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  • ITISOTCP – A rather long title, not short snappy. Break the title down a little: Information Technology is well known as IT. Recent term is ICT – Information & Communication Technologies. IT might stand for intelligent thinking and ICT perhaps for intelligent collaborative thinking or teamwork. I will come back to the concept of teamwork later on. In support of Tech. Coop. Projects?? CAO own the projects?? NO! They belong to theCAAs, the Ministries of Transports., the Governments of our Contracting States and of course the citizens. Looking again at the title – we now have intelligent collaborative teams working to ensure consistent, predictable outcomes for your projects Today, I want to highlight some of the ICT related services & activities which are available from ICAO in support of your projects. Not a discussion on technology – Asia Pacific – rather how TCB uses IT to support your projects & how we can assist in implementation of IT projects & IT components.
  • First a brief history on how our ITs and CTs have evolved in TCB over the last decade. In the 1990s, ICAO’s Technical Co-operation Bureau realized that to compete in the fast-paced busuiness environment it would be essential to improve their effectiveness in the implementation of Field Projects. One way to achieve this was by providing TCB staff with modern IT tools thereby increasing productivity in the performance of daily duties. 1999 - ICAO’s Technical Co-operation Bureau proceeded with the implementation of their Information Technology Masterplan to modernise the Bureau’s information technology systems and to better align their IT processes with their business strategy. 3 areas were targeted namely: Internal Workgroup Applications, external services leveraging internet technologies & the upgrade of TCB Database Applications All focused on providing Tech. Co-op Staff with better tools with which to support field projects.
  • When we speak of support We can break the types of support into 3 levels: 1) Intranet support – using information technology (IT) within TCB in support of internal administrative functions. 2) Extranet support –ICTs supporting both internal and external functions – a little more interesting as we move towards creating virtual teams comprised of resources in distributed locations. And 3) very much a growing trend is project management support for Field ICT projects or Field projects containing IT components – be they installation of computer networks or development of administrative applications such as financial, project control, personnel etc. or perhaps Airport Information management systems
  • Type 1 - Intranet support – information technology (IT) within TCB in support of internal administrative functions. TCB maintains an integrated Oracle database system supporting internal project budget, field procurement, field personnel, field recruitment, payroll and fellowships training applications. Will not go into details of these apps as my colleagues will undoubtedly expand upon their benefits in the next few days. Suffice to say that these applications help to ensure a rigorous control of all project activities and are designed to provide the highest level of accountability for all project funds as witnessed by the annual internal audits & external audits carried out by Canada, our host country. We also have developed several electronic tracking and workflow applications such as Requests for recruitment, Purchase requisitions, Purchase orders which greatly expedite these recurring processes vis a vis their earlier manual processes.
  • By moving from the physical format to digital, we effectively establish an electronic Project Document Repository Task Assignment forms that implement Follow-up and Notification of task completion; Shared Public and semi-public Folders which will provide a quickly accessible and transparent view of the status of work. The folders will contain tracking forms, which will track the latest status of a request, and a history of work on the request. Document Management - A high proportion of files in TCB consists of word processing documents, emails, and FAXes. By converting to digital format, all of this material can be made available at the desktop to all TCB staff. Knowledge Bases which will be repositories of subject matter knowledge on areas such as ‘systems being procured’, ‘specialist position descriptions’, or ‘suppliers performance’.
  • 2) Extranet support – information and communications technology (ICT) supporting external functions: Primary tools here are our web-site and communications support for our staff on missions: With regards to the website, You will find more information including a description of the services we can provide, contact addresses of key personnel, the current vacancy list, and other interesting tidbits as we grow the site. & with the help of some electronice wizadry from Laurence of the SAA, I will endeavour to give you a short guided tour of the TCB web site very shortly. Our Web recruitment, & Web tendering applications contribute towards the effectiveness of the Field recruitment section and the Procurement section by helping to reduce the time periods for recruitment of field experts & the tendering of bids. Support of staff on missions with secure communications, email, access to headquarters information is another example of what I refer to as Extranet support.
  • Our infrastructure; The TCB network is part of ICAO LAN. As such, we operate within the security constraints imposed by our network people in ICT. As I am sure you are very well aware, a network firewall, while somewhat restrictive, is nevertheless a necessary feature to maintain reliable networks for the moment. Hopefully, as the industry moves towards secure, trusted, and affordable networks, we can soon expect to introduce services such as internet meetings & video conferencing thereby enhancing communication and transparency between ICAO HQ, staff on mission and also the field projects. Some 600 people on HQ network. I mention this only to show that we have all the technical expertise required to implement and maintain such networks.
