Implementation of flight operations system in airline's departments
- About the project in short
- Utilization of Business Analysis Body of Knowledge (BABOK) v 3
- Gathering information about AS-IS business process and modeling it in BPMN
- Business process elicitation and UML diagrams creation
- Elicitation of requirements for the system
- Selection of implementation methodology
- Creation of business requirements document
- System verification and approval
- Results of the project
- Challenges I faced during implementation
An airline's activity is to effectively manage owned and leased fleet. Private jet airline is engaged in:
- flight preparation,
- aircraft maintenance organization,
- crew training and control,
- invoice tracking and clearance,
- selling flights and tickets,
- other concomitant tasks.
1. About the project in short
After successfully implementing the financial portal for several clients of the company — business jet owners, management of the company put me in charge of implementing ARINCDIRECT FOS system developed by American company ROCKWELL/COLLINS.
I joined the project team as a business analyst when the contractor — partner of the developer in Europe — faced difficulties implementing the system in several departments of the airline. Legally the system should have started to work right after signing the act of endorsement and finishing the training course of airlines' staff but in reality, it wasn’t implemented in full.
2. Utilization of Business Analysis Body of Knowledge (BABOK) v 3
The complexity of the project required a system-wide approach with utilization of best achievements of business analysts embodied in standard A Guide to the Business Analysis Body of Knowledge.
Moreover, I received great help from Jeremy Aschenbrenner trainer and business analyst. His lectures helped me to correctly interpret information specified in BABOK. Thanks to a fully structured approach I managed to overcome many obstacles while implementing ARINCDIRECT FOS system.
3. Gathering information about AS-IS business process and modeling it in BPMN
It turned out that previously airline had already unsuccessfully implemented flight operations system OpenSky by Russian developer RIVC Pulkovo and it was much alike ARINCDIRECT FOS but it was not implemented in any department of the airline. For this reason, my first task was to find out why the implementation of that system had failed.
First phase implied gathering the list of stakeholders whose activity would be affected by the new system. General director lead the initiative to implement flight operations system, however other stakeholders especially future users in every way interfered and opposed the changes in business processes of the company.
Stakeholders of flight operations system by departments.
Second step implied creation of harmonized questionary for interviews with heads and staff among stakeholders. The goal was to find conflicts in current business processes which obstructed the implementation of OpenSky system.
The only system that was used for tracking and planning flights was heavily customized 1C system and the administrator of the system was a freelancer. This system didn’t link the departments while most of the interaction between them was made via phone and email. The key department which connected different stakeholder was Dispatch department.
Simplified model AS-IS, when the interaction between departments is segmental
In fact, company didn't utilize any flight operations system that linked departments while preparing and planning flights. All interactions were made by phone, sms or email which greatly affected the quality of flight operations.
4. Business process elicitation and UML diagrams creation
In order to classify all information regarding workflow and interactions between users of the future system I decided to create UML diagrams (version 2.5 was used). Initially it was agreed to implement a SaaS version of the flight operations system that's why I concentrated on documentation of business processes and interactions between future users of the system and the system.
On the first stage I built TO-BE model for my personal use in order to evaluate the scopes of the future work and gather all functionally of the system and users on one scheme.
TO-BE Model for personal use where all business processes were linked with flight operations system. I used LibreDraw free software to draw it
It turned out that the task was not limited only to implementing flight operations system but in fact implied establishing the cooperation between segmented organizational structures. Interviews with stakeholders showed that there were many conflicts between them and their concernment in implementing ARINCDIRECT FOS is very low.
After creation the model AS-IS — TO-BE the true scope of the project was revealed together with requirements for business analyst and all constraints of the project. The task was not technical but mostly political.
UML principles state that all models shall be as simple as possible and clear to all stakeholders that’s why the second step was to make USE CASE diagrams to simplify complex models.
Use Case diagram of TO BE model in one of the modules of the system ARINCDIRECT FOS
While coordinating the functionality and business processes with stakeholders, Use case diagrams constantly evolved and thanks to cloud service LucidChart all these changes were documented graphically with little effort and time. Thanks to visualization we could prevent "walking in the circles" during negotiations.
5. Elicitation of requirements for the system
In order to gather requirements for the new flight operations system I had to conduct meetings and consultations with nearly all departments of the airline because of comprehensiveness of ARINCDIRECT's structure.
I gathered, evaluated, generalized, categorized and schematized these requirements. They were divided into functional, non-functional requirements and constraints.
Airline’s activity must be in strict conformity with Civil aviation laws, aviation rules and internal flight operations manual, which is approved by Airworthiness authorities. Almost all requirements were not limited to stakeholders' preferences, but were also defined by current strict laws.
Moreover, the system was initially designed for American standards and rules by FAA and European EASA but we needed the system to conform with Russian FARs. We had to install it from scratch and seek for solutions because of absence of Cyrillic characters support and customization limitations. Also, many Russian types of aircraft which were in airline's fleet were missing as well as several airports utilized by the airline.
OpenSky system which had been unsuccessfully implemented fully conformed to the Russian civil aviation rules. I decided to cross-reference its modules and aviation rules with new system's functionality.
The functionality of ARINCDIRECT FOS is laid over OpenSky system with many matches
6. Selection of implementation methodology
After the elicitation of requirements it became obvious that implementation should be conducted module after module in order to minimize risks of airline’s activity disruption. The management required zero influence of implementation on flights safety which could be reached only by duplication and backing up the new system by conventional approach.
