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5 The first step in understanding how to make the best use of this Guidance is to understand the subject airportâs unique characteristics within the key differentiating attributes of small airports. These defining attributes have an impact on the applicability of differing IT delivery methods that are presented and include airport ownership, airport management culture, availability of financial resources, and availability of local support resources. Each one of these areas is discussed in terms of their differing types, and the opportunities and challenges they present on the IT delivery methods available. The second step is to assess the subject airportâs IT maturity level, which has a direct impact on the capabilities of the airport to effectively implement a given IT delivery method. To that extent, the maturity levels are first defined, then discussed in terms the opportunities and challenges they present on the available delivery methods. Key Differentiators of Small Airports The unique attributes of each airport must be taken into consideration when evaluating alternative IT delivery methods. While two airports may be similar in size and type of operation, the available IT delivery methods may be drastically different. Considerations such as the owner of the airport, the management culture, and the availability of financial and IT support resources all have a significant impact on both what options are available and what has the highest likelihood of success. In understanding and planning for these key differentiators, the airport manager should conduct a thorough business case to ensure that options are considered and the best overall solution is selected. The following sections describe the primary unique attributes found in small airports. At the end of these descriptions, the opportunities and challenges associated with each of these attributes are presented. Airport Ownership: Municipality vs. Authority Airport ownership is a critical factor in development of a strategy for IT delivery methods (IT Strategy). The type of ownership will determine many specific policies and procedures with which the IT Strategy must be aligned. The two primary ownership categories addressed in this Guidance are municipality and authority. Privately owned small airports are most closely aligned with the attributes of authority-owned airports and therefore not discussed independently. A municipality-owned airport is considered to be a department of its city, county, or state and is subject to most, if not all, of that municipalityâs regulations, policies, and procedures. An authority-owned airport is an independent entity governed by a group of C H A P T E R 3 Understanding Small Airport IT
6 Alternative IT Delivery Methods and Best Practices for Small Airports directors or commissioners, who are appointed by one or more government officials representing specific state or local regions. Airport Management Culture: Technologically Conservative vs. Technologically Progressive The airport management culture with respect to technology is an important factor in development of the IT Strategy. The IT Strategy must be crafted in line with the management culture in order to achieve the greatest opportunity for success. Many nuances exist between differing management styles, but the key differences in approach can be classified as either âtechnologically conservativeâ or âtechnologically progressive.â A technologically conservative management culture is one in which the airport management employs the use of technology where required but does not actively pursue the use of technology for creating efficiencies or process improvements. A technologically progressive management culture is one in which the airport management actively seeks opportunities to use technology to create efficiencies and process improvements, as well as enhance safety, security, and customer services. Availability of Financial Resources: Limited vs. Available The availability of financial resources to support technology development and sustainability is a limiting factor in determining the available options for providing specific IT services. When a particular option is being evaluated, both capital and the operational and maintenance (O&M) costs must be considered. An airport manager with limited financial resources must be diligent in the development of business cases to adequately justify the funding needed to satisfy a specific stakeholder need. In addition, options must be considered that can take advantage of the available funding mechanisms. If capital funds are more available than O&M funds, outsourcing projects with services included may be the best option. If O&M funds are more readily available, internally provided project delivery and support will likely be more favorable. An airport manager with available financial resources to commit to technology development and sustainability will have a wide range of options available and can make decisions based on other factors, such as the level of benefit and the impact to stakeholders. Availability of Local Support Resources: Limited vs. Readily Available The availability of local resources to provide technology support is a limiting factor in deter- mining the available options for providing specific IT services. When a particular option is being evaluated, the requirement for onsite support and the needed service level must be considered. An airport manager with limited local support resources may have difficulty in obtaining the required quality and responsiveness of an outsourced operations and/or maintenance function. In cases where there are few qualified local support resources, the responsiveness for onsite work may suffer due to an imbalance in supply and demand. In cases where the available local support resources are not fully qualified to support the specific system requirements, the quality of the onsite work may suffer and the system may experience ongoing issues. In both of these scenarios, solutions that can be supported remotely or the development of an internal support structure may be favorable. An airport with readily available local support resources will have a wide range of options available and can make decisions based on other factors, such as the costs and the impact to stakeholders. Summary of Key Opportunities and Challenges Table 2 presents a summary of the unique opportunities and challenges impacting IT delivery methods for each of the previously defined differentiators.
