Digitalization Of The Aerotropolis

In the post-COVID era, we are witnessing a tremendous jump in demand for air-travel, far exceeding forecasts. This burgeoning demand has put immense pressure on airport infrastructure assets. Many asset owners/operators are looking for opportunities to improve efficiency and throughput, not just on the airside (runways, aprons, taxi ways, etc.) but also on landside infrastructure (terminals and supporting infrastructure). Be it a broken conveyor belt at a luggage processing facility or an out of commission runway due to a deferred maintenance regime, such outages can have a significant impact on the airport’s overall performance and user experience. 

On January 11, 2023, an outage in the national NOTAM system delayed over 7,000 flights and resulted in more than 1,000 cancellations across the United States before the system was restored. Airports in Chicago, Los Angeles, New York and Atlanta suffered up to a 40% delay in flights. On a separate occasion, an outage of telecommunications infrastructure equipment at the Chicago Air Route Traffic Control Center (ARTCC) affected thousands of flights at O’Hare International Airport and induced substantial delays at the neighboring Cleveland, Minneapolis, Indianapolis and Kansas City ARTCCs. The disruption lasted for two weeks, and the airlines and aviation stakeholders reportedly lost over $350 million USD.  

Incidents like these happen around the world every day and highlight the extent and severity of service disruptions (and the underlying steep economic costs) faced by airport operators and travelers in their environment. Digital twins are capable of harnessing various streams of data and delivering predictive forecasts that can help airport operators avoid these types of interruptions to critical systems.   

Digitizing Aviation Infrastructure 

Airports depend on data to ensure smooth operations and a seamless travel experience. The ability to aggregate and visualize data from various systems enables timely decisions, proactive management of systems and assets, and avoids expensive repairs. Among the vast array of digital tools at the disposal of airport operators, digital twins are proving to be essential in aggregating, analyzing, and visualizing the status of various infrastructure components that keep airport complexes performing optimally. The digital twin environment not only offers an instant and comprehensive view of what is happening across systems and subsystems, but also provides insight into patterns and failures through simulations. This gives operators the ability to forecast catastrophic failures by using artificial intelligence and machine learning algorithms to parse through mounds of data pouring in from sensor suites and disparate systems. 

Technology Is In Our DNA 

In what is considered a world first, our Parsons X digital experts are delivering a unique digital infrastructure platform solution for one of the largest airports in the US (and one of the busiest in the world). The solution captures data from both airside and landside systems to deliver a unique, real-time view of components through a “single pane of glass” interface, enabling the optimization of the airport’s performance. The digital twin helped establish an up-to-date “smart campus” that is available 24/7 and integrated into a variety of critical engineering technology, information technology, and operation technology systems for planning, construction, operations, and maintenance of both facilities and civil infrastructure. The digital twin is hosted on a cloud-based platform and links to geographic information system (GIS) services, computer-aided design (CAD), building information modeling (BIM), enterprise asset management (EAM) systems, a Part 139 airside inspection database, weather station and embedded sensor data to provide a live view into multiple systems.  

In today’s increasingly digital aviation environments, the lack of a digital twin could significantly expand the risk envelope for operators. It is difficult for decision-makers not to have real-time visibility into complex interlinked systems/assets that are working 24/7 and schedule preventive maintenance on deteriorating assets before a catastrophic failure, cascading devastating impacts across the operational domain.  

We’ve planned, designed, constructed, managed, enhanced, and sustained terminal, landside, and airside infrastructure for over 450 airports in 40 countries. Using our extensive international experience, we’ve tailored our digital twin solution to add tremendous value to every phase of the airport lifecycle through three key functionalities: data ingestion and aggregation, advanced analytics, real-time visualization and monitoring that enable airport operators to take action. Parsons X digital advisory empowers our clients to navigate their choices, identify priorities, and realize value from digital twin investments. 

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We’re all familiar with the traditional career path. You start a job at an entry-level position, and, if you’re lucky, one day your manager retires and then you become manager. But that model is outdated and limiting. Imagine if instead you could work with people from different areas of your company, at all levels; have one if not many mentors personally invested in your success; and explore completely different career paths as your interest in new things grows and you become proficient in new skills. What if all you had to do to create your own journey was raise your hand as new opportunities arose?

