Airport Improves Capital Program Financial Visibility Through Project Controls Software Integration

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Airport Improves Capital Program Financial Visibility

Prepared by:

Hannah Webber

Manager, Systems & Analytics

Columbus Regional Airport Authority

Capital Program Financial Visibility Improved through Project Controls Software Integration

Session ID#:

@PortColumbusCMH

Who We Are…


Critical Business Analysis, Inc.

The Airport Authority

Up to 150 daily departures to 40 destinations

Air

Can

ad

a

All

eg

ian

t

Am

eri

can

Delt

a

So

uth

west

Un

ited

US

Air

wa

ys

Vacati

on

Exp

ress

To

tals

ATL 8 2 10

BNA 2 2

BOS 2 AUG 2

BWI 5 5

CLT 8 8

CUN * * *

DAL APR -

DCA 1 APR 5 6

DEN 1 2 3

DFW 5 5

DTW 8 8

EWR 6 6

FLL * 2 2

FPO * *

IAD 4 4

IAH 5 5

JFK 2 3 5

LAS 2 2

LAX 1 1 2

LGA 6 6 12

MCO * 4 4

MDW 6 6

MIA 2 2

MSP 4 4

MSY 1* 1

MYR * *

OAK AUG -

ORD 7 7 14

PGD 1* 1

PHL 7 7

PHX 2 2 4

PIE * *

PUJ 1 1

RDU 2 2

RSW * 3 3

SAV * *

SFB 1* 1

STL 2 2

TPA * 3 3

YYZ 4 4

Total 4 3 23 34 34 24 23 1 146

* Denotes seasonal or less than daily

Allegiant operates out of Rickenbacker International Airport

Rickenbacker International Cargo

Through this service and their respective hubs, Ohio is now connected to the world in both directions

What We Do…



Regional Economic Impact

Direct Multiplier TOTAL

Employment 29,482 24,690 54,172

Payroll $1,000,000,000 $806,700,000 $1,846,300,000

Output $3,536,400,000 $3,023,600,000 $6,560,000,000

Capital Scale and Performance

2011

• Capital budget $126.6M

• Executed $100.9M

2012


• Executed $82.1M

2013


• Executed $54.0M

2014


• Executed $58.2M

• Typically working 80-100 projects per year

• Projects range from $50K to $50M or more

• Projects can be grouped into programs upwards of $150M or more

• We currently have $2B of planned spend from now until 2030.

Capital Funding

41%

8%

27%

24%

“LOCAL SHARE”

Capital Planning Process

Planning

JAN-APR

Prioritization & Vetting

JUN-AUG

Approval

AUG-OCT

Final Approval

NOV

Two-year Rolling Budget

Chartering

Year Round

$$$

Financial Feasibility Current Year

Staffing Plan

Based on Financial Feasibility

$$$

Financial Feasibility Next Year

Timeline leading to Capital and Operating Budget Improvements (COBI) Project

‘08 ‘09 ‘10 ‘11 ‘13 ‘14

Chartering Process

Common Scheduling/Cash Flow

Platform

Leadership Committee

COBI Project

Strategic Priorities

*$20M Carryover

Enterprise Project

Portfolio

Single Project Budgets

‘12

Pre-COBI conditions that drove the requirements



Schedule & cost

NAV

P6

- Schedules - Cash flow - Dashboards -Project perf. - LR Planning - Resources

- Budget - Payments

CBIS

$ checks $

No System Integration. Human data entry required.

REPORTS

Pay

me

nts

C

on

trac

ts

Pre-COBI conditions

REPORTS

No System Integration.

Human data entry required.

