Airport Terminal Facility Activation Techniques (2010) / Chapter Skim
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Appendix E - Survey Results
Appendix E - Survey Results
Pages 87-126
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From page 87... ...
Finally, due to requests to maintain confidentiality, airport names and other identifying information has been removed from the responses. Airport Terminal Facility Activation Techniques Airport Terminal Activation is defined as the process used to transition a new or reconditioned airport terminal from a state of contractual completion to full operations.
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From page 88... ...
Recommendations Also include the Fire Marshall and Building Inspection/Code Enforcement Certificate of Occupancy; suggest soft opening, Airline Terminal Systems integration, BHS In-Line EDS TSA certification, OSHA Moving Conveyance Certification. Include completion of Tenant Improvements, such as Concessions, Airline Operations Spaces, Airline Proprietary Systems, which are all required for full operation.
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From page 89... ...
* Commissioning Planned Throughout Construction 18 months 3 months Summer 2000 6 months Actual 1 year 18 months 3 months Summer 2000 6 months Activation Planned 01/08 2 years July 2005 5 years Summer 2000 2010 Actual 2008 1 Month 2.5 years 9 Gates July 2005 19 Gates Oct 2005 5 years Summer 2000 September 2005 Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14 Design Planned 79 Million End 1999 6/2001 Actual 91 Million End 1999 10/2004 102,511,000*
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From page 90... ...
Approximately 3,500 hours of consultant time. The other costs of activation are the hours spent by airport staff to plan and prepare for opening day.
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From page 91... ...
36 Screening Positions N/A -- concourse expansion 5 locations with total of 43 lanes 3 locations with ~12 positions each 30 Departures 15 Transfer 13 12 (4 per Concourse)
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From page 92... ...
28 Kiosks N/A 60 with and without baggage 18 24 0 Common Use Kiosks 8 0 N/A 18 8 0 Screening Positions 7 45 10 8+ 4 Number of Gates Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7 Gates 47; 5A has 19, 5B has 14, 5C will have 14 15 28 49 24 28 Common Use Gates 15 100% 9 but all set up for common use 49 24 12 Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14 Gates 22 40 26 (including 5 A380 Gates) 44 26 14 6 Common Use Gates 22 N/A 44 5 CUTE 0 Number of Airlines International Number of Immigration Positions Transborder Number of Customs Positions Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7 Airlines British Airways 5 at opening - planning for 7 18 9 85 25 19 Immigration Positions N/A 30 60 Departures -- 90 inclusive of 16 e-gates Arrivals -- 120 92 8 Customs Positions N/A 16 N/A N/A 20 0 Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Respondent No 13 Respondent No 14 Airlines 53 11 Passenger 2 Cargo 1 ~93 9 At least 2 Domestic operated at gates, 5 International for check-in counter 22
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From page 93... ...
Respondent No 1 Respondent No 2 Respondent No 3 Respondent No 4 Respondent No 5 Respondent No 6 Respondent No 7 New Jet Bridges with different controls systems from rest of airport. Lots of burn in uses (particularly with ground power units)
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From page 94... ...
More than 100 courses tailored to the needs of each organization were offered 7 days a week often for 2 shifts for ~3 ½ months prior to AOD. 88% to 89% of staff was trained prior to AOD.
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From page 95... ...
Training progress for all was managed, monitored, and reported on from central training center. Respondent No 7 Respondent No 8 Respondent No 9 Respondent No 10 Respondent No 11 Respondent No 12 Extensive training and familiarization programme for all stakeholder staff managed by the ORAT team.
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From page 96... ...
Respondent No 4 Respondent No 5 Respondent No 6 Yes No Yes No Yes No "Provide excellent customer service on opening day that is seamless with no surprises." Intension was to meet or exceed expectations of stakeholders. This remains Charter/Mission for future projects and we have done a much better job of managing expectations and achieving this goal.
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From page 97... ...
