EUROCONTROL MANUAL FOR AIRSPACE PLANNING 1(108)

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Several remarks may be made at this stage:
[i]  If the design of a Terminal Airspace is to be successfully and safely implemented, careful planning of a Terminal Airspace design project is a pre-requisite of any project, irrespective of the ‘type’ of managerial framework;
[ii]  As will become evident in Chapter 2, as well as Part C (as per the Principles stated at Part A, Chapter 2), a collaborative approach to Terminal Airspace design is (increasingly) becoming mandatory in various States – and is very much encouraged from a pan-European perspective. This co-operation should not be exclusive e.g. limited to ATM or Airspace Users.
[iii]  Irrespective of the managerial framework within which the Terminal Airspace design team is to work, changes to or the new design of a Terminal Airspace (particularly arrival/departure route and holding patterns) are becoming more difficult to implement due to environmental considerations.
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It is natural that the differences between types of managerial framework be reflected in the management structure of different Terminal Airspace design projects. As a consequence, planning is also affected by the managerial structure which stems from a particular managerial framework.
For purposes of this discussion, three levels of management structure may be identified in the context of these managerial frameworks. They are called the Project Steering Group, Operational Manager and the Terminal Airspace design team.
Note: In this context, Operational Manager is a generic term. Depending on internal arrangements, the Operational Manager can be the Chief of he ATC Centre, Chief of Airspace Development, etc.
In the diagram on the next page, the following differences in reporting structure are shown:
With a Major Infrastructure project structure, the Terminal Airspace design team is accountable to the Operational Manager (e.g. Chief of ATCC, or Chief of Airspace Projects) who in turn acts as an interface between the Project Steering Group and the specialist design team.
In turn, with External Directive managerial structures the Terminal Airspace design team is usually accountable to the Operational Manager. As such, the managerial framework is usually as light as with ATM Projects, but such, ‘accountability’ often reaches beyond the ANSP.
Reporting structures associated with ATM Projects are usually lighter and two levels are envisaged i.e. Operational Manager and the Terminal Airspace design team.
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THIRD RUNWAY PROJECT Terminal AirspaceDesign Project Runway CapacityAssessment Construction Visual Aids Equipment & Installation Project Steering Group 'Main' Project Sub-projects Sub-projects MAJOR INFRASTRUCTURE PROJECTS Operational Management Terminal Airspace Design Team 
EXTERNAL DIRECTIVE PROJECTS E.g. Minister of TransportCourt etc. Operational Management  ATM PROJECTS Terminal Airspace Design Project Terminal Airspace Design Team Operational Management 
Terminal AirspaceDesign Project Terminal Airspace Design Team 

Figure 1 - 1: Sample Types of Managerial Frameworks
For completeness, the roles of the Project Steering Group, Operational manager and Terminal Airspace design team are briefly elaborated in the context of managerial frameworks. As will be seen, this impacts upon planning.
1.2.1 PROJECT STEERING GROUP
As far as the Terminal Airspace design team is concerned, the Project Steering Groupassociated with a Major Infrastructure project, may be considered to be the project’s high-level overseer and prime mover. The Project Steering Group sets strategic objectives, identifies the necessary sub-projects, implementation time scales, ensures that project dependencies are identified and that the appropriate expertise is drawn together to work on the large-scale project. Amongst other things, the Project Steering Group sets up working arrangements. This includes ‘delegating’ responsibility for specialist work to specialist teams. In the case of Terminal Airspace design, the actual design activity is delegated to a Terminal Airspace Design Team.
　
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