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From page 7... ...
7 The organizational framework is the heart and soul of successful operations and project exe cution. The mission, guiding principles, and goals of the organization establish the context for policy, procedures, standards, roles and responsibilities, and interactions and communication among departments, stakeholders, PSPs, decisionmakers and customers (see Figure 2-1)
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8 Procuring and Managing Professional Services for Airports Figure 2-1. Critical path -- strategic direction.
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Organization and Approach 9 As important, a sound procurement process can decrease risk and change orders and ensure a successful delivery of the project in terms of scope-schedule-cost. The practice of tying scope, schedule, and cost together from strategic planning through close-out is critical for managing change and controlling risk.
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10 Procuring and Managing Professional Services for Airports Misconception: Flexibility, Accountability, Communication, Transparency, and Strategic Direction (FACTS) Conundrum Several airports interviewed for this research cited concerns about incorporating flexibility, communication, and transparency into their approach to procurement, expressing fears that doing so would increase the cost of doing business as well as make agencies vulnerable to litigation.
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Organization and Approach 11 Policy and Standards of Performance The research shows that a formal and clearly defined approach that sets achievable expectations for performance, communication, and accountability is vital for success. This process begins with taking the time to understand the agency's needs and the PSP's orientation to providing needed services.
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12 Procuring and Managing Professional Services for Airports • Understand mutual needs and shared values. This may require bringing different people to the table.
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Organization and Approach 13 for the financial integrity of all operations, programs, and services, including the delivery of projects. The Executive Leader can be the Executive Director or President and CEO of the airport or the Director of the airport facility of a multi-purpose authority, depending on the size, governmental structure, and complexity of the airport.
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14 Procuring and Managing Professional Services for Airports • Management Team. The management team consists of senior managers from those departments responsible for and accountable to develop, implement, and oversee the strategic direction of the agency.
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Organization and Approach 15 Figure 2-7. Typical structure of authority.
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16 Procuring and Managing Professional Services for Airports Basic elements of effective communication include • The Art of Listening. There has to be motivation and willingness on both sides to listen and understand other's perspectives and to agree on expectations and approaches.
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Organization and Approach 17 public speaking. On the agency side, individuals may know the process well, but may not be interested in engaging in conversation with the PSP.
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18 Procuring and Managing Professional Services for Airports 4. Tools and Technology.
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Organization and Approach 19 It is critical to establish clear rules of engagement, which are different between the procurement and management cycle, to allow the fair and open exchange of information and to create a level playing field. Allow PSPs to meet with and learn from an agency prior to advertisement to allow for a good understanding of the needs of the agency -- This promotes more thoughtful, quality responses that can assist in guiding development of scope-schedule-cost and the selection of the best PSP for the service.
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20 Procuring and Managing Professional Services for Airports • Accountability. The process should be clear and concise.
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Organization and Approach 21 Integrity, Ethics, and Conflict of Interest Integrity and ethics are the foundations of a successful procurement process. Agencies and PSPs should practice being honest and ethical during the procurement process.
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From page 22... ...
22 Procuring and Managing Professional Services for Airports Project charters can be worthwhile for identifying roles, responsibilities, and authority for formalizing partnerships in managing complex projects. At minimum, a project charter should include clearly defined • Purpose, scope, and agency/partner organization(s)
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