HOW TO PRESENT TO A CEO OF A LARGE MULTINATIONAL
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Oct 01, 2024
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About This Presentation
HOW TO PRESENT TO A CEO OF A LARGE MULTINATIONAL
Slide Content
Project Ndizani
CEO Presentation
IT Strategy Roadmap
Implementation
10
th
February 2015
CEO Presentation
IT Strategy Roadmap
Implementation
10
th
February 2015
Executive Summary
Project Ndizani has developed a transformation strategy that will
enable ACSA to become a world leading digital airport business
2
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
An IT Roadmap to enable a
world leading digital airport business
Project Ndizani has developed a transformation strategy that will
enable ACSA to become a world leading digital airport business
2
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
An IT Roadmap to enable a
world leading digital airport business
Contents
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
3
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
3
Project Approach
Project Ndizani has followed a rigorous approach in developing the
ACSA IT Strategy and the journey to be undertaken to implement it
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
Mobilisation and As-Is
Assessment
Phase III
IT Road Map
Development
Initiate
Transformation
Programme
2 weeks 1 week5 weeks
ER1
EXCO
Review 1
“What needs
to change?”
EXCO
Review 2
“What must
we change
to?”
ER2
EXCO
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
Phase II
To-Be State Definition and Strategy
Formulation
Project Ndizani has followed a rigorous approach in developing the
ACSA IT Strategy and the journey to be undertaken to implement it
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
Mobilisation and As-Is
Assessment
Phase III
IT Road Map
Development
Initiate
Transformation
Programme
2 weeks 1 week5 weeks
ER1
EXCO
Review 1
“What needs
to change?”
EXCO
Review 2
“What must
we change
to?”
ER2
EXCO
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
Phase II
To-Be State Definition and Strategy
Formulation
Contents
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
5
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
5
6
Summary of As-Is State
In order for ACSA to become a world leading digital airport business
the current challenges will need to be addressed
6
IT
Environment
Technology Trends
Technology
•ACSA is lagging behind global airport technology trends in transitioning to a world
leading digital airport business
•Mapping current and planned initiatives gives ACSA a mainstream rating across the
digital airport business dimensions of passenger experience, social and mobile,
intelligent business and digital infrastructure
•Weaknesses in IT financial reporting and record keeping, IT asset management and an
unknown shadow IT spend undermine IT value
•A lack of strategic sourcing and a spending bias to operational support
•Lack of strategic, relationship and IT management capabilities combined with only
basic service development, management and operations capabilities
•Some applications need immediate attention however the majority are sufficient or will
require some optimisation in the context of current operations
•Improvements identified relate to duplication, standardisation and functionality
•While the architecture of today is somewhat satisfactory for current operations it does
not lay a solid foundation for future digital business requiring many changes
As-Is Assessment:
Assessment
Major improvement required Minor improvement required Little or no improvement required
Assessment
Assessment
Summary of As-Is State
In order for ACSA to become a world leading digital airport business
the current challenges will need to be addressed
6
IT
Environment
Technology Trends
Technology
•ACSA is lagging behind global airport technology trends in transitioning to a world
leading digital airport business
•Mapping current and planned initiatives gives ACSA a mainstream rating across the
digital airport business dimensions of passenger experience, social and mobile,
intelligent business and digital infrastructure
•Weaknesses in IT financial reporting and record keeping, IT asset management and an
unknown shadow IT spend undermine IT value
•A lack of strategic sourcing and a spending bias to operational support
•Lack of strategic, relationship and IT management capabilities combined with only
basic service development, management and operations capabilities
•Some applications need immediate attention however the majority are sufficient or will
require some optimisation in the context of current operations
•Improvements identified relate to duplication, standardisation and functionality
•While the architecture of today is somewhat satisfactory for current operations it does
not lay a solid foundation for future digital business requiring many changes
As-Is Assessment:
Assessment
Major improvement required Minor improvement required Little or no improvement required
Assessment
Assessment
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
7
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
0 0
0
0
0
0
0 1 0
1
0
0 None 1 Basic 2 Operational 3 Competitive 4 Advanced 5 LeadingIT Capability Maturity :
1
1
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
7
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
0 0
0
0
0
0
0 1 0
1
0
0 None 1 Basic 2 Operational 3 Competitive 4 Advanced 5 LeadingIT Capability Maturity :
1
1
8
Summary of To-Be State
In order for ACSA to transition to a world leading airport company,
leading IT capabilities are required
8
•ACSA’s digital journey will require sustainable IT change delivered through an
integrated value creation roadmap
•Transitioning to a world leading digital airport business requires a strategic focus on IT
and business model transformation across the key digital dimensions of Passenger
Processing, Social and Mobile, Intelligent Business and Digital Infrastructure
•IT service delivery will be achieved through a mix of retained IT capabilities (ACSA full
time staff) and strategic outsourcing (externally sourced build partners and run
vendors) to augment ACSA capabilities, control costs and accelerate service delivery
•Transforming the ACSA IT operating model to be sustainable and deliver business
value will require an interim intervention characterised by sustainable change
management, knowledge transfers, upskilling, training and capability development
•ACSA’s digital journey will be achieved through optimising an integrated enterprise
architecture that will support business operations, innovation and growth through a
standardised digital platform
•Optimisation principles adopted will be to simplify, standardise, package, future proof,
and integrate resilience across channels, information management, commercial
operations, airport operations and corporate core
Enterprise Architecture and Technology
Vision
IT Capability and Sourcing
Vision
Digital Business Maturity
Summary of To-Be State
In order for ACSA to transition to a world leading airport company,
leading IT capabilities are required
8
•ACSA’s digital journey will require sustainable IT change delivered through an
integrated value creation roadmap
•Transitioning to a world leading digital airport business requires a strategic focus on IT
and business model transformation across the key digital dimensions of Passenger
Processing, Social and Mobile, Intelligent Business and Digital Infrastructure
•IT service delivery will be achieved through a mix of retained IT capabilities (ACSA full
