Airport Master Planning Services 


Security Planning Services

Strategic Business  Planning

Strategic Technology Planning




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 AIS Master Plan Development Services


Master Plan Development - Integrating the traditional master planning processes with information management, business, operations, technology and risk management disciplines improves the precision of decision support for this vital activity. Controlling this integration allows airports to reduce project redundancies, make smarter decisions utilizing holistic information, satisfy stakeholders, improve project communications, empower leadership, integrate efforts, maintain budget and schedule, establish project security, gain public support, and meet regulatory requirements.


Master Plan Review/Updates - Our previous project experience indicates that incorporating strategic business operations and technology elements into airport master planning significantly enhances airport operational effectiveness. Improved master planning utilizing a comprehensive business, management and technology design criteria successfully leads to improved performance in airport operations and management.


Documentation Management - AIS will review local Documentation Management processes and provide recommendations for improvement. Processes to be reviewed include document change control, pen-and-ink procedures, signature authority, document security control procedures, policies governing the release of documents, and master document storage and retrieval (both hard and soft copy).


Data Collection Management - Teams mobilize to collect all the information on the project infrastructure necessary to manage the information and people. Questionnaires can be both customized and quantified to work in concert with a database that has been developed to guide the data collection process. Existing data can be integrated into the same database, allowing access to the entire knowledge base for the project. The result is a comprehensive, organized documentation set that can be turned over to the client upon project completion.


Project Initiation - Getting a project off to a good start is important, especially given the time sensitive nature of current security projects. The start of many projects is often delayed due to the lack of a formal project initiation process. The tight deadlines of many projects make it necessary for the project to "hit the ground running." The Project Initiation meeting should include a representative from each team member. Primary goals of the Project Initiation meeting are to clarify questions from team members concerning the project Statement of Work, develop project charter, project scope, project plan, and initial working schedule, and modify and approve initial communication plan.



Project Security Pre-Assessment – The Gartner Group states "Too many organizations will under-assess the dimensions of risk, assets, and environment because they lack a decision framework. Important factors will be missed, resulting in wasted spending or preventable security incidents with material loss." Every project should start with a planning and prioritization event(s) with participation of all stakeholders; including senior management security team, other discipline leaders; the team’s management and subject matter experts and other stakeholders as required. The objectives of this event are to determine what information needs to be collected and how it will be collected, and how it will be analyzed. AIS will establish the overall goals of the process and identify concerns.


Project Collaboration - It is essential that airports and consultants collaborate to improve project communications and control. Through collaboration, both the airport and consultant teams can develop a common understanding of the scope, standards and expectations, schedules, and deliverables. AIS has developed web-based information management tools and procedures to allow project documentation to be managed in a secure environment, allowing collaboration among a geographically diverse team, and maintaining project documentation in a manner consistent with the rules and spirit of 49 CFR 1520. These tools and structure are meant to supplement the existing project management capabilities of the prime-contracting firm. Technology now makes it possible for everyone on the project to stay actively involved with the project, no matter where they happen to be located at the moment. Our PIMS (Precision Information Management System) product is multilingual.

Project Communications Management - Project communications and controls are the keys to successfully achieving project goals and to satisfying expectations of stakeholders: the client, TSA, the airlines and other tenants, public safety officials, and the flying public. AIS has the tools and knows the importance of adequate project communications, especially in the early formative stages of the project.

The AIS PIMS tool will provide a real- time safe, secure, and easy to use web-based tool for storing all project documentation files, providing on-line conferencing, listings for all public and private information inquiries, listings of project contracts, personnel, property owners, badge listings, access control, entry procedures, daily and advance schedules, milestone summaries, project status reports, alert messages, NOTAMS, utility GIS information, supplies, equipment, employment opportunities, maps, routes, local area impacts, construction entry information, weather, air quality, meeting minutes, documentation, correspondence, presentations, photo library, videos, schedules, and more. Our goal is to provide seamless information management from early project conception through construction and operation.

Team Building - AIS uses a team approach to combine the resources and experience of partner companies who bring focused skills to specialized areas of expertise. The Team Approach has proven highly effective when combined with AIS’ role as coordinator and facilitator. Our experience forming "virtual teams" allows us to integrate the efforts of several contractors or subcontractors. We can also help bring various team members together, help them work together more efficiently, communicate better and improve intra-team effectiveness.


Project Facilitation – The AIS project/program processes can be used in a variety of project types. AIS is prepared to support the prime contractor by ensuring that the project gets off to a fast start, follows a defined and documented process and that all information is kept in an organized, secure manner.


Contracts Review – Our experienced contracts administration staff can offer invaluable insights into contract negotiation and subcontracting, especially in the areas of intellectual property protection and security issues.

Project Prioritization - The goal of prioritization is to identify the most significant vulnerability reductions at an appropriate cost for the airport. It is essential that airports prioritize and structure their master plan projects. This prioritization is accomplished by thoroughly understanding the airport’s operations and environment.


Facilitate Operational Business Plan Development – Airport facilities must reflect and support their operational needs, not constrain them. The goals and objectives of management, concessionaires, tenants, financial managers, and regulatory agencies must be integrated into a most viable plan. This plan then serves as the guide for prioritization of many subsequent developmental decisions. These include facility, technology, operations, etc.


Technology Strategic Planning – Technology management is essential to effective and efficient airport operation. Technology management starts with technology strategic planning, requirements analysis, level of service, dependency relationships with operations, and the establishment of minimum technical requirements, technology architecture, budgets operational requirements, and policies.


Compliance Management – Ensuring compliance with plans and specifications in the areas of technology and operations is challenging. AIS has developed a process that develops a compliance matrix relating local regulations and guidelines to governing specification, such as 49 CFR Section 1520, etc. AIS experience and tools facilitate compliance validation and verification, storing the results in the AISES™ (Airport Information Services Evaluation System) database.


