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ATM master plan update - SESAR programme status
 

ATM master plan update - SESAR programme status

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    ATM master plan update - SESAR programme status ATM master plan update - SESAR programme status Presentation Transcript

    • PROGRAMME STATUSEUROPEAN ATM MASTER PLAN UPDATELAUNCH EVENT
    • PROGRAMME STATUS RISKS DELIVERY OPPORTUNITIES PROGRESS CONTENT APPROACH & & RELEASE 1 LESSONS LEARNT
    • PROGRAMME STATUS RISKS DELIVERY OPPORTUNITIES PROGRESS CONTENT APPROACH & & RELEASE 1 LESSONS LEARNT
    • THE PROGRAMME LAUNCH IN THE SESARPHASES Deployment Phase ▪ Implement results p of development to Development Phase meet performance ▪ Develop new targets Definition phase standards, opera- ▪ Create European tional procedures ATM Master Plan and technologies 2009-16 Definition of Today the SJU Work 2500 + contributors Programme 300 projects based on First deliverables Definition Phase results
    • A PROGRAMME DRIVEN BY THE MASTERPLAN D5 endorsed by the Council as the initial version of the ATM Master Plan Master Plan SESAR JU Concept Storyboard, Architecture Policies & Strategy, Validation and Verification Strategies Strategy, MFA and MAs, SJU Risk Policy SESAR Programme Programme Management Plan (PMP). System Engineering Management Plan Steering Documents (SEMP), Descriptions of Work Release Plans, Initiation Guidelines, SESAR Programme Execution Guidelines, Terms of Guidance Documents Reference, FAQs, Work Instructions, SJU , , , processes, Management Plans
    • A TOP DOWN START:THE WORK PROGRAMME DEFINITION  Projects description of work were defined by Members using the Traffic  Information  MASTER PLAN and the Services Synchronisation CONOPS as a reference Demand &   The SJU selected the best Capacity  Airport  Operations projects, ensuring that the Balancing different service levels Conflict  (capabilities) are correctly Management Airspace  addressed but also that the ATM Service  ATM Service Delivery  Organisation &  Organisation & Management main Operational Management Airspace Users  Improvement Areas are Operations properly covered for IP2
    • A TOP DOWN START:THE PROJECTS INITIATION The initiation phase was a main risk mitigation measure to: • Establish a robust project plan combining the different Members’ Members contributions (who is doing what, when, how, for how much) • Ensure an in depth definition of project’s content Every project: • Was kicked-off individually • Had to deliver an Initiation Report ( p (content & p j project management) to g ) the SJU, followed by a go-no go decision During the ramp-up phase, projects have been asked to align to the Master Plan:  For key milestones, like the Initial Operational Capabilities (when)  From a content point of view, with the Service Levels (what)
    • PROGRAMME RAMP-UP COMPLETED Agreements Signature May 2009 T0+2y T0+18M Oct 2011 T0+10M Dec. 2010 2400+ March 2010 1st SESAR Contributors Release R l Launch of 290 projects T0+7M defined Network launched Management Associate Dec. 2009 1st Validations activities Members on 800 contributors Board Results T0+4M Ramp-up 120 Projects Launched Completed Sept. 2009 Airspace Users on BoardT0 03/06/09 Programme Launched
    • PROGRAMME MANAGEMENT FRAMEWORK  The SESAR Programme is planned, executed, monitored and controlled along 3 axis g PPP Members Work R&D VALIDATION Breakdown “Products” INFRASTRUCTURE Structure CONCEPT & ARCHITECTURE METHODES & CASES NETWORK MANAGEMENT EN-ROUTE TERMINAL TERMINAL AREA AREA AIRCRAFT & NAVIGATION INFORMATION MANAGEMENT AIRLINES/MIL. AIRLINES/MIL.AIRPORT AIRPORT OPERATIONS OPERATIONS CENTERS CENTERS
    • OVERALL PROGRESS 1/3 – “Product line Product line” %Complete  Programme Progress Remote Tower %Planned SWIM Integrated Surface Management %Complete Improved Vertical Profiles 0% 20% 40% 60% 80% 100% iCWP En‐Route and TMA  Overall on track, however the iCWP Airport Enhanced Runway  Throughput Enhanced Route Structures current progress shows the need toDemand and Capacity  Balancing  En‐Route redefine a number of initial plans Demand and Capacity  Balancing  Airports  Corrective actions are taken to align Conflict Management  and Support Tools project schedules Complexity Management Complexity Management CNS  Operational requirements definition Airport Safety is slower than planned and could Airborne Spacing  and Separation impact the planning of technical Air Safety Nets projects j t 4D Trajectory  Management 0% 10% 20%
    • OVERALL PROGRESS 2/3 - Members  After the significant ramp-up effort, Members’ contribution is at a lower level than planned but spreads over a longer period, p p g p , until end 2016 1500 Planned Actual 1000FTEs Ressource  Profile  R P fil 500 Estimation 0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2010 2011 2012 2013 2014 2015 2016  This will impact the Initial Operational Capability dates
    • OVERALL PROGRESS 3/3 – Work Breakdown Projects are controlled on a yearly basis (quality of content, schedule, resources…) Green Amber (issues to be  addressed) Red (critical issues) The mind set is p og ess e y moving from “Academic e d s progressively o g o cade c Research” to “Development and Delivery”
    • AIRSPACE USERS INVOLVEMENT Major/Hub GA/BA Leisure Cargo Regional Low Cost 180 experts involved in over 130 projects with a focus on users needs and validation Feasibility to couple validation activities with commercial flight is being investigated
    • PROGRAMME STATUS RISKS DELIVERY OPPORTUNITIES PROGRESS CONTENT APPROACH & & RELEASE 1 LESSONS LEARNT
