Project Charter - AL MAHA CONSULTING LTD. · The Project Charter focus and scope are limited to the...
Transcript of Project Charter - AL MAHA CONSULTING LTD. · The Project Charter focus and scope are limited to the...
Project Charter Charter Jet BPR and OD Project
Maha Abu Ghoush AL MAHA CONSULTING LTD. www.almahaconsulting.ca
2017
Version 0.1
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CONTENTS
1 Executive Summary ............................................................................................................ 3
2 Objectives and Outcomes ................................................................................................... 4
2.1 Objectives .................................................................................................................... 4
2.2 Expected Outcomes ..................................................................................................... 4
3 Scope & Key Milestones ..................................................................................................... 5
3.1 In-Scope ...................................................................................................................... 5
3.1.1 Essential Tasks ..................................................................................................... 5
3.2 Out-of-Scope ............................................................................................................... 5
3.3 Key Dates and Milestones ........................................................................................... 6
4 Key Assumptions & Success Factors .................................................................................. 7
5 Risks & Potential Mitigating Actions .................................................................................... 8
6 Project Phases & Key Deliverable ....................................................................................... 9
6.1 Design Phase (Processes/Roles) ................................................................................. 9
6.2 People Transition Design ............................................................................................10
7 Timeline & Implementation Strategy ...................................................................................11
8 Project Team Structure & Roles .........................................................................................12
8.1 BPR/OD Team Organizational Structure .....................................................................12
8.2 BPR/OD Team Roles and Responsibilities .................................................................12
8.2.1 Project Sponsor ...................................................................................................12
8.2.2 Steering Committee .............................................................................................13
8.2.3 BPR/OD Implementation Consultant ....................................................................14
8.2.4 In-Scope HQ Services and [COMPANY] Departments .........................................15
9 Communications and Control .............................................................................................16
9.1 Communications Planning ..........................................................................................16
9.2 Review and Approvals ................................................................................................16
9.3 Reporting Requirements .............................................................................................16
9.4 Evaluation Plan ...........................................................................................................16
10 Appendix A – Project Phases Timeline ...........................................................................17
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Document Information
Release No. V0.1
Release Date 10/05/2017
Document Title Project Charter | Charter Jet BPR and OD Project
Reference PROJECT MANAGEMENT OFFICE LIBRARY
Revision History
VN Date Remarks Authored/Revised By
D0.1 10/05/2017 1st draft of the Project Charter | Charter Jet BPR and OD Project.
Maha Abu Ghoush
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1 EXECUTIVE SUMMARY
In an industry characterized by intense competition and high cost structures, streamlining every
aspect of operations to bring in efficiencies is a high priority. Improving management’s visibility
to operational and business performance is imperative to achieve this. Accordingly,
[COMPANY] desires to immediately address not only flight operations, ground operations, in-
flight service, and the customer journey, but more importantly, the organizational development
aspects and teamwork necessary to evoke and sustain real change to maximize profits and to
be in a position to deliver on [COMPANY]’s business plan objectives of becoming a leading
global VIP and Executive Charter Operation within five years, and to become an aircraft
management company, a significant FBO and MRO player within the region, comparable to that
offered by leading executive airlines the world over.
Over the past week, there has been an effort to understand and identify the priority areas for
Business Process Re-engineering (BPR) and Organizational Design (OD) necessary to bring
about effective change in [COMPANY].
The Management Consultant met with the COO and Accountable Manager of [COMPANY],
regarding a possible organizational development and process streamlining project. Also in
attendance at that meeting was Corporate HR Director, who, together with the COO will
comprise the Project’s Steering Committee. During the meeting, the COO described
[COMPANY]’s current challenges, which included the need for attention to [COMPANY]’s
organizational structure vis-à-vis the GCAA approved structure, the flight cycle, the customer
journey, and the Corporate HQ allocated services to [COMPANY], mainly the HR and the
Payroll function from Finance.
The Management Consultant described how an overall systematic approach to organizational
development and business process streamlining would be the most effective approach to
addressing [COMPANY]’s key issues. The Management Consultant added that the project
implementation is comprehensive across [COMPANY] and impacts its overall business
processes. Therefore, focusing on the business process changes as much as the required
organizational changes is critical. Virtually all of [COMPANY]’s staff will be directly or indirectly
impacted by this project. Therefore, managing this change across the people impacted and
proactively planning for people transition to their new business processes and organizational
roles would be critical as well.
