ACSA_Executive Review 1_V1.0_5_12_2014.pptx

ACSA_Executive Review 1_V1.0_5_12_2014.pptx

1. Project Ndizani Executive Review 1 As-Is A ssessment 5 th December 2014

2. Contents Project Context and Objectives Technology Trends in the Aviation Industry Assessment of the IT Environment IT Spend Analysis IT Capability Assessment Enterprise Architecture and Technology Assessment Summary and Next Steps 2

3. Project Background and Objectives We have reviewed ACSA IT in the context of a “world leading airport business” 3 IT has initiated Project Ndizani to answer a key question How do we move from being an airports business that runs technology … … to being a digital business that runs airports? IT is at the centre of business Business is sustained through a simple integrated intelligent digital business platform Digital technology acts as an innovation catalyst to create new markets, products , and areas of growth and revenue Investments in IT provide value for money and are strategically aligned to support sustainability The digital airport experience continually evolves to meet the needs of increasingly digitally-demanding stakeholders

4. Project Approach The As-Is Assessment provides an understanding of the current IT environment and guides the design of ACSA's new IT strategy Step 4 Programs and Business Case Step 5 Implementation Road Map Step 1 Project Start-up and As-Is Overview Step 2 Opportunities and Value Context Step 3 To-Be State Phase I Mobilization and As-Is Assessment Phase II To-Be State Definition and Strategy Formulation Phase III IT Road Map Development Follow-up Activities 2 weeks 1 week 5 weeks ER1 Executive Review 1 “What needs to change?” Executive Review 2 “What must we change to?” ER2 Executive Review 3 “How will we implement changes?” Eight weeks in total (excluding year end break) Today ER3 4 Value-Based Business/IT Alignment Applications and Technology IT Operating Model

5. Project Deliverables As per the RFP, Project Ndizani will deliver the following items in a phased approach 5 ER1 Assessment of the IT Environment Technology Trends - Aviation IT Spend Analysis IT Capability Assessment Enterprise Architecture and Technology Assessment ER3 IT Strategy and Roadmap ACSA IT Strategy (Board and ExCo Level Summary) IT Strategy Roadmap IT Strategy Benefits Case ER2 To-Be State Definition & Strategy Formulation IT Organisational Structure, Job Descriptions, Critical Positions, Headcount Estimates IT Operational Model and Operational Structure Service Catalogue Framework IT Metrics , IT Service Portfolio, IT Service Catalogue Enterprise Architecture Blueprint and Review Lifecycle Management of Systems Statement of Service Agreement IT Budget: 15/16, 16/17, 17/18, 18/19, 19/20 IT Tactical Plan IT Risk Analysis IT Continuous Improvement Plan IT Reports and Dashboard Method to Maintain IT Strategic Plan Current deliverable

6. Staff Interactions and Data Gathering In the past five weeks over 71 ACSA staff have been interviewed and over 350 documents analysed 6 Staff IT Executive Sello Mmakau IT Management Alfred Nkwana Anashen Reddy Niresh Baijoo Portia Gambu Siyabulela Khaole * Vishalan Govender Werick Venter IT Staff Peggy Moleki Robert Orselli Vivienne Collard Shafiek Isaacs Michal Fortune Seoka Nkunyane Leon Lukas Dunia Theobald Ramona Ebrahim Pieter Swart Anben Govender Luc Petersen Nishan Motilal Zwelethu Dlamini Trevor Naidoo Lawrence Setou Business Executives Bongani Maseko Tebogo Mekgoe Maureen Manyama-Matome Haroon Jeena Bongiwe Mbomvu Andre Vermeulen Pieter du Plessis Nosisa Kekane Bongiwe Pityi Deon Cloete Terence Delomoney Yvette Schoeman Business Staff Faith Burn Kesavan Naicker Thembani Piyose Claudia Ramsden Fulufhelo Tshikhudo Gaositwe Molefe Sibongile Shongwe Jason Tshabalala Zogan Opperman Marie Odendaal Unathi Batyashe-Fillis Dionne Jacobs Motsumi Ngakane Nhlanhla Mabaso Airport Staff Anthony Groom Wynand Dunn Avinash Dhalloo Kealeboga Tlholoe Jaco Ferreira Michael Kernekamp Paullin Naidoo Charmaine Weyers Azwifaneli Mphaphuli Nongo Dibete Henry Titus Lynette Diergaardt Kris Reddy Sonelle van Voorst Nicola Smith Dumisani Hlazo Bradley Stalls Jacques Antoine Thabo Phateng Peter Sibande Bharat Bhikha Sefako Moloko Documents Key Data Not Available Business Operating Model Categorised IT Spend Complete IT Asset Register Complete Sourcing/Vendor Spend Documentation Received Corporate Mission and Vision Annual Report Financial Statements 10 Year Corporate Plan Finance and Budgets IT Vision IT Operating Model – Process and Methodologies IT Organisational Structures IT Governance IT Audit Reports IT Project Management IT Documentation Templates Service Catalogue and Metrics Technology – Applications Technology – Infrastructure Technology – Architecture Technology – End to end monitoring Technology – Facilities and Security Project Examples * On maternity leave (represented by Peggy Moleki )