Security Development Plan - The Security Development Plan develops the integration of facilities design, systems, organizations, and processes. Facility design, technology descriptions, roles and responsibilities, vulnerability and threat assessments, and resource constraints are combined into a plan containing guidelines and checklists for development in the secure airport environment.


Airport Development Risk Management Plan - The AIS processes significantly enhance the development of an Airport Development Risk Management Plan. In addition to documenting the results of risk identification and quantification, the AIS process records who is responsible for managing various types of risk, how the initial assumptions are developed, how risk assessments are performed, and how contingencies will be managed.

Risk Management: AIS offers the process, plans, and tools needed to mitigate known and unknown risks in an effort to reduce vulnerabilities. Risk management includes business continuity, contingency, incident management, as well as loss or fraud prevention from design through construction and operations.

Risk Data Collection - AIS methodology incorporates data relating to over 500 airport business processes and 400 airport technology systems, allowing an accurate interdependency-based assessment of airport security vulnerability through the use of the AISES database. Our comprehensive data collection questionnaires ensure that all relevant data is collected for each process and system.


Security Risk Assessment - The Security Risk Assessment is an activity based on a quantitative risk model that covers operation, environmental, and terrorist threats, and incorporates all airport functions, facilities, and processes. Included in the Security Risk Assessment is a quantitative estimate of expected loss from each predictable threat, and comprehensive Return-On-Investment (ROI) estimates on each action of threat or vulnerability reduction.


Risk Assessment - The AIS goal is to improve airport development management by adding risk assessment disciplines to the cost benefit analysis, safety and operational assessments of airport program development. To achieve a valid, comprehensive risk and vulnerability assessment, AIS uses a logical and systematic process for analyzing facility designs and operations with known and relevant threats, existing security regulations, existing security processes and resources, innovative security system product and process enhancements, and constraints.


Risk Data Management – Airport planning must be a secure exercise. Cyber-terrorism is a growing concern in all airport development. AIS has secured the support of Oracle Corporation, who plans security for CIA, FBI, Dept. of Defense, etc. in these efforts.


Risk Modeling - Our risk-modeling experts will work with the team to develop the airport-specific risk models that will analyze the data and assess the risks of plan alternatives. The cost of risk assessment modeling will provide the prioritization basis for future project funding and scheduling. The clients’ management must be included in the risk model development to ensure an effective use of limited risk management resources.


Threat Assessment - While the attacks of 9/11 have focused the nation’s attention on the threat from multinational organizations such as the al-Qaida, a threat and vulnerability assessment needs to consider all viable threats: terrorist, non-terrorist, criminal, and the emotionally vulnerable. Federal agencies like the FBI, CIA, NSA, other law enforcement, military, Department of Defense, Department of Energy, and many others are expert in qualifying threats. AIS assessment processes and tools can integrate the information from these outside groups regarding threats and risks with our systematic analysis of all operational business process vulnerabilities, and develop appropriate, reasonable solutions to minimize the likelihood of enemy success, while limiting serious disruptions or limitations to ongoing business processes.



Threat Modeling - The terrorists will use available weapons and methods that are least likely to be detected and/or neutralized. The prior use of a technique or weapon does not negate the probability that a subsequent attack would use the same or similar tactics. However, as detection and neutralization methods are developed that would counter a previous attack, terrorists will change their methods to attack another target while attention is focused on solving the previous incident. The AIS Team is experienced in recognition of nuclear, explosive, biological, chemical, technological, personnel and weapons threats that require assessment.


Quantified Risk Management - Each threat must be quantifiably prioritized so more serious threats can be dealt with before the less relevant ones. AIS risk management specialists will construct a quantitative risk model covering operational, environmental, and terrorist threats, and incorporating airport functions, facilities, and processes to provide an estimate of expected loss using the quantitative risk model to develop ROI estimates of alternative solutions with sufficient detail to identify the optimum solutions and prioritize the most important vulnerability reductions.


Business Continuity Planning - Business continuity planning for airport construction has been identified as a major element of consideration since 1998. A dependency analysis includes a failure mode and failure impact review. Using the AISES program, these data are then used to prepare contingency plans specifying what actions need to be taken, who will participate, what reports or records need to be documented, etc.


Contingency Planning – Transportation-construction-related contingencies occur with little forewarning and their impacts range from low level to catastrophic. Any plan or process developed to contain, resolve, and mitigate contingencies must be effective throughout the full range of potential incidents. Effective contingency planning involves risk assessment, resource management, design engineering, financial planning, business continuity planning, training, allocation of responsibility, communications management, legal review, and incident management. A contingency plan must be economical with a thorough assessment of possible threats. AIS provides a realistic assessment of the business and operational capabilities including a dependency analysis to recognize secondary and tertiary cascading operational impacts, team and resource schedules to provide the appropriate responses, and command and control authorities empowered to direct the total crisis management arena.

AIS Support Tools


AISES™ Database – Analyzes and integrates operations, business, technology, management and external factor dependency information to empower project and airport management team to improved management.


PIMS – Manages all project information for communications, collaboration and archive.


Project Estimator – Statistically analyzes all project data to more accurately determine likelihood of budget and schedule compliance.


CAPTURE - Manages business continuity, contingency and incident management activities.


The AIS difference is our proven logical, systematic and comprehensive methodology of capturing operational, technical and organizational data. This information is then loaded into the AISES™ database that systematically stores and organizes the airport data. This methodology provides decision support for AIS’s strategic business and technology planning. With this backbone of airport-specific information; business, operational and technology decisions can be efficiently made and validated with confidence. This comprehensive information base assists airport management in making the most qualified and quantified planning and management decisions for the airport.

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