MIDRAR overview

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Presentation at MEAUSE Conference, Amman, December 2012
Presenter: Al Corner of Helios
al.corner@askhelios.com
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Follow Helios via Linkedin, www.twitter.com/askhelios and www.facebook.com/askhelios

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MIDRAR overview

  1. 1. www.askhelios.comSpaceTelecomsAir Traffic ManagementAirportsRailMaritimeMIDRAR overviewMEAUSE Conference4 December 2012Alan CornerDirector, Helios
  2. 2. MIDRARAn overviewThe Middle East Regional Airspace Review (MIDRAR) was establishedby CANSO in 2011 to find ways of increasing airspace capacity throughregional cooperation. It is the key programme for the CANSO MiddleEast region.The approach• Phase 1 – A ‘top down’ review of the existing situation, theidentification of high level challenges and the development of aframework and initiatives to overcome the challenges (2011-2012)• Phase 2 – The establishment of the MIDRAR organisation and theimplementation of Phase 1 activities (2012+)• Phase 3 – The development of a strategic plan to prepare the regionfor future challenges (2013+)1
  3. 3. MIDRARWhere does MIDRAR fit?2
  4. 4. MIDRARPhase 1 - The agreed and targeted challengesPhase 1 identified and prioritised challenges by considering thepotential benefits, how quickly they could be implemented and theirinter-relationship. The agreed challenges were:• Bahrain FIR capacity - ‘the Bahrain hotspot’: Airspace restrictions,which force the main NW-SE flow and traffic departing UAE airportsto the north of Bahrain and the Qatar peninsular, the resultingconfluence of routes and the close proximity of several FIRboundaries contribute to what is locally referred to as the ‘Bahrainhotspot’.• ‘Empty Quarter’ utilisation: One of the most significant contributingfactors to inefficient routings and reduced airspace capacity is thepoor utilisation of ‘the Empty Quarter’. Whilst it is seen by many as asolution to the region’s need to increase capacity, the lack of CNSinfrastructure and large volumes of adjacent restricted airspaces hasprevented its full utilisation. Better utilisation of the airspace as partof a wider regional initiative could provide additional capacity.3
  5. 5. MIDRARPhase 1 - The agreed and targeted challenges• Muscat FIR transition to Mumbai FIR: The transition of traffic fromthe Muscat FIR to the Mumbai FIR was identified as a contributingfactor to the congestion in the Bahrain FIR and causal for the delayeddepartures from airports, particularly in the UAE.• Increased access to restricted areas: Restricted or ‘military’airspace currently covers over 30-40% of all airspace in thegeographical scope. In some areas of the Middle East the figuresrange closer to 50% and more. Whilst the MIDRAR project cannottackle airspace management at the political or strategic level, it hasidentified some specific areas where increased access would becommercially beneficial and where a precedent has already beenestablished.4
  6. 6. MIDRARPhase 1 - The agreed and targeted challenges• FIR Boundary interfaces: A key constraint in the Middle East is thediverse range of ATM/CNS capabilities across a large number of FIRs.These result in the fragmentation of service provision but also a largenumber of potential bottlenecks at FIR boundaries.• Access to and capacity of Damascus, Baghdad and Tehran FIRs:There are some FIRs within the Middle East that cannot be exploitedcommercially to their full extent. These include the Tehran andBaghdad FIRs and, more recently, the Damascus FIR. Access to evensome of this airspace would provide more flexibility to airspace usersand planners which would provide more direct routings and relievepressure on some of the currently congested airspace (in particularthe Bahrain FIR).5
  7. 7. MIDRARPhase 1 – Proposed initiatives• Phase 1 proposed fourinitiatives aimed ataddressing a number ofregional challenges anda fifth initiative tocreate an organisationalstructure to deliver theinitiatives.• Initiatives andchallenges are notmatched one-to-one.Each initiative isplanned to address anumber of challenges.6
  8. 8. MIDRARPhase 1 – Proposed initiatives• Initiative 1: South Qatar Peninsular: The aim is to reducecongestion in the Muscat, Bahrain and Emirates FIRs to the north ofthe Qatar peninsula (or the ‘Bahrain hotspot’) by relocating some ofthe traffic (through new/additional routes) to the south of thepeninsula and into the north-eastern part of the ‘Empty Quarter’.• Initiative 2: Western Gulf: The second initiative builds on the‘limited’ new route structure proposed in the first initiative andmake further use of the ‘Empty Quarter’. It aims at optimising someof the NW-SE routes potentially utilising airspace in the Muscat,Bahrain, Emirates, Jeddah, and even up to the Amman and CairoFIRs if necessary.• Initiative 3: Access to NE FIRs: The third initiative aims to open upand make use of airspace in the north-east of the Middle East regionto further increase capacity and provide more optimum routings.Furthermore, it aims to equip the region with the necessaryoperational concepts if this airspace becomes available and makeuse of it as soon as possible.7
  9. 9. MIDRARPhase 1 – Proposed initiatives• Initiative 4: FIR harmonisation: This initiative is intended as anoverarching action that seeks to coordinate and, where possible,prioritise national projects to ensure that there is an overall gain tothe region.• Initiative 5: Programme oversight and management: This initiativewill provide the appropriate oversight and programme managementfunctions to ensure the effective implementation of the MIDRARprogramme.8
