2. Outline of Presentation
• Design Process
• GCS Air Intranet
• Implementation & Launch
• System Evaluation
• Reflection
3. Strategic Objective
• Becoming a leading airline provider with a strong and
social internal culture, which fosters collaboration and
communication across departments in a secure and
productive environment, while maintaining leading
customers service.
4. Brief
A large airline based in the UK with staff working from across the world
that need up to date information on schedule and flight information.
The airline has ground operations to support the administrative and
logistical side of the organisation, as well as operational staff that
includes pilots and aircraft crews. The airline has some tough targets to
reduce costs and increase income. The senior management team is fully
supportive of adopting digital technology and is already engaged in all
aspects of social media and other technologies to communicate across the
organisation. The culture of the organisation is very dynamic and staff are
keen to use social media and other forms of communication. In fact one of
the problems that senior management has is that staff already use social
media outside the firewall to connect, collaborate and keep in touch
within groups and teams. This has been the subject of many discussions
by the executive team as they are concerned that staff will continue to
develop bad habits and put the company at risk by letting confidential
information outside the perimeter of the organisation.
6. Strategy of Intranet
• To provide up-to-date schedule and flight information through
a single standardised platform.
• To provide a unified platform through which all airline functions
and services can be conducted and coordinated.
• To reduce overall airline costs and enable the company to reach
it's financial targets.
• To provide a single, secure platform for collaborative tools in
such a way as to improve security while maintaining the
dynamic corporate culture.
8. Interviews
Pilots must be able to view their own
training record.
Cabin-crew need to be able to swap shifts.
Detailed breakdown of airline departments.
RAF Pilot
BA Pilot
BA Head of Compliance
Loganair Director of Flight
Operations
Check-in Desk with Virgin
Atlantic Check-in
Manager with Virgin
Atlantic
All flight crew need to be able to view
boarding status.
Secure login from remote device important.
Training done through supervised computer
workshop.
9. Interviews
Restricted access to external social media
Definite need of mobility
Need for an app that will sent alerts for
flight changes etc
Task manager is essential
Policies should be enforced
Trainee commercial
Pilot in CAE Oxford
Aviation Academy
CPL Trainee at Superior Air
Aviation Academy
Problem/malfunction reporting
Flight hours (dates, pilot in command)
Maintenance
Logistics (flight plans, employee schedules)
Career development
10. Scope of Intranet
• Requirement II
Non-Functional High Priority
The intranet service must be accessible and fully functional on mobile devices. This will
required the integration of a secureID system.
• Requirement XI
Functional Medium Priority
The intranet must allow all staff to view their work in one or more of three workflow styles as
relevant to their position.
• Requirement XVI
Functional High Priority
The intranet must integrate relevant collaborative tools into the system, in such a way as to
increase information security, but not impede on the dynamic culture of the organisation.
28. Governance Model: Hierarchy Model
Senior Management
team
Manager of Internal
Communication
Department
Intranet
Manager
Support
Team
Daily
operation
Tools
Manager
Tech Team
Steering
Group
UK Office
Home
Page
Manager
Content
owner
Flight
Map
Manager
Content
owner
Space Managers
(HR access)
Content
owner
Community
Manager
Content
owner
Wiki/Help
Manager
Content
owner
Editor
US Office
France
Office
German
Office
Editor-in-
Chief
29. Key Roles in Governance Model
Senior
Management Team
• Main sponsor of
the intranet
• Secure finance
Head of Internal
Communication
Department
• Manager of
whole digital
workplace project
• Oversee the
development,
implementation,
and governance
of intranet
Intranet Manager
• Manage
infrastructure
• Support daily
operations,
including the
“task”, “tools”,
“profile” and
“shortcuts” of
intranet
Steering Group
• Define and drive
intranet strategy
• Develop and
enforce policy
and guideline
• Oversee sites of
different
geographical
offices
• Evaluate
performance
Editor-in-Chief
• Develop and
maintain the
design and
content standards
of sites
• Oversee the
regular page
updates, new
pages, discussion
board in
community.