Understanding Small Airport IT 7 IT Maturity Levels The maturity level of the airportâs IT environment has a direct impact on the capabilities of the airport to effectively implement a given IT delivery method. Simple or outsourced IT delivery methods may be the only way to successfully meet business objectives in an airport with a low level of IT maturity. A greater number of options are available to airports with a high level of IT maturity. Many professional IT consultancies have published IT maturity models that map an organizationâs maturity progression from non-existent to highly effective. Among those most highly respected is the Gartner IT Infrastructure and Operations (I&O) Maturity Model (D. Scott, J.E. Pultz, E. Holub, T.J. Bittman, and P. McGuckin, Introducing the Gartner IT Infra- structure and Operations Maturity Model, Gartner, Inc., October 1, 2007). The Gartner I&O Maturity Model maps four key dimensions across six levels and defines universally applicable objectives for each. Gartner I&O dimensions are people, process, technology, and business management. The six levels are defined below as presented in Gartnerâs I&O Maturity Model. Following these definitions is a comparative list of the opportunities and challenges associated with each of the six levels of IT maturity. Differentiator Key Opportunities Key Challenges Airport Ownership Municipality Owned Established IT policies and procedures Resource sharing and integration potentials Government procurement pricing Resource sharing and integration mandates Restrictive IT policies and procedures Inflexible procurement rules Authority Owned Flexible IT policies and procedures Flexible procurement rules Autonomy Undefined IT policies and procedures Limited resource sharing opportunities Airport Management Culture Technologically Conservative Value provided to existing processes through stable solutions Control over potentially ineffective technology projects Thorough business case requirements Limited capabilities of airport operational systems Limited growth opportunities Technologically Progressive Value provided to new processes through new innovations Understanding of both the risks and value of failure (not all IT initiatives will succeed, but we will learn from all) Thorough planning and testing requirements High levels of agility and responsiveness expected Potential for ineffective projects due to lack of governance Availability of Financial Resources Limited Control over financially burdensome technology projects Selected option may not provide the best overall value Limited capabilities of airport operational systems Limited growth opportunities Available Best overall value provided to satisfying stakeholder needs High expectations for project delivery success High expectations for service and support Potential for ineffective projects if business case is not adequate Availability of Local Support Resources Limited Outsourcing options are available Limited options Readily Available Best overall value provided to satisfying stakeholder needs High expectations for service and support Table 2. Key differentiators of small airportsâopportunities and challenges.
8 Alternative IT Delivery Methods and Best Practices for Small Airports Level 0: Survival At Level 0, there is little to no focus on IT infrastructure and operations. At this level, no IT standards exist and IT planning is not conducted. Airport IT requirements are typically provided by electronics or maintenance technicians led by a manager of another airport division such as operations, maintenance, or finance. Technology systems consist of desktop computers and the few required operational systems, such as closed-circuit television system (CCTV) cameras, access control, and paging systems. Infrastructure is made up of independent cabling systems and network switches are installed in an unplanned manner to support systems where they are located. Level 1: Awareness At Level 1, there is realization that infrastructure and operations are critical to the business and the airport manager is beginning to take actions (in people/organization, process, and technologies) to gain operational control and visibility. At this level, no firm IT standards are in place, and planning consists of budgetary requirements. Airport IT requirements are provided through trained computer and network technicians led by a technology manager who reports up through another airport division. Technology systems include more advanced business applications and minimally complex airport special systems, such as parking revenue control systems. Infrastructure is made up of independent cabling systems and network switches are installed in an unplanned manner to support systems where they are located. Level 2: Committed At Level 2, the airport manager is progressing to a managed IT environment and providing day-to-day IT support processes. The airport manager has improved success in project management to become more customer-centric and to increase customer satisfaction. At this level, strategic planning is conducted and high-level project plans are defined to support budgeting. Airport IT is driven through a defined IT division with trained staff in all of the key areas of responsibility and defined processes for support and project delivery. Technology systems are standardized and procured through defined requirements. Airport special systems are still few but may begin to include customer-centric services such as multi-user flight information display systems (MUFIDS). Infrastructure cabling and network switches are migrated to an airport-wide integrated communications system. Level 3: Proactive At Level 3, the airport manager is gaining efficiencies and service quality through stan- dardization; policy development; governance structures; and implementation of proactive, cross-departmental processes, such as change and release management. At this level, strategic and master planning are performed and strict IT standards and policies are adopted and enforced. Airport IT has a defined governance structure through which key performance indicators are monitored and ongoing IT value is assessed. The IT division is led by a director with staff that operates under predictable and consistent processes. Technology systems are centrally managed and monitored for performance. Airport special systems include expanded operational and customer-centric services to improve operational efficiencies and customer service. A fully redundant and managed airport-wide integrated communications system is in operation.
