Christchurch Airport is New Zealand’s second largest airport, welcoming over 5.7 million passengers a year. In a unique position to the world's trade and tourism markets, the airport is a major driver of the regional C anterbury economy. Christchurch Airport is owned and operated by Christchurch International Airport Limited (CIAL), ownership of which is shared by C hristchurch C ity Holdings Limited (75%) and the New Zealand Government (25%).

1. CASE STUDY
CHRISTCHURCH
INTERNATIONAL AIRPORT
smarter processes www.promapp.com
The customer
C hristchurch Airport is New Zealand’s
second largest airport, welcoming over 5.7
million passengers a year. In a unique
position to the world's trade and tourism
markets, the airport is a major driver of the
regional C anterbury economy.
C hristchurch Airport is owned and
operated by C hristchurch International
Airport Limited (C IAL), ownership of which
is shared by C hristchurch C ity Holdings
Limited (75%) and the New Zealand
Government (25%).
www.christchurchairport.co.nz
Promapp assists in successful
ERP implementation
Faced with the challenge of maintaining the daily operations of the country’s
second largest airport while implementing a new ERP system, the team at
Christchurch International Airport Limited (CIAL) turned to Promapp for support.
Promapp is a unique web based process management solution, offering a simple
drilldown system incorporating processes, work instructions and relevant
documentation. It also offers a central storeroom for all process related
information which is easy to search and navigate.
ERP implementations can often be disruptive to business and can cause a change
management battle for months afterwards. Promapp supports across all phases
of the implementation, building a clear picture of requirements, identifying the gap
between current and future state, and in the end leaving the organisation with a
valuable knowledge base that teams have ownership of.
Todd Cassie, Manager of Knowledge and Information Technology at CIAL, shares
his Promapp journey.
The key challenges
“With three major systems (for Property/Retail, Asset Maintenance and Finance)
and many ancillary ad-hoc solutions, poor integration was causing operational
inefficiencies across the business. As a result the decision was made to review
options to transform our business processes and supporting systems” says Todd.
There were high expectations set and several key outcomes required from the
project;
Tighter integration of processes & information across the whole business
Improved visibility of business activity & reporting capability
Simplified business administration and operations
Customer driven solutions
With more than 300 staff it was vital the changes associated with the ERP
implementation were managed in an efficient way, minimising disruption, time and
cost spent on the project.

2. CASE STUDY
CHRISTCHURCH INTERNATIONAL AIRPORT
smarter processes www.promapp.com
“Promapp is seen as a
‘source of truth’ as it is
documented for all to see. We
have integrated Promapp into
our ERP system so staff have
an ability to review processes
from within the tool. Promapp
is the first point of call for
users having an issue before
requesting assistance from the
business support teams,
delivering further efficiencies.”
Todd Cassie, Managerof Knowledge
and Information Technology
Why Promapp?
Promapp provided CIAL with a consistent and standardised approach to both the
ownership and accountability of process management within the company.
Promapp was first used during the Key User Training phase to document the initial
process. These initial process maps were further developed in Promapp during
the Key User Testing phase. When End User Training was delivered, the
processes in Promapp had been tested several times and were reflective of the
new way tasks were to be performed after go-live.
“The end result was a knowledge base that is used across the company, is
continually refined and will continue on even when the employees that were
heavily involved in the ERP implementation leave”, says Todd
The key to success
When asked what he considered to be key to the success of the ERP
implementation, Todd explains “It was the commitment of the staff involved with
the project to deliver a system they believed would provide significant productivity
and reporting/information gains for the organisation."
"Promapp played a large role in this as it was a central repository that provided
staff with consistent and standardised process information about the processes
they would perform in the new ERP system.”
Promapp was a valuable tool in facilitating change management. “The staff coped
with the change well as the implementation was communicated from both an
organisational and business unit perspective. Initially when processes changed
they were notified both via the Promapp dashboard and an email with the
minimode link to the process in Promapp. Now the ERP system has been rolled
out, changes are only notified via the Dashboard”, says Todd.
The outcomes
One central reference point integrated into everyday systems,
“Promapp is seen as a ‘source of truth’ as it is documented for all to see. We
have integrated Promapp into our ERP system so staff have an ability to review
processes from within the tool. Promapp is the first point of call for users having
an issue before requesting assistance from the business support teams, delivering
further efficiencies.”
Quality documentation accessible to all.
“Without Promapp the ERP system would still have been implemented, however
the quality of our documentation would not have been as high. Processes would
not have been documented in a consistent manner and the processes that were
documented would not have been stored in a central repository that was
accessible by all staff and refined ongoing.”
Ongoing Ownership and Improvement.
“Process owners were identified and assigned when Promapp was originally
implemented into the organisation. Process owners are responsible for promoting
a culture of continuous improvement within their group. Now the ERP system has
gone live, staff are reviewing processes to further streamline them and achieve
even greater efficiencies in productivity and reporting/information. Staff value the
opportunity to provide feedback if they feel a process in Promapp does not
accurately reflect the way it is currently performed or that there is an improvement
opportunity.”