function with the necessary guidance in making the best decisions for IT delivery. The Guidance was also developed to provide the airport executive and other division leaders an understanding of IT solution options. A major component of this Guidance is Appendix E, Strategic Planning and Business Case Development Guide. This appendix provides a structured set of templates that guide the user through a step-by-step process of defining appropriate IT delivery methods based on a strategic evaluation of unique stakeholder needs and the overall airport goals.
