With low-cost carriers currently setting the agenda, how does this influence the planning process for all airlines?
This places a big strain on the planning departments as crew productivity becomes one of the major issues relating to the success of the operation in order to remain competitive in the market. The basis of low-cost carriers tight operation is an aircraft utility of up to 12 hours per day. To maintain a reasonable quality they have to focus all the planning elements towards this extreme demand.

Are there any risks with this operational focus?
The very narrow operational focus holds the risk that long term planning is not done properly. Even managers at senior levels can get fully occupied with operational decision-making, resulting in important development projects not getting the management focus that they must have to succeed.

Why are there so few projects launched when there is such a need for change?
It is quite clear that the funding today is much more connected to short-term payback than in previous years. This means that we have to design develop and implement processes that are focused on early business results. We have to not only understand the planning and operational issues but also the overall business objectives!

Couldn’t a reason for the reluctance to spend on IT be that so many IT projects fail to deliver on expectations?
Yes that is probably true. Vendors must incorporate change management issues in the design of the projects at an early stage. They also must really make sure the clients work with the issues as deliverables of the project. This is especially important when doing rostering and PBSrelated projects as the stakeholders are a very big group. A project is like an Iceberg. Above the surface are the system specific activities and below are organizational issues including pay back of the investment, usability, change management etc. The issues below surface are the most dangerous ones but I have seen projects hitting the ice above the surface too…

Are there any lessons for clients to learn?
I recommend that they work more with the projects as a long-term business objective and try not to only focus on the operational details. It is contradictory that in transport companies the decision on buying systems often relates to business demand, but the values and goals of the developing and implementation phase are often much more operational. Maintaining an overall business focus throughout the project will provide better and faster results.