7. Contents Project Context and Objectives Technology Trends in the Aviation Industry Assessment of the IT Environment IT Spend Analysis IT Capability Assessment Enterprise Architecture and Technology Assessment Summary and Next Steps 7

8. 8 Airport Trends Research Industry experience, technology trends and current research have shaped the context for this assessment 8 Accenture Airports Experience and Subject Matter Experts Technology Vision/Technology Labs External Research Forrester Accenture Technology Vision Accenture Technology Labs

9. Airport Technology Trends Airports are making the transition to becoming digital businesses 9 In place/planned at ACSA Passenger Flow M onitoring and Management Flight Information Intelligent Business Digital Infrastructure Digital Airport Business Current Airport Business Mainstream Emerging World Leading Passenger Experience Personalised Retail P romotions Airport Security Analytics Airports Safety Analytics Private Cloud Parking Bay Utilisation Smart Asset Tracking and Management Seamless Intermodal Transport C onnections Real-time Disaster Collaboration Parking Status Checking Social and Mobile Airport Service Status Reporting Bag Tag Print (Self-service) Bag Drop Off (Self-service) Self Check-in Web Self-boarding (e-Gates) Flight Rebooking (Self-service) Lost Bag Registration and Status (Self-service) Travel Document Checking (Self-service) Smart Way Finding (In-airport navigation) Flight Status Checking Complimentary Connectivity (Full) Business Performance Dashboards Near-Field Communications Predictive Analytics Beacon Technology Paperless Travel Mobile Data Unified Communications Online Duty-free Shopping Rapid Security Queue (Paid service) Electronic Bag Tags Food On Arrival Ordering Wearable Technologies Common Use Terminal Equipment FIDS Bag Drop Off (Assisted) Smart Security Scanners Centralized Image Processing Risk Based Security Behaviour Analysis Lane Automation Passenger Survey Airport Director y Weather Information Traffic Information Basic Way Finding Traffic Alerts General Parking Booking Personal Device Entertainment Gamification Personalised Entertainment Airport Status Pay to Wait Booking Self Check-in Kiosk Interactive Customer Contact Interactive Staff Contact Operations Automation Real-time Asset Monitoring and Optimisation Video Analytics Smart Connections Mobile Databases Real-time Revenue Optimisation Revenue Analytics Self Correcting Processes Bay Specific Parking Booking Analytics Integration Big Data Industrialised Internet of Airport Things Airport Operations Analytics Common Use Self Service Wi-Fi Tenant Connectivity Public Cloud Cargo Analytics Smart Vetting Identity & Access Management Que Monitoring Frequent Visitors Disaster Communications Self Correcting Devices Disruption Prediction Geolocation Airport Concierge Airspace Analytics Complimentary Connectivity (Limited)

10. Contents Project Context and Objectives Technology Trends in the Aviation Industry Assessment of the IT Environment IT Spend Analysis IT Capability Assessment Enterprise Architecture and Technology Assessment Summary and Next Steps 10

11. IT Spend Overview The total IT Spend is estimated at R222 million, however poor financial data and an unknown shadow IT spend obscure this view 11 Unknown Shadow IT Spend IT Financial Reporting provides no useful management reports (only low-level transactional data) Effective Chart of Accounts not consistently enforced leading to pervasive inconsistencies in IT record keeping Fragmented / weak IT asset management without a complete , comprehensive IT asset register Significant IT spend is happening outside of IT’s control through business-led IT activity IT Spend Data Complications ? Source: ACSA Financial Data

