Example Contributions

Plans and Progress provide the Client with no confidence in Operational Viability

Problem Statement:
"King Shaka International Airport was a turnkey project for the delivery of an operational airport. The progress and interaction of a series of building projects would not ensure the entry into operation as was required immediately after completion"

"Julian restructured the entire development programme by operational capability by remapping parts of buildings, physical areas, IT and Engineering systems to the operational capabilities and processes they support. This allowed progression towards live and envisaged operation to be understood, tested, trained for and trialed in order to ensure immediate transfer into operation of completed capabilities."

Increase in Commissioning Progress Required due to Schedule Compression from Building Work Progress

"To rectify the issue and maintain the project end date within the compressed schedule required a 500% increase in manpower but also a very tight process and management control to ensure quality of delivery and minimization of rework."

"Gareth managed the scale up without the teams relaxing focus on the overall project or losing control of the quality of delivery and enabled the project to proceed to its target opening despite the schedule compression."

Passive and Active Network Coordination

Problem Statement:
"Lack of coordination and process between stakeholders and vendors provides no commonality of approach for active and passive network deployment leading to excessive rework, schedule delay and difficulty in device commissioning"

"Sean implemented a process that demanded commonality in approach, design and sequencing across all stakeholders and vendors. This allowed for faster sequenced device commissioning and right first time IT room, passive infrastructure and end device activation."

IT Network Access Layer

Problem Statement:
"Designing a network access layer to cater for an unknown amount of connected devices and active ports with no theoretical limitation and capacity."

"Sean developed a model which factored known employer and stakeholder constraints, estimated ratios of passive outlets and various underlying active device options in order to produce optimized access layer model options that explore probability and cost of change. The best choice for an IT room access layer procurement and deployment could therefore be made without the final scale of the network being known."

Readiness for Baggage Operations

Problem Statement:
"Incomplete strategy for proving volumes and failure scenarios to guarantee success in operations."

"Stuart derived the IT integrations for the baggage trial for tests on completion. This involved running the baggage operation for a period of 28 days under constant stress conditions in engaging failure modes to prove the resilience and capacity of the system. Stuart's understanding of baggage system commissioning as well as IT enabled him to devise specific tools that ensured the success of these tests."

Total Meltdown of Baggage Operations