About Dallas Fortworth DFW Airport
Industry: Public Sector
Opened for commercial service: 1974
Location(s): Dallas-Fortworth Metroplex
DFW PPM Profile
Project teams: IT
PPM Methodologies: Waterfall, Agile, Hybrid
PPM Resources: ~20 PMs, ~230 project team members, ~10 business analysts, ~3 PMO staff members, ~70 active projects on average
Dallas Fort Worth international Airport is more than just an airport. It is a global super-hub that reaches beyond the walls of the terminals, extends past the runways and connects people to the world. As one of the world’s most visited airports, DFW is recognized for its innovation, commitment
and drive for excellence.
In 2019, DFW was recognized as Air Transport World’s 2019 Airport of the Year.
The DFW Information Technology Services (ITS) organization plans and executes technology projects in support of 28 DFW departments, such as Public Safety (police, fire, security), Finance, HR, Risk Management, Commercial Development, Construction and Airport Operations. Projects fall into four major areas which have recently been centralized under ITS: Security, Infrastructure, Application Development, and Enterprise Systems.
"Sciforma was selected to support our transition to an Executing PMO due to its ability to adapt the system to the DFW culture and support existing processes."
- Selitha Hamilton, Senior Manager, PMO
Initially ITS used another tool for PPM and found the system to be robust, but determined it was not a good fit for their existing maturity level. ITS then migrated to separate tools for project scheduling and time tracking. However, this separate system approach was not user friendly. ITS needed an integrated view of project schedules, time, issues, risks, changes, and status – especially as they transformed their PMO from a “Reporting PMO” to an “Executing PMO” model. Sparked by PPM vendor research and analysis, published by Gartner, ITS began its partnership with Sciforma.
Business Drivers and Requirements
SEAMLESS PROJECT SCHEDULING AND TIME TRACKING
- Easy to learn and use (“cultural acceptance”)
- Integrated change request, issue, risk tracking and status reporting
- Adaptable to support existing well-defined processes
ROBUST DEMAND/INTAKE MANAGEMENT
- Robust and project scoring/prioritization and selection functionality in order to maximize impact from limited resources
- Ability to align ideas and proposals with corporate objectives, strategic plans and “imperatives” (e.g. safety and security, operational excellence, and business performance metrics) and support PMO-defined process around project ideation, initialization, planning and control.
GROWTH PATH IN KEY PPM DISCIPLINES
- Support for a more robust business case –driven pipeline management
- Ability to mature basic resource utilization and allocation tracking to more centralized resource and capacity planning
Software Critical Capabilities: Resource management, Project Scheduling/planning, PPM reporting/dashboard, Collaboration/work management, Program/Portfolio management
Technical Choices: Anticipated and realized lower maintenance costs versus on-premise systems and minimal upgrade cycle times, No major/initial integration requirements
Services: end-user and admin training, implementation and integration
Key Realized Benefits & Next Steps
BRIDGED GAP BETWEEN ITS AND FINANCE/PROCUREMENT
A key benefit of the PPM implementation is the ability to provide cost allocation and verification information (e.g. cost/effort actuals for contracted work leveraging time tracking improvements) to Finance and Procurement stakeholders. Exposure of this information for the first time facilitates critical corporate financial functions such as budget planning (via the improved ability to predict project spend) and monthly expenditure justification.
ENHANCING THE BUSINESS VALUE AND IMPACT OF IT
A key goal of the PPM strategy is to optimize the value of IT projects to the rest of the airport. That goal has been advanced by better understanding demand, prioritizing work, and improved project tracking and execution. The latter has been facilitated by enhanced and integrated time tracking and aligned task scheduling, as well as standardized status reporting.
ITS plans to “mature into” some of the more advanced PPM capabilities available in the system in areas such as resource management, capacity planning, risk management, and executive reporting. Sciforma also plans to work closely with ITS to meet to address its executive reporting needs and expectations.