12. IT Spend Comparison to Benchmarks Based on benchmark comparisons, it appears ACSA is not overspending on IT, however value for money must be determined 12 ACSA’s IT spend is high compared to the Gartner transportation industry benchmark However, compared more specifically to airports, ACSA compares well to the benchmark While ACSA may be under spending on IT, ACSA may not be receiving appropriate value and there may still be areas of inefficiency When setting the IT Strategy and the IT budgets, it must be determined whether existing “keep the lights on” IT spend can be redirected to value creation activities Roadmap activities may in the short term increase expenditure which will normalise later Comments Industry Source Data: Gartner

13. IT Financial Metrics ACSA IT does not make use of strategic outsourcing when compared with transportation industry trends 13 Industry Source Data: Gartner Personnel 24% Service Providers 76%

14. IT Financial Metrics ACSA IT spend is biased towards operational support when compared with transportation industry trends 14 Industry Source Data: Gartner

15. IT Assets Weaknesses in IT asset management are undermining the value ACSA derives from IT IT Asset Management Processes Fragmented / weak IT asset management processes Negative Audit Outcomes High potential for financial and compliance audit findings, potential fruitless and wasteful expenditure exposure IT Asset Revaluation Possible impairment of ACSA IT asset values (write-down) Security Concerns High potential for theft, misplacement and unauthorised replacement of IT assets Potential impact on ACSA Limited IT asset visibility Limited IT asset control New desktops, screens and keyboards in storage at East London Airport for the past 5 years. Delivered, though never used Infrastructure equipment in storage at Riverwoods for the past year Examples *Cost less Accumulated Depreciation IT Inefficiency Sub-optimal use of ACSA IT resources IT asset management requires urgent corrective action 15 IT Asset Register No complete , comprehensive IT asset register Scale of IT Asset Base R764 m illion of hardware and R585 million of software IT assets recorded in financial statements ( carrying amount* of IT assets is 3% of total ACSA assets)

16. IT Sourcing IT does not have strategic sourcing management and has limited visibility into value realised from contracts 16 80 % of payments are made to 15 vendor companies Spend per vendor company across all 137 is R1.25 million Remaining vendors companies total 122 Source: ACSA IT Detail April 2013- Mar 2014 Vendor contract spend can be significantly reduced through a strategic supplier management capability Total Vendor Spend (137 vendors) = R 174 Million 122

17. Vendor Analysis Annually R111 million is spent on professional services within ACSA IT indicating a lack of strategic skillsets and potential to consolidate providers 17 Source: ACSA IT Detail April 2013- Mar 2014 44 separate vendors provide professional services/capacity services 61 separate vendors provide hardware and 14 vendors provide software This represents the potential to consolidate providers within ACSA IT ACSA faces current risks as a result of its vendor-heavy environment namely Lack of control Lack of knowledge transfer Data ownership challenges Observations

18. Contents Project Context and Objectives Technology Trends in the Aviation Industry Assessment of the IT Environment IT Spend Analysis IT Capability Assessment Enterprise Architecture and Technology Assessment Summary and Next Steps 18

19. Project Methodology We have leveraged Accenture’s High Performance IT Operating Model Methodology to structure our assessment of ACSA's IT capabilities 19 Business Customers and End-Users Business / Customer Relationship Management Understands the business priorities, supports strategic & innovative thinking through clear articulation of IT capabilities, filters customer demand and manages expectations on development and delivery of IT services 3rd Party Suppliers Supplier Relationship Management Builds trusting relationships with 3rd party providers that enable seamless working relationships and drives cost effectiveness and high performance throughout the contract lifecycle SERVICE DEVELOPMENT IT STRATEGY SERVICE MANAGEMENT & OPERATIONS IT MANAGEMENT Aligns the IT architecture and plans with the business priorities and ensures that IT resources are deployed appropriately to fulfil approved demand for IT services Develops IT services that provide sustainable value to the business by maximising benefits and minimising one-off and ongoing delivery risk Delivers reliable IT services and provides an end-to-end integration point while improving quality and efficiency through unrelenting focus on continuous improvement Enables IT to deliver its commitments to the business by shaping policy, driving performance, making critical decisions and coordinating internal and external functions

20. The Disconnect Between Business and IT There is an unsustainable divide between IT and business 20 Business IT “We are speaking past each other (Business and IT) because we don’t understand each others business” “ W e report garbage and we waste time and energy. We are getting despondent ” “IT is always firefighting. The priority is usually whoever shouts the loudest” “IT equipment is outdated. We think they are trying to upgrade but they must be hitting a brick wall” “We are at the mercy of our vendors” “We don’t see IT as an enabler but we want to in future” “IT needs to become more proactive and less reactive” “ No-one knows who is doing what ” “ There is no support for IT governance, steering committees are often not attended ” “ There are many IT projects run by business that IT is only made aware of once there is a problem ” “IT gives 10 different answers for the same thing” “IT makes themselves too complicated”

