Alternative IT Delivery Methods and Best Practices for Small Airports (2015)

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12 Recent IT Trends and Importance of Collaboration The most recent Airport IT Trends Survey 2013—commissioned by SITA in partnership with Airline Business magazine and Airports Council International (ACI)—revealed that IT spending had been cautious in 2012, but the outlook for 2013 indicated expectations for greater levels of IT investment. According to the survey, responses from 173 airports resulted in the following major investment drivers: • Improving passenger experience • Reducing the cost for airport operations • Improving workforce productivity The survey also revealed the following general trends: • Strategies for passenger communication/interaction is focusing on mobile applications and social media channels. • Self-service is growing and evolving, also moving toward mobility. • Business intelligence and collaborative decision making are seen as key values for adopting geo-location to improve passenger journey. In addition to these IT trends, there are ongoing changes to rules and regulations by external governing bodies that affect airport systems, such as with cyber security, Americans with Disabilities Act (ADA)/accessibility, and Payment Card Industry (PCI) Data Security Standard (DSS). Of particular note, the PCI security standards council, an assembly of major credit card companies (Visa, MasterCard, American Express, etc.), was formed to manage the ongoing evolution of the PCI-DSS. The PCI-DSS is a standard that was developed to safeguard customer information and prevent credit card fraud. PCI-DSS compliance is required in order to process credit cards. PCI compliance is required for organizations that collect, process, store, or transmit cardholder data and the PCI-DSS addresses airport areas beyond simply the point of sale, such as the data network. In support of these trends and regulatory issues, small airports can greatly benefit from collab- oration with peers and primary stakeholders. Collaborative efforts are easily facilitated through industry associations such as the ACI and the American Association of Airport Executives (AAAE). ACI’s Business Information Technology (ACI-BIT) Committee provides a focus on IT issues and has put forth a concerted effort to engage small airports in recent years. Through collaborative efforts such as this, small airport IT managers can gain extensive insight into general information, best practices, and new developments. C H A P T E R 4 Delivery Methods and Practices of Small Airport IT

Delivery Methods and Practices of Small Airport IT 13 Strategic Technology Alignment Strategic Technology Alignment is the basis for moving from IT Maturity Level 1 to Level 2, as it provides the needed linkage of the IT program to the objectives of the airport business units. In small airports, this becomes necessary when stakeholder needs dictate a level of account- ability for IT service and support. To effectively align the technology program with the airport manager’s mission, vision, values, and objectives, the user 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. The first step in establishing alignment between IT and the airport manager’s business objectives is the creation of an IT Strategic Plan. The IT Strategic Plan defines the direction needed to develop the IT program over a long-term period of time in accordance with the long-term direction for the airport. The IT Strategic Plan details the enabling processes that must be implemented to achieve the IT goals. The IT Strategic Plan should address key enablers, such as organizational structures, high-priority policies, or near-term projects at a high level, but does not provide long-term project planning. The IT Strategic Plan should be addressed from the perspective of a planning life cycle where it is reevaluated and updated annually to ensure ongoing alignment with the airport manager’s priorities. IT strategic planning is an exercise that can be accomplished with internal airport resources or with the assistance of consultants; however, to be effective, it must be done with significant input from the key airport stakeholders. The second step in establishing a strategic technology alignment is the development of an IT Master Plan. This tool is commonly used for addressing the specific activities required for the long-term development of the IT program according to the direction provided by the IT Strategic Plan. The IT Master Plan should address all of the enablers with sufficient detail for the airport manager to scope and budget new projects for the upcoming three to five years and longer-term projects and initiatives at a high level. As with the IT Strategic Plan, the IT Master Plan is part of a planning life cycle and should be updated on a consistent schedule in order to provide greater detail to the longer-term initiatives as they enter the three- to five-year range. For an IT master planning program to be successful, it must have three core components: (1) support and direction from key stakeholders, (2) initiatives based on practical issues being experienced on a regular basis or well-defined long-term benefits, and (3) an implementable plan. Appendix A presents a methodology for systematically defining an overall IT strategy and laying out a long-term plan for project implementation. Alignment with IT Maturity Level Table 4 identifies the level of IT maturity at which each of the steps in strategic technology alignment typically becomes relevant. Human Resources 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 be provided through airport staff resources in most cases. Operations and maintenance support functions can be satisfied by a range of options including