After some discussion, participants agreed that a systematic approach to business process
reengineering and organizational development and design would be highly useful to
[COMPANY]. Corporate HR Director asked the Management Consultant to provide a Project
Charter that described more specifics on how the Management Consultant might work with
[COMPANY]. This Project Charter itemizes the Management Consultant’s proposed project and
includes: objectives and outcomes; scope and key dates; assumptions and success factors;
risks and mitigating actions; BPR/OD phases and key deliverables; timeline and implementation
strategy; team structure—including roles and responsibilities; and communications planning and
control.
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2 OBJECTIVES AND OUTCOMES
2.1 Objectives
The project aims to provide [COMPANY] with effective processes to improve its organizational
functioning, with a special focus on the interrelationship between the customer journey and the
flight cycle. Additionally, a key objective is to implement an organizational structure that would
mostly fit the existing and future needs of [COMPANY], and vis-à-vis the GCAA standards. In
such a highly knowledge-based service market as the airline industry, a traditional, top-down,
highly divisionalized, industrial model of operations and governance is manifestly inappropriate.
HRM expertise in general and organisational development in particular are required to
spearhead the strategic development of a customer-centric, learning-oriented workforce that is
capable of adapting quickly to the strategic goals and change imperatives facing the airline
industry.
2.2 Expected Outcomes
The following outcomes are expected to be achieved from the implementation of the Charter Jet
BPR and OD Project:
1. Effective management governance, including oversight and operations.
2. Clear delineation and coordination of management and employee roles.
3. Structures and processes to guide [COMPANY] management and all employees toward
achieving common vision and goals.
4. Enhanced credibility and image among stakeholders.
5. Overall, more proactive direction-setting, decision-making and problem-solving within
sales, customer service and operations departments.
6. A clear understanding of the role of HR and Payroll as part of the Corporate HQ
allocated services to [COMPANY].
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3 SCOPE & KEY MILESTONES
3.1 In-Scope
The scope of the Business Process Re-engineering (BPR) and Organizational Design (OD)
includes Sales and Customer Service (and their associated sub-departments), Operations
(including Ground Operations and Flight Operations), and the HR and Payroll/Finance function
allocated from the Corporate HQ, which are directly impacted by the proposed change.
3.1.1 Essential Tasks ▪ Organizational assessment and development planning, including situational review
and assessment, benchmarking similar organizations – such as Royal Jet and
Swissport, as well as industry best-practices, including corporate sustainability
models for airline business, and HRM strategy in the global airline industry – with a
focus on organisational development, resulting in an Organizational Development
and BPR Implementation Plan.
▪ Proposal and design of alternative organizational models with levels of employees,
and an overview of key functional areas for each department, resulting in an updated
Operations Manual, and taking into consideration the Paterson System for job
evaluation and grading adopted by [Corporate], and the GCAA approved structure.
▪ Preparation of a set of questions and conducting interviews/brainstorming sessions
among the key stakeholders, resulting in a number of flowcharts that depict the
proposed new processes for flight operations (including the four sub-processes: pre-
flight, flight execution, post flight, and mission review and follow-up) the customer
journey (including all 23 guest touch points), the HR function and the Payroll (from
Finance) function of the HQ services.
3.2 Out-of-Scope
The Project Charter focus and scope are limited to the Operations, Sales, and Customer
Service departments, as well as the HR and Payroll functions within the [Corporate] Services.
While this project includes other department members to participate at the right time during BPR
and OD efforts and gain an understanding of how the business processes impact all
[COMPANY] functions, reengineering the Flight Safety, Crew Training, Maintenance, Security,
and QA & Safety business processes or activities are NOT in the scope of this BPR and OD
effort. Having said that, the Management Consultant will assess and weigh manpower needs in
all departments within [COMPANY] – as part of the HR review – and can also provide some
framework, direction and analysis to these departments should they perform their own
reengineering efforts, related or unrelated to this project’s BPR and OD activities.
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3.3 Key Dates and Milestones
Milestone Projected Date
Steering Committee Charter Signoff Select Date.
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4 KEY ASSUMPTIONS & SUCCESS FACTORS
The following are key assumptions and success factors based on professional experience and
benchmarking best practices. These success factors are a starting list and the intent is to build
on this throughout the life of the project. Some context in understanding these success factors is
that the more of these that are adhered to in the project, the higher the chances of overall
success. As projects stray from these success factors, the chances of overall success reduce.
This list also provides a foundation for many of the recommendations made in this document.
Project Steering Committee and [Corporate] Leadership will provide the required
guidance, remove obstacles and charge the organization to provide the needed
resources.
Knowledgeable and experienced staff resources are available for focus
groups/interviews participation.