Understanding Small Airport IT 9 Level 4: Service Aligned At Level 4, the airport manager is managing IT like a customer-focused business that is a proven, competitive, and trusted IT service provider. At this level, strategic and master planning are addressed as an ongoing process rather than a recurring event and IT functions are highly integrated and automated. Airport IT has a mature governance structure and the IT organization is led by an assistant airport director or chief information officer and focused on meeting stakeholder needs through a service delivery approach. Technology systems are defined within a comprehensive technology architecture. Airport special systems are aligned with stakeholder needs. Level 5: Business Partnership At Level 5, the airport IT organization is a trusted partner to the business for increasing the value and competitiveness of business processes, as well as the business as a whole. At this level, the IT organization functions at optimal levels and is focused on identifying and leveraging innovative opportunities to add value to the airport. Airport strategic and master planning is conducted with IT as a contributing partner and the airport business objectives are defined based on an understanding of what IT can provide. Summary of Key Opportunities and Challenges Table 3 compares the six levels of IT maturity in terms of the unique opportunities and challenges they present on available IT delivery methods. Common Small Airport Profile A large percentage of small airports can be described by the profile of having a technologically conservative management culture with limited financial resources and limited local IT support resources functioning at IT Maturity Level 0 or 1. This profile is common in small airports that are in rural markets with limited growth and minimal non-aeronautical revenue. The maturity level is driven by a lack of specific drivers forcing the establishment of strict standards and policies. These airports are focused on providing the basic IT services needed to maintain the day-to-day operations within the airport. Typically, this level of IT operational performance is deemed to be adequate by the airport business units because the requirements placed on IT are minimal and the basic needs are being met. These airports often view the investment in the development of the IT organization through strategic planning, creation of standards and policies, and system integration as not being justifiable based on the expected benefit to be received within that specific airport environment. The focus within these airports should be on identifying, understanding, and mitigating the IT-related risks associated with business continuity. In most cases, the airport business and operational divisions have come to rely on IT services for communication and performance of basic job duties, without ensuring the stability and resiliency of the systems that provide them. As a result, events such as a power outage, an email server failure, or the loss of an IT employee can have a significant impact on the day-to-day operations within the airport. IT delivery methods that have proven to show value in these scenarios include the use of a technically oriented IT manager who is capable of maintaining either key systems or network infrastructure with the assistance of one or two staff resources who can support the systems or network components that the manager does not. In addition, some increasingly mission-critical systems, such as email,
10 Alternative IT Delivery Methods and Best Practices for Small Airports are becoming good candidates for outsourcing to a third party to improve the reliability of the services and reduce the internal support burden. Outlier Small Airport Profile A less commonly seen profile in small airports is one that has a technologically progressive management culture, available financial resources, and readily available local support resources. These airports are often functioning at IT Maturity Level 2 or 3 due to external factors that necessitate technological progress, the availability of resources to implement new initiatives, and a management team that encourages IT development. Typically, an airport of this type is located near a metropolitan area or has a significantly sized constituency that both utilizes air travel and generates non-aeronautical revenue, such as a corporate presence or university. Definable stakeholder needs, such as competitive advantage over automobile transportation or Maturity Level Key Opportunities Key Challenges Level 0: Survival Low expectations mean that simple and low-cost solutions will suffice Outsourcing options are available Lack of planning requires starting from beginning each time Lack of trained staff limits options Poor infrastructure limits options Lack of dedicated management to oversee operation Level 1: Awareness Dedicated management to oversee operations Expectations are still relatively low and some simple and low-cost solutions will suffice Outsourcing options are available Lack of planning requires starting from beginning each time Poor infrastructure limits options New applications are not based on standards Level 2: Committed Improved alignment with the airport business objectives Improved budgeting Increased options due to internal support capabilities Increased business case focus due to standards and defined requirements Increased expectations of business units and customers requires higher level of support Increased focus on project delivery success Airport processes beginning to rely on technology for operations Level 3: Proactive Increase in value proposition to business units and customers Increased options due to internal support capabilities Increased business case focus due to standards and defined requirements Increased control due to policies and standards Long-term vision through Master Plan Improved service response and system uptime due to managed support processes Increased accountability to governance through key performance indicators Increased expectations of business units and customers requires higher level of support Dependency on project delivery success Airport and customers processes rely on technology for business continuity Level 4: Service Aligned Strong governance to guide projects and maintenance Focus on stakeholder needs Enabling airport to provide value to customers Continuous improvement through life cycle planning Highly reliable IT services New skills and abilities required to provide customer-oriented service Business units and customers require maximum level of service and support Airport and customers dependent on technology for project delivery and business continuity Level 5: Business Partnership Focus on providing long-term business value to the airport Airport is dependent on technology for future development Table 3. IT maturity levelsâopportunities and challenges.
Understanding Small Airport IT 11 improved customer service, are key drivers for increasing the level of IT management, planning, and structure within these airports. The focus within these airports should be on aligning technology objectives with business objectives and ensuring that IT initiatives produce the optimum balance between benefits, resource efficiency, and risk. These airports are in a favorable position to be able to thoroughly evaluate a wide range of options and select those that provide the greatest overall value with respect to benefits achieved and stakeholder impact. As a result, the IT services provided at these airports enable greater efficiency and effectiveness of the business and operational functions throughout the airport as well as enhanced services for airline tenants, concessionaires, and passengers. IT delivery methods that have proven to show value in these scenarios begin with a strategic or process-oriented IT manager or director who provides IT leadership over a trained technical staff. Consultants are often used for support in planning, business analysis tasks such as feasibility studies or systems requirements, and project implementation oversight. Based on the value proposition, non-airport-specific systems, such as email, payroll, or human resources, may be outsourced to third parties to maximize the IT resource efficiency.
