"Chrysalis compensated for all levels of preparation from the different entities"
Indianapolis International Airport, a Category I airport, serves 8.5 million passengers per year. Its $1.1 billion Midfield Terminal Project opened to the public in November 2008.
Provide transition planning and management services to ensure a smooth opening with uninterrupted operations and an organization prepared to operate in the new environment.
Construction projects involve much more than the creation of a new physical structure. Chrysalis worked with the construction managers and project sponsors to ensure the continuity of vision, focusing on the successful transition of the people, processes, systems, and supplies to the new facility. Chrysalis led the effort with its development and management of a detailed Transition Workplan.
Since a fully functioning international airport cannot halt operations to implement a Transition Workplan, Chrysalis employed its proprietary Change Assessment Methodology to document and to analyze thousands of assets, facilities, IT systems, contracts, services, stakeholders, business processes, and organizational roles. These activities included close involvement with airport staff in asset tracking and disposition, as well as identification, planning, and budgeting for all anticipated parallel operations.
Communication is key, as no transition could be successful without an informed community. In addition to leading the training and orientation efforts for the project, Chrysalis devised and managed a Stakeholder Communication Plan, which included the formation of a Swift Action Team and the issuance of several "Countdown to Opening" email communications and airport community newsletters. Through the training and orientation process, Chrysalis reviewed all lesson plans for completeness and viability, developed a master training and orientation schedule, and provided post-training and orientation attendance records and course evaluations.
Engaging the airport's personnel, Chrysalis formed cross-functional working groups to identify transition considerations, transition risks, and to formulate corresponding mitigation strategies.
Using collaboration as a means to learn from others' experiences, Chrysalis facilitated a Transition Peer Review. During the peer review, specially-selected representatives from other large airport construction projects were invited to share their experiences and to review and comment on this transition plan.
Chrysalis initiated and managed all aspects of the physical move from the old terminal, including researching and creating the RFP, interviewing the potential moving services contractors, and making the recommendation of a vendor to the airport authority's Board for approval, as well as documenting the move requirements, and defining, managing, and executing the three-phased move plan.
An active participant in the process, Chrysalis provided transition support before, during, and after the opening of the new terminal.
Organization and unity of purpose drove the project team to a successful transition and smooth opening of the new midfield terminal on time, on budget, and without incident.