As far as planning is concerned, it is necessary to recognise that Terminal Airspace design projects can be undertaken in various managerial ‘frameworks’. Primarily, this is because design projects are undertaken for different reasons i.e. projects are triggered by different requirements. As a means of illustrating this reality – and to lay the foundations for the rest of this chapter – three sample ‘types’ of managerial frameworks are distinguished in the context of Terminal Airspace Design projects. As previously stated, however, these framework ‘types’ are examples only – as are the names attributed to them:
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Major infrastructure projects: This management ‘framework’ of a Terminal Airspace design project envisages a situation where the Terminal Airspace design project isone of several sub-projects being undertaken to achieve a single goal such as the opening of a new runway at an airport. These sorts of projects are usually high profile and involve extensive planning and management of a multitude of aspects from calls for tender to budgets, contracts, implementation and review. These projects tend to span over several years.
Characteristically, design projects undertaken within such a managerial framework are most frequently initiated by a policy decision, usually at some level of government, and these project are usually of considerable scale and duration.
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External Directive projects: This type of managerial framework involves situations where a Terminal Airspace design project is launched in response to requirements that are not strictly related to air traffic management or user requirements but rather to specific – and often politically loaded – requirements. The most typical example is where, for example, environmental mitigation measures are ordered by a court which results in a requirement to re-designed certain arrival and/or departure routes
As with Major Infrastructure projects, these types of projects can also be high profile and on occasion, politically sensitive. This said, however, External Directive projects otherwise stands in complete contrast to major infrastructure projects. Most notably, External Directive projects tend to be ‘high-speed and ‘high-pressure’ i.e. the interval between project start and end can (typically) be a matter of a few months. For their part, design projects undertaken within the External Directive managerial framework are characterised by the fact that the design team’s actions have the potential to carry significant political implications.
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. ATM projects: The narrowest managerial ‘framework’ is one where a Terminal Airspace design project is launched as a direct consequence of an operationalrequirement which has been identified either by air traffic management or airspace users.
Typically, these requirements are related to safety and/or capacity. Significantly, these projects are not directed by a Project Steering Group (see para. 1.2), even though they may (exceptionally) span over several years.
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本文链接地址：EUROCONTROL MANUAL FOR AIRSPACE PLANNING 1(107)
