Airport systems: planning, design, and management by Richard de Neufville, Amedeo Odoni, Peter Belobaba, Tom

By Richard de Neufville, Amedeo Odoni, Peter Belobaba, Tom Reynolds

* the recent normal on airport structures planning,design, and administration * presents suggestions to the main urgent airport matters: growth, site visitors, setting, additions, and so on. * complete assurance of computer-based instruments and method * extra studies and updates on hand through authors' site (20041011)

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Plausible increases in population, national wealth, the length of paid vacations, and the tendency of members of younger generations to fly, even if only a few percent per year, will lead to more traffic. Increased globalization will impel long-distance travel for business and personal reasons, in general only realistically feasible by air. Even a historically modest 3 percent a year growth rate doubles traffic in 25 years. No one can count on steady growth, however. The trends may slow down or stop.

Airports in the United States have also been largely designed, built, and operated by private companies. * Airports in the United States have therefore traditionally had to pay close attention to the returns on investments and ways to make the facilities pay. In this they have contrasted with airports in other countries. Until the privatization trend began in the 1990s, airports outside the United States were virtually all owned, designed, financed, built, and operated by government employees. The future trends discussed in the next sections continue this past, but in many ways fundamentally change the context, objectives, and criteria of excellence for airport planning, management, and design.

In the current environment, cost and economic performance are increasingly crucial criteria, and they are radically changing the timing and nature of what is and should be built. 1-4 Globalization Globalization of the airport industry is leading toward the adoption of international best practices. This is a remarkable development. Surprisingly for an industry centered on rapid international communication, airport planning and development has typically focused narrowly on local practices. The past organization of the industry kept most airport practitioners in specific cities, and did not give them the opportunity to learn deeply from experience elsewhere.

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