1.2.2 OPERATIONAL MANAGER
The Operational Manager is most likely to lead the Terminal Airspace design team. Whereas the operational manager is at a level below the Project Steering Group in a Major Infrastructure project, the operational manager is most likely to lead the project in other instances. The extent of the Operational Manager’s role alters according to the managerial framework: In a Major Infrastructure project, the Operational Manager ensures coherency between Strategic/Project Objectives (see next Chapter) set by the Project Steering Group and design objectives defined by the Terminal Airspace design team and also acts as interface between the Project Steering Group and the design team. In External Directive projects, the operational manager’s role can be more demanding: with these projects, this manager may represent the design team in meetings that are politically charged, interprets the requirements of one group to the other whilst taking overall responsibility for ensuring that the final (design) result is safe.
1.2.3 TERMINAL AIRSPACE DESIGN TEAM
Central to this particular document is the Terminal Airspace Design team. In management and reporting terms, the Terminal Airspace design team bears responsibility for planning, development, validating and implementing changes to the airspace design. Nevertheless, the extent of the design team’s managerial responsibilities and how the team operates is largely determined by the type of managerial framework of a particular project (this is usually a function of the way in which an ANSP is organised). For example –
In a Major Infrastructure project managerial framework it is the Project Steering Group that determines the time scales for implementation, the implementation date, general scope of the project and strategic objectives. Similarly, the PSG also sets up working arrangements, identifies (sub-) project teams, dependencies between them as well as a reporting structure and project milestones. In this managerial framework, the Terminal Airspace design team, while relieved of certain managerial functions, is also required to engage and co-ordinate with a wider range of expertise which can affect the schedule of the design team itself. Furthermore, it is incumbent on the design team to ‘translate’ the strategic and project objectives into their design equivalent which are called design objectives (See Part B, Chapter 2 for more details). At its specialist airspace ‘level’, the Terminal Airspace design team also needs to identify project dependencies e.g. other (En Route or Terminal) airspace projects being planned or developed
In External Directive projects, time scales for implementation, general scope of the project and strategic objectives are usually decided up the ‘external’ third party providing the ‘trigger’ for the launch of the project. In this managerial framework – again, without a Project Steering Group – the Operational Manager and Terminal Airspace design team bear a greater managerial responsibility. (The relationship between them is usually decided by internal procedure). Usually, depending on internal arrangements, it is the responsibility of the Operational Manager or the design team to identify the design objectives and scope. The responsible party also needs to ensure that project dependencies are identified, that working arrangements are set up to accommodate the project (e.g. with other airspace projects), and that the pre-defined implementation date is respected.
T
e
r
m
i
n
a
l
A
i
r
s
中国航空网 www.aero.cn
航空翻译 www.aviation.cn
本文链接地址：EUROCONTROL MANUAL FOR AIRSPACE PLANNING 1(109)