14 Alternative IT Delivery Methods and Best Practices for Small Airports 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. A detailed discussion on each of the functions mentioned here is provided in Appendix B. Each of the noted IT delivery methods is described in the following section; a summary evaluation of each IT delivery method according to general benefits, risks, and cost consider- ations follows. Also included is a comparison of the various IT services noted in terms of their applicability to the six levels of IT maturity previously discussed. Alternative IT Delivery Methods Airport Staff Resources Airport staff resources include full-time and part-time employees whose job duties are exclusively directed by and for the sole benefit of the airport. Contracted Resources Contracted resources include general IT service firms, specific IT product or service vendors, and IT consulting firms. Depending on the nature of the agreement(s), these resources may be onsite full-time, onsite when needed, or completely remote. • General IT service firms perform a range of standard IT system installation, operation, and maintenance duties according to a contracted service-level agreement. • Specific IT product or service vendors perform the full range of installation, operation, and maintenance functions for a specific airport system that they are certified to support according to a contracted service-level agreement. • IT consulting firms provide a range of specialty services across disciplines including business analysis, planning, design, program management, and implementation oversight. Shared Resources Shared resources include collaborative use of employees from another entity whose job duties are not exclusively directed by and for the sole benefit of the airport but rather are directed by a collaborative reporting structure between the airport manager and the other entity. For example, the resource may be an employee of the city IT department or the port authority and designated for assignment to the airport. IT Delivery Option Evaluation Table 5 identifies general benefits, risks, and cost considerations of the various IT delivery methods. Strategic Technology Alignment Le ve l 0 : Su rv iv al Le ve l 1 : A w ar en es s Le ve l 2 : C om m itt ed Le ve l 3 : Pr oa ct iv e Le ve l 4 : Se rv ic e A lig ne d Le ve l 5 : Bu sin es s Pa rt ne rs hi p IT Strategic Plan X X X X IT Master Plan X X X Table 4. Strategic technology alignment and IT maturity level.

Delivery Methods and Practices of Small Airport IT 15 Delivery Methods Benefits Risks Cost Considerations Airport Staff Resources Reduced capital costs Reduced support costs May not have specific expertise May not be able to get staff positions allocated Operating budget Long-term commitment Cost factors: Salary or hourly rate Benefits Supplies/equipment Office space Telecommunications Management Human resources support Contracted Resources: General IT Services Firm Reduced time requirement Legally bound to performance Definable level of service May not have specific expertise Procurement requirements May not have control over time/availability Operating or capital budget Short-term commitment Cost factors: Fixed fee or hourly rate Contingency markup Supplies/equipment Office space Telecommunications Management Legal support Procurement support Contracted Resources: Specific IT Product or Service Vendor Reduced time requirement Specific expertise Legally bound to performance Definable level of service Expensive Procurement requirements May not have control over time/availability Operating or capital budget Short-term commitment Cost factors: Fixed fee or hourly rate Travel expenses Contingency markup Supplies/equipment Office space Telecommunications Management Legal support Procurement support Contracted Resources: Consulting Firm Reduced time requirement Specific expertise Legally bound to performance Definable level of service Expensive Procurement requirements May not have control over time/availability Operating or capital budget Short-term commitment Cost factors: o Fixed fee or hourly rate o Travel expenses o Contingency markup o Supplies/equipment o Office space o Telecommunications o Management o Legal support o o o o o o o o o o o o o o o o o o o o o o o o o Procurement support Shared Resources Reduced capital costs Reduced support costs May have limited control over functionality May not have specific expertise Potential for divergent interests May not have control over time/availability Operating or capital budget Short-term commitment Cost factors: o Salary or hourly rate o Benefits o Supplies/equipment o Office space o Telecommunications o Management time Table 5. Delivery methods—human resources—benefits, risks, and cost considerations.