This effort extends to all users of the facility including airlines, tenants, government agencies and POS Completing staffing requirements and job training for new positions and enhancing skills of existing staff to operate and maintain new or upgraded equipment and systems Concluding business arrangements with tenants particularly defining and implementing those contractual responsibilities delegated between the tenant and POS Revising and conducting simulations on operations/emergency plans Preparing and conducting trials and simulations, which include actual loading of systems and equipment as would be experienced in full operations. Achieve a safe and timely opening as perceived by the passengers, media and the airport community and be prepared to cope with any contingencies.
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From page 98... ...
They could be sorted and tracked by: Importance/criticality to opening day SPOC/Division that raised issue Trial that identified issue Respondent No 4 Respondent No 5 Respondent No 6 Yes No Yes No Yes No Protocols Risk Registers 60 Day Count Down "Biggest value of Facilities Transition Program (FTP) was ability to bring issues and communications together.
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From page 99... ...
Process was handled through the Operational Readiness Experts (OREX) program.
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From page 100... ...
Six months prior to opening, issues that could not be resolved by individual work streams were escalated to Steering Committee for resolution. However, since each group had their own registers, and there was no centralized/ consolidated register; prioritizing issues and issue resolution across departments was challenging.
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From page 101... ...
Respondent No 10 Respondent No 11 Respondent No 12 Yes No Yes No Yes No Issue Resolution Structure Online issue resolution system would capture issues and ORAT team would assign party to deal with resolution. Escalation to Steering Committee if resolution was not forthcoming or party could not be assigned.
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From page 102... ...
Respondent No 1 Respondent No 2 Respondent No 3 Yes No Yes No Yes No Activation/ Terminal Opening Plan Plan was to integrate the independent Activation, Systems, Construction work streams with each other 6 months prior to opening and then transition to Operations via a familiarization, training, and trials process prior to opening. These work streams should have been transparently integrated with each other throughout the project.
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From page 103... ...
Information gained during these visits provided a good foundation. ~5 years prior to AOD ORAT team started to plan overnight move.
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From page 104... ...
or passed on to Construction Team Activation Team reported progress and reviewed Activation Log at Construction Meetings Activation Team led informal walk throughs with 4-5 member Integration Team including representatives from Engineering, Maintenance, Business Admin, Airline to identify and determine path to resolution of open items. Yes, detailed check lists and schedules were used to monitor and track progress of all mission critical functions with critical milestones for "go" -- "no go" decisions to be made.
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From page 105... ...
. The ORAT team tracked progress against each activity across all stakeholders [in total there were over a 1100 key tasks that had to be complete at the same time in order to commence the Airport Opening Day (AOD)
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From page 106... ...
Detailed Construction and Operational Readiness plan was developed and progress was tracked using check lists and milestones. Unable to locate.
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From page 107... ...
I was the Transition Team Manager. ORAT Integrated Team (Core Team + Stakeholders)
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From page 108... ...
Respondent No 4 Respondent No 5 Respondent No 6 All above-listed parties. Everyone bought into mission/vision to "Provide excellent customer service on opening day that is seamless with no surprises." Everyone.
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From page 109... ...
Size/Composition and Team Meetings Phase 1 -- 44 Airport Authority Staff and 15 Airline StaffActivation Team was established ~ 2 ½ years before opening of phase 1. Phase 2 -- 11 to 13 Airport Authority Staff and 6 to 10 Airline Staff Team met weekly with anchor airline and biweekly with all other airlines and stakeholders that chose to participate.
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From page 110... ...
The TAG Team was formed approximately 9 months prior to terminal activation. Size/Composition and Team Meetings 15 Consultants 20 Stakeholder representatives The ORAT team monthly to start with and then 9 months out bi-weekly dropping down to weekly meetings 6 months out from opening.
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From page 111... ...
Respondent No 1 Respondent No 2 Respondent No 3 Activation Plan 24 Months prior to planned opening Fixed/Soft Date 24 Months prior to opening fixed date– all at once 18 Months prior to opening 2 stages separated by 3 days First opening day decision made to complete opening in 6–8 Steps with schedule to be determined based upon success. Original Plan was hard opening Revised Plan -- 3 days Actual ~2 months Activities Bad Press.
