1. Role of PM in Airport Projects

2.  What constitutes a Successful Airport Implementation Programme?  Should the Process of Design and Construction of Airports be managed?  Design & Construction Management? Is that all?  Who is the fittest for the task?  When are best deployed?  What to expect?  What to look out for? Synopsis

3. Generally  Airport projects are often delayed  Cost overruns Budget  Designs (layout, space, systems) do not suite Operation  ORAT is in astray  Many airports are not financially viable Regionally  Large Scale  Short Timeframe  Steep Learning Curve  Complex Procurement  Contractually Complex Issues

4.  Poor Strategy Definition  Inadequate Governance Structure  Ill defined Operation Plans  Poor Cost & Time Planning  Change is not anticipated & not Managed  Irresponsive Master Plans  Inadequate Design and Documentation  Poor Design Management  Weak Commercial & Contracts Management  Badly defined Scope, Inappropriate Delivery Methods  Disorderly Procurement/ Packaging Strategy  Interface and Risk Mismanagement  Implementation & Delivery not Planned  Construction & ORAT Misaligned Root Cause

5. Portfolio Management  Managing the strategic and tactical details of the projects execution; aimed at optimising the portfolio value Program Management  Managing interdependent issues across the multitude of projects; aimed at attaining the portfolio value Project/ Construction Management  Management the delivery of the scope of works within the project Contract, Claims and Commercial Management  Management of CCC to deliver within budget & administer the contract Definitions

6. Clear Definition  Strategic Plans  Operation Plans  Functional Criteria & Service Level KPI’s Governance Structure  Who is in Control  Decision Making Processes  Stakeholders Composition  People with knowhow  Change Management  Communication Management  Leadership Approach Governance

7.  Airports are not buildings & Infrastructure projects they are hospitality centres that aim to offer good service by smooth operation  Form Follows Function: Design is Operation Driven  Operator’s Role  Stay in Charge of the Design  Stakeholder’s Input  Early involvement & Clear Requirements  Operations Experts  Operation Advice, Process Reviews & Design Proofing  Basis of Design  Design Criteria = Operation Parameters  Time  Reasonable Design Time (upfront) & Timely Design Freeze  Cost  Detailed Estimates, Early Value Engineering, Monitor & Control  Design Reviews  Clear Processes, Stringent Design Control Design Stage Concise Operation Strategy Appropriate Design Operationally Fit Viable & Successful Airport

8. Construction is Complete when project successfully serves the Operation Interdependencies  Alignment of Operational with Construction  Opening Methodology with Construction Phasing Integrated Time schedules  Construction Phasing  System Readiness & Integration  Training  Proof Trials  Operation Readiness Time  Reasonable Time  Allow for Changes Construction Operational Needs Design Operation Readiness Construction

9. Critical Success Factors  Operator in Charge  Control the Infrastructure Design  Control the ICT systems procurement  Control the Change  Approval Power Expenditure Municipality Civil Defence Clipped Wings make Clumsy Flights! Management Control BudgetDesignInfrastructureApprovalsInnovation Effective Control

10. Assess the Need Form a Team Master Plan DesignProcureIntegrateOperate Change is Constant in Airport Airport Implementation Lifecycle (up to 10 years)  Known & Unknown Forecast: Often speculative and are conditioned on economy, politics, trends Risks Management  Not all risks are known Issues Management  Not all issues are known  Process of Change Management Current Situation  Plan  Implement  Monitor & Improve  Provisions Business Advisors, Operation Experts, Design & Technology specialist, IT & system Specialists + PMO Change Management

11. Where does the Money go?  Land  Buildings, Systems  Consultant Fees How Airports make money?  Aeronautical  Retail  Destination vs. Passage  Others? (Land leasing, Solar Energy) Traditional Operation Revenue Effective Benefit Management Value Based versus Cost Based Selection Consultants’ Fees are Marginal! Spend Wisely

12. What is to be expected of PM?  Advise  vs.  Lead  vs.  Deliver Can PM make an Airport Competitive? Is your PM Competent?  Do you have in house Competence? Is your PM Empowered?  Are you Empowered? What is your management style & What do you expect of your PM?  Autocratic Leader: Defines what, when &how things are to be done, with little or no input by other members  Democratic Leaders: Offer guidance, but also participate & allow input from other members  Delegateive Leaders: Offer little or no guidance & leave decision-making up to qualified members Can PM make a Difference?

13.  Experience  Market Penetration  Local Presence  Fees & Bills  Commitment to Quality  Environment Health & Safety knowhow  Resources: Availability & Commitments  Change Order & Claim Avoidance  Litigations Consultants Selection Criteria

14.  Portfolio Optimisation Advise  Strategic & Tactical Planning Advise  Suggest means of managing Business Processes  Suggest effective Management of Processes, Methodology &Technologies  Participate & Contribute in Operational Models/ Plans  Manage Change  Provide Project Delivery Methodology & Optimal Procurement Strategies  Optimal Resource Mix for delivery & Appropriate Time Scheduling  Provide Integrated Project Plan  Devise means of increasing efficiency in Tracking Progress + ways of improving the processes of Monitoring and Controlling the Project  Manage Risks & identify potential risks earlier  Liaise with the Operator & participate actively in ORAT What to Expect

15. THANK YOU!