Merging organizations is never easy – especially when the end-result is the world’s largest airline with 120,000 employees and 554,000 daily passengers. This was the challenge American Airlines faced when they merged with US Airways…Spreadsheets were the primary tool for resource management which proved to be painstakingly insufficient to forecast, plan, and manage the resources for complex projects.
American Airlines needed an adaptable tool to better understand IT project demand and resource management and required perspective beyond the project level to the broader divisional and global priorities of the organization. This is when American Airlines began looking for an adaptable tool to help them overcome the classic supply versus demand dilemma.
American Airlines uses Planview Enterprise for time entry, resource management and capacity planning to solve real problems and make better business decisions.
Results include:
- Access to better, more reliable data to make critical decisions
- Ability to assess the incremental resources needed to deliver projects
- Determine the projects they can deliver with existing resources
- Understand where IT resources are spending their time resulting in increased labor capitalization
“We went from capitalizing 10 percent of our IT labor to 20 percent, which equated to a net positive impact on our balance sheet,” said Woody Green, Manager of IT Finance at American Airlines.
Clearly, their goal to solve real problems and make better business decisions is paying off.
I am hosting a webcast with Woody Green, Manager of IT Finance at American Airlines, on Thursday, Feb. 23rd. I invite you to attend to hear their fascinating story and discover the details on how they moved beyond a project-level perspective toward broader view of divisional and global priorities.