21. Business/Customer Relationship Management Supplier Relationship Management Service Development IT Strategy Service Management and Operations IT Management Summary Observations The current state of IT capabilities is preventing ACSA from achieving its goal to be a world leading airport business 21 Business Customers And End-users Outside of the business user demand, IT does not align to the needs of the ACSA customer Technology innovation and trends are not aligned to the leading industry trends for customer centricity Growth within the ‘non aviation’ revenue space are not exploited as a result of the silo’d operations approach in both business and IT Business / Customer Relationship Management Currently no representation in business (no BRM roles assigned) Strategic business drivers are not linked to IT imperatives Demand is not prioritised by IT IT is reactive to the project-related imperatives from business Essential demand forecasting and supply chain management requires improvement IT is not involved at the strategic planning level IT Management Lack of capacity to fulfil roles adequately across capabilities Lack of single visible asset register No service cost view Service Development Project methodologies in place however 1/3 of projects classed as ‘unplanned’ Project portfolio not prioritised No presence of benefit tracking through projects / retrospectively Limited solution level governance Service Management 4 processes documented within the ITSM capability ServiceNow tool in place however full implementation of modules not in place No presence / link to a CMDB No service catalogue in place IT Strategy Inadequate level of detailed strategic planning leading to: Schedule changes, resourcing and capacity issues Prioritisation of business and IT currently misaligned No innovation capability No presence of enterprise architecture strategy No information management capabilities identified for IT Supplier Relationship Management Vendors assigned to fill capacity gaps No vendor management office in place Vendors contracts duration from 3-10 years No formal sourcing strategy Vendors have full critical service responsibility No vendor knowledge management done 1 1 None 1 Basic 2 Operational 3 Competitive 4 Advanced 5 Leading IT Capability Maturity : 1 1

22. Business / Customer Relationship Management IT processes required to manage its relationship with business are lacking IT is not transparent and does not communicate and clearly articulate its capabilities to business to support strategic and innovative thinking IT is reactive to business demand and doesn’t filter incoming demand i.e. prioritise and categorise business requests IT does not actively manage expectations on development and delivery of IT services (regularly overcommits vs available capacity/capability) 22 “Nobody from IT has a conversation with me around my needs” “Our experience with IT is a painful one…we beg for service” “IT is focusing on too many things” “IT provides no clarity and consistency around what services they provide” Business / Customer Relationship Management Business Customers and End-users Service Level Agreements Business & IT Alignment Lack of defined levels of service (SLAs) Information Technology Function Lack of trust and credibility Lack of proactive communication Business Demand Management Business Impact Management Business Service Level Management … IT does not have mechanisms to proactively understand the business and airports industry and does not provide IT staff with industry focussed training and development There is no focus on continually understanding and improving business and passenger satisfaction / the end user experience with ACSA technology Business relationship capability and processes are not in place and there is no committed SLAs for all services Key observations None 1 Basic 2 Operational 3 Competitive 4 Advanced 5 Leading IT Capability Maturity :

23. Demand is not prioritised by IT and is reactive No enterprise architecture capability No shared pool of resources / resource forecasting to increase efficiencies and effectiveness No presence of any business relationship management capability There are no data and architecture strategies in place Demand is not aligned with IT investment plans & IT strategy and not aligned with business stakeholders IT has no innovation capability Business Customers and End-Users Business/Customer Relationship Management Service Development IT Strategy Business Relationship Mgr IT Business Alignment IT is reactive and does not proactively shape the business resulting in poor delivery to business 23 Demand and Supply Management Architecture & Information Management Innovation Strategic IT Alignment Strategic Programmes Tactical Projects Regulatory Projects Application Development Service Development Demand Ineffectual portfolio management, all business demand prioritised by “whoever screams the loudest” Lack of standardisation and risk of deployment failures No demand and supply chain forecasting, and vendor spend increases Business has no visibility within IT, IT relationship management not built Data is inaccurate reflecting in poor financial information Increased IT shadow spend in business as priorities are not met IT has no ability to enable business transformation Demand Current assessment Resulting in None 1 Basic 2 Operational 3 Competitive 4 Advanced 5 Leading IT Capability Maturity :