time staff) and strategic outsourcing (externally sourced build partners and run
vendors) to augment ACSA capabilities, control costs and accelerate service delivery
•Transforming the ACSA IT operating model to be sustainable and deliver business
value will require an interim intervention characterised by sustainable change
management, knowledge transfers, upskilling, training and capability development
•ACSA’s digital journey will be achieved through optimising an integrated enterprise
architecture that will support business operations, innovation and growth through a
standardised digital platform
•Optimisation principles adopted will be to simplify, standardise, package, future proof,
and integrate resilience across channels, information management, commercial
operations, airport operations and corporate core
Enterprise Architecture and Technology
Vision
IT Capability and Sourcing
Vision
Digital Business Maturity
A Digital Journey
ACSA’s digital journey will require sustainable IT change delivered
through an integrated value creation roadmap
IT Vision
To be a world leading IT organisation
within the airport and aviation industry
ACSA’s Digital Journey
IT’s 5-year value creation mission is
characterised by:
•Optimising IT’s capability for
service delivery, innovation and
value-creation
•Digital integration within the
business operating model
•A focus on research, development
and rapid business model
innovation
•Digital technology platform
transformation
•Strategic sourcing to augment own
capabilities, control costs and
accelerate service delivery
9
Relevance
IT is relevant
to business
and a
proactive
partner
Centricity
IT is at the centre of
business, enabling
innovation and
excellence
I
T
C
a
p
a
b
i
l
i
t
y
Business Value from IT
High
L
e
a
d
in
g A world
leading
digital
airport
business
Credibility
IT is credible and
does the
basics right
Low
L
a
g
g
in
g Current
State of
ACSA IT
ACSA’s digital journey will require sustainable IT change delivered
through an integrated value creation roadmap
IT Vision
To be a world leading IT organisation
within the airport and aviation industry
ACSA’s Digital Journey
IT’s 5-year value creation mission is
characterised by:
•Optimising IT’s capability for
service delivery, innovation and
value-creation
•Digital integration within the
business operating model
•A focus on research, development
and rapid business model
innovation
•Digital technology platform
transformation
•Strategic sourcing to augment own
capabilities, control costs and
accelerate service delivery
9
Relevance
IT is relevant
to business
and a
proactive
partner
Centricity
IT is at the centre of
business, enabling
innovation and
excellence
I
T
C
a
p
a
b
i
l
i
t
y
Business Value from IT
High
L
e
a
d
in
g A world
leading
digital
airport
business
Credibility
IT is credible and
does the
basics right
Low
L
a
g
g
in
g Current
State of
ACSA IT
Airport Technology Trends
Airports are making the transition to digital businesses
10
Key: In place or planned at ACSA Identified top trends for ACSA in the next 2-3 years
Passenger Flow
Monitoring and
Management
Flight
Information
Intelligent Business Digital Infrastructure
Digital
Airport
Business
Current
Airport
Business
Mainstream Emerging World Leading
P
a
s
s
e
n
g
e
r
E
x
p
e
r
i
e
n
c
e
Personalised Retail
Promotions
Airport Security
Analytics
Airports Safety
Analytics
Private Cloud
Parking Bay Utilisation
Smart Asset Tracking
and Management
Seamless Intermodal
Transport Connections
Real-time Disaster
Collaboration
Parking Status
CheckingS
o
c
i
a
l
a
n
d
M
o
b
i
l
e
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
Centralised Image
Processing
Risk Based
Security
Behaviour
Analysis
Lane
Automation
Passenger
SurveyAirport
Directory
Weather
InformationTraffic
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
Queue
Monitoring
Frequent
Visitors
Disaster
Communications
Self-
correcting
Devices
Disruption
Prediction
Geolocation
Airport
Concierge
Airspace
Analytics
Complimentary Connectivity
(Limited)
Airports are making the transition to digital businesses
10
Key: In place or planned at ACSA Identified top trends for ACSA in the next 2-3 years
Passenger Flow
Monitoring and
Management
Flight
Information
Intelligent Business Digital Infrastructure
Digital
Airport
Business
Current
Airport
Business
Mainstream Emerging World Leading
P
a
s
s
e
n
g
e
r
E
x
p
e
r
i
e
n
c
e
Personalised Retail
Promotions
Airport Security
Analytics
Airports Safety
Analytics
Private Cloud
Parking Bay Utilisation
Smart Asset Tracking
and Management
Seamless Intermodal
Transport Connections
Real-time Disaster
Collaboration
Parking Status
CheckingS
o
c
i
a
l
a
n
d
M
o
b
i
l
e
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
Centralised Image
Processing
Risk Based
Security
Behaviour
Analysis
Lane
Automation
Passenger
SurveyAirport
Directory
Weather
InformationTraffic
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
Queue
Monitoring
Frequent
Visitors
Disaster
Communications
Self-
correcting
Devices
Disruption
Prediction
Geolocation
Airport
Concierge
Airspace
Analytics
Complimentary Connectivity
(Limited)
11
Digital Business Maturity
Transitioning to a world leading digital airport business requires a
strategic focus on transformation across key digital dimensions
D
ig
it
a
l
D
im
e
n
s
io
n
s
Passenger
Experience
Social and
Mobile
Intelligent
Business
Digital
Infrastructure
MainstreamLagging LeadingEmerging
Current Future
Digital Business Maturity
ACSA’s desired digital business maturity will
shape the IT strategy and supporting IT
operating model
Passenger Experience
•Choice across a range of digital self-service options
•Quick and efficient movement through various digitally
enabled airport checkpoints
•Seamless, user-friendly digitally enhanced safety and
security arrangements
Social and Mobile
•Social and mobile platforms augment the airport experience
•Seamless information access and engagement of airport
stakeholders via proactive, personalised digital social
interactions
•Digitally-driven passenger entertainment and convenience
Intelligent Business
•Intelligent, integrated platforms provide airport stakeholders
with the right information at the right time
•A data supply chain drives business performance, safety and
security via analytics, collaborative ecosystems and
cognitive digital capabilities
Digital Infrastructure
•Scalable, standardised, collaboration-based and location-
aware technology architecture that bridges the digital-
physical blur
•Connects airport stakeholders and devices seamlessly,
securely and cost effectively
•Highly-resilient, intelligent digital communications networks
Digital Dimensions
Digital Business Maturity
Transitioning to a world leading digital airport business requires a
strategic focus on transformation across key digital dimensions
D
ig
it
a
l
D
im
e
n
s
io
n
s
Passenger
Experience
Social and
Mobile
Intelligent
Business
Digital
Infrastructure
MainstreamLagging LeadingEmerging
Current Future
Digital Business Maturity
ACSA’s desired digital business maturity will
shape the IT strategy and supporting IT
operating model
Passenger Experience
•Choice across a range of digital self-service options
•Quick and efficient movement through various digitally
enabled airport checkpoints
•Seamless, user-friendly digitally enhanced safety and
security arrangements
Social and Mobile
•Social and mobile platforms augment the airport experience
•Seamless information access and engagement of airport
stakeholders via proactive, personalised digital social
interactions
