Effective IT governance must reflect an individual airport’s structure, goals, and styles. What is common, though, is the need to maintain control over IT initiatives and operations, ensure compliance with external and internal mandates, and align IT investments with business priorities while efficiently executing the business of IT.
Governance is most effectively implemented through a single system of records that digitizes workflow. A system –of-record for IT governance shows demand, portfolio, programs, projects, resources, costs, and changes, with digitized processes that enable work to be executed efficiently. Such a system also provides corporate and IT leaders with business intelligence “dashboard” capability, providing instant visibility into initiatives and operations.
So how does one begin the transition to a digitized workflow process? The answer is to do it incrementally. The most common entry points are demand management,, IT portfolio management, and project visibility and control.
Note, however, that unless an IT governance structure ultimately incorporates the workflow for routine, day-to-day activities, it will fall short of optimizing overall IT operations; since these activities (including IT services, application change management, resource allocations, etc.) constitute 75 percent or more of most IT budgets.
2.5A Board-Level IT Oversight Committee Outline
The mission of board-level IT oversight committees is straightforward. They need to provide high-level guidance for IT investments and evaluate the degree to which those investments and IT department performance align with business objectives and the strategic planning. IT committees also need to share their evaluations with the rest of the board of directors on a regular basis. Below are examples of objectives for an IT oversight committee:
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Advise senior business and IT management in developing operating and strategic plans that take full advantage of existing and emerging technology
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Review proposals for potential technology investments
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Oversee major IT-related projects and technology architecture decisions
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Monitor the performance of IT throughout the corporation and ensure that it effectively makes a contribution toward stated business and strategic objectives
2.6Configuration and Change Management (CCM)/IT Reports Problem System
One of the important processes within the IT governance is managing a system engineering process called configuration and change management. Another equally important process is to track IT challenges.
Tracking an airport’s infrastructure configuration throughout its lifecycles is key to achieving efficiency in developing, operating, and maintaining an airport. To do so, the airport must track frequent changes to its infrastructure configuration. Today, Configuration and Change Management (CCM) involves tracking and control of information using spatial asset databases integrated with Enterprise Resource Planning (ERP) systems which consist of a financial system, lease management system, gate management system, computerized maintenance management systems (CMMS), cable management system, geographic information system (GIS), electronic drawings and document management systems, human resources management system, etc. The airport’s CIO should serve the enterprise as a champion and facilitator for configuration and change management.
Moreover, CCM is critical to managing an airport’s IT&S effectively. An airport’s IT&S organization must at least establish a configuration and change management business process for its own mission. Additionally, an airport’s IT&S organization should set up a dedicated Configuration Management (CM) Department within the organization.
The employment of technology systems intuitively requires their intricate integration. This involves interface between subsystems of larger systems. These subsystems may be the operating systems, software applications, computer hardware, network communication hardware, etc. The complexities of these subsystems present difficulties in coordination and can cause confusion during design, development, integration, test, and deployment if these subsystems are not properly managed, identified, and controlled. Some common problems encountered are listed below:
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Different parts have the same part number
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A part is not built to the engineering drawings
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A program is over cost and behind schedule
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Approved changes are not incorporated
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Products do not meet requirements
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Cannot define what has been built
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Quality problems, high rate of scrap
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“Minor changes” causing major problems
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Suppliers delivering non-compliant hardware and software
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Difficulty maintaining delivered products
CMM is a systems engineering process that controls the arrangement of the interconnected hardware, software, and telecommunications systems or subsystems that form the airport IT&S. The CCM process helps the airport develop and deploy IT&S within cost, schedule, technical, and performance constraints. Ultimately, CCM directly integrates quality in the system built to the approved functional and physical requirements. Conceptually, CCM comprises four key areas:
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Configuration Identification
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Configuration Control
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Configuration Status Accounting
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Configuration Audits
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Configuration Identification
2.6.1Configuration Identification
Configuration identification activities involve determination of the product/system structure, selection of configuration items, documenting s physical and functional characteristics including interfaces and subsequent changes, and allocating identification characters or numbers to the configuration items and their documents. This is the first task of the CCM process and involves the following:
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Creating and Identifying a product/system
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Developing the specification hierarchy
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Establishing configuration baselines
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Numbering and identifying items: part numbers, drawing numbers, serial numbers, numbering systems, etc.
2.6.2Configuration Control
Configuration control defines activities involving changes to a configuration item after formal establishment of its configuration documents. The control includes evaluation, coordination, approval or disapproval, and implementation of changes. The implementation of changes includes engineering changes, deviations, and waivers with impact on the configuration. The objective of configuration control is:
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To establish and maintain a systematic change management process that regulates lifecycle costs
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To allow optimum design and development latitude
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To effectively process and implement changes that maintain or enhance operational readiness, supportability, interchangeability, and interoperability
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To eliminate unnecessary change proliferation
Simple changes must be documented using rigorous change mechanisms, such as a change order/notice form and review by a CCM manager. Major changes must be documented through a change proposal and be regulated by a governing body called a Change Control Board (CCB).
2.6.3Configuration Status Accounting
Configuration status accounting is the activity involving capture, storage , and access to information that is needed to manage configuration items effectively. This includes:
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A record of the approved configuration documentation and identification numbers
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The status of proposed changes and deviations to the configuration
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The implementation status of approved changes
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The configuration of all units of the configuration item in the operational inventory
Configuration status accounting provides highly reliable sources of configuration information and traceability to support all program/project activities.
2.6.4Configuration Audits
A configuration audit process verifies the product/system configuration by inspecting documents, products and records, and by reviewing procedures, processes to confirm and document system performance. The objective of an audit is to:
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Ensure that the system integrator has provided the expected performance capabilities
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Ensure that the design documentation provides an accurate representation of the system design being delivered
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Ensure the operation and life cycle support of the system are based upon the requirements and design documentation
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Ensure that items perform as specified
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Ensure future support of the system
A configuration audit consists of the following major audits:
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Functional Configuration Audit (FCA)—verifies that the actual performance of the system meets the requirements stated in its performance specification.
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Physical Configuration Audit (PCA)—shows that system development is complete, the first production item has been built in accordance with its engineering requirements, and all differences between configurations have been reconciled.
FCA should be scheduled after the completion of all certification and qualification testing and before the PCA. PCA is the final examination of the system prior to establishing the product baseline. Audits will indicate whether the system is successful, inadequate or pending satisfactory completion of identified action items.
2.6.5Configuration Management Plan
To achieve a successful CCM process, develop a configuration management plan (CMP). This will help:
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To define and detail how, when, who, what, and where CCM will be performed
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To show interrelationships of product teams or functional organization
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To act as roadmap to policies and procedures
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To provide the framework for proactive CCM activities
The airport executive management must agree to the CCM process and approve the CMP.
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