24. 24 Project Portfolio A nalysis IT does not prioritise and is slow in converting accepted demand into value for money services Key observations ACSA IT currently has 138 projects in the IT Portfolio, with 93 being identified as focus areas Only 71% of all projects in FY14/15 were originally budgeted 25% of projects were carried over from the previous financial year The portfolio of 138 projects is being managed by nine project managers Operational rather than strategic projects dominate the project portfolio IT - Infra Business Units Budgeted IT Projects FY14/15 R 180 Mill Landslide Terminal AMC OTHER Business Units Unbudgeted IT Projects FY14/15 R 74 Mill IT - Infra Landslide Terminal AMC OTHER Projects “Emergency” (29%) Demand Priority (71%) Over-engineered methodology No real priority gate “Everything at ACSA is a project” R 65 Mill Delivered Projects

25. 25 Service Management and Operations IT is not geared to provide reliable IT services to business through effective service management 25 25 Service Management and Operations New P r ojects and S ervices IT Services, Applications and Vendors Business Users Business Impact IT Impact Service Request mgt Change mgt Service Introduction Release and deploy mgt Problem mgt Service level mgt Service Reporting Asset and config. mgt Availability mgt Provisioning mgt Capacity and availability mgt Incident mgt SM gaps Lack of Business and IT ownership Poorly managed service desks operate independently across three major airports There is no IT data warehouse ( CMDB) causing poor IT asset configuration management Service performance is not effectively measured and reported to business SM ensures IT visibility and stability Effectiveness Forecasting No formal service introduction process Change management lacking and immature for new projects and services No service catalogue and poor service desk No defined and agreed service levels IT gaps Systems are being procured by business Business initiates projects without consulting IT Lack of system standardisation Business cannot drive service behaviour and influence IT usage Business cannot enable effective business service management Capacity planning for projects is not effectively managed IT departments are not aware of core services provided Internal transfer pricing not effective and transparent Current IT metrics are too operational and focus on uptime

26. 26 IT Resources Resource allocation is heavily weighted towards “run the business” initiatives, as opposed to “change the business” functions 26 Business/Customer Relationship Management Supplier Relationship Management Service Development IT Strategy Service Management & Operations IT Management 8 ACSA Vendor KPI Metrics 11 10 28 36 18 58 8 IT Staff Count : Change Services: 29 FTEs Run Services: 148 FTEs 16% of 177 FTE resources are allocated to change services The contractor to permanent staff split is a risk IT operations KPI information is not understandable and doesn’t demonstrate clearly how it adds value to the business as its only focus on the IT Uptime element *Assumption : Applications and Infrastructure Engineering staff have been split between Service M anagement and Operations as well as Service D evelopment 1 73 ACSA 104 Vendor

27. Business/Customer Relationship Management Business Customers and End-Users Governance of IT 27 “I sit on the IT Steerco but it is too technical, I have no input for this forum” “Governance forums are silo’d there is no communication” “Forums are set-up but never attended” “I have no visibility of IT governance” 3rd Party Suppliers Supplier Relationship Management Portfolio & Programme Governance Committee Architecture & Innovation Board Project Governance Committee Change Approval Board Assurance, Compliance Security Committee IT Services Committee Supplier Relationship Committee IT Board Service Development IT Strategy Service Management & Operations IT Management 1 1 1 1 Existing ACSA Corporate Governance National Bid Adjudication Committee Audit and Risk Committee Airports Operations Committee Credit Committee Information Technology Steering Committee Socio-economic Development Committee Talent Board Capital Expenditure Committee EXCO IT governance and internal control is ineffective with 50% of the governance forums that should be in place not existing None 1 Basic 2 Operational 3 Competitive 4 Advanced 5 Leading IT Capability Maturity :

28. Contents Project Context and Objectives Technology Trends in the Aviation Industry Assessment of the IT Environment IT Spend Analysis IT Capability Assessment Enterprise Architecture and Technology Assessment Summary and Next Steps 28