•Digitally-driven passenger entertainment and convenience
Intelligent Business
•Intelligent, integrated platforms provide airport stakeholders
with the right information at the right time
•A data supply chain drives business performance, safety and
security via analytics, collaborative ecosystems and
cognitive digital capabilities
Digital Infrastructure
•Scalable, standardised, collaboration-based and location-
aware technology architecture that bridges the digital-
physical blur
•Connects airport stakeholders and devices seamlessly,
securely and cost effectively
•Highly-resilient, intelligent digital communications networks
Digital Dimensions
Chief
Information
Officer
IT
Administration
(2)
Chief
Technology
Officer
IT
Administrator
Senior
Manager –
Architecture &
Strategy
Senior
Manager –
Planning and
Control
Senior
Manager – IT
Governance &
Resilience
Senior
Manager –
Service
Development
Senior
Manager –
Information
Security
Senior
Manager -
Service
Integration
Senior
Manager –
Service
Management
& Operations
Senior
Manager -
Enterprise
Applications
Senior
Manager –
Airport
Systems
Senior
Manager –
Infrastructure
Business
Relationship
Manager (3)
IT Finance &
Commercial
Manager
Information
Risk Manager
Programme &
Resource
Manager
Information
Security
Architect
IT Project
Manager (3)
Service
Quality
Manager
Technical
Operations
Manager –
Enterprise
Applications
Technical
Operations
Manager –
Airport
Systems
Technical
Operations
Manager –
Data Centre &
Storage
IT Strategy &
Innovation
Manager
IT Sourcing
Manager
Business
Continuity &
Disaster
Recovery
Manager
Change &
Release
Manager
Information
Security
Manager
Solution
Designer (3)
Service
Catalogue
Manager
Technical
Operations
Manager –
Networks
Infrastructure
Architect
IT Asset &
Configuration
Management
Data
Governance &
Knowledge
Manager
Business
Analyst (3)
Technical
Operations
Manager –
Information
Security
Technical
Operations
Manager –
Workplace
Applications
Architect
Quality & Test
Manager
Business
Process
Architect
Target IT Organisation Structure
The target IT organisation structure balances efficiency with service
delivery retaining an optimum level of IT skills within ACSA
Target state of 50 retained
Full Time Employees
(critical positions)
12
Interim IT Organisation Structure
In the interim, ACSA’s current headcount will need to be
accommodated through various workforce transformation initiatives
as it transitions to the target state over time
13
Interim state of 71 retained
Full Time Employees
(illustration of current headcount)
Chief
Information
Officer
IT
Administration
(2)
Chief
Technology
Officer
IT
Administrator
Senior
Manager –
Architecture &
Strategy
Senior
Manager –
Planning and
Control
Senior
Manager – IT
Governance &
Resilience
Senior
Manager –
Service
Development
Senior
Manager –
Information
Security
Senior
Manager -
Service
Integration
Senior
Manager –
Service
Management
& Operations
Senior
Manager -
Enterprise
Applications
Senior
Manager –
Airport
Systems
Senior
Manager –
Infrastructure
Business
Relationship
Manager (6)
IT Finance &
Commercial
Manager)
Information
Risk Manager
Programme &
Resource
Manager (2)
Information
Security
Architect
IT Project
Manager (3)
Service
Quality
Manager
Technical
Operations
Manager –
Enterprise
Applications
Technical
Operations
Manager –
Airport
Systems
Technical
Operations
Manager –
Data Centre &
Storage
IT Strategy &
Innovation
Manager
IT Sourcing
Manager
Business
Continuity &
Disaster
Recovery
Manager (2)
Change &
Release
Manager (2)
Information
Security
Manager
Solution
Designer (3)
Service
Catalogue
Manager
Technical
Operations
Manager –
Networks
Infrastructure
Architect
IT Asset &
Configuration
Management
Data
Governance &
Knowledge
Manager(2)
Business
Analyst (4)
Technical
Operations
Manager –
Information
Security
Technical
Operations
Manager –
Workplace
Applications
Architect
Quality & Test
Manager (2)
Business
Process
Architect
In the interim, ACSA’s current headcount will need to be
accommodated through various workforce transformation initiatives
as it transitions to the target state over time
13
Interim state of 71 retained
Full Time Employees
(illustration of current headcount)
Chief
Information
Officer
IT
Administration
(2)
Chief
Technology
Officer
IT
Administrator
Senior
Manager –
Architecture &
Strategy
Senior
Manager –
Planning and
Control
Senior
Manager – IT
Governance &
Resilience
Senior
Manager –
Service
Development
Senior
Manager –
Information
Security
Senior
Manager -
Service
Integration
Senior
Manager –
Service
Management
& Operations
Senior
Manager -
Enterprise
Applications
Senior
Manager –
Airport
Systems
Senior
Manager –
Infrastructure
Business
Relationship
Manager (6)
IT Finance &
Commercial
Manager)
Information
Risk Manager
Programme &
Resource
Manager (2)
Information
Security
Architect
IT Project
Manager (3)
Service
Quality
Manager
Technical
Operations
Manager –
Enterprise
Applications
Technical
Operations
Manager –
Airport
Systems
Technical
Operations
Manager –
Data Centre &
Storage
IT Strategy &
Innovation
Manager
IT Sourcing
Manager
Business
Continuity &
Disaster
Recovery
Manager (2)
Change &
Release
Manager (2)
Information
Security
Manager
Solution
Designer (3)
Service
Catalogue
Manager
Technical
Operations
Manager –
Networks
Infrastructure
Architect
IT Asset &
Configuration
Management
Data
Governance &
Knowledge
Manager(2)
Business
Analyst (4)
Technical
Operations
Manager –
Information
Security
Technical
Operations
Manager –
Workplace
Applications
Architect
Quality & Test
Manager (2)
Business
Process
Architect
Workforce Transformation Strategy
A workforce transformation strategy will need to be implemented to
achieve the target IT Organisation Structure
Achieving the new IT operating model over a period
of time will require the implementation of a workforce
transformation strategy.
Key steps to adjusting the workforce composition and
shape could include:
•Direct Assignment - Identifying IT staff who are
appropriate in their current roles and can continue
to function in the new IT operating model without
interventions
•Modified Assignment - Modifying roles of certain
staff who would be able to operate in new roles in
the new IT operating model without interventions
•Internal Redeployment - Redeploying / shifting
staff to suitable roles within ACSA outside of IT
•Re-skilling - Assigning existing staff to new roles
and developing their skills / providing training to
operate in these new roles
•New Appointment - Advertising to fill role gaps
with new staff (internally and externally)
•External Redeployment - Redeploying / shifting
staff to outsourced partners (with conditions for
their development and careers)
•Natural Attrition – reducing staff establishment as
staff resign (i.e. not filling vacancies)
•Voluntary Severance – reducing establishment
through voluntary separation (employee choice)
14
Office of the CIO
ACSA Business
SLAs
Service
Management &
Operations
Service
Development
Systems
Integration
D
a
t
a
C
e
n
t
r
e
S
e
r
v
ic
e
D
e
s
k
N
e
t
w
o
r
k
s
W
o
r
k
p
la
c
e
Technology Platform
Build and Run
O
r
a
c
le
O
E
M
S
t
r
a
t
e
g
ic
P
a
r
t
n
e
r
s
h
ip
Infrastructure Operations
Build and Run
C
h
a
n
n
e
ls
C
o
m
m
e
r
c
ia
l
O
p
e
r
a
t
io
n
s
A
ir
p
o
r
t
O
p
e
r
a
t
io
n
s
C
o
r
p
o
r
a
t
e
C
o
r
e
SLAs SLAs
ACSA retained IT Externally sourced
A workforce transformation strategy will need to be implemented to
achieve the target IT Organisation Structure
Achieving the new IT operating model over a period
of time will require the implementation of a workforce
transformation strategy.