The organizational design effort will be a sensitive topic for impacted department
members. Giving department personnel a good understanding of how their
departments and roles will change as early as possible in the project will help people
assimilate the changes more effectively.
This overall BPR and OD project must be viewed as a “company owned” project and
not owned by individual departmental silos.
Timeframe, i.e. short term vs. long-term measures and impacts of organizational
changes and processes should be taken into account.
Macro and micro structure – macro is about the division of work between departments
and the interrelationships between them (for instance sales and customer service)
whereas micro is about tasks of their particular members, number of members, levels
and grading, etc.
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5 RISKS & POTENTIAL MITIGATING ACTIONS
The following are some risks related to the BPR and OD efforts which have been identified at
the time of creating this Project Charter. This serves as a “starting list” for risks since additional
risks may be identified over time. Proactively identifying risks along with mitigating actions is
critical to the success of this BPR and OD effort.
RISK POTENTIAL MITIGATING ACTIONS
• Expectation of “zero-sum” staffing approach presents the risk that if we define more demanding “to-be” roles, the current staff cannot fulfil these new roles based on current skills and/or experience.
• Identification of “skill gap” training as soon possible
during People Transition Design so that additional
training can be made available to these people to
position them better to qualify for a “to-be” position.
• Invest in department leaders (BPR Process Leads)
from the start of the project to return to their
departments upon project completion in order to
play key leadership roles in helping people execute
their business processes using the new optimized
processes.
• Some of the proposed organizational models may drive significant consolidation of current departments into sub-departments, which consequently impact many current roles/positions. The risk with such a major organizational change is the degree of acceptance by the existing departments.
• Department Directors and sub-department manager
roles become more of business process expert
roles with combination of supervision and
processing responsibilities.
• Need to leverage decision approval process and
include executive level approval (Corporate HQ) for
such decisions with major organizational and people
implications.
• No buy-in from impacted stakeholders.
• The Management Consultant will communicate
frequently with the impacted stakeholders.
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6 PROJECT PHASES & KEY DELIVERABLE
6.1 Design Phase (Processes/Roles)
In the Process/Role Design phase, the Management Consultant will seek the most efficient and
effective way to create the Customer Journey and Flight Cycle “to-be” process maps and roles
by leveraging available resources and not “re-inventing the wheel”. Therefore, the Management
Consultant will rely on several key inputs to help drive the “to-be” processes and roles. Among
the key inputs to those Customer Journey and Flight Cycle “to-be” process maps and
organizational structures are: [COMPANY] business plan, operations manual, HR Policy
Manual, “as-is” organigrams, “as-is” process maps (mainly the customer journey process), wish
list from previous “as-is” process sessions, and key recommendations from “as-is” process
sessions.
Customer Journey, Flight Cycle, HR and Payroll “to-be” process maps also include the roles
that will be performing the process steps (i.e. swim-lanes). The process maps will identify other
departments or sub-departments impacted by that process and how they are involved. The final
results are documented “to-be” process maps and roles, which serve as key content for
communications and generally helping other stakeholders understand the decisions that have
been made regarding how processes will work in the future. Role definition involves taking the
roles that were associated with process steps in the “to-be” process maps and creating role
descriptions. Finally, the effort of understanding and documenting all the “to-be” process maps
and associated roles provides key input to the next phase of People Transition Design.
Organizational Design includes making decisions around organizing departments by process vs.
function, consolidating or removing existing departments and/or sub-departments, designing
how affected staff will be part of “to-be” departments, relationship of positions/roles within a
department, etc. Some of these decisions may have been discussed and resolved as part of the
situation analysis but Design phase is when we confirm and add key decisions related to the
company’s future organizational structure.
In summary, the key deliverables from this Design phase are:
Customer Journey and Flight Cycle “To-Be” Business Process Maps
HR and Payroll “To-Be” Business Process Maps
[COMPANY] Departments “To-Be” Role Descriptions
HQ Services HR and Payroll “To-Be” Role Descriptions
[COMPANY] “To-Be” Organizational Design Schematics
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6.2 People Transition Design
This phase starts after the completion of the Process Design phase. It takes the “to-be” roles
and breaks them into logical positions within the “to-be” departments and then gets into the
people transition activities associated with moving to the new department organizational design
in support of the new Customer Journey, Flight Cycle, and HQ Services (HR & Payroll) “to-be”
process maps.