29. Functional Enterprise Architecture Blueprint Using a leading industry functional architecture blueprint, the technical and functional adequacy of applications have been assessed 29 Corporate Core Corporate functions related to Enterprise and Organisation Management, Enterprise Technology and Resilience as well as Environment Management Commercial Operations Commercial functions related to Consumer Services, Managed Services and Property & Investment Services Channels The interfaces to ACSA used by customers and other stakeholders Information Storage, integration and analysis of information Airport Operations Airport functions related to Landside, Passenger Processing, Airside, Maintenance and Safety and Security Five architecture principles underpin the proposed ACSA enterprise architecture Simplify Standardise Package Future Proof Resilience Reduce complexity and simplify the overall technology landscape Conform to relevant industry standards, as well as internal standards and guidelines Deploy best-of-breed software suites packaged for reuse across airports and geographies Design innovative solutions to cater for ACSA’s current and future needs Design secure solutions for resilience under failure and attack

30. 30 Airport Operations Corporate Core Commercial Operations Property & Investment Services Channels Web Mobile Applications B2B Gateway Information Management Enterprise Integration ODS/Data Warehouse Master Data Management Data Analytics Kiosk Contact Centre Mobile Web Social Networks Consumer Services Managed Services Property Development Retail Concessions Asset Management & Maintenance Cargo Management Advertising Lease Management Permit Management Car Rental Parking Management Airport Advisory Airport Management Billing Contract Management Commercial IT Services Customer Relationship Management Digital Shopping Sensors M2M Gateway Maintenance and Engineering Maintenance Execution Planning Asset Status Monitoring and Analysis Safety and Security Disaster, Fire and Rescue Surveillance, Monitoring and Control Access Control and Badging Geospatial Investment Management Environment Emission Management Warehouse & Store Management Occupational Health & Safety Corporate Social Responsibility Environment and Facilities Management Enterprise Management Finance and Accounting Business Process Procurement and Contract Management Asset Management Treasury Innovation Management Supply Chain Management Governance, Risk & Compliance Legal Knowledge and Content Management Enterprise Resilience Malicious Software Management Threat & Vulnerability Management Identity and Access Management Security Monitoring and Reporting Data Protection Infrastructure Security Dashboards & Reporting Airside Resource Management Noise Monitoring Surface Movement Radar/Guidance Vehicle Tracking Weather Observation Airfield Lighting Fuel Monitoring Air Traffic Management Landside Roadway Dynamic Signage Vehicle Identification Information Parking Management Paging Organization Management Talent and Performance Management Workforce Management Recruitment and Onboarding Core HR and Payroll Learning Management Airport Collaboration and Situational Awareness Enterprise Technology Application Operations & Management Enterprise Architecture Infrastructure Operations & Management IT Project Management IT Service Management Enterprise Collaboration Capital Projects Portfolio Management Project Management Passenger Processing Baggage Management Departure Control Common Use Self Service Passenger Flow Control Airport Management Radio Communications Continuity and Recovery Management Information Security Monitoring

31. 31 Application Health L andscape Some applications need immediate attention but the majority are sufficient for current operations

32. Application Architecture L andscape While the architecture of today is sufficient for current operations it does not lay a solid foundation for future digital business In 3 Years… Applications will increasingly rely on a standardised architecture profile Data analytics will play a key role enabling a more agile and efficient business Business will expect significantly reduced time to deliver and increased functionality Today… While functional and technical issues exist , the current application portfolio provides adequate coverage to the business The core application issues relate to duplication of functionality, lack of standardisation and functional adequacy Channels Commercial Operations Airport Operations Information Management Corporate Core CRM Landside Passenger Processing Airside Maintenance & Engineering Safety and Security Enterprise Management Organisation Management Enterprise Technology Capital Projects Environment Channels Front Office Airport Operations Information Management Back Office CRM Landside Passenger Processing Airside Maintenance Safety and Security Enterprise Management Organisation Management Enterprise Technology Facilities Environment Optimisation/Improvement required Major changes required No significant optimisation potential Legend: 2 9 1 7 5 20 1 6 8 9 4 1 Number of applications 1 7 5 20 4 1 6 8 9 4 1 32 Airport Collaboration and Situational Awareness Enterprise Resilience Managed Services Property & invest Services Airport Management Radio Comms

33. Contents Project Context and Objectives Technology Trends in the Aviation Industry Assessment of the IT Environment IT Spend Analysis IT Capability Assessment Enterprise Architecture and Technology Assessment Summary and Next Steps 33

34. Summary and Next Steps Recognising the current challenges, the next phase of Project Ndizani will identify “where we want to be” Develop Project Ndizani target state Agree target state / vision with key IT stakeholders Convert target state vision into key initiatives for roadmap Model benefit case to ACSA IT vision 34