Key steps to adjusting the workforce composition and
shape could include:
•Direct Assignment - Identifying IT staff who are
appropriate in their current roles and can continue
to function in the new IT operating model without
interventions
•Modified Assignment - Modifying roles of certain
staff who would be able to operate in new roles in
the new IT operating model without interventions
•Internal Redeployment - Redeploying / shifting
staff to suitable roles within ACSA outside of IT
•Re-skilling - Assigning existing staff to new roles
and developing their skills / providing training to
operate in these new roles
•New Appointment - Advertising to fill role gaps
with new staff (internally and externally)
•External Redeployment - Redeploying / shifting
staff to outsourced partners (with conditions for
their development and careers)
•Natural Attrition – reducing staff establishment as
staff resign (i.e. not filling vacancies)
•Voluntary Severance – reducing establishment
through voluntary separation (employee choice)
14
Office of the CIO
ACSA Business
SLAs
Service
Management &
Operations
Service
Development
Systems
Integration
D
a
t
a
C
e
n
t
r
e
S
e
r
v
ic
e
D
e
s
k
N
e
t
w
o
r
k
s
W
o
r
k
p
la
c
e
Technology Platform
Build and Run
O
r
a
c
le
O
E
M
S
t
r
a
t
e
g
ic
P
a
r
t
n
e
r
s
h
ip
Infrastructure Operations
Build and Run
C
h
a
n
n
e
ls
C
o
m
m
e
r
c
ia
l
O
p
e
r
a
t
io
n
s
A
ir
p
o
r
t
O
p
e
r
a
t
io
n
s
C
o
r
p
o
r
a
t
e
C
o
r
e
SLAs SLAs
ACSA retained IT Externally sourced
Themes Y1 Y2-Y5 OpEx CapEx
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed
IT operating
model (including
SM & SI
capabilities)
Year 1:
R 33M -
Implement retained IT functions, establish capabilities and
processes
Execute the workforce transformation strategy (including
skills and knowledge transfer)
Shape project
portfolio and
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
R 137 M
(R 27 M per
year)
Year 1:
R 190M
Year 2-5:
R 329M
Execute prioritised build programme**
Optimise Channels
Optimise Information Mgmt. & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Core
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Year 1:
TBC
(Determine
actual run
OPEX
once design is
complete
Implement outsourced services model**
Outsource Service Desk
Outsource Infrastructure Stabilisation and Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it sticks
Design
organisational
change
management
Communicate and raise awareness
Year 1:
R 2.5 MProvide support, training and development to staff
Implement measurement and course correction mechanisms
R 247 M R 207 M R 133 M R 75 M R 30 M R 173 M R519 M
R 718 M
IT Roadmap
The ACSA IT Roadmap has four key themes that address the As-Is
gaps and enable the To-Be state
15
•IT Operating Model Detailed
•Enterprise Architecture defined / reshaped
Project Portfolio / outsourced service model
•Change Management Plan
•Implemented IT Operating Model
•Outsourced Service Management and
Operations
•Implemented Change Program
•Solutions Optimised / Implementations in-flight
Innovative and
Business focussed
IT Capability
Cost effective
outsourced IT
operations
Sustainable and
managed change
Key Milestones
Digital Customer Experience Digital Partner Channels
CRMDigital Market
ERPResilience
Warehouse Analytics
PassengerSecurityPIDS
KM
GeoVideo Analytics
Digital Employee
Billing / POS
Master Data
Unified Comms
Detailed IT
transformation
plan
** Staggered
based on prioritisation
3 months
Integrated,
Intelligent Digital
Airport Platforms
** Staggered
based on prioritisation
* Cost estimate excludes VAT & existing annual
IT Budget (OPEX) costs; includes 6.5%
inflationary adjustment (PPI)
Full IT Operating
Model “Go-Live”
Note : update to this
slide in Phase 3
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed
IT operating
model (including
SM & SI
capabilities)
Year 1:
R 33M -
Implement retained IT functions, establish capabilities and
processes
Execute the workforce transformation strategy (including
skills and knowledge transfer)
Shape project
portfolio and
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
R 137 M
(R 27 M per
year)
Year 1:
R 190M
Year 2-5:
R 329M
Execute prioritised build programme**
Optimise Channels
Optimise Information Mgmt. & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Core
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Year 1:
TBC
(Determine
actual run
OPEX
once design is
complete
Implement outsourced services model**
Outsource Service Desk
Outsource Infrastructure Stabilisation and Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it sticks
Design
organisational
change
management
Communicate and raise awareness
Year 1:
R 2.5 MProvide support, training and development to staff
Implement measurement and course correction mechanisms
R 247 M R 207 M R 133 M R 75 M R 30 M R 173 M R519 M
R 718 M
IT Roadmap
The ACSA IT Roadmap has four key themes that address the As-Is
gaps and enable the To-Be state
15
•IT Operating Model Detailed
•Enterprise Architecture defined / reshaped
Project Portfolio / outsourced service model
•Change Management Plan
•Implemented IT Operating Model
•Outsourced Service Management and
Operations
•Implemented Change Program
•Solutions Optimised / Implementations in-flight
Innovative and
Business focussed
IT Capability
Cost effective
outsourced IT
operations
Sustainable and
managed change
Key Milestones
Digital Customer Experience Digital Partner Channels
CRMDigital Market
ERPResilience
Warehouse Analytics
PassengerSecurityPIDS
KM
GeoVideo Analytics
Digital Employee
Billing / POS
Master Data
Unified Comms
Detailed IT
transformation
plan
** Staggered
based on prioritisation
3 months
Integrated,
Intelligent Digital
Airport Platforms
** Staggered
based on prioritisation
* Cost estimate excludes VAT & existing annual
IT Budget (OPEX) costs; includes 6.5%
inflationary adjustment (PPI)
Full IT Operating
Model “Go-Live”
Note : update to this
slide in Phase 3
Contents
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
16
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
16
Implementation Plan
17
Implementing the IT Roadmap should be prioritised to enable value
creation and to transition to a world leading digital airport business
Package 1 –Capability Transformation Support
•Transform IT Capabilities, Structures, Workforce and Transition to
a Services Orientation (including skills and knowledge transfer)
•Establish ACSA SI Capability (establish framework and capability
for ACSA to play Systems Integration role (Project Management,
Solution Architecture / Design, User Experience Design, Testing);
augment ACSA SI capability in short term)
•Design Outsourced Services Model
•Shape Project Portfolio & Enterprise Architecture ( Planning,
Requirements Gathering, Budget and Funding Approvals, Project
Evaluation & Prioritisation, Build & Run Transaction Design)
•Establish and execute Change Management Capability (establish
framework & capability for ACSA to manage change)
•Transformation support partner will not be involved any
procurement activities
Package 2 – Technology Platform Build and Run
•Execute build programme across Enterprise Architecture
(Channels, Information Management & Analytics, ERP,
Commercial Operations, Airport Operations and Corporate Core)
•Includes Detailed Design (with User Experience), Solution
Development and Testing
Package 3 – Infrastructure Operations Build and Run
•Outsource day to day Operations and Maintenance of Service
Management (including Service Desk) and Infrastructure (Data
Centre, Storage, Network and Workplace)
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
Note : update to this
slide in Phase 3
17
Implementing the IT Roadmap should be prioritised to enable value
creation and to transition to a world leading digital airport business
Package 1 –Capability Transformation Support
•Transform IT Capabilities, Structures, Workforce and Transition to
a Services Orientation (including skills and knowledge transfer)
•Establish ACSA SI Capability (establish framework and capability
