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Critical Enablers become void (see Part C, Chapter 4)
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Emergence of a project-critical constraint (see Part C, Chapter 4)
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Performance/Safety Criteria are not satisfied during or by the Validation or Safety Assessment process.
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No regulatory apprioval
1.2.2.1 ‘NO-GO’ decision
Although it can be very discouraging to be confronted with a ‘no-go’ decision, it is essential that attempts should not be made to ‘produce’ a quick-fix’ or work-around’ so that implementation takes place at any cost. However difficult it might be not to proceed with implementation, a ‘no-go’ decision should be respected.
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As shown in Figure 1 - 1, and as suggested by the Criteria listed in the preceding paragraph, the route to be followed after a ‘no-go’ decision depends upon the reason for which the no-go decision was reached. In extreme cases, it may be necessary to scrap an entire project and return to the planning stage. In others, it might be appropriate to return to the selection of Assumptions, Constraints and Enablers as per Part C, Chapter 4. And it is also possible, that a new Validation exercises will have to be developed, or a new Safety Assessment completed. What-ever the route, the work needs to be organised and planned in a manner such as suggested in Part B.
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If, on the other hand, all the implementation criteria are satisfied the Terminal Airspace design team needs to plan for implementation – not only as regards their ‘own’ airspace and ANSP but in co-operation with any affected parties which may include ANSPs in an adjacent State. To this end, a Quick Reference List for Implementation Planning is provided at Attachment E. 1-1. Whilst an attempt has been made to place the items in a logical sequence, it is recognised that the order of the items listed may vary, dependent on the nature of the Terminal Airspace design project, the extent/complexity of the changes and ANSP internal processes.
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With proper planning and organisation, the culmination of a Terminal Airspace design project is trouble-free Implementation. Nevertheless, the Terminal Airspace design team would be advised to –
[i] Make members of the Terminal Airspace design team available in the operations hall on a 24-hour basis for at least two days before implementation, during implementation and for at least one week following implementation. This makes it possible for the Terminal Airspace design team to -
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Monitor the implementation process;
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Support the Centre supervisor/Approach Chief or Operational Manager should it become necessary to use redundancy or contingency procedures;
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Provide support and information to operational controllers;
[ii] Enable a log-keeping system for a period similar to that in [i] above, so that implementation-related difficulties may be noted and used in future project planning;
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