  • Our environment: Recognized that Use of Standards generally brings both efficiency & effectiveness to most situations. All staff are fully conversant with E-mail, Calendar, Tasks, Issue Tracking & the customized electronic workflow applications which I mentioned earlier, such as Requests for recruitment, Purchase requisitions, Purchase orders, and the related approval processes. Our database applications provide the necessary controls over project information, particularly financial control. All of this allows TCB staff to carry out their duties in supporting Field Projects more effectively. The final point highlights the Technical Co-op Bureau’s web-site. And now for the tour. First I will attempt to connect to Montreal and if Laurence can work his magic we will run with that otherwise I will go to plan B and run a simulation from the local drive.
  • Link to TCB’s new web-site. Please visit. You will find more information including a description of the services we can provide, contact addresses of key personnel, the current vacancy list, and other interesting tidbits as we grow the site.
  • Here we can see Field personnel web-site advertising actual vacancies for field projects, and also roster replenishment vacancies as we continually add new experienced people to our Roster of Experts. As I mentioned earlier, we also maintain a Web Tendering application on a secure web server which is not visable on the public web-site.
  • Before moving to our 3 rd level of support – the support of field projects – it is worth mentioning that changes to work processes brought about by the introduction of new Information Comm.Technologies , whether in ICAO, government or private enterprise, often lead to significant culture shock –not to mention resistance- to or by the individuals and the business units affected. Often forgotten and, if not managed properly, represents serious risk to project and by extension to the business. Unique problems arise when conducting projects using people from different cultures and organizations , often separated by considerable distances. During implementation of new IT applications in the Tech Coop Bureau, ongoing collaborative meetings would become the norm to consolidate the buy-in and cooperation of the staff. Communication became the key to the success of the project. Having undergone just such an experience, we have both the IT skills and understanding to work with you in the implementation of your ICT projects or those projects with ICT components.
  • Continue to align our IT strategy with the business strategy of ICAO’s Technical Cooperation Programme which of course continues to be directed at providing meaningful support to your field projects . Continue to refine our internal processes by consolidating our workflow structures; continued t eam building, with a view to creating a strong team well equipped to provide meaningful services to our Field Projects by : In the near future ,we look forward to the implementation of a new integrated database application with Financial & Human Resources modules which will improve our internal efficiency while at the same time enhancing the sharing of information with the projects. Build new systems allowing access to project information via the internet to project staff
  • Work process improvement Improve communication between all project stakeholders, be they CAA, DGCA, ICAO, Suppliers, field experts, project staff. Provide timely access to accurate information to all parties. To provide collaboration platform to the virtual team regardless of location.
  • Now some examples of current IT projects. We have provided some very basic IT equipment and software towards the initial rebuilding efforts for Kabul airport. In Ecuador, 2 locations in Quito & Guayaquil and 3 locations in Damascus, Aleppo & Latakia airports. Some 15 projects in the last two years at 2,000,000 Just as a reminder, while I may focus on IT related projects as examples, the message I want you to take with you today is how Information and Communication Technologies are used in support of all of your Projects. It is also worth noting that while we are seeing a growing trend of pure ICT projects, for both infrastructure and software, many other traditional aviation projects contain ICT components. As this trend continues to grow, the Technical Cooperation Programme’s capabilities in providing advice and assistance in the IT field are also evolving along with that trend.
  • Some examples of functions or applications which we have been unvolved with Many other aviation areas where IC technologies may be used….. Whether it be for flight information, processing, passenger check-in, baggage handling, or security to name just a few .
  • I said at the beginning that this would not be a technical presentation and I would like to emphasize successful ICT project implementation depends much more on the collaboration and teamwork of the personnel & parties involved that on the technology being deployed. “ 25% of the challenge is technology, the balance is management and culture” (Chevron executive in Information week 21 June 1999). Who are the players involved? Typically we have Governments, Civil Aviation administrations, Director Generals, suppliers, contractors, and ICAO. There may also be financial involvement from donors, banks, and other financial institutions. Now, how can Field projects best benefit from ICAO’s Tech. Coop Programme’s IT knowledge and experience ? The rest of my presentation today leans towards the use of PM Methodologies in implementing IT projects. Again,PM methodologies are equally applicable in any project, be it installation of radar , civil engineering works, etc.
  • Many projects involve resources distributed throughout the world –henc the virtual team concept. Need high level of C ommunication with clients, partners and suppliers Need to use STANDARD Project management methodologies keeping everyone on same page Need Transparency, respect and full exchange of project data Eg both TCB staff and project staff need to have access to financial data. Project scheduling software such as MS Project is very useful in communication of project progress between the different parties. Each team member, management, end-user, technologist, supplier should bring complimentary skills to any project . Working together, the sum should be greater than the parts. Field projects can call on ICAO’s Technical cooperation IT resources to assist during the full life-cycle of their Information Technology projects, or projects which might contain IT components. I as a database developer know something of network design but I can call on the experience of ICAO’s network people when dealing with network specifications, implementation and trouble shooting
  • Why use PM methodologies? As I said, the intent is to keep everyone informed and on the same page thereby providing for an orderly , and successful, project implementation, according to an agreed plan. Allows for Resolution of problems before they occur. Effective communication and management of expectations with project personnel, customers, suppliers and stakeholders -> Communication plan. Often results in positive organizational change resulting in unforeseen benefits Proven benefits when employed in distributed projects. Trend of the Future – with increased use of computerized tools such as MS Project …… CPM packages, schedulers etc.