30. Benefit Tree
Feature
Delivers
Benefit
Outcome
Strategic Goals
Single CMS
Corp-Wide Comms
Content is coordinated
across all functions &
roles
Increased cohesion of
business processes
Dynamic and
cohesive corporate
culture
Efficiency improvement
Social community
Social-media-like
platform
Employee
engagement
Less external
services
Department/
projects
spaces
Single place to
collaborate
Tools
Access to business
applications and
tools
Information
Security
Operation cost
reduction
Revenue
Increase
Help & Wiki
Cloud sharing for
company
documents
Time Saving
Better collaboration/ teamwork
within intranet
31. Security
• All data moving through the firewall is sanitized
• Protect against malicious data entering the corporate system
• Protect against sensitive data leaving system to unauthorized devices
• Ensure best practices used for firewall settings
• Security ID system used for remote login
• Protect against unauthorized access to system
• Regular data backups
• Protect against attacks, failures and natural disasters
• Restricted access to external social media services from company machines
• Increase control over data that is brought inside the system
• Employees are only given access to material that is relevant to them. Access to sensitive
corporate data is limited and requires approval
32. Policy
• Users are not permitted to disclose their login details
• Unless permitted otherwise, users cannot disclose corporate data
• Users are not permitted to move corporate information to other platforms,
this includes social media & non-integrated collaborative tools
Guidelines
• Behave appropriately - abusive or inappropriate behavior is not tolerated
• Engage- use collaborative tools, discuss ideas with others, but be
respectful
• Use the space and community page to help others when you can
• External social networks- not permitted to post from your work or portray
the organization badly
• Only publish appropriate material to social media sites
33. Champions
• Pilots
• Very respected in their team and the airline
• Given a large say in the running of the organization
• Human Resources
• Very well connected
• Constantly in contact with people across the organization
• Able to gather feedback from a variety of viewpoints
• Senior Management
• Access to the most information on corporate performance
• The most able to enact changes from feedback
• We know they are enthusiastic about adopting new technology
34. Training
• Supervised computer workshops
• Simulate real-life use
• Train through normal processes as well as unusual or emergency processes
• Train people what to do when things go wrong, before they go wrong
• Supportive learning environment where asking for help is encouraged
36. Intangible costs
• losses in productivity
• users goodwill
• drops in employee morale
• users disappointment with a
decline in service or product
quality
Tangible costs
• Hardware costs & updates
• Servers, mobile devices,
software costs
• Firewall costs
• Development time costs and
labor costs
• Staff training
• Maintenance support, upgrade
costs
• Interoperability with other
systems
• Decommissioning, disposal of
existing systems and parallel
running
• Consulting , help desks,
support
Costs
37. Benefits
Quantified hard benefits
• Reduces costs (printing
and distribution process,
turnover, office
administration)
• Time management
• Increases revenue
Quantified soft benefits
• Reduces the risk of
information leakage and
security breach
• Employee engagement
and satisfaction
• Employee productivity,
communication,
collaboration
• Big knowledge database
Unquantified soft benefits
• Centralizes business
processes and all kinds
of operations
• Builds a common
corporate culture
• Creates the sense of
belonging
38. ROI
Intranet design & development cost:
Total intranet development cost: 45£ million
Hardware cost:
Total hardware cost: 5£ million
Training cost:
AIR GCS employees: 40,000
Average AIR GCS employee salary/hour: 18£
Average training hours per employee: 10 hours
Total: 7.2£ million
Technical support cost:
Total cost for the maintenance of the intranet: 1£ million annually
Total intranet Costs: 58.2£ million
Paper elimination
Amount of paper saved per employee per year: 10.000 (average)
Price per piece of paper: 0.05£
Printing and distribution costs: 1£ million annually
Total cost savings from paper elimination: 20£ million annually
Productivity
Total time saved per employee per day: 30 minutes
Total cost savings from productivity increase: 57.2£ million annually
Total intranet Savings: 78.2£ billion annually
Total return on investment = (78.2-58.2)/58.2 = 35%
39. Reflection
• Social skills
• Collaboration and teamwork
• Project management experience
• Understand concepts better than by working alone
Strategic objective has been defined so that, in combination with the problem brief, we can begin to create a vision statement for the project.