Our TSSC contract—more formally Federal Aviation Administration Technical Support Services Contract—is just one example of a Parsons job that launched many people in our company into leadership positions they never would’ve envisioned when they first started. The contract encompasses responsibility for program performance and client relationships across the FAA’s 12 regions and more than 450 airports throughout the US and its territories. The program’s primary goal is to support our nation’s evolution to a satellite-based navigation system as well as to maintain the critical functionality of our national airspace system.

Our TSSC contract is just one example of a Parsons job that launched many people in our company into leadership positions they never would’ve envisioned when they first started.”

Take Darnell Wagstaffe, who began on TSSC back in 2007, for example. Darnell believes that encouragement from leadership, internal programs designed for career growth, and teamwork are the driving factors for upward mobility at Parsons. And, when presented with a new challenge, he’s the first to raise his hand.

Now the senior vice president leading the TSSC contract as the national program manager, as well as the federal aviation sector manager, Darnell manages and runs the TSSC program, overseeing 11 regional managers and their functional support staff, and helps our business development groups identify new federal aviation opportunities.

Darnell hasn’t always served in management positions. He actually began his career as an electrical engineer. One of the great things about Parsons, Darnell says, is that “when I told somebody I was an engineer but wanted to be a project manager, no one told me that was ridiculous. Instead, they said, ‘Okay, this is what you need to do.’ Then they gave me the tools to do just that. Executive leadership has always encouraged transferring your skill sets to new jobs.” That’s part of Parsons’ leadership development philosophy, which has supported Darnell’s participation in programs that enabled him to do everything from learning basic skills, like negotiation, delivering formal presentations, and analysis of financial data, to assessing companywide issues, like how to bring our vertical construction capabilities from MEA into the US and how to export our transportation capabilities from the US to MEA.

Darnell fondly recalls a time in one such program. “We worked together as a team to formulate a plan of action, present our ideas to executives, and evaluate the results of our strategy.” A testament to the lasting value of that kind of collaboration is that Darnell still calls his teammates today, because their unique perspectives and subject matter expertise help him make the best decisions to solve complex problems.

Brett Shank is another TSSC contract alum who’s experienced tremendous career growth. He began with the TSSC program as an intern. Coincidentally, it was Darnell who Brett interned for. He says, “I consider Darnell family. He’s someone I can always call and rely on to give me an unbiased answer that’s in my best interest.”

Brett, who’s now a vice president and the business development lead for our aviation sector, explains that TSSC, like many of our other programs, is responsible for incredible opportunities for career growth because it’s so broad. He explains, “It’s not just a construction management role; it’s procurement, it’s commissioning and closeout, it’s as built— it’s the entire project life cycle.” Being exposed to all aspects of a capital improvement project, from inception to commissioning and closeout, enables employees to discover the work they most prefer.

Like Darnell, Brett has benefitted from our internal development philosophy, as well as our mentorship program, and from all the networking opportunities the TSSC program has afforded him. Someone he worked with on that contract got him into business development to begin with. He received guidance from the regional program manager for the Western Pacific region, enabling him to take over her role. And the network he was exposed to by being invited as a young, early career professional to attend the Construction Management Association of America conferences remains a source of support.

Brett says, “All those things combined are some of the best investments that Parsons has made in its employees. It’s fantastic, and I attribute a lot of what I consider a successful career to the investment that Parsons has made in me.”

I attribute a lot of what I consider a successful career to the investment that Parsons has made in me.”

Melissa Kletzker, who also worked on the TSSC contract, in HR, echoes Brett’s and Darnell’s experience with career growth. “I’ve never been told no when I’ve had an idea for how to make something better. And when things come around, like our Diversity, Equity, and Inclusion Council, I raise my hand and say, ‘Can I be part of this?’ ‘Can I help shape, create, and develop this, even if it’s outside of my typical job duties?’”