for ACSA to play Systems Integration role (Project Management,
Solution Architecture / Design, User Experience Design, Testing);
augment ACSA SI capability in short term)
•Design Outsourced Services Model
•Shape Project Portfolio & Enterprise Architecture ( Planning,
Requirements Gathering, Budget and Funding Approvals, Project
Evaluation & Prioritisation, Build & Run Transaction Design)
•Establish and execute Change Management Capability (establish
framework & capability for ACSA to manage change)
•Transformation support partner will not be involved any
procurement activities
Package 2 – Technology Platform Build and Run
•Execute build programme across Enterprise Architecture
(Channels, Information Management & Analytics, ERP,
Commercial Operations, Airport Operations and Corporate Core)
•Includes Detailed Design (with User Experience), Solution
Development and Testing
Package 3 – Infrastructure Operations Build and Run
•Outsource day to day Operations and Maintenance of Service
Management (including Service Desk) and Infrastructure (Data
Centre, Storage, Network and Workplace)
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
Note : update to this
slide in Phase 3
18
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
Work Package 1 – Scope of Work Budget Estimate*
Design detailed IT operating model 4 864 200
Implement retained IT functions (including skills and
knowledge transfer)
9 147 600
Enterprise IT services transition & workforce transformation 14 592 600
Shape project portfolio & architecture 4 328 500
Design outsources services model 3 339 600
Design organisational change management and augment IT
change management capability (Y1)
2 468 400
Total R 38 740 900
The objective of Work Package 1 is to quickly transform
the ACSA IT operating model to be sustainable, finalise
detailed build and run designs and to lay the foundation
for delivering sustainable change and business value
Work Package 1 Scope of Work
Work Package 1 will quickly transform the ACSA IT operating model
to be sustainable, finalise detailed build and run designs and lay the
foundation for delivering sustainable change and business value
* Cost estimate excludes VAT & existing annual IT Budget (OPEX) costs; includes
6.5% inflationary adjustment (PPI)
Note : update to this
slide in Phase 3
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
Work Package 1 – Scope of Work Budget Estimate*
Design detailed IT operating model 4 864 200
Implement retained IT functions (including skills and
knowledge transfer)
9 147 600
Enterprise IT services transition & workforce transformation 14 592 600
Shape project portfolio & architecture 4 328 500
Design outsources services model 3 339 600
Design organisational change management and augment IT
change management capability (Y1)
2 468 400
Total R 38 740 900
The objective of Work Package 1 is to quickly transform
the ACSA IT operating model to be sustainable, finalise
detailed build and run designs and to lay the foundation
for delivering sustainable change and business value
Work Package 1 Scope of Work
Work Package 1 will quickly transform the ACSA IT operating model
to be sustainable, finalise detailed build and run designs and lay the
foundation for delivering sustainable change and business value
* Cost estimate excludes VAT & existing annual IT Budget (OPEX) costs; includes
6.5% inflationary adjustment (PPI)
Note : update to this
slide in Phase 3
Work Package 2 Scope of Work
19
The analysis of the existing application architecture has revealed
opportunities for simplification as well as extension of capabilities
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
The objective of Work Package 2 is to provide to
business a wave of new and innovative capabilities that
will assist to transform ACSA into a world leading digital
airports company. Other initiatives simplify and
standardise the IT platform to reduce complexity and
accelerate service delivery
* Cost estimate excludes VAT & existing/new annual IT Budget (OPEX) costs;
includes 6.5% inflationary adjustment (PPI)
Work Package 2 – Scope of
Work
Professional
fees
Hardware /
Software
Budget Estimate*
Manage the build projects,
designs and testing
137 020 500 - 137 020 500
Optimise Channels 31 072 1497 070 000 38 142 149
Optimise Information
Management & Analytics
48 969 6399 700 000 62 457 264
Optimise Commercial
Operations
62 828 32011 400 000 58 669 639
Optimise Airport Operations 52 857 2649 600 000 74 228 320
Optimise Corporate Core 87 416 92517 600 000 105 016 925
Oracle 181 458 181 181 458 181
Total 601 622 98055 370 000 R 656 992 980
19
The analysis of the existing application architecture has revealed
opportunities for simplification as well as extension of capabilities
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
The objective of Work Package 2 is to provide to
business a wave of new and innovative capabilities that
will assist to transform ACSA into a world leading digital
airports company. Other initiatives simplify and
standardise the IT platform to reduce complexity and
accelerate service delivery
* Cost estimate excludes VAT & existing/new annual IT Budget (OPEX) costs;
includes 6.5% inflationary adjustment (PPI)
Work Package 2 – Scope of
Work
Professional
fees
Hardware /
Software
Budget Estimate*
Manage the build projects,
designs and testing
137 020 500 - 137 020 500
Optimise Channels 31 072 1497 070 000 38 142 149
Optimise Information
Management & Analytics
48 969 6399 700 000 62 457 264
Optimise Commercial
Operations
62 828 32011 400 000 58 669 639
Optimise Airport Operations 52 857 2649 600 000 74 228 320
Optimise Corporate Core 87 416 92517 600 000 105 016 925
Oracle 181 458 181 181 458 181
Total 601 622 98055 370 000 R 656 992 980
Work Package 3 Scope of Work
20
Work Package 3 seeks to realise efficiencies and cost savings
through strategic sourcing
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
Work Package 3 – Scope of Work Budget Estimate*
Outsource Service Desk (Service Management)
TBC
Procurement to be
completed internally
or a transaction
partner can be
appointed at a
nominal fee.
Estimated R2-5m
Outsource Infrastructure Stabilisation and Maintenance
Total
The objective of Work Package 3 is to outsource
infrastructure operations in order to realise efficiencies
and cost savings through strategic sourcing
20
Work Package 3 seeks to realise efficiencies and cost savings
through strategic sourcing
Package 1 Package 2 Package 3
Transforming ACSA’s IT Operating Model and
implementing the IT Strategy Roadmap can be
achieved through three implementation work
packages
Themes Y1 Y2 – Y5
Transform IT
Operating Model
Establish credibility and
relevance of IT
Design detailed IT
operating model
(including SM &
SI capabilities
Implement retained IT functions,
establish capabilities and processes
Execute the workforce transformation
strategy
Shape project
portfolio &
architecture
Optimise
Architecture
Optimise the enterprise
architecture to innovate
and enable a world-
leading digital airport
business
Manage the build projects, designs and testing
Execute prioritised build programme**
Optimise Channels
Optimise Information Management & Analytics
Optimise Commercial Operations
Optimise Airport Operations
Optimise Corporate Shared Services
Outsource IT
Operations
Realise efficiencies and
cost savings through
strategic sourcing
Design
outsourced
services model
Implement outsourced service model**
Outsource Service Desk
Outsource Infrastructure Stabilisation & Maintenance
Outsource Applications Maintenance
Enable Sustainable
Change
Proactively manage the
change to ensure it
sticks
Design
organisational
change
management
Communicate and raise awareness
Provide support, training & development
to staff
Implement measurement and course
correction mechanisms
3M
Work Package 3 – Scope of Work Budget Estimate*
Outsource Service Desk (Service Management)
TBC
Procurement to be
completed internally
or a transaction
partner can be
appointed at a
nominal fee.