16 Alternative IT Delivery Methods and Best Practices for Small Airports Alignment with IT Maturity Level Table 6 identifies the level of IT maturity at which each of the various IT human resource functions and activities typically becomes relevant. In other words, it shows (by the way of “X”) at which level each element typically becomes relevant. For example, an airport that is currently functioning at Level 0, Survival, would like to gain greater control over the management of IT. Currently, the IT division is managed by the direc- tor of operations in an ad-hoc manner with no significant structure. Taking action to address IT management through the hiring of a dedicated resource and making that person responsible for implementing IT policies and procedures would move this airport to IT Maturity Level 1, Awareness, with respect to the IT management function. It is expected that an airport will have functions at different IT maturity levels at all times and will be progressing each upward based on the priorities of the airport. More detailed discussion on each of these functions is provided in Appendix B. Applications/Systems Airport applications and systems represent a range of technology solutions that are categorized as office productivity, enterprise systems, airport special systems, building technology/facility systems, and safety and security systems. A detailed discussion on each of the applications/systems mentioned here is provided in Appendix C. Le v el 0 : Su rv iv al Le v el 1 : A w a re n es s Le v el 2 : C o m m itt ed Le v el 3 : Pr o a ct iv e Le v el 4 : Se rv ic e A lig ne d Le v el 5 : Bu sin es s P ar tn er sh ip Human Resources Functions/Activities Governance X X X X Management X X X X X Operations and Maintenance Support Hardware Maintenance X X X X X X End-User Support X X X X X X System/Network Administration X X X X X X Application Development X X X X X Project Delivery Project Management Processes Initiation X X X X Planning X X X X X Execution X X X X X X Controlling X X X Closing X X X Project Delivery Methods Professional Services X X X X Design-Bid-Build X X X X Design-Build X X X X X Prequalified Task Order X X X Project Resources Airport Staff Resources X X X X X X Contracted Resources X X X X X Shared Resources X X X X X X Table 6. Human resources IT functions and IT maturity level.

Delivery Methods and Practices of Small Airport IT 17 Each of the IT delivery methods associated with applications and systems is described in the following section. Summary evaluations of each IT delivery method according to (1) general benefits, risks, and cost considerations and (2) scalability, integration, and dependencies follow. Also included is a comparison of the various applications/systems noted in terms of their applicability to the six levels of IT maturity previously discussed. Alternative IT Delivery Methods There are many different IT delivery methods associated with applications and systems. These include purchase off the shelf, internal or external development, onsite or remotely (cloud) hosted subscriptions/licenses, shared collaboration with another entity, and freeware/open source. Purchase Off the Shelf Sometimes referred to as COTS (commercial off the shelf), this IT delivery method deals with pre-built, factory-packaged, non-customized, and easy to install software applications generally provided by a third-party vendor. COTS can be purchased, leased, or licensed to companies and the general public. Development—Internal vs. External Application/system development in general refers to the process of defining, designing, testing, and implementing a new application/system. This development can occur internally using an organization’s own IT resources. It usually includes some level of customization based on specific needs and requirements. Formalized standards and procedures ought to be developed as they guide the application/system’s process- ing functions. Leadership must define and implement these standards and develop a suitable system development life cycle methodology in order to properly govern the process of developing, acquiring, implementing, and maintaining these applications/systems. Applications/system development can also be done externally by hiring a third-party ven- dor. In this case the responsibility of system customization and the development and related standards and procedures lies with the vendor. A hybrid approach, where internal and external development is combined, is also an option. Subscription (License)—Hosted Onsite vs. Remote (Internet/Cloud) Onsite hosting means that the required hardware to run the system is physically located at the airport. Often locally installed hardware is a capital expenditure, where the airport manager owns the system hardware and is responsible for the system maintenance, repairs, and replacement. However, in a hardware license relationship, the hardware can reside locally at the airport but the airport manager will not own the hardware or have responsibility for the system maintenance, repairs, and replacements. In the context of a remotely hosted system, “internet” and “cloud” are synonymous as this is effectively what is referred to as “cloud computing.” Cloud computing refers to software applica- tions and servers that are accessed and interfaced remotely over the internet. Specific capabilities are sold as a service with a guaranteed level of functionality and availability. Cloud computing can be the delivery method for a number of airport business solutions such as office productivity soft- ware, email and calendar services, and enterprise systems (i.e., parking control systems, accounting, human resources, etc.). It can even serve as an “infrastructure” solution, termed “infrastructure as a service,” through the provision of primary and secondary backup storage solutions for electronic files and other uses. Cloud computing is a shift from capital expenditure models to operational