Because of the diversity of TSSC, Melissa has gone from supporting a project, to supporting a sector, to supporting a business unit, and now supports the enterprise. She’s been able to grow in her career from her initial HR function to the vice president of Internal Communications. “When I was part of the TSSC contract, I sat in on leadership meetings with the finance team and the safety team and the contracts team, so I picked up a lot more than just HR. I learned how all those functions intersect to make a program successful and profitable,” she explains.

Melissa was also given the opportunity to spend some time leading our Learning and Development team, where she gained a thorough understanding of how best to support a corporation at the enterprise level. She’s also had the opportunity to develop and lead initiatives that were not part of her job description, like the Parsons Fellows Program and our philanthropic program, Parsons Gives Back.

“TSSC is an example of a Parsons job where people can grow beyond the project. At a lot of organizations, you were either hired for this job or for this contract or scope. At Parsons, our leadership challenges and enables you to reach beyond your defined role and seek out new experiences that may launch you into a new position,” says Melissa.

The TSSC contract—and the success stories that have emerged from it—has proven that it’s possible chart your own career path here at Parsons. All you really have to do is remain curious, make friends, and be willing to learn. You’ll find the support you need, and you’ll have plenty of people invested in your personal happiness and growth who will guide you on your journey. Just be sure that when new opportunity strikes, no matter which direction it comes from, you’re the first to raise your hand.

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Travelers who put on their blue suede shoes and board a plane will touch down in the land of Delta Blues’ newly renovated Concourse B in the Memphis International Airport (MEM), where our team recently completed a five-year, $245 million modernization project.

In 2018, the Memphis International Airport contracted our team to renovate and expand Concourse B to accommodate their growing number of travelers and enhance the airport customer experience. With much of the original structure dating back to 1961, the project required complete demolition and reconstruction of the existing building and tarmac and included the relocation of the existing underground utilities. The scope of this effort included the structure rebuild, interior finishes, IT systems, HVAC system, electric and plumbing, and enhanced the structure’s safety through the installation of seismic bracing, which will prevent damage caused by earthquakes.

In addition, we also delivered 25 new passenger boarding bridges and an interior office space build-out for airline support operations, as well as tenant office and storage spaces on the tarmac level. The work included office areas, meeting rooms, storage areas, break rooms with counter/cabinet space, restrooms, etc.

The Memphis International Airport didn’t just entrust us with constructing their largest modernization project to date; they also utilized our industry-leading construction and program management services. We optimized every phase of the project through design management, project management, surveying, CAD services, inspections, utility locations for the Federal Aviation Administration (FAA) and airport facilities, change and cost management, maintenance and operator training, schedule management, and project closeouts. Although originally scheduled for completion in the Fall of 2021, we were able to keep the project moving toward completion through the unforeseen COVID-related issues such as supply chain and staffing.

The Memphis International Airport held its grand opening on February 15, 2022, and centralized all Concourses A and C operations into Concourse B. The 23 newly renovated gates accommodate 6 million passengers, 50% more than the pre-project. Now the primary concourse, Concourse B enhances the customer experience with its new smart tinting windows, wider and taller corridors, modern seating with charging stations, upscale restrooms, moving sidewalks, a stage for live music, a children’s play area, and new restaurants and shops.

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Our world is one of connections. Many of our connections, particularly in the world of pandemics, are virtual. FaceTime, Zoom, email, text – connections made possible by technology – are also at risk of cyberattack.

As gateways to cities, airports are critical connectors of people and communities. And airports and airlines, just like people, rely on connections made possible by technology to control security, keep passengers comfortable, refueling planes, and make sure baggage gets where it needs to go (most of the time!).

With those connections in mind, the Transportation Security Agency (TSA) has introduced new cybersecurity mandates to airport and airline operators to improve cybersecurity incident reporting and increase the cyber security of connected air systems.

