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Validate the design using fast- and/or Real-time simulation;
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Undertake a Safety Assessment;
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Design the validated routes in accordance with PANS-OPS criteria;
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Determine controller training requirement and establish training programme;
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Publish and Implement the new Terminal Airspace Structure.
Note: The Scope cannot exist in a vacuum. Not only is it frequently affected by the time-scales for implementation (below) but it also presupposes the existence and application of general principles and a design methodology.
What is evident in the above list is that it also constitutes a core list of tasks that will need to be broken down into sub-tasks and scheduled.
Perhaps the most important consideration when deciding the scope is to aim for what can realistically be achieved in the time available. Although it is tempting to widen a project’s scope in order to cover all aspects (even those which are not crucial to meet the objectives), success is more likely if the aims are modest and the work undertaken of high quality.
1 These are to ensure that a) the established level of safety applicable to the provision of ATS within an airspace or at an aerodrome is met; and b) safety-related enhancements are implemented whenever necessary. (PANS-ATM, Chapter 2)
2 these include preventing collisions between aircraft; expediting and maintaining an orderly flow of air traffic; providing advice and information useful for the safe and efficient conduct of flights; (Annex 11, Chapter 2)
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As with the design objectives, the value of properly deciding the scope of a project cannot be under-estimated. Not only does the scope set the limits of what will be done, but it also constitutes the first –level ‘checklist’ of tasks to be accomplished.
2.4.3 TASK ALLOCATION AND SCHEDULING
In order to effectively produce a successful design, the tasks identified during the objectivesand scope phase will need to be broken down into more specific tasks, scheduled so that they are undertaken in the correct order and allocated to team members. Notably, not all identified tasks are necessarily the responsibility of the Terminal Airspace design team. In some organisations, for example, there are dedicated Simulation specialists whose job is to prepare and run simulations so as to validate designs or a Safety specialist whose main occupation is the development of safety cases across a variety of disciplines.
2.4.3.1 Task Scheduling as a function of project dependencies
At this specialist level, project dependencies relate to the relationships that exist (of necessity) between a Terminal Airspace design project and other airspace or airport type projects. (These may have no connection with a larger project being managed by a Project Steering Group in the case of a Major Infrastructure project). If, for example, the En Route network planners are developing scenarios for future route-networks, the Terminal Airspace design team needs to ‘link’ into this En Route project (perhaps within the context of the greater project under the helm of the Project Steering Group) so as to ensure that – in the example used – the SIDs/STARs to be developed for the new runway will be coherent with the en route plans and vice versa.
At specialist level, therefore, the Terminal Airspace design team may have to consider two sets of project dependencies which may or may not affect task scheduling of the Terminal Airspace design team. Those dependencies identified at high-level (between the yellow boxes shown in next diagram, would relate to a Major Infrastructure project) and those shown in the large grey-shaded circle in the same diagram, which would be relevant irrespective of the project type.
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