Estimated R2-5m
Outsource Infrastructure Stabilisation and Maintenance
Total
The objective of Work Package 3 is to outsource
infrastructure operations in order to realise efficiencies
and cost savings through strategic sourcing
Requirement for Strategic Partners
21
Strategic Partners are required to help us transform our capabilities,
modernise our technology platform and optimise our infrastructure
operations
WORK PACKAGE 1
Capability Transformation Support
•Transformation support partner
required as an interim solution to
augment capacity and transform
current IT capabilities
•Transformation support partner
provides services for a limited
duration i.e. approx. 12 months
WORK PACKAGE 2
Technology Platform Build and Run
•Oracle to be appointed as strategic
partner fully accountable to optimise,
build and run ERP and Analytics and
to integrate across technology
platform (using a ACSA approved
systems integrator)
•Best of breed partners appointed in
other technology platform towers to
execute and implement projects
Capability Transformation Support PartnerTechnology Platform Partners
Office of the CIO
ACSA Business
SLAs
Service
Management &
Operations
Service
Development
Systems
Integration
D
a
t
a
C
e
n
t
r
e
S
e
r
v
ic
e
D
e
s
k
N
e
t
w
o
r
k
s
W
o
r
k
p
la
c
e
Infrastructure Operations Partner
WORK PACKAGE 3
Infrastructure Operations
Build and Run
•Infrastructure towers to be
outsourced to a single
accountable partner, with
subcontractors as needed
to deliver required build
and run services
•Service to be managed
through strict SLAs with
standard penalties
Technology Platform
Build and Run
O
r
a
c
le
O
E
M
S
t
r
a
t
e
g
ic
P
a
r
t
n
e
r
s
h
ip
Infrastructure Operations
Build and Run
C
h
a
n
n
e
ls
C
o
m
m
e
r
c
ia
l
O
p
e
r
a
t
io
n
s
A
ir
p
o
r
t
O
p
e
r
a
t
io
n
s
C
o
r
p
o
r
a
t
e
C
o
r
e
SLAs SLAs
21
Strategic Partners are required to help us transform our capabilities,
modernise our technology platform and optimise our infrastructure
operations
WORK PACKAGE 1
Capability Transformation Support
•Transformation support partner
required as an interim solution to
augment capacity and transform
current IT capabilities
•Transformation support partner
provides services for a limited
duration i.e. approx. 12 months
WORK PACKAGE 2
Technology Platform Build and Run
•Oracle to be appointed as strategic
partner fully accountable to optimise,
build and run ERP and Analytics and
to integrate across technology
platform (using a ACSA approved
systems integrator)
•Best of breed partners appointed in
other technology platform towers to
execute and implement projects
Capability Transformation Support PartnerTechnology Platform Partners
Office of the CIO
ACSA Business
SLAs
Service
Management &
Operations
Service
Development
Systems
Integration
D
a
t
a
C
e
n
t
r
e
S
e
r
v
ic
e
D
e
s
k
N
e
t
w
o
r
k
s
W
o
r
k
p
la
c
e
Infrastructure Operations Partner
WORK PACKAGE 3
Infrastructure Operations
Build and Run
•Infrastructure towers to be
outsourced to a single
accountable partner, with
subcontractors as needed
to deliver required build
and run services
•Service to be managed
through strict SLAs with
standard penalties
Technology Platform
Build and Run
O
r
a
c
le
O
E
M
S
t
r
a
t
e
g
ic
P
a
r
t
n
e
r
s
h
ip
Infrastructure Operations
Build and Run
C
h
a
n
n
e
ls
C
o
m
m
e
r
c
ia
l
O
p
e
r
a
t
io
n
s
A
ir
p
o
r
t
O
p
e
r
a
t
io
n
s
C
o
r
p
o
r
a
t
e
C
o
r
e
SLAs SLAs
Rationale for Using Strategic Partners
Private and public organisations alike leverage strategic partners to
provide the capabilities required to drive the transformation agenda
•Standard Bank – External transformation partner driving overall cost transformation agenda,
delivering some capabilities whilst managing third parties as need to deliver on outcomes
•Eskom – External transformation partner to design overall transformation intervention and coordinate
and work with third parties as needed
•Telkom – Appointed a Independent Services Integrator (ISI) who bolster CIO organisation to ensure
strategic intent and architectural direction is maintained
•South African Revenue Service – Designed a modernisation programme and appointed a single
industry partner with full accountability for projects delivered through programme. Modernisation
programme vendor would work with required vendors as needed to deliver required value
•Department of Labour, Department of Public Works – Single vendor to design transformation
strategy and drive retained capability transformation
•Nedbank – Appointed a partner to assist in the transformation of the infrastructure environment and
service management function
•Department of Home Affairs – Appointed a systems integration partner for the modernisation of core
transactional systems
22
Leading practice is for organisations to leverage the proven experience of strategic
partners to help drive their transformation
Private and public organisations alike leverage strategic partners to
provide the capabilities required to drive the transformation agenda
•Standard Bank – External transformation partner driving overall cost transformation agenda,
delivering some capabilities whilst managing third parties as need to deliver on outcomes
•Eskom – External transformation partner to design overall transformation intervention and coordinate
and work with third parties as needed
•Telkom – Appointed a Independent Services Integrator (ISI) who bolster CIO organisation to ensure
strategic intent and architectural direction is maintained
•South African Revenue Service – Designed a modernisation programme and appointed a single
industry partner with full accountability for projects delivered through programme. Modernisation
programme vendor would work with required vendors as needed to deliver required value
•Department of Labour, Department of Public Works – Single vendor to design transformation
strategy and drive retained capability transformation
•Nedbank – Appointed a partner to assist in the transformation of the infrastructure environment and
service management function
•Department of Home Affairs – Appointed a systems integration partner for the modernisation of core
transactional systems
22
Leading practice is for organisations to leverage the proven experience of strategic
partners to help drive their transformation
Alternative Sourcing Considerations
The next steps take into consideration the availability of various
bidding options relevant to the IT Roadmap
23
Sourcing options for IT Roadmap
Option 1 Use a sole source service provider approach for work package 1 and competitive bids to appoint Oracle as
fully accountable strategic transformation partner (using an ACSA approved systems integrator), technology
platform partners (additional capabilities in work package 2) and an infrastructure partner (work package 3)
Option 2 Use a restricted bid to appoint transformation support partner to execute work package 1 (restricted to quotes
from 3 service providers with no preclusion clause) and initiate competitive bid to appoint a single vendor (with
subcontracting third party vendors as needed) to be fully accountable for and execute work packages 2 and 3
Option 3 Use a competitive bid to appoint a single vendor (with subcontracting third party vendors as needed) to
execute the entire IT Roadmap (work packages 1, 2 and 3)
Option 4 Use a competitive bid to appoint a strategic partner to execute work packages 1 and 2 and another
competitive bid to appoint an infrastructure operations partner (work package 3)
IT has considered the following alternative sourcing options that are relevant to appoint Strategic
Partners in the best interest of ACSA:
Note : update to this
slide in Phase 3
The next steps take into consideration the availability of various
bidding options relevant to the IT Roadmap
23
Sourcing options for IT Roadmap
Option 1 Use a sole source service provider approach for work package 1 and competitive bids to appoint Oracle as
fully accountable strategic transformation partner (using an ACSA approved systems integrator), technology