18 Alternative IT Delivery Methods and Best Practices for Small Airports expenditure models. The service provider owns, maintains, updates, and replaces the software and hardware as needed. Cloud computing has become a mainstream method for accessing data and receiving required services, and several airports have implemented some level of cloud computing. However, many are still skeptical of the levels of reliability and security of having data stored offsite by a vendor. Although cloud computing as a service is relatively new, many of the technological advancements [i.e., virtual private network (VPN)] used to achieve these solutions have been in use since the late 1990s/early 2000s. All subscription/licensing models can be hosted either onsite or remotely. In general, in a subscription/licensing model, a customer pays a subscription fee to have access to a certain product/service. There are differing model types, including a perpetual license, annual subscription, and per use. Perpetual licensing includes a one-time payment to use an application without any expiration date. Annual support, updates, and upgrades are not included and can range around 20 percent of total cost of purchase. Annual subscriptions require recurring payments for one year and generally include support, updates, and upgrades in addition to the cost of the license itself. The per-use model requires an airport to pay for only what is used. Share (Collaboration with Another Entity) At times, airport managers can share applications/systems with other entities. For example, a city-owned airport, as compared to an authority, can use a city-wide human resource system. It is also possible for an airport manager to share resources with outside external entities, such as a shared geographic information system with emergency providers (police, fire, medical). In case of such collaboration, the owner of the system must be clearly established to properly allocate staff and other resource commitments and responsibilities. Open Source/Freeware Although these two terms are not interchangeable, they do overlap to a good extent. The following is a brief overview. Freeware refers to software that is free of cost and can be used, at least for personal and non-commercial use, without restriction for an indefinite amount of time. Depending on the author’s licensing terms, freeware may require a license fee if used commercially. Some freeware is proprietary, which means the source code may be inaccessible to the user, but not necessarily. If freeware is free of charge and open source, it is often called “free software” or “free and open source software” (FOSS). Open source software (OSS) can be free or purchased at-cost. This depends on the underlying license. If there is a dual license, OSS can be free to some users and at-cost for others. The software code for OSS is open—thereby allowing users to use and modify the application—and can also be redistributed. The driver behind OSS is the creation of developer communities to accelerate innovation and development by sharing the modifications, which often include new features and patches. OSS is the opposite of proprietary software, whose software code is closed, and which can be free or purchased at-cost. A related concept is commercial open source software (COSS), which is usually free and open source, but only offered with limited functionality. A full-featured version is then available for purchase. IT Delivery Option Evaluation Tables 7 and 8 identify the general benefits, risks, and cost considerations and the scalability, integration opportunities, and dependencies, respectively, of the various IT delivery methods.

