Airport Business

NOV 2018

The airport professional's source for airport industry news, articles, events, and careers.

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Page 28 of 43

November 2018 airportbusiness 29 PRODUCT DELIVERY opened new terminals in which they have used their own staff to conduct the operational readiness activities and have been successful in preparing staff, facilities and all the associated processes, whereas others have not. Some airports have been fortunate to have the resources to commit staff full-time to operational readiness activities for current and future development projects and benefit from lessons learned from the previous projects. Another approach that airports/airlines have taken is hiring consulting firms to provide an ORAT end-to-end program. Such a program still requires an investment of staff to provide subject matter expertise of their operation. This approach typically takes a hybrid form where the airport/airline has subject matter experts who know how the operation works and will regularly engage with the ORAT advisors to define the operational concepts for carry over into the design of a new facility and participate in the procedural development and trials. A hybrid approach is where airports/airlines engage in a pseudo in-house/approach to ORAT by employing their staff. In certain situations, this works (considering a learning curve), but only if the staff are 100 percent dedicated to the process and willing to roll up their sleeves and actively participate. Often times, the staff do not have the time nor the interest, particularly when the project schedule does not call for opening until three to four years later. If an airport/airline has a capital development program that includes a number of major projects coinciding with each other, there is benefit to assigning staff full-time to ORAT. They are the subject matter experts who know the operation best and who will gain lessons learned from each project, carrying them through to a subsequent project. A consulting firm with experienced experts to support the ORAT program and assist in developing the staff to carry out the efforts can be beneficial; otherwise, airports/airlines may be “shooting in the dark” and “missing the target” due to not having an operational readiness knowledge base or “lessons learned.” As airports and airlines consider their capital development programs that include facility redevelopment or new facilities, they should be investing in an assurance program that their facilities (and staff) will not only be operationally ready at the time of opening but also as important, be fit for the purpose. By moving beyond basic “Activation” and including ORAT as an end-to-end service, history has proven that the benefits for doing so far outweigh the potential consequences of not. ABOUTTHEAUTHOR Michael McElvaney Michael McElvaney has over 35 years’ experience in executive management positions in the operation of airports and the operational readiness of new airport facilities. Michael is a Director at LeighFisher where he leads the firm’s ORAT practice. He is currently providing executive level advisory support to Los Angeles World Airports (LAWA) in the establishment of Airport Operational Readiness (AOR) for the LAX multi- billion-dollar capital development program. Dedicated to Helping Business Achieve its Highest Goals DATES JAN 29 2019 - FEB 01 2019 DESTINATION SAN ANTONIO, TX 29°25'20.7"N 98°29'09.6"W SCHEDULERS & DISPATCHERS CONFERENCE This is the premier business aviation conference for schedulers and dispatchers with over 2,900 attendees and over 460 exhibiting companies. REGISTER TODAY

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