I chose SPIRAL methodology as it was the most appropriate approach to mitigate risks. This methodology is a combination of linear and iterative tasks while adding functionality and implies deep involvement of stakeholders, strict attitude to business requirements and results. Spiral methodology is good for breaking any project into smaller segments, which is convenient for implementing modular systems.
Spiral model of developing and implementing systems. It combines linear and iterative approach for mitigating risks
Before starting the implementation of the module, I identified stakeholders with whom we worked on functional, non-functional requirements and constraints. Moreover we prepared documentation for future functionality which validated the eligibility of perspective business model.
Spiral model allowed us to "eat the elephant one bite at a time" — we could implement the system not only module after module but functionality after functionality and we could involve stakeholders at early stages thus clearing the hurdles for future users of the system.
Modular and functional scheme of implementing new system for internal use
7. Creation of business requirements document
The key document of every business analyst is a business requirements document where all information regarding the project: from glossary to technical requirements is specified. Airline strictly followed the requirements of IS-BAO — international flight operations standard in business aviation, that's why the business requirements document had much importance.
In business requirements documents were the following sections:
Glossary
There were all terms with translations together with acronyms in order to get rid of misunderstandings.
Stakeholders
List of stakeholders and their roles in the project helped to fix organizational set-up. This also helped to retain stakeholders in the implementation process.
Key assumptions and constraints
This list defined which functionality is expected and what are the constraints.
Use cases
Use cases defined methods of interaction between users and the system. They described functions of every model which made a base for the User Manual.
Business requirements
List of goals, tasks and results with their priority including the reasons for business requirements change. We decided to make separate lists for each module where all requirements were specified together with their rationale.
Business process flows
Business Process Models and Notations which illustrate interactions between departments and users. This section helped to identify AS-IS and TO-BE processes.
8. System verification and approval
The final step of implementation of ARINCDIRECT FOS system was verification and approval of its functionality according to business requirements document. We had to check User manual, if it is understood correctly and if the system responds correctly to user’s input.
In order to indemnify the project, we had to train all users of the system, conduct testing in order to ensure full understanding of its functions. This initiative led to data consistency which in return enhanced the quality of reports generated by the system.
Right after implementation of the system we started the process of upcoming requalification process in accordance with IS-BAO Stage II requirements which implied bringing company’s documentation to conformity with changed business processes.
9. Results of the project
Flight operations system implementation in airline’s activity
Main task — start to utilize the most powerful system of private jet airlines industry — was completed.
Enhanced quality of customer service
System provided key account managers and coordinators convenient and interactive access to all important aspects of flight operations so they could provide clients up-to-date information about their flights.
Breaking the opposition inside the company
The main hazard towards the project — skepticism and indifference of employees and several stakeholders — was neutralized by systematic approach.
Increased transparency of the company
Thanks to the new system, we could drastically increase transparency of several business processes which had been previously encircled on several managers.
Enhanced quality of reports
Thanks to powerful instrument Crystal Reports which was an integral part of the system, it became possible to quickly receive various reports and make data driven decisions.
Increased effectiveness of dispatch operators' work
Automation instruments which were available in the new system simplified the processes of data population by integrating data from components installed on the airplanes into system's modules.
Creation of unified system available for top management
Thanks to cross-platform online access to all information in the system, top management received operations summary across all company's fleet.
Additional marketing instrument
Airline became the first and the only company in Russia and CIS which implemented ARINCDIRECT FOS system. That fact positively affected the goodwill.
10. Challenges I faced during implementation
Business analyst must bravely face the difficulties and always search for an approach to different personalities and technical challenges. There are no circles of despair.
Absence of support from stakeholders
Most of stakeholders opposed the changes and implementation. In some cases it lead even to direct sabotage of top management orders. In this case perseverance, personal touches, systematic approach and documentation helped me out.
Poor knowledge of English in company
English proficiency was insufficient among many employees to fully operate operations system. I had to be a translator and sometimes a technical writer in order to ensure full understanding by stakeholders and users. I was also involved in training process in order to fully implement system’s modules.
Tight budget and short timeframes together with maximum safety policy
Tight budget and the requirement to implement the system as soon as possible with no effect on flight safety led to maximum load on business analyst. While fulfilling the project, it became clear that high budgets would be to no avail as all processes could be done only in-house. Risks mitigation was achieved by backing up new system with conventional procedures. Short timeframes were met by strict conformity with assigned plans.
Technical limits of the systems discovered during the process of implementation
Software vendor and its partner in Europe failed to stipulate many limits by design. No support of Cyrillic characters required from us that we created individual procedures and manuals for specific cases. Poor quality of connection with distant servers of ROCKWELL/COLLINS was overcome by constant interaction with internet provider and trace routing. Local personal information laws were obeyed by duplicating sensitive information on company's servers in Russia. Many other problems were solved with close collaboration with stakeholders.
Low level of support from software vendor
Technical support was provided at insufficient level which didn’t allow to fully implement the system. Main contact in Europe had insufficient qualification and knowledge and questions which were escalated to American teams were responded slowly. I had to learn the system by acquiring information from FAQ pages, manuals, forums and had to use a rule of thumb to find working settings.
Author: Andrew Kuleshov
I'm open to job offers. If you are interested in my skills please contact me:
E-mail: 7341414@bk.ru
Phone: +7 905 734-14-14
Social links: Facebook | LinkedIn
E-mail: 7341414@bk.ru
Phone: +7 905 734-14-14
Social links: Facebook | LinkedIn