Delivery Methods and Practices of Small Airport IT 19 IT Delivery Methods Benefits Risks Cost Considerations* Purchase off the Shelf Hosting options (onsite/offsite) Can use capital funds Support options (staff/contract) Reduced time requirement Potentially greater quality Potentially expensive May provide limited functionality May require staff or contractor for configuration Planning/Design – Low Implementation – Moderate Operations/Maintenance – Moderate Develop—Internal Hosting options (onsite/offsite) Reduced capital costs Reduced support costs Customizable Requires staff with expertise May require extensive time May provide limited functionality Planning/Design – Moderate Implementation – Low Operations/Maintenance – Low Develop—External Hosting options (onsite/offsite) Can use capital funds Potentially greater quality Customizable Support options (staff/contract) Requires contractor Potentially expensive May require extensive time Planning/Design – High Implementation – High Operations/Maintenance – High Subscription (License)— Hosted Onsite Reduced capital costs Support options (staff/contract) Reduced time requirement Potentially greater quality May require supporting hardware and infrastructure Requires onsite support Total cost of ownership could be higher Planning/Design – Low Implementation – Low Operations/Maintenance – Moderate Subscription (License)— Remote (Internet/Cloud) Limited hardware onsite Reduced capital costs Reduced time requirement May require staff or contractor for configuration May provide limited functionality May have limited control over performance Planning/Design – Low Implementation – Low Operations/Maintenance – Moderate Share (Collaborative with Another Entity) Hosting options (onsite/offsite) Reduced or eliminated costs Potential for divergent interests May have limited control over functionality and performance Planning/Design – Low Implementation – Low Operations/Maintenance – Low Open Source/Freeware Hosting options (onsite/offsite) Reduced or eliminated costs Limited functionality Limited support options Planning/Design – Low Implementation – Low Operations/ Maintenance – Low *Applicability to the IT delivery method is rated as low, moderate, or high. Table 7. Delivery methods—applications/systems—benefits, risks, and cost considerations. Common criteria are listed within cost considerations, scalability, integration, and dependencies columns, and each criterion is noted as low, moderate, or high depending on its applicability to the specific IT delivery method. Alignment with IT Maturity Level In the same fashion as in Table 6, Table 9 identifies the level of IT maturity at which each of the various applications and systems typically becomes relevant. For example, generally, when an airport begins to consider cloud computing, a geographic information system (GIS), and/or an airport operational database, it is pursuing Level 3. This does not mean that a Level 1 airport

20 Alternative IT Delivery Methods and Best Practices for Small Airports Delivery Methods Scalability* Integration* Dependencies* Purchase off the Shelf Not Scalable – Moderate Dynamic Scalability on Demand – Low Upgrade Existing System – High Replace Existing System – Moderate Processes – Moderate System Functionality – Moderate Data – Moderate Network – High Airport Processes – Moderate Human Resources – Moderate Other Systems – Moderate Hardware/Infrastructure – High Develop—Internal Not Scalable – Low Dynamic Scalability on Demand – Moderate Upgrade Existing System – Moderate Replace Existing System – Moderate Processes – High System Functionality – High Data – High Network – High Airport Processes – High Human Resources – High Other Systems – Moderate Hardware/Infrastructure – High Develop—External Not Scalable – Low Dynamic Scalability on Demand – Moderate Upgrade Existing System – Moderate Replace Existing System – High Processes – High System Functionality – High Data – High Network – High Airport Processes – High Human Resources – Low Other Systems – Moderate Hardware/Infrastructure – High Subscription (License)— Hosted Onsite Not Scalable – Low Dynamic Scalability on Demand – Moderate Upgrade Existing System – Moderate Replace Existing System – Low Processes – Moderate System Functionality – Moderate Data – Moderate Network – High Airport Processes – Moderate Human Resources – Moderate Other Systems – Moderate Hardware/Infrastructure – High Subscription (License)— Remote (Internet/Cloud) Not Scalable – Low Dynamic Scalability on Demand – Moderate Upgrade Existing System – Moderate Replace Existing System – Low Processes – Moderate System Functionality – Moderate Data – Moderate Network – High Airport Processes – Moderate Human Resources – Low Other Systems – Moderate Hardware/Infrastructure – Moderate Share (Collaborative with Another Entity) Not Scalable – Moderate Dynamic Scalability on Demand – Moderate Upgrade Existing System – Moderate Replace Existing System – Moderate Processes – Moderate System Functionality – Moderate Data – Moderate Network – Moderate Airport Processes – Moderate Human Resources – Moderate Other Systems – Moderate Hardware/Infrastructure – Moderate Open Source/Freeware Not Scalable – High Dynamic Scalability on Demand – Low Upgrade Existing System – Moderate Replace Existing System – High Processes – Low System Functionality – Low Data – Low Network – Moderate Airport Processes – Moderate Human Resources – Moderate Other Systems – Moderate Hardware/Infrastructure – Moderate *Applicability to the IT delivery method is rated as low, moderate, or high. Table 8. Delivery methods—applications/systems—scalability, integration, and dependencies.

