Integrated Airport Planning

The architecture of the overall solution MAPS focuses on three fundamental aspects: the integration of all basic planning areas, the decision-making orientation and the communication between the decision-makers.

Integrated Planning

Integration of Concept and Calculation Model

The integration of concept and calculation model refers to the linking of tools for the creation of verbal concepts (conceptual framework, checklists, etc.) with calculating instruments (forecasting and assessment models).

Integration of Objective Planning Components

The integration of the relevant planning components relates to the linkage of all the relevant airport planning areas (traffic development, personnel and technical ana- lysis capacities, financing, environmental and environmental effects) to form an overall model.

Integrated Processes

The integration of the processes includes the linking of all steps from the collection and analysis of basic statistical data, the derivation of alternative forecast calculations (possible development scenarios), the preparation of a strategic diagnosis of the current situation, the formulation of a development concept and the pursuit of strategy implementation.

Harmonization of Planning Levels

The harmonization of the planning levels includes the definition of objectives, the planning of individual business units or business segments, the coordination of the target results and partial results and the combination of the partial results with company and group results.

Comparison and Evaluation of Alternative Development Scenarios (Multidimensional Planning)

Multidimensionality in planning refers to the complete depiction of alternative development scenarios and plan variants (creation of a development scenario), the comparison of the results of alternative development scenarios and the evaluation of alternative possibilities of action.

Strategic Decisions

Each airport organization must make a variety of strategic decisions, each with a long-term impact on the company and the environment. Such decisions must be made on the basis of carefully prepared decision-making bases and agreed on with many partners and stakeholders.

Monetary Project and Strategy Evaluation
The analysis of profitability and financal feasability analyzes the question of whether a project or strategy is a) economically viable and b) financial feasable.

The overall economic valuation goes beyond this and asks the economic significance of a project or strategy, while also recording monetary aspects outside the company.

Holistic Project and Strategy Assessment
A holistic project or strategy assessment goes beyond purely monetary aspects and incorporates qualitative objectives into the assessment. To this end, the company’s targets are weighted according to the company’s value measures and measured using sector-specific key figures.

Collaborative Decisons

Collaborative decision-making models based on a holistic project and strategy assessment provide the opportunity to evaluate decisions about projects or strategy approaches from the perspective of external stakeholders. This gives an overall picture of all views and a clearer picture of different points of view.