Brief clearly shows 4 main areas of concern
Vision statement is the product of combining the strategic objectives and conclusions drawn from the initial problem brief.
In the 5-layer model, this is our Strategy.
Many stakeholders, divided into internal and external. All highlighted stakeholders may be able to contribute requirements, so the system is really huge.
Policies should be read and followed in order to learn the latest updates and be aware of any essential amendments.
No Social media outside the intranet: only linkedIn
No photographs of the equipment and the employees during their working hours
These are the requirements, in the 5-layer model, this is the scope.
These are 3 examples from our requirements specification.
Sitemap, 5-layer model: Structure.
Brings together the communication/socialization, enterprise services, tools, and collaboration aspects of the 4 dimensions model of intranets.
Following slides are the Surface of the 5-layer model.
Page layout. Notifications from tasks and new messages shown at the top.
All options shown along the top bar.
Home page shows news, divided into global, local and executive message board.
Widgets down the sides of page, including calendar, world clock, quick user polls, stock value for the company, etc.
Flight map shows all flight data for company and partner companies, Hovering over a flight reveals its flight data.
Controls for view panel, pan and zoom, shown in bottom corners.
Flights can also be viewed as a list from the second tab.
Usability of the tools section tried to appeal to the useful aspect of the honeycomb model for user experience.
Tool tabs shown depend on who you are and the tools that are relevant to you. Collaborative tab shows integrated document services.
Tools show,
Career tools, show career and training status and progress.
Flight tools will include things like incident reporting, crew lists, boarding status, etc.
Workflow shown depends on who you are and how your work is organized.
Here a schedule of tasks is show for an engineer or ground worker style role.
This workflow is more relevant for a flight crew member. The cog will take users to a menu where shifts can be swapped as was specified.
Administrative users, eg. Marketing, finance etc. require a more project driven workflow.
Some of our champions ,like the pilots may prefer the to do task list where the tasks are organised in chronological order.
From this structure you can easily see and manage with priorities your tasks. Red exclamation mark=high, blue arrow facing down=low
Also you can check the tasks that you have completed and see who assigned them to you.
Moreover when you press on a specific task you can see
the tasks details
Subtasks that may be assigned to you
the priority level
And some interaction with the task and the assignee
The profile, community and spaces aspects really appeal to the desirable aspect of the honeycomb model for user experience.
We have focused on the social aspect of the profile tab.
It has a summary of your social interactions.
Achievements are rewarded with social badges in order to promote social interaction.
My thoughts is another social aspect of our intranet and is like an intergraded twitter account whithin the intranet with which you can post a thought or follow the thoughts of a co-worker
The spaces are the departments personal workspace. 1)Have discussions,2) propose ideas, 3)ask questions and 4)solve problems5)Conclude topics and 6)collaborate.
All the essential teamwork is done here
Every space is accessible from the members,the moderator and the local HR department in order to monitor the employees satisfaction.
The holistic and vibrant tool in which anyone can address a concern and literally any employee from all over the world that may have a solution to the problem can answer.
1)Questions 2)problems 3)discussions that can be concluded or resolved.
The main novelty is that there is a tagging system with two major tags
1)Work and non-work related issues 2) secondary tags for further categorization
Here you can see all the information and discussions if you press on a post .
The tags,the answers and whether it is concluded.
Wikis section of the site tried to appeal to the accessible, findable and usable sections of the honeycomb model for user experience.
It is also the main database of our system, containing 1)rules and regulations 2)policies 3)application forms etc.
Ex. The pilots should be constantly aware of regulations changes and know the latest updates.
Tablet and smartphone versions of our intranet
Reasons of Choosing Hierarchy Model
One of the strategic objectives of this intranet is to establish cohesive corporate culture by building up a single content manage system and engaging employees in it. To make employees feel “one organization”, decisions made in different geographical offices should be consistent with the corporate’s decision.
