Integrating Airport Information Systems (2009) / Chapter Skim
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Pages 16-33
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Instead of setting up a plan to succeed, an airport might inadvertently set up a plan to fail. Airports that have integrated several systems and achieved results that met the expectations of managers, users, and customers have developed a series of best-practice integration steps that led to their success.
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Integration Steps The rest of this chapter describes each step in detail, including the stakeholders involved in each step and the relative intensity of their involvement. Figure 3-1 shows the sequence of steps toward integration.
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Case Study Introduction Angelo International Airport (AIA) is a medium-size hub airport enplaning 4.7 million passengers, with 213,000 operations annually.
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An airport authority may have different political issues than a government-owned and -operated airport. For example, a municipality may want financial information from all city departments, including the airport, to be integrated and consolidated for auditing and reporting purposes.
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20 Integrating Airport Information Systems • What data do particular reporting circumstances require? For example, an airport can be part of a municipality that requires certain fiscal data reporting.
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to integrate. Work with data owners to ensure that the processes for collecting, calculating, storing, and using data provide accurate, effective data.
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22 Integrating Airport Information Systems In this context, ownership of the data and the systems means the person in the organization who is primarily responsible for the correctness of the data and the corresponding system. The data owners are the people who are directly responsible for maintaining, calculating, and understanding the context of the data reported to middle and senior management.
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The data owners defined in Step 3, Determine Who "Owns" the Data and Identify the Systems, will be responsible for the data and the integrated system and will eventually drive the reporting. Thus, they are the best people to define success for their individual data and systems.
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is pivotal to the integration process. The business rules for an organization help describe how it goes about achieving its goals and the restrictions that apply.
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The CFO reviewed the draft business rules and found that the contractual rate-making methodology required that the landing fee be calculated using airline selfreported landing counts. Because this business rule would preclude using airportgenerated flight data, and thus reduce the potential benefits of the integration project, the CFO flagged this problem for resolution by the CEO.
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After these gaps have been identified, create a plan for addressing them. Some gaps can be addressed simply, by process changes.
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Step 8: Evaluate the Financial Costs and Benefits of Integration Figure 3-10 indicates the level of effort of the stakeholders for this step. Most of the information needed to calculate the direct financial costs of the integration project has been produced in previous steps.
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is important to proper budgeting. (For further detail of these types of charges, see Step 12, Maintain the Systems.)
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To evaluate the system architecture, the IT resources look at each system and identify the technologies available to use in the integration process. (For more information on integration technologies, see Chapter 6, Architecture, Strategies, Technologies and Contracts.)
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Step 10: Implement the Strategy and Technologies Figure 3-12 indicates the level of effort of the stakeholders for this step. Now the actual system integration can take place.
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Table 3-1. Return-on-investment evaluation.
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Setting Milestones Milestones for the long-range integration plan will be specific to a particular airport and project. Completing the preceding steps in this chapter can be considered a milestone, or even one of the steps alone can be a milestone.
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tems may not allow for the business-critical data to be retrieved from one system to another, or such systems can require third-party vendors to assist in extracting data in a usable format. Part of resolving such challenges can involve updating a system or maybe even replacing a system, depending on the importance of the business-critical data and key metrics that the system produces.
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