    • SESAR addresses these long-termL challengesLong-term ATM challenges and solutions brought by SESAR t h ll d l ti b ht bCongested network, higher complexity, Transparent, efficient, and coordinatedlabor productivity network Severe congestions at key Enable sustained growth by airports (hubs) relieving capacity bottlenecks Ever increasing delay and Reduce delays1 and cancellation rates cancellations2 Rising fuel costs due to higher Fuel efficient flight profiles route extensions High European ANS charges g p g Reduce ANS charges p flight g per g Higher complexity and risks Increase safety 1 Reduction in total reactionary and service disruption delay by 50% (e.g. through collaborative decision making) 2 Reduction in reactionary (late arrival) and service disruption flight cancellations (e.g. in bad weather conditions)
    • SESAR FUNDAMENTAL CHANGESINTEGRATION OF THE 4D THE SYSTEM WIDE AUTOMATION AIRPORTS TRAJECTORY INFORMATION PRINCIPLE MANAGEMENTIntegrating airports Integrating airspace The Intranet Human operators- time synchronised users flight systems for Air Traffic concentrate on high operations of to build predictable Management value-added taskssurface trajectories time synchronised and flight turn- flight precision around COLLABORATIVE NETWORK PLANNING Integrated with airport operations planning and airspace user flight planning
    • CONCEPT MATURITY DEVELOPMENT Overall content is getting more mature The main challenge is to derive the concept at operational and technical levels:  Operational requirements remain sometime too high level or vague p q g g  Some technical project are missing sufficient inputs to develop the prototypes The link between projects and performance targets f is still weak, but the culture is changing towards a more performance driven approach
    • CONCEPT VALIDATION Some validation activities remain too academic (simulation labs…), but all Members are committed labs ) to change to ‘operational validations’:  50% of the validation activities in 2012-2013 are planned to take place through flight trials and shadow mode exercises Th There is a need to further consolidate the Members i d t f th lid t th M b contributions and the number of validation sites and platforms:  e.g. the same concept element is validated at 4 different sites in 2011
    • PROGRAMME STATUS RISKS DELIVERY OPPORTUNITIES PROGRESS CONTENT APPROACH & & RELEASE 1 LESSONS LEARNT
    • MASTE PLAN SESAR DELIVERY APPROACH Performance 2020+ ER Trajectory Based Operations 2017 Time Based Operations 2013 GRAMMEPROGR&D PROJECTS P
    • THIS YEAR, WE ARE DELIVERING The aim of a SESAR Release is to present to the aviation community new or improved g air traffic management solutions at a pre- industrialisation stage Release 1 – 2011 16 Operational Focus Areas 29 validation exercises
    • RELEASE 1 VALIDATION SITES
    • RELEASE 1 STATUS 29 exercises are planned in Release 1 3 exercises already completed: i l d l t d • Improved ACAS with new altitude capture • Linking ACAS with autopilot • Departure data panel linking towers with CFMU To come as part of Release 1: • I4D +CTA Exercises - Live trials with AIRBUS A320 Test Aircraft & FMS prototypes
    • RELEASE 2 DEFINITION PHASE Current draft scope identifies 45 exercises (compared to 29 for Release 1) Key highlights • Improved Runway incursion prevention • Routing of aircraft and vehicles through data link • Synchronisation of airborne and ground flight profiles through i4D data exchange • Enriched ICAO flight plan information with flight p performance data p provided by AOC y • Automation of slot swapping between flights from different AOs •IImproved C t ll W ki P iti d i & t l d Controller Working Position design tools
    • The SESAR development is on track, firsttangible R&D results are presented this year On track Issues to be addressed Critical issuesThe factory is in place Projects are on time First release is coming up ▪ “Development and ▪ 300 projects running Delivery” mindset ▪ 29 validation exercises ▪ ≈2500 contributors ▪ Statuses stringently already in 2011 controlled
    • PROGRAMME STATUS RISKS DELIVERY OPPORTUNITIES PROGRESS CONTENT APPROACH & & RELEASE 1 LESSONS LEARNT
    • KEY R&D RISK AREAS Top R&D risks: • slow progress of the operational requirements impacting the critical path • level of resources & skills Mitigation actions have been developed and action plans are being monitored
    • KEY R&D OPPORTUNITIES Based on the Release delivery approach, priorities and top down approach can be enforced in the programme:  Projects can be re-oriented or stopped  R&D budget can be allocated to the “right” priorities b d t b ll t d t th “ i ht” i iti Airspace users have now the ability to directly influence the development and validation activities p Through demonstration activities, SESAR solutions will be exposed to the wider ATM community Innovative Research can now be connected to medium term Developments, through a seamless approach, up to the industrialisation stage pp , p g
    • LESSONS LEARNT 1/2 The Master Plan proved to be a key asset for the launch of the programme = one single performance p g g p driven plan linking operational & technical developments together with deploymentS Some Master Plan elements have to be enhanced: M t Pl l t h t b h d  the information structure had to be complemented by the Operational Focus Area notion, linking technology and operations i more pragmatic and comprehensible scenarios ti in ti d h ibl i  the priorities are often not enough visible leading to a “shopping list” effect in some domains (e.g. FUA)  the level of ambition has to be challenging but as well achievable What matters is vision, setting priorities and pragmatism
    • Following the signature of the agreements,the programme ramp-up was completed in18 monthsSome risks have been identified and arebeing treated; overall Programme is on trackWith Members’ commitment, SESAR willdeliver results through p g periodic releases; the ;first results are coming soon!
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