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From page 112... ...
Strategically we wanted a fixed date so that the contractors would always know there was a deadline under which they were mandated to finish up their work. Activities Activation Plan First draft within 2 months after establishment of the ORAT Team Fixed/Soft Date Fixed Dates Activities 7 days Activation Plan Actual plan for the weeks immediately preceding and following activation was developed approximately 3 months prior.
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From page 113... ...
Activities Operational readiness trials and moves for airlines and airport staff. Activation Plan First draft within 2 months after establishment of the ORAT Team Fixed/Soft Date Fixed Dates Activities 4 days Was opening phased?
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From page 114... ...
It was updated ~2 months prior to opening to incorporate lessons learned during trials and republished ~90 days after AOD to incorporate lessons learned during initial operations. During first quarter of 2005 -- 4 months prior to planned opening.
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From page 115... ...
Respondent No 1 Respondent No 2 Respondent No 3 Yes No Yes No Yes No 8 months prior to opening it was noted that there were an insufficient number of security screening positions. So a restaurant/bar was removed to accommodate additional screening positions.
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From page 116... ...
Airline operations normal and on time from day one Satisfied passengers. Concession sales at predicted levels On time performance, which ranged between 95% and 98% during first week of operations Media and public reaction, which were both very positive Need for changes post-AOD -- No significant changes were required Facilities operate as envisioned -- updates to terminal operation plan were minimal IATA ASQ survey of customer service/satisfaction indicated significant improvements; Steve to provide details Air carriers acknowledge greater efficiency but this has not been quantified Reduced energy costs More airlines want to come to airport Benefits/ Challenges Trials pushed construction & commissioning but failed to achieve complete readiness.
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From page 117... ...
system All key concessions and airline tenants were in normal operations on opening day. Overall Program -- other airports are now embracing similar approaches Training Trials Transition AOD Common Use Kiosks & Web Check-in Processes and Flows -- Original plan still work 118
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From page 118... ...
Ultimately resulted in the confidence in setting a soft opening and grand opening with ribbon cutting ceremony. Benefits/ Challenges Getting Construction Team to listen to Activation needs and provide accurate information about progress of construction Getting activation requirements incorporated into overall project schedule.
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From page 119... ...
Opening day was just another day. Benefits/ Challenges The challenges were seen and felt mostly post-opening when it became evident that we had issues with the BHS and Fire Alarm systems.
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From page 120... ...
Having previous experience in the ORAT team meant that we could know what mattered and what didn't. The equipment transfer from the old airport to the new airport.
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From page 121... ...
Benefits/ Challenges Operation of the in-line BHS and cutovers to new conveyor devices installed in the existing line. Also, implementing alternative plans for MuFIDS errors in displays Late establishment of ORAT program Short duration between handover and opening Fit-out schedule for concessionaires Political aspects relating to ‘grandfather' rights of entities or unions System-wise: Baggage Handling System Specific system interfaces What Went Well Coordination and cooperation amongst the airport staff and between the airline staff and airport staff.
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From page 122... ...
Make sure that Authority Staff, Airline Staff, and other significant stakeholders complete familiarization and training prior to opening. Develop and communicate contingency plans to address what happens should systems, equipment, people, processes fail.
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From page 123... ...
Same organization strategy with the same commitment from senior executive management. Operational readiness trials.
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From page 124... ...
Respondent No 4 Respondent No 5 Respondent No 6 Start sooner Enforce transparency regarding progress of construction. Make sure activation requirements are incorporated from the start.
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From page 125... ...
Active invol v ement of design and construction team wi th Activ ation Team produces best results (partnering across staff/organizational boundaries) Activation Team invo lv ement during design can impro ve the final product as we ll as smooth the transition to opening day .
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From page 126... ...
127 to mov e to the ne xt stage and ensure all pre-requisites hav e been met?
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