Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Terminal Velocity in Toronto
The program manager on one of Canada’s largest IT implementation projects — supporting the opening of a massive passenger terminal at Toronto Pearson Airport — shares some practices that proved valuable in the areas of selecting and managing suppliers, scheduling, testing and cultural compromise.
This article is one in an ongoing series that invites project professionals to share practical advice, personal insights and pet peeves based on their experiences in the field. Anonymity, if desired, is assured. To submit an article for consideration, contact the editor.
"Information Technology must not delay the opening of the new terminal." This was the challenge issued in 2003 by James Burke, the newly appointed CIO at the Greater Toronto Airports Authority (GTAA), the organization responsible for operating Toronto Pearson airport, Canada’s busiest airport and the 29th busiest in the world. While Burke and his new management team focused on building an Information Technology & Telecommunications department capable of supporting the significantly expanded airport, I was engaged to lead the program to deliver IT&T systems and infrastructure for the new terminal. Adding to the challenge, GTAA had already started the construction of the terminal without significant IT input as the IT department was still in a formative stage.
Selecting and …
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