The appropriate structure for successful implementation of the AURORA project For the successful implementation of every project the three major factors, time, quality, and cost are to be managed effectively. This is all the more important when we are switching from the existing system to a new system using the latest technology. Sufficient attention should be given to effective communication between Canadian Airlines and American airlines that have different work cultures and have entered into a strategic alliance for the AURORA project. As per the above structure, the full responsibility for the implementation of the project lies with Canadian Airlines. The role of AMR will be advisory in nature. They will advise Canadian airlines in decision making, implementation of technology, and training of manpower. AMR project management team will have constant communication with the AURORA project management team and vice versa. The actual work of training, communication, technology absorption, and management resources is carried out by the AURORA project management team. Key factors for success The key factors for the success of any project are better management of time, quality, and cost. “Time and cost are always critical and require special attention.” (Turnaround project management primer – Goals and Objectives, Best Compromise of Time, Cost, Quality and Safety). Four sub-sections of quality are people, technology, information, and communication. The quality of people is ensured by constant training through better methods to enable them to absorb new technology. They should be properly motivated to achieve the desired goal of the organization. The advantages of new technology and its contribution to the ultimate objectives are to be made clear. The total time framework should be divided into three subsections as follows:  1. pre-saber launch  2. saber launch  3. post-saber launch The above three milestones should be further classified for determining hardware requirements, choosing hardware, source the supplier, and purchasing and install the software. Operational management techniques like PERT and CPM should be utilized to monitor the time frame of the work. Cost control is an equally important aspect of this. The periodical review between the projected and actual costs should be carried out and variance analyzed. Suitable corrections should be taken at the appropriate time so that there is no cost overrun. Values to be emphasized In business terms, employees are considered merely as a resource along with men, machines, and money. But the fact that employees are living beings should be considered well. They should not be treated as mere resources. Since the new project is all about the implementation of new technology, there are chances that the employees will develop resistance to it due to the fear of loss of job. The infusion of new technology should not result in layoff and excess employees should be relocated by imparting different skills. There should be a gradual transition from specialization to multiple skill phenomenon. Things learned from the project The scope for making the project a little more efficient was to develop three different teams for monitoring the milestones of the project. All three teams will report to the AURORA project mana