Delivery Methods and Practices of Small Airport IT 21 Le v el 0 : Su rv iv al Le v el 1 : A w a re n es s Le v el 2 : C o m m itt ed Le v el 3 : Pr o a ct iv e Le v el 4 : Se rv ic e A lig ne d Le ve l 5 : Bu sin es s Pa rt ne rs hi p Applications/Systems Office Productivity Desktop Computing X X X X X X Mobile Computing X X X Cloud Computing X X X Enterprise Systems Financial, Human Resource, and Lease Management Systems X X X X X Parking Revenue and Control System X X X X X Point-of-Sales System X X X X X Asset and Computerized Maintenance Management Systems X X X Geographic Information System X X X Electronic Document/Content Management System X X X Airport Special Systems Electronic Visual Information Display System/Flight Information Display System/Dynamic Signage X X X X Airport Operational Database and Data Warehousing X X X Common Use Systems X X X Local Departure Control System X X X Passenger Self-Service X X X Passenger Self-Tagging X X X Off-Airport Check-in and Bag Drop X X X Automated Baggage Processing X X X Gate Information Display Systems X X X Resource Management Systems X X X Building Technology/Facility Systems Building Management Systems X X X Visual Docking Guidance Systems X X X Automated Vehicle Identification X X X Digital Wayfinding Signage X X X Safety and Security Systems Access Control Systems X X X X X X Closed-Circuit Television System X X X X X X Lightning Detection Systems X X X X X X Visual Paging X X X Incident Management Systems X X X Video Analytics X X X Integrated Security Systems X X X Table 9. Applications/systems and IT maturity levels.

22 Alternative IT Delivery Methods and Best Practices for Small Airports would not have a GIS, for example, but research has found that generally Level 1 airports do not. More detailed discussion on each of these applications/systems is provided in Appendix C. Infrastructure Airport infrastructure represents the components required for communication between systems and categorized as (1) infrastructure convergence and network systems/services and (2) wireless systems. A detailed discussion on each of the infrastructure components mentioned here is provided in Appendix D. Each of the IT delivery methods associated with infrastructure components systems is described in the following section. Summary evaluations of each IT delivery method according to (1) general benefits, risks, and cost considerations and (2) scalability, integration, and dependencies follow. Also included is a comparison of the various infrastructure components noted in terms of their applicability to the six levels of IT maturity previously discussed. Alternative IT Delivery Methods The two primary delivery methods associated with infrastructure components are centered on the question of whether to purchase or lease. A third option exists where an airport might share these components with another entity. Purchasing vs. Leasing Traditionally, airport managers have strongly leaned toward buying hardware equipment and infrastructure components because their useful life is generally longer than their associated capital value. In recent years, more and more airport managers are opting for the leasing option since many components can be cycled out rather frequently (three years for servers, for example), thereby enabling an airport to reduce risks associated with aging equipment. The decision to buy or lease, however, is still one of “personal” preference. A major factor is an airport manager’s general approach to capital outlay and asset life span cost management. With a purchase, a larger upfront investment is required because assets are owned. With that said, the airport manager incurs costs associated with operating, managing, and maintaining it. Leasing, on the other hand, involves a lower upfront cost, but possibly higher (yet predictable) monthly expenses, as components are “rented” and operating and maintenance support costs are built into the monthly fee. There are other factors and related benefits and risks for each option. These are addressed in detail throughout the hardware equipment and infrastructure component discussion later in Appendix D. Share (Collaboration with Another Entity) As with applications and systems, entities can share hardware equipment and infrastructure components, if they are operating under one umbrella, such as an airport that functions as a city department. Remote connections can be established to jointly connect to a common server, for example. In case of such collaboration, the owner of the server, in this example, needs to be clearly established in order to properly allocate staff and other resource commitments and responsibilities. IT Delivery Option Evaluation Tables 10 and 11 identify general benefits, risks, and cost considerations and the scalability, integration opportunities, and dependencies, respectively, of the various IT delivery methods.