Employees are given clearly defined roles and responsibilities
With this type of vertical structure, employees know whom to report to with problems.
Green squares: Sponsor
Blue squares: Internal Communication Departments
Yellow: Non-Internal Communication Departments
“Space” management
1. “Space” is designed for each department to facilitate their collaboration. “Space” manager belongs to a specific department, who is responsible for the design and content of its own department “space”.
2. Though “space” of a department is only open to employees in the department, officers from HR department have the access to monitor the content in “space” of all departments. The authority given to HR department allows HR to know the needs and difficulties of employees.
Main features of the intranet include Single CMS( “Homepage”, “Flightmap”), “Community””Space””Tools” “Help” and “Wiki”. All these features help to achieve strategic goals by delivering different kinds of benefits.
Single CMS offers a corporate-wide communication platform, which coordinates across all functions and roles inside the company. Coordination across different departments contributes the cohesion of business process, which is helpful to building up a dynamic and cohesive corporate culture.
The social community is delivered by a social-media-like platform called “community”. Employees may network and socialize with coworkers by using the internal social community inside the company’s firewall rather than using the external social medias. The community is helpful for the company to achieve information security.
Space for a department or a project provides a single place for employees to collaborate inside the company’s firewall, which only contributes to the information security, but also reduce the operation cost and increase revenue by improving efficiency.
Tools allows employees to access business applications and tools easily. By using these tools within the intranet, employees may achieve more efficient collaboration, resulting in operation cost reduction and revenue increase.
Help and Wiki offers employees a sharing platform for company documents. Employees may access these documents easily and in a short time. This cloud platform is also helpful to improve the efficiency inside the company.
notes: login details are a company asset
remember, you are an ambassador for the company
Pilots – digital immigrants and natives
“poster boy” for the organisation
HR – digital natives
Senior Management – digital immigrants
We know they are enthusiastic about adopting new technology and maintaining a dynamic culture
supervised computer workshops learn to use the system as it will be in real use can go through all normal processes as well as unusual or emergency processes train people what to do when things go wrong, before they go wrong supportive learning environment where asking for help is encouraged
A business owner or manager incurs costs with nearly every decision.
TC: costs are calculated up front ,are the expected and quantifiable costs of running a business .They are also some one off and some reccuring
Addressing Tangible Costs: by negotiating contracts for services and by getting multiple quotes for inputs and supplies, compares costs of buying or leasing equipment, transfer some pieces of equipment from one site to another, offer a bonus to department managers who reduce their department's spending
IC: An unquantifiable cost relating to an identifiable source.
Sources of Intangible Costs: not always foreseen ex. when corporate management puts a new program or policy into place that is not appropriate for a given location, unintended intangible costs may ensue because what works well at a work site in one part of the country may clash with the employee work culture at another location.
Addressing Intangible Costs: the company will either decide to absorb the cost or act to eliminate its source based on the best estimate . ex The cost of training new employees after long-time employees have left for other opportunities is one variable used to estimate intangible costs. meetings to reduce employee confusion and discontent. outreach to keep customer
Everything is online, so there is no need for physical documents -> paper, printing, distribution costs reduced.
Quick access to everything -> saves time.
Strong social aspect (no need for external social media) -> information leakage risk reduced.
User friendly, honeycomb, various tools -> increased engagement, satisfaction, productivity, communication, collaboration.
Wikis, news, microblogs, communities etc. -> easily accessible knowledge.
Result from all benefits: revenue is increased.
We estimated how much such an intranet would cost. We estimated how much it would save. We ended up with a 35% ROI from the first year of use already, which is a pretty good figure.
We learned a lot from the process.
We learned about project management – meeting deadlines and dividing tasks.
Moreover, we developed some social skills, like sharing information and knowledge, cooperative thinking, being confident, being responsible and listening to others.
In addition to that, we realized how important communication and collaboration are for coming up with a solution.
We also understood better some of the key concepts described in the lectures and literature, since we discussed a lot about them in the process.
Finally, we had a great time while working together and it was indeed an invaluable experience.