platform partners (additional capabilities in work package 2) and an infrastructure partner (work package 3)
Option 2 Use a restricted bid to appoint transformation support partner to execute work package 1 (restricted to quotes
from 3 service providers with no preclusion clause) and initiate competitive bid to appoint a single vendor (with
subcontracting third party vendors as needed) to be fully accountable for and execute work packages 2 and 3
Option 3 Use a competitive bid to appoint a single vendor (with subcontracting third party vendors as needed) to
execute the entire IT Roadmap (work packages 1, 2 and 3)
Option 4 Use a competitive bid to appoint a strategic partner to execute work packages 1 and 2 and another
competitive bid to appoint an infrastructure operations partner (work package 3)
IT has considered the following alternative sourcing options that are relevant to appoint Strategic
Partners in the best interest of ACSA:
Note : update to this
slide in Phase 3
Next Steps
24
In order to maintain the momentum of Project Ndizani, ARC’s
support is requested for the 3 key actions to be taken
1.Appoint a transformation support partner using a sole service provider approach
to quickly transform the ACSA IT operating model to be sustainable, finalise detailed
build and run designs, enable the IT Transformation Office and to lay the foundation for
delivering sustainable change and business value
2.Create an IT Transformation Office with the support of the appointed transformation
partner to cohesively manage and co-ordinate the execution of the IT Roadmap, i.e. an
ACSA governance mechanism comprising IT and business representatives who will be
ultimately responsible for implementing the IT Roadmap and related decision making
3.Appoint Oracle as a strategic transformation partner (using an ACSA approved
systems integrator) given ACSA’s commitment to the technology platform and use a
competitive bidding process for additional application and infrastructure
capability partners
Note : update to this
slide in Phase 3
24
In order to maintain the momentum of Project Ndizani, ARC’s
support is requested for the 3 key actions to be taken
1.Appoint a transformation support partner using a sole service provider approach
to quickly transform the ACSA IT operating model to be sustainable, finalise detailed
build and run designs, enable the IT Transformation Office and to lay the foundation for
delivering sustainable change and business value
2.Create an IT Transformation Office with the support of the appointed transformation
partner to cohesively manage and co-ordinate the execution of the IT Roadmap, i.e. an
ACSA governance mechanism comprising IT and business representatives who will be
ultimately responsible for implementing the IT Roadmap and related decision making
3.Appoint Oracle as a strategic transformation partner (using an ACSA approved
systems integrator) given ACSA’s commitment to the technology platform and use a
competitive bidding process for additional application and infrastructure
capability partners
Note : update to this
slide in Phase 3
Step 1: Appoint Transformation Support Partner
Step 1 takes into consideration an analysis of the benefits and
limitations of the relevant appointment mechanisms across a
number of value dimensions for Work Package 1
25
Value Dimension Sole Service Provider Approach for Work Package 1 Competitive Bid for Work Package 1
Urgency / Timeliness Enables quicker time to begin to implement IT
Roadmap, benefits realised quicker
Time consuming, will result in delays in
implementing IT Roadmap and value realisation
Transaction SensitivityReduces risk of sensitive information being
exposed to more people by limiting access to a
single, trusted service provider (who is
contractually bound to maintain confidentiality)
Will expose sensitive internal information
related to current challenges and control
weaknesses to more people prematurely (prior
to them being fixed and without legal protection)
Policy Acceptability Approach complies with policy and regulations
(PFMA, Treasury SCM Guides) in these
exceptional circumstances
Approach complies with policy and regulations
Strength of Service
Provider
Approach a top-tier Strategy Consulting firm
with a global footprint and credentials /
experience which have been established
Able to source any of top-tier Strategy
Consulting firms with similar experience and
credentials on the open market
Actual Experience Use a service provider with a proven track
record in producing deliverables for ACSA on
time per the agreed schedule, within the
stipulated costs and with necessary levels of
high quality
Will result in working with unknown service
providers with limited real ACSA experience on
their ability to manage costs, quality and
schedules
Value for Money Reduce unnecessary costs by not having to
acclimatise / familiarise with ACSA methodology
/ environment / teams; improves probability of
achieving objectives
Uneconomical with high potential for rework as
new service provider will use different
methodology (not rely on work done); reduces
probability of achieving objectives timeously
Development
Commitments
Service Provider able to train / transfer skills to
ACSA staff earlier (no commencement lag), will
use empowerment partners for part of scope
Service Provider able to train / transfer skills to
ACSA staff however later (commencement lag),
use empowerment partners for part of scope
A Sole Service Provider approach to be used to appoint a Transformation Support Partner to execute
Work Package 1 of the IT Roadmap Implementation Plan
Note : update to this
slide in Phase 3
Step 1 takes into consideration an analysis of the benefits and
limitations of the relevant appointment mechanisms across a
number of value dimensions for Work Package 1
25
Value Dimension Sole Service Provider Approach for Work Package 1 Competitive Bid for Work Package 1
Urgency / Timeliness Enables quicker time to begin to implement IT
Roadmap, benefits realised quicker
Time consuming, will result in delays in
implementing IT Roadmap and value realisation
Transaction SensitivityReduces risk of sensitive information being
exposed to more people by limiting access to a
single, trusted service provider (who is
contractually bound to maintain confidentiality)
Will expose sensitive internal information
related to current challenges and control
weaknesses to more people prematurely (prior
to them being fixed and without legal protection)
Policy Acceptability Approach complies with policy and regulations
(PFMA, Treasury SCM Guides) in these
exceptional circumstances
Approach complies with policy and regulations
Strength of Service
Provider
Approach a top-tier Strategy Consulting firm
with a global footprint and credentials /
experience which have been established
Able to source any of top-tier Strategy
Consulting firms with similar experience and
credentials on the open market
Actual Experience Use a service provider with a proven track
record in producing deliverables for ACSA on
time per the agreed schedule, within the
stipulated costs and with necessary levels of
high quality
Will result in working with unknown service
providers with limited real ACSA experience on
their ability to manage costs, quality and
schedules
Value for Money Reduce unnecessary costs by not having to
acclimatise / familiarise with ACSA methodology
/ environment / teams; improves probability of
achieving objectives
Uneconomical with high potential for rework as
new service provider will use different
methodology (not rely on work done); reduces
probability of achieving objectives timeously
Development
Commitments
Service Provider able to train / transfer skills to
ACSA staff earlier (no commencement lag), will
use empowerment partners for part of scope
Service Provider able to train / transfer skills to
ACSA staff however later (commencement lag),
use empowerment partners for part of scope
A Sole Service Provider approach to be used to appoint a Transformation Support Partner to execute