TSA defines a cybersecurity incident as:

An event that, without lawful authority, jeopardizes, disrupts or otherwise impacts, or is reasonably likely to jeopardize, disrupt or otherwise impact, the integrity, confidentiality, or availability of computers, information or communications systems or networks, physical or virtual infrastructure controlled by computers or information systems, or information resident on the system. This definition includes an event that is under investigation or evaluation by the airport operator as a possible cybersecurity incident without final determination of the event’s root cause or nature (such as malicious, suspicious, benign).

What do airport security coordinators and airport directors need to consider as they work to prevent incidents while being prepared if they happen? With combined decades of experience anticipating and neutralizing cyber threats, our cyber experts offered some advice to airports and airlines working to comply with the new TSA requirements.

1. The National Institute of Standards and Technology (NIST) offers an excellent starting point with its Cybersecurity Framework. Designed to help organizations better understand their risks and improve their security, the framework includes five key points – identify risks, assets, and environment; protect data, control access, train employees, and maintain equipment; detect anomalies and events with continuous security monitoring; respond with communications, analysis, mitigation, and improvements; and recover by learning from the incident and improving systems moving forward.
2. As with anything, start from one: identify. Ask yourself and your team some questions – and if you don’t know the answers, start by finding them.
   • Do you know if there is a cybersecurity person at your airport? If there is, do you know who? When’s the last time you sat down for a chat?
   • Are cyber ops integrated into your emergency management plans? If you don’t have an incident response plan (IRP) yet, that’s a good place to start.
   • Who manages IT and OT systems or networks at your airport? What security technologies do you have in place to monitor and report cybersecurity incidents?

Do you need help managing cybersecurity at your airport? Our team has aviation and cyber experts at the ready to help you understand your needs and design a system unique to your airport.

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The aviation industry is facing a challenging moment – air travel has been particularly hard hit during the COVID-19 pandemic. Our teams are hard at work, helping airports continue innovating and delivering capital improvements to improve the travel experience for when people are ready to board again. Tom Topolski, executive vice president for our Connected Communities market, sat down with Catherine Cronin, our new aviation sector lead, to talk about what’s next for aviation.

Tom: Catherine, what are you most excited about when you think about the state of aviation today?

Catherine: At its base, our industry uses technology to facilitate travel. But we also use technology to make travel better – faster, easier, and hopefully less stressful. By integrating and connecting services with an eye toward the end-user, we can make air travel even better. From our perspective, the end user might be the passenger, owner, airline, or facility manager – but each has an important role to play in the industry, and it’s critical to improve the experience for everyone.

Tom: We all know that the aviation industry has been hit hard by the COVID-19 pandemic. As air travel slowly resumes, how are airports and airlines adapting?

Catherine: Airports and airlines have worked hard to understand the concerns of the employees and passengers and then quickly adapt, implement, and communicate changes that can address those concerns. Technology has played an important role – how can we use technology to help bring people back to the airport and get them comfortable with air travel again? Air travel will pick back up also, albeit with new patterns and challenges.

Tom: What are some of the biggest challenges facing the aviation industry?

Catherine: To the point of the last question – volatility is always a challenge, and COVID has certainly added to it. Beyond that, labor shortages are also a continuing issue; whether a shortage of pilots, engineers, architects, or skilled trades, there are not enough people going into the aviation industry in these types of careers. We need to do more to help feed the pipeline. Getting into schools early and helping plant the seed of interest in these types of careers is important. Joining together with our colleagues in public agencies is also important – neither public agencies nor private companies can face this challenge alone

Tom: What are you looking forward to digging into with the Parsons aviation team?

Catherine: Parsons has so much to offer, in aviation and beyond. I’m looking forward to working across the company to find unique solutions that can be applied in our industry help provide a full-service offering to airports, airlines, and agencies to help deliver a great passenger experience.

Tom: I saved the fun question for last – as an aviation industry expert, what’s your favorite airport? And why?

Catherine: As both a Jersey girl and former Port Authority of New York and New Jersey employee, I might be a bit biased, but I would say Newark (EWR). It’s steeped in aviation history, and they make so much happen on such a small parcel of land – moving 45 million passengers each year is no small feat. As a civil engineer, I tend to like airports that are very functional and close-knit. When you can get from point A to point B very quickly, it improves the travel experience.

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