The following are the key activities and deliverables in this phase:
Define job positions
Identify number of people needed per job position, including grading and levels of
employees according to the Paterson Grading System
Define organizational structure(s) with position relationships
Mapping people to positions (first draft)
The above activities will have vast implications on several HR functions including:
Identification of position shortages / overages
Development of staff retention plan
People recruiting and selection
Physical environment design
Development of people transition plan
Performance of “skill gap” analysis
Planning and execution of “skill gap” training
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7 TIMELINE & IMPLEMENTATION STRATEGY
This BPR and OD effort will take approximately 15 weeks from the start of the Analysis Phase –
reviewing and validating “as-is” processes and organizational structures (Fit/Gap) to end of
People Transition Design. See APPENDIX A – Project Phases Timeline. Before the end of
People Transition Design, there will be a determination regarding what additional BPR and OD
efforts will be required.
A more detailed timeline of the BPR and OD Design Phase and People Transition Phase will be
developed after the Project Charter sign-off and during the Fit/Gap phase.
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8 PROJECT TEAM STRUCTURE & ROLES
8.1 BPR/OD Team Organizational Structure
8.2 BPR/OD Team Roles and Responsibilities
8.2.1 Project Sponsor Guidance and decision making; recommendations for business process and organizational
design decisions will be facilitated by the BPR/OD Implementation Consultant and approved by
the Executive Steering Committee. It is anticipated that some issues with significant
organizational impact will be uncovered, or that processes that span across areas that are
outside the scope of the BPR and OD Project will be revealed. For those issues, the BPR/OD
Implementation Consultant will discuss with the Executive Steering Committee and/or Executive
Sponsor level, as needed, as early as possible to help set the project direction before
completing process or organizational designs.
Project Sponsor
Corporate HR Director
BPR/OD Implementation Consultant
Manaagement Consultant
Corporate HR Policy & Procedures Officer
allocated to [Company]
Corporate HR Administrator allocated
to [Company]
Corporate Payroll/Finance Function allocated to [COMPANY]
Executive Steering Committee
Corporate HR Director
[Company] COO & Accountable Manager
Flight Operations
Sales and Customer Service
Ground Operations
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8.2.2 Steering Committee
8.2.2.1 Primary Functions
The primary function of the Steering Committee is to participate in the planning and oversight of
the Charter Jet BPR and OD Project, including the achievement of outcomes of the project. The
Steering Committee will monitor and review the project status, as well as provide oversight of
the project deliverables rollout.
The Steering Committee provides a stabilizing influence so organizational concepts and
directions are established and maintained with a visionary view. Members of the Steering
Committee ensure business objectives are being adequately addressed and the project remains
under control. In practice, these responsibilities are carried out by performing the following
functions:
Monitoring and review of the project at regular Steering Committee meetings;
Providing assistance to the project when required;
Controlling project scope as emergent issues force changes to be considered,
ensuring that scope aligns with the agreed Project Charter and business requirements
of stakeholder groups;
Resolving project conflicts and disputes, reconciling differences of opinion and
approach;
Formal acceptance of project deliverables.
8.2.2.2 Approval Responsibilities
The Steering Committee is responsible for approving major project elements, such as:
Prioritization of project objectives and outcomes as identified in the Project Charter;
Deliverables as identified in the Project Charter’s Scope;
Review of the Schedule;
Risk management strategies, ensuring that strategies to address potential threats to
the project's success have been identified, estimated and approved, and that the
threats are regularly re-assessed;
Project management.
8.2.2.3 Steering Committee Membership
The Steering Committee will consist of the following stakeholder members:
Name Role
Corporate HR Director
[Company] COO / Accountable Manager
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8.2.2.4 Steering Committee Meetings
8.2.2.4.1 Meeting Schedule and Process
The Team will meet monthly or as required to keep track of issues and the progress of the
project’s implementation and on-going company-wide support to its stakeholders.
The Project Sponsor (also Steering Committee Member) will organize and schedule the
meetings, and will prepare the Agenda for Steering Committee Meetings.