  • Earlier I mentioned Field project stakeholders: Member states, DGCAs, Donors, Suppliers, ICAO VIRTUAL PROJECT TEAM SUPPLIER: analysts, network administrators, computer programmers, programmers, trainers. PROJECT: analysts, network administrators, programmers ICAO/TCB analysts, network specialists, project manager, (either from HQ or thru Field Consultants) normally not involved at the programming and training level VIRTUAL TEAM can consist of a large number of people spread over different locations. For such a project to be implemented successfully, it is critical to have a high level of communication between all the players. As we saw on the previous slide, the use of Project Management Methodologies has proven most effective in this area.
  • A core feature of PM methodology is that of phased implementation which allows for the required level of control throughout the project schedule Facilitate control – each phase has objective and deliverables Project reviews – re-assessment of Project plan, status & options ‘ Closure’ or sign-off of each phase Facilitate scope/change management – most important, inevitably changes will occur, key is to manage the changes properly with full agreement of all parties Maintain high level visibility & involvement of all parties
  • Graphic shows $ expenditure during each phase. While it is true that the implementation or execution phase accounts for the largest portion, it is equally true that the first three phases account for approximately 50%. These pre-execution phases are critical towards doing a project right, and right the first time. TCB can provide a great deal of assistance during these phases and I will give you examples later on. Each point represents complete review of project variables. Ideally a complete review by all of the main players, but at the very least an opportunity for senior managemen) to be brought up to speed on the progress, or lack of progress, and the current status of the project Once completed, commit to next phase.
  • Hammer requirements definition. We can provide generic templates for requirements definition, project plans, communication plans etc. and then assist in the finalization of these customized for your projects. I don’t intend to give a full presentation on merits of PM as I’m sure many of you are fully conversant with the topic. I would just like to point out some of the areas where ICAO’s TCB IT resources might be of use. Once again you will recognize that these tools can be applied in a vary beneficial manner to different types of projects and not just IT projects
  • Moving on to the execution phases we can help with Project tracking Problem intervention & resolution And final Acceptance testing Post implementation we stand behind our work by ensuring support during the agreed warranty period.
  • Project success: By focusing on results, shared responsibilities, and teamwork we come closer to guaranteeing success. How do we quantify success? On time, on budget, full scope, high quality, successful end product, Stakeholder satisfaction.
  • introducing virtual private networks, net-meeting etc. Teamwork & communication with all staff in HQ, staff on mission, field project staff, regional offices etc. New financial systems will deliver meaningful budgetary information to TCB staff and eventually to the projects themselves. With a strong focus on teamwork and communication we can greatly improve our chances of success.
  • Intranet support – information technology (IT) in support of internal functions. finance, human resources, purchasing Extranet support – combination of information and communications technologies, web recruitment, tendering, mission support Combination of distributed resources collaborating on an agreed plan using standardized tools and methodologies towards a common goal: that of supporting your field projects. or As we said at the beginning: intelligent collaborative teams working to ensure consistent, predictable outcomes for your projects
  • In the end, success doesn't depend on people being in the same place at the same time; it's about partners communicat ing to get a successful result.

Transcript

  • 1. INTERNATIONAL CIVIL AVIATION ORGANIZATION Information Technology in support of technical cooperation projects Alistair O’Hara - SA/TCB aohara@icao.int
  • 2. History
    • 1990s – TCB now operating in a fast-paced business environment
    • Need to improve efficiency in supporting technical cooperation field projects
    • 1999 - Implementation of the Information Technology Masterplan
    • Alignment of ICT with business strategy to better support field projects
  • 3. Types of support for Projects
    • Intranet – information technology (IT) in support of internal functions.
