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us and helping us with design, development, and implementation. We could never have
designed and built the Word add-in that integrates with MarkLogic Server on our
own…and that’s a critical piece of the solution.”
“Our IT department has also been instrumental to the project’s success.” We have a good
relationship with IT, and they were included from the start. IT is also a key representative
on the Standards Board.”
“We also got lucky. It was a fortunate coincidence that Word 2007 delivered XML
support that, along with the MarkLogic Toolkit for Word, made integration with
MarkLogic Server feasible. Without XML support in Word and without a native XML
server like MarkLogic Server, our system would absolutely have been much more
complex. The match between our needs and the available XML technology was
fortuitous and simplified things quite a lot.”
“It’s been tough for our Crewmembers to get out of the mind-set of manuals-based
documentation, Murry says. “Major change is always difficult, and we’ve had some
resistance to the changes resulting from our new approach to documentation.”
“Folks go back to books as a reaction when things get difficult,” expands Chris
Beckmann. “We have to find a way to change the way they think about accessing workbased
information. BlueGuru’s context is different from what they’re used to seeing.
There’s a natural tendency to cling to what you know, which, in our case, is book-based
knowledge. It’s funny. BlueGuru has been as much about social engineering as it has
about software engineering.”
“Many of our Crewmembers have embraced the new system,” Murry counters. “The
SMEs that ‘got it’ early have become evangelists for BlueGuru, informally promoting the
system internally and helping with supporting and coaching.”
“We knew that the organization ran on structured content,” Murry Christensen concludes.
“So, we’ve been confident that our approach to operational content as a hierarchy of
items with rich and flexible metadata would be an effective solution. BlueGuru applies
excellent technologies to create and manage documents that describe the way that our
Crewmembers do their work. The new approach is so much better than the old manuals,
better for our company and better for our people. Our documentation management
processes are already much more effective and much more efficient than before.
Consistently putting the focus on ‘the work’ rather than ‘documents’ has been a bit of a
revelation for all of us.”
Involvement of
Mark Logic, IT
and Luck
Major Change Is
Always Difficult
BOARDINGB RIDGES
Over the wing
T
he standard configuration of
passenger boarding bridges over
the last four decades has been a
single bridge that docks to the
forward door of an aircraft. At some international
airports two bridges are used on
widebody aircraft, one serving the forward
door and the other serving the second
(U) door. These are sometimes referred
to as dual bridges and usually consist of
two standard apron-drive type bridges.
The advantage of dual bridges for faster
enplaning and deplaning for passengers
has been recognized by North American
low-cost carriers, who were quick to realize
the importance of reducing the time an
aircraft waits at the gate, thereby increasing
their aircraft usage rate -a key driver in
keeping costs down.
Major airlines, while also striving to
reduce costs, have employed a hub and
spoke system (HSS) whereby aircraft often
have to wait at the gate for passengers
arriving from connecting flights, thereby
reducing the opportunity for quick
turnaround times. TheHSS consolidates
passengersfr om outlying areasi nto larger
aircraft, but there is an increasing trend
among all airlines towards point-to-point
routes employing regional jets and
42 PASSENGER TERMINAL WORLD September 2003
BOARDINGB RIDGES
bers for docking to the middle doors
above the wings of jumbo jets.
WhyU 1ein terest in OTWs?
The business model for air travel is changing.
Travelers are demanding lower fares
and better flight routings to their required
destinations, and the rapid expansion of
Internet bookings has exposed travelers to
lower fares than they paid in the past. All
airlines, both low-fare and tnajor carriers,
are responding to market forces. You just
have to look at the orders of the two major
aircraft manufacturers, Boeing and Airbus,
　
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