8.2.2.4.2 Meeting Agenda
At each meeting, project status will be reported to the Steering Committee members by the
BPR/OD Implementation Consultant using the following agenda outline:
A. Introductory Items such as:
• Introductions
• Review Agenda
• Review of actions arising from previous Steering Committee meetings
B. Review Project Status
• Overall Status
Scope status
Schedule status
Reason for deviation from green—if any
• New issues arising since the last Team meeting
• Milestone review
• Formal acceptance of deliverables
• Accomplishments against last meeting’s plans
• Plans for the next reporting period
• Outstanding issues, open points, project conflicts
• Specific requests for assistance of the Steering Committee
C. Consideration of other items relevant to the project
D. Review and summarize new actions from this meeting
E. Plans, date and location for next meeting
8.2.3 BPR/OD Implementation Consultant ▪ Overall leadership / management of BPR and OD efforts during fit/gap, Process/Role
Design and People Transition phases
▪ Responsible for planning and execution of Customer Journey and Flight Cycle “to-
be” process/role map development
▪ Work closely with [COMPANY] Chief Operating Officer/Accountable Manager and
other identified project stakeholders (impacted department and sub-department
directors)
▪ Assure OD activities as well as Customer Journey and Flight Cycle “to-be” process
maps are completed as planned
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▪ Assure that Customer Journey and Flight Cycle “to-be” processes/roles are
synchronized across the functional areas
▪ Identify, monitor, report and resolve BPR/OD issues when possible and escalate to
Business Sponsor/Steering Committee when necessary
▪ Work with departments leadership to develop recommended [COMPANY] “to-be”
roles/organizational design and new “to-be” positions
▪ Help departments leadership map people to new “to-be” positions within their
departments
▪ Key liaison between [COMPANY] allocated HR Administrator and Corporate HR
8.2.4 In-Scope HQ Services and [COMPANY] Departments
These are key players in the fit/gap, Process/Role Design and People Transition Design phase
of this project, as BPR and OD implementation and successful outcomes would depend on the
full commitment of these project stakeholders.
It is essential that they understand the nature and purpose of the BPR/OD project, and the
potential benefits that can accrue from its implementation. Project Sponsor and Steering
Committee need to take charge of the BPR/OD efforts and to ensure that the majority of
[COMPANY] employees are involved in its implementation.
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9 COMMUNICATIONS AND CONTROL
9.1 Communications Planning
The Communications Planning process was initiated with gathering the required information
regarding stakeholders and the project itself; these sources include a project analysis,
stakeholder interviews, communication vehicles, and project timeline. The second step of the
process is to develop and finalize the Communications Plan, which will be communicated to all
project stakeholders. The Communications Plan describes the “what”, the “why”, the “who”, the
“when” and the “how”, and includes topics such as initial communications, status reports,
steering committee meetings, and close-out communications. This plan sets out the timing and
responsibilities of essential items for individual project members and the overall project.
9.2 Review and Approvals
All key BPR/OD deliverables will be reviewed with the Steering Committee prior to distribution to
other project stakeholders to ensure deliverables deliver on intent. Steering Committee
members will be presented with progress reports and outcomes of the BPR/OD efforts.
9.3 Reporting Requirements
BPR/OD progress updates will be provided to the Steering Committee on a monthly basis.
Other key stakeholders will be provided highlights and updates as required. Key project
standing meetings will be established post kickoff to ensure frequent and valued interaction with
the intent of providing status, resolving issues, and reviewing work product.
A formal Communications Plan will be developed to identify stakeholders, their need for
information, the vehicle and frequency in which it is to be delivered.
9.4 Evaluation Plan
The Project Sponsor and Steering Committee are involved in every key aspect of the
progression of the BPR/OD Project from a guidance perspective, as well as issue resolution and
oversight. As part of this Project Charter, the scope of the BPR/OD is defined and
communicated and will be planned in detail following the kickoff meeting to address any
potential concerns as well as increase the ability to mitigate risks. Formal reviews will be
established between the BPR/OD Implementation Consultant and the Steering Committee.
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10 APPENDIX A – PROJECT PHASES TIMELINE
The actual timing of the project starts after the Project Charter signoff. However, the
approximate time required to develop the organizational design and business processes
streamlining activities is 15 weeks.
PHASE / ACTIVITY W
1
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Pre-Planning, Change and
Project Management
Situational Analysis and Review
BPR/OD Project Charter
Project Management and Administration
Fit/Gap Functional
Requirements and
Specifications
[COMPANY] Organigrams (GCAA approved vis-à-vis Corporate structure)
Paterson System of Job Evaluation
[COMPANY] Operations Manual vis-à-vis the AOC
[COMPANY] Authority Manual
[COMPANY] HR Policy Manual
[COMPANY] Payroll/Finance Procedures
Customer Journey Process (23 Guest Touch Points)
Flight Cycle
• Pre- Flight Preparation
• Flight Execution
• Post Flight
• Mission Review & Follow-up
Design “To-Be” Processes
and Roles
Customer Journey and Flight Cycle “to-be” business process maps
HR and Payroll “to-be” business process maps
“To-Be” organizational design schematics vis-à-vis Paterson System and GCAA approved structure
Departments “to-be” role descriptions
People Transition Design
Define job positions
Identify number of people needed per job position
Define organizational structure with position relationships
Mapping people to positions (first draft)
W: Weeks