Accounting Software

Budgeting Software

Scheduling Software

COBI Plan Development



Three Software Applications

■ Microsoft Dynamics NAV (2009 Version) - Accounting Software

▪ System of Source for Contracts, Journal Entries

■ Primavera Contract Management (Version 13.1) – Replaces in-house built CBIS

▪ System of Source for Charters, Budgets, Budget Modifications,

Payment Requisitions, Change Orders

■ Primavera P6 (Version 7.0) – Scheduling and Forecasting

Approach and Challenges

■ Establish core team and stakeholders

■ Determine the data flow model between applications

■ Establish which applications house the majority of originating data

■ Review of current processes and procedures to determine what could be discontinued, modified, or maintained

■ Create workflow approval structure

■ Evaluation of current reports to determine what could be discontinued, modified, or maintained

■ Development of integration functional spec

■ Determine how to manage legacy data

Proposed Data Flow

NAV

P6

Actu

als C

ost C

h.

Job

Co

st

- Schedules - Cash flow - Dashboards - Variance - Project perf. - LR Planning - Resources

- Budget - Contracts - Variance - Committed cost - Dash Boards - Cost worksheet

PCM P6 WEB

Dash Boards Capital planning and Metrics Exec. reporting

Activity & cost

$ checks $

P6 project

websites REPORTS REPORTS

Pay

me

nts

C

on

trac

ts

Implementation



Mini-pilots

Hands-on Group

Sessions

Simulated Integrations

Lessons Learned

Final Configuration

Final Configuration – PCM Modules Used

■ Project Creation ■ Budget Contracts ■ Budget Modifications ■ Committed Contracts ■ Change Orders ■ Payment Requisitions ■ Purchase Orders (CRAA Journal Entries)

Example Data Flows - Budgets

P6 PCM Budget Activity Line Item(s) Created in P6

Budget Contract Entered in PCM Budget Module

Example Data Flows – Committed Contracts

P6 PCM Contract Activity Line Item(s) Created in P6

NAV

Contract created in Navision.

Cost Code and Activity ID added to contract in PCM, Routed for Approval

Contract Integrated to CM Committed Contracts Module

Example Data Flows – Change Orders

P6 PCM Change Order Activity Line Item Created in P6

NAV

Change Order document created in PCM.

Change Order Integrated to Contract in Navision

Example Data Flows – Payment Requisitions

P6 PCM Actuals applied to corresponding P6 line item(s)

NAV

Payment Requisition document created in PCM.

Payment information Integrated to Contract in Navision

Checks sent out from Navision in weekly check run

Payment Verification Integrated to Pay Req in PCM

Historical Data Migration

CBIS

PCM

Challenges • SQL Scripts vs. CM+ Tool • Decision – Sponsor stepped in • Manual Data Entry • Delta Processes

• What needed migrated? • How were we going to migrate?

Final Steps

■ Report Creation

▪ Several Custom PCM (Infomaker) and P6 (P6 Report Writer)

Reports

■ End-User Training

Go-Live

Expectation Reality

Example Outputs



Project Charter

5-Year Spending Plan

Cash Flow Report

Pending Payment Requisitions

Benefits Derived Through Implementation



COBI Project Benefits

■ Sole source of enterprise cost information

■ Integration of the budgeting software and accounting software

■ More accurate and timely reporting

■ Standardization of business processes

■ Ability to forecast future budget and funding plans by time period

■ Savings of time for P6 data entry

■ Standardization of P6 schedules

Lessons Learned

■ Don’t assume you have the in-house resources to do everything

■ Be more proactive in designing a plan to manage legacy data and test the plan thoroughly well in advance of the actual need for the legacy data

■ Plan for delays and problems

■ Know when to say when. Sometimes there is not a technological solution and things (data) just need to be done by hand.

■ Make sure you partner up with the right outside resource(s) – this made all the difference for CRAA

Questions?

Alex Beaver Columbus Regional Airport Authority [email protected] 614.238.7814

Marc Bobby CBA [email protected] 567.202.9275

Hannah Webber Columbus Regional Airport Authority [email protected] 614.239.5044

mailto:[email protected]



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Airport Improves Capital Program Financial Visibility Through Project Controls Software Integration

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Transcript of Airport Improves Capital Program Financial Visibility Through Project Controls Software Integration