Bar-Coded Boarding Passes (BCBP) Implementation guide - IATA
Bar-Coded Boarding Passes (BCBP) Implementation guide - IATA
Bar-Coded Boarding Passes (BCBP) Implementation guide - IATA
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4. IMPLEMENTING A <strong>BCBP</strong> PROJECT<br />
This section provides our recommendations for managing the <strong>BCBP</strong> implementation project. One<br />
key issue is to have a team in place with a proper organisation. It is especially true for a <strong>BCBP</strong><br />
project as it involves multiple disciplines in the company and multiple external stakeholders, all<br />
with different motivations. Everyone must understand one’s roles and responsibilities.<br />
4.1. The project team<br />
A <strong>BCBP</strong> project requires various skills and expertise. One needs to make sure that those<br />
resources are available for the project and that the roles and the responsibilities of each<br />
participant are clearly defined. Typical reasons for slow and uncoordinated projects include:<br />
o Lack of structure<br />
o Lack of definition of the project<br />
o Missing roles and responsibilities<br />
o Missing executive level sponsorship<br />
4.1.1. Participants<br />
The project team will consist of participants coming mainly from 7 departments within the<br />
company (see fig. 10). Those persons should dedicate fully or partly to the project and an<br />
executive level officer should sponsor the project.<br />
2- Marketing /<br />
Communications<br />
3- Finance<br />
8- Chief Officer<br />
7- IT Services<br />
1- <strong>BCBP</strong> Project Manager<br />
4- Human<br />
Resources /<br />
training<br />
6- e-business<br />
5- Passenger<br />
Services /<br />
Operations<br />
Figure 10 - Organisation of the project team<br />
4 th edition - June 2009 - www.iata.org/stb/bcbp 19/128
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