Delivery Methods and Practices of Small Airport IT 23 Delivery Methods Benefits Risks Cost Considerations* Purchase Hosting options (onsite/offsite) Can use capital funds Support options (staff/contract) May require supporting hardware and infrastructure May require onsite support Planning/Design – High Implementation – High Operations/Maintenance – Moderate Lease Hosting options (onsite/offsite) Reduced capital costs Support options (staff/contract) Total cost of ownership could be higher May require onsite support May have limited control over performance Planning/Design – High Implementation – Moderate Operations/Maintenance – High Share (Collaborative with Another Entity) Hosting options (onsite/offsite) Reduced or eliminated costs Potential for divergent interests May have limited control over performance Planning/Design – Moderate Implementation – Moderate Operations/Maintenance – Low *Applicability to the IT delivery method is rated as low, moderate, or high. Table 10. Delivery methods—infrastructure—benefits, risks, and cost considerations. Delivery Methods Scalability* Integration* Dependencies* Purchase Not Scalable – Low Dynamic Scalability on Demand – Moderate Upgrade Existing Hardware/ Infrastructure – High Replace Existing Hardware/ Infrastructure – Moderate Processes – High Hardware/Infrastructure Functionality – High Data – High Network – High Airport Processes – High Human Resources – High Systems – Low Other Hardware/ Infrastructure – High Lease Not Scalable – Low Dynamic Scalability on Demand – High Upgrade Existing Hardware/ Infrastructure – Moderate Replace Existing Hardware/ Infrastructure – Low Processes – High Hardware/Infrastructure Functionality – High Data – High Network – High Airport Processes – Moderate Human Resources – Low Systems – Low Other Hardware/ Infrastructure – High Share (Collaborative with Another Entity) Not Scalable – High Dynamic Scalability on Demand – Moderate Upgrade Existing Hardware/ Infrastructure – High Replace Existing Hardware/ Infrastructure – Moderate Processes – Moderate Hardware/Infrastructure Functionality – Moderate Data – Moderate Network – Moderate Airport Processes – Moderate Human Resources – Moderate Systems – Low Other Hardware/ Infrastructure – High *Applicability to the IT delivery method is rated as low, moderate, or high. Table 11. Delivery methods—infrastructure—scalability, integration, and dependencies.

24 Alternative IT Delivery Methods and Best Practices for Small Airports Le v el 0 : Su rv iv al Le v el 1 : A w a re n es s Le v el 2 : C o m m itt ed Le v el 3 : Pr o a ct iv e Le v el 4 : Se rv ic e A lig ne d Le ve l 5 : Bu sin es s Pa rt ne rs hi p Infrastructure Infrastructure Convergence and Network Systems/Services Converged Physical IT Infrastructure X X X X Common Network Equipment X X X X Infrastructure as a Service X X X Cable Management and Intelligent Patching Systems X X X Network Management Systems X X X Wireless Systems/Services Private Mobile Radio Systems X X X X X X Wireless Local Area Network X X X X X X Distributed Antenna Systems X X X Location Awareness X X X Radio Frequency Identification (RFID) X X X Table 12. Hardware and infrastructure and IT maturity levels. Common criteria are listed within cost considerations, scalability, integration, and dependencies columns, and each criterion is noted as low, moderate, or high depending on its applicability to the specific IT delivery method. Alignment with IT Maturity Level Table 12, as with Tables 6 and 9, identifies the level of IT maturity at which each of the infrastructure components typically becomes relevant. Detailed discussion on each of these components is provided in Appendix D.