    • Extranet – information and communications technologies (ICT) supporting both internal and external functions
    • IT components in field projects
    • - networks, hardware, applications, AIMS
    • - project management support
  • 4. Intranet
    • Database applications in support of internal functions
        • Financial
        • Field Personnel Administration
        • Recruitment
        • Purchasing
        • Fellowships
    • Workflow applications supporting processes
        • Requests for recruitment
        • Purchase requisitioning & ordering
        • Fellowships requests
        • Selection & approval processes
  • 5. Move From - Forms, Binders, Reference Files
    • Documents
    • TCB forms
    • e-Mail
    • FAX messages
    • Phone memoranda
    • Photographs
    • Technical drawings
    • Regular mail
    • Manuals
    • Guides
    • Catalogues
    Name________________________ Address______________________ Phon e_______________________ And then something else__________ and another thing________________-- Paper forms Binders Electronic folders & Knowledge bases Reference
  • 6. Extranet
    • ICT in support of external functions
        • TCB web-site
        • Web recruitment
        • Web tendering
        • Mission support
          • Uroam & Webmail applications
  • 7. The Technology Infrastructure the Internet fire wall
    • Projects
    • States
    • Experts
    • Suppliers
    Private and Public folders Windows 2000 LAN messaging in an MS Exchange Server Environment FAX Server Internal Servers Internet Server
  • 8. TCB IT Environment
    • Standardized desktop office tools
    • Customized forms for better Recruitment & Procurement tracking
    • Shared project folders
    • Centralized fax facility
    • Integrated database applications
    • TCB Web Site
    http:// www.icao.int/icao/en/tcb
      • (local)
  • 9. http:// www.icao.int/icao/en/tcb
  • 10.  
  • 11. People Issues
    • Collaborative Software Solutions place substantial emphasis on people issues
    • Long standing habits and procedures are challenged
    • Manage culture shift
    • Increased need for communication
  • 12. Moving forward
    • Align IT with operational goals and objectives
    • Refine internal processes
    • Strong team to meet the needs of our Field Projects
    • Leverage internet technologies http://www.icao.int/icao/en/tcb/
  • 13. The Goal ICAO/TCB Projects
    • Transparency
    • Shared access
    • Security
    Suppliers
  • 14. ICT Field Projects
    • Some 15 IT projects in past 2 years Approximately $2,000,000
        • Afghanistan – rebuilding
        • Ecuador – network, business applications
        • Syria – network, office applications
  • 15. ICT components
    • Application software
        • Administrative office tools
        • Database application
        • Electronic messaging
    • Network infrastructure
        • Servers, workstations, storage devices
        • LANs, WANs
    • Training
        • Technical
        • End-user
  • 16. Support not only technology
    • Success more about relationships and collaboration than about technology
    • Field project stakeholders:
      • Member states, DGCAs, Donors
      • Suppliers
      • ICAO
    • Management of projects requires methodology, teamwork
  • 17. Virtual team
    • A group of people working on interdependent tasks with the goal of reaching a common objective
      • Communication with clients, partners and suppliers
      • Standard project management methodologies
      • Exchange of project data
      • Different team members bring complimentary skills to project
  • 18. Project Management Methodologies
    • PM has been found to enable:
      • Fast proactive resolution of problems
      • Avoidance of scope creep
      • Change control
      • Effective communication with all parties
      • Higher quality product – first time
      • Positive organizational change
      • Very effective for distributed projects
    • Trend of the Future
  • 19. Who are Project Stakeholders
    • Anyone with vested interest in project:
      • Customers
      • Sponsor(s)
      • User(s)
      • Suppliers
      • Management
      • Financers
      • Project team
  • 20. Phased Implementation - Control
      • Facilitate control
      • Incremental commitment
      • Project reviews
      • ‘ Closure’ of each phase
      • Facilitate scope/change management
      • Define tasks per phase
      • Focus on ‘special issues’ in each phase
  • 21. Project Phases
    • Each phase is a major milestone
      • Definition
      • Initiation
      • Planning
      • Execution
      • Close-out
    • Once completed, commit to next phase
    Defn. Init. Planning Execution Close $
  • 22. Where ICAO/TCB can help
    • Pre-implementation
      • Feasibility studies
      • Site surveys
      • Requirements definition
      • Technical advice & specifications
      • Communication plan
      • Technical evaluation of bids
      • Competitive procurement
  • 23. Where ICAO/TCB can help
    • Implementation
      • Project tracking
      • Problem intervention & resolution
      • Acceptance testing
    • Post-implementation
      • Guarantee support during warranty period
      • Post warranty technical assistance
  • 24. Project Success
    • How do we quantify it?
      • On time
      • On budget
      • Full scope
      • Acceptable high quality
      • Successful end product
      • ‘ Stakeholder’ satisfaction
      • Final Acceptance Certificate
    • Together we can achieve it.
  • 25. Looking to the future
    • Take advantage of new technologies introducing virtual private networks, net-meeting etc.
    • Build strong lasting relationships
    • with all our partners through improved communication
    • Focus on teamwork --> success
  • 26. Summary Intranet support IT supporting Field Projects Extranet support IT resources, methodology, templates, tracking
  • 27. INTERNATIONAL CIVIL AVIATION ORGANIZATION Thank you for your participation