Work Package 1 of the IT Roadmap Implementation Plan
Note : update to this
slide in Phase 3
Step 2: Create IT Transformation Office
26
Create an IT Transformation Office within ACSA comprising IT and
business representatives
An IT Transformation Office comprising IT and business representatives to be created with the support
of the appointed Transformation Support Partner to cohesively manage and co-ordinate the execution
of the IT Roadmap
Purpose
•To cohesively manage and co-ordinate the execution of the IT
Roadmap, i.e. an ACSA governance mechanism comprising
IT and business representatives who will be ultimately
responsible for overseeing the implementation of the IT
Roadmap and related key decision making
Functions
•To co-ordinate and manage the overall IT Roadmap
programme and organizational change to ensure projects are
managed, scope changes controlled and schedule adhered to
(delivering as expected on time). Additionally to manage and
control costs, quality of deliverables and ensure that risks are
managed and compliance assured
Representation
•Comprising IT and business representatives including or
nominated by ACSA executives who will be allocated
oversight tasks within the IT Transformation Office
Reporting
•Regular reporting to ACSA Corporate Governance bodies (IT
Steering Committee, Executive Committee (EXCO) and
Audit and Risk Committee (ARC))
* IT Transformation office structure will be confirmed and implemented as
part of Work Package 1
IT Transformation Office*
Schedule
and Scope
Management
Cost
Management
Quality
Management
Risk Assurance and
Compliance Management
Project Ndizani Steering
Committee
Business
Representatives
IT
Representatives
Programme
Management
Organisational Change
Management
Note : update to this
slide in Phase 3
26
Create an IT Transformation Office within ACSA comprising IT and
business representatives
An IT Transformation Office comprising IT and business representatives to be created with the support
of the appointed Transformation Support Partner to cohesively manage and co-ordinate the execution
of the IT Roadmap
Purpose
•To cohesively manage and co-ordinate the execution of the IT
Roadmap, i.e. an ACSA governance mechanism comprising
IT and business representatives who will be ultimately
responsible for overseeing the implementation of the IT
Roadmap and related key decision making
Functions
•To co-ordinate and manage the overall IT Roadmap
programme and organizational change to ensure projects are
managed, scope changes controlled and schedule adhered to
(delivering as expected on time). Additionally to manage and
control costs, quality of deliverables and ensure that risks are
managed and compliance assured
Representation
•Comprising IT and business representatives including or
nominated by ACSA executives who will be allocated
oversight tasks within the IT Transformation Office
Reporting
•Regular reporting to ACSA Corporate Governance bodies (IT
Steering Committee, Executive Committee (EXCO) and
Audit and Risk Committee (ARC))
* IT Transformation office structure will be confirmed and implemented as
part of Work Package 1
IT Transformation Office*
Schedule
and Scope
Management
Cost
Management
Quality
Management
Risk Assurance and
Compliance Management
Project Ndizani Steering
Committee
Business
Representatives
IT
Representatives
Programme
Management
Organisational Change
Management
Note : update to this
slide in Phase 3
Step 3 : Appoint Build and Run Partners
27
Use competitive bids to appoint Oracle, Technology Platform
Partners and an Infrastructure Partner to manage and execute our
prioritised build and run program
Key Considerations
1.Empowerment Requirements
Technology Platform and Infrastructure Operations Partners appointed must be committed to Empowerment (have a satisfactory
BBBEE rating). Additionally must allocate a minimum of 30% of Work Packages 2 and 3 to Empowerment Partners (black owned
sub-contractors) who will be selected jointly by ACSA and the Strategic Partner
2.Approval in Principle of Work Package 2 and 3 costs
The Budget Estimate for Work Packages 2 and 3 will be refined and confirmed during Work Package 1 (during the “Shape project
portfolio and architecture” activity) – support in principle is thus sought for this estimate with exact costs to be approved by the IT
Transformation Office, COO, CFO and EXCO when they become known (we expect much of the initial spend will come from
reprioritising existing approved budget and that long term cost savings will ultimately reduce the current trajectory of IT spend)
Use Open Tenders (Competitive Bids) to appoint Oracle, Technology Platform Partners and an
Infrastructure Partner to manage and execute our prioritised build and run program to modernise our
technology platform and optimise our infrastructure operations (Work Packages 2 and 3)
•Oracle appointed as strategic partner fully accountable to optimise, build and run
ERP and Analytics and to integrate across technology platform (using ACSA
approved systems integrator)
•Best of breed partners appointed in other technology platform towers to execute
and implement projects
•Infrastructure towers to be outsourced to a single accountable partner, with
subcontractors as needed to deliver required build and run services
•Services to be managed through strict SLAs with standard penalties
27
Use competitive bids to appoint Oracle, Technology Platform
Partners and an Infrastructure Partner to manage and execute our
prioritised build and run program
Key Considerations
1.Empowerment Requirements
Technology Platform and Infrastructure Operations Partners appointed must be committed to Empowerment (have a satisfactory
BBBEE rating). Additionally must allocate a minimum of 30% of Work Packages 2 and 3 to Empowerment Partners (black owned
sub-contractors) who will be selected jointly by ACSA and the Strategic Partner
2.Approval in Principle of Work Package 2 and 3 costs
The Budget Estimate for Work Packages 2 and 3 will be refined and confirmed during Work Package 1 (during the “Shape project
portfolio and architecture” activity) – support in principle is thus sought for this estimate with exact costs to be approved by the IT
Transformation Office, COO, CFO and EXCO when they become known (we expect much of the initial spend will come from
reprioritising existing approved budget and that long term cost savings will ultimately reduce the current trajectory of IT spend)
Use Open Tenders (Competitive Bids) to appoint Oracle, Technology Platform Partners and an
Infrastructure Partner to manage and execute our prioritised build and run program to modernise our
technology platform and optimise our infrastructure operations (Work Packages 2 and 3)
•Oracle appointed as strategic partner fully accountable to optimise, build and run
ERP and Analytics and to integrate across technology platform (using ACSA
approved systems integrator)
•Best of breed partners appointed in other technology platform towers to execute
and implement projects
•Infrastructure towers to be outsourced to a single accountable partner, with
subcontractors as needed to deliver required build and run services
•Services to be managed through strict SLAs with standard penalties
Contents
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
28
•Project Context
•IT Strategy and Roadmap
•Implementation Plan
•Summary
28
Summary
29
ARC support of Project Ndizani deliverables will help set in motion
ACSA’s 5-year Digital Journey
How we move from being an airports
business that runs technology…
…to being a digital business that runs
airports
ARC Support of IT
Strategy and IT Roadmap
ARC Support of IT
Roadmap Implementation
Plan and Next Steps
29
ARC support of Project Ndizani deliverables will help set in motion
ACSA’s 5-year Digital Journey
How we move from being an airports
business that runs technology…
…to being a digital business that runs
airports
ARC Support of IT
Strategy and IT Roadmap
ARC Support of IT
Roadmap Implementation
Plan and Next Steps
Tags
Categories
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