  10. 10. MIDRARPhase 1 – Overview of Initiative 1• Initiative 1 will reduce congestion in the Muscat, Bahrain andEmirates FIRs to the north of the Qatar Peninsula (or the ‘Bahrainhotspot’) by relocating some of the routes to the south of thepeninsula and into the north-eastern part of the ‘Empty Quarter’. Itcomprises four work packages, each will be developed from theregional perspective and will take account of the existing andplanned CNS/ATM infrastructure and traffic forecasts.• WP1 is focused mostly on the research site of the project identifying thecurrent RNAV capabilities of the airspace south to the Qatar Peninsula.It deals with the identification of existing ATM/CNS infrastructure andairspace design.• WP2 identifies requirements from airlines and other airspace users.• WP3 focuses on the development of proposed solutions in terms of theidentification and development of potential quick wins and interimroute network/airspace structure.• WP4 is responsible for the implementation of the identified quick winsand interim airspace structure.9
  11. 11. MIDRARPhase 1 – Outline Gantt chart for Initiative 110
  12. 12. MIDRARPhase 1 – Overview of Initiative 2• Initiative 2 builds on the ‘limited’ new route structure proposed inInitiative 1. It proposes to make more use of the ‘Empty Quarter’and will begin to optimise some of the NW-SE routes potentiallyutilising airspace in the Muscat, Bahrain, UAE and Jeddah FIRs.• If appropriate, it will consider the introduction of free route airspace,across more of the Arabian Peninsula and the adjacent Mediterraneancoast or could investigate efficiency gains for East-West traffic in NorthAfrica (Libya, Algeria, Tunisia and Morocco) and areas of the Africancontinent. A start has been made with the IATA iFlex project.• It will take account of the existing and planned CNS/ATM infrastructureand traffic forecasts and will seek to address, at the operational level,airspace management and civil-military cooperation requirements.• The initiative comprises three separate interdependent stages with asimilar structure. Each stage includes four active WPs.11
  13. 13. MIDRARPhase 1 – Outline WBS for Initiative 212
  14. 14. MIDRARPhase 1 – Outline Gantt chart for Initiative 2 Stage 113
  15. 15. MIDRARTransitioning to Phase 214
  16. 16. MIDRARPhase 2• It is essential that we make the transition to Phase 2 – this is wherethe benefits will be realised.• There are several steps that have to be taken over the next fewmonths:• Ensuring the buy-in and commitment from regional stakeholders(ANSPs, airlines etc). Focal points will play a key role.• Establishing a MIDRAR organisational structure to ensureappropriate governance, progress and stakeholder participation.This will include setting up the MIDRAR Board, ICG and the PMO.• Implementing the plan set out in Phase 1, including MIDRARfunding arrangements, establishing, managing and coordinatingprojects leading to the realisation of regional benefits.15
  17. 17. MIDRARProposed organisational structure16
  18. 18. MIDRARThe MIDRAR Board• The MIDRAR Board will be the highest level body providing strategicadvice and direction to the MIDRAR programme.• It is proposed that the Board will comprise representatives of:• ICAO• CANSO (representing member ANSPs)• IATA (representing member airlines)• ACI• A representative of non-CANSO member ANSPs• A representative of non-IATA airlines• The Board will be supported by a number of observers, including:• Military representatives• Individual representatives from ANSPs, airports and airlines• Political, government and regulatory representatives• Other aviation interest groups (e.g. MEAUSE, ACAC, BA etc.)An inaugural MIDRAR Board meeting is planned for 17 January 2013.17
  19. 19. MIDRARThe MIDRAR Board• The MIDRAR Board will be responsible for:• Providing direction to the MIDRAR programme to deliver the agreedoutcomes and benefits;• Ensuring the MIDRAR programme is operating efficiently/effectively andconforms with relevant legislation;• Providing strategic direction and guidance and to act as the final arbiterto manage programme interdependencies, risks, issues and opportunitiesand to direct mitigating and corrective actions as appropriate;• Ensuring MIDRAR programme assumptions relating to planning, budgetingand benefits are consistent, coherent and current;• Providing oversight of the development/agreement and implementationof the Programme Management Plan.18
  20. 20. MIDRARThe MIDRAR Implementation and Coordination Group (ICG)• The ICG will ensure the effective coordination and manage theinterdependencies, risks and issues within the programme andbetween related initiatives and projects. The group is expected tocomprise a sub-set of suitably qualified and experiencedrepresentatives from airspace users and service providers involved inthe active initiatives.• The core membership of the ICG is expected to be made up of theinitiative team leaders; however, additional members could be co-opted as necessary.• Individual initiatives will be managed and coordinated by an‘initiative leader’ who will be responsible to the ICG for the timelyand effective delivery of specific tasks and for supporting andcoordinating activities through the ICG with stakeholders and otherinitiatives. The ‘initiative leader’ will be drawn from one of theairspace users and service providers engaged in a particularinitiative.19
  21. 21. MIDRARThe PMO• The programme management function is responsible for the conductof the project and the timely achievement of tasks agreed by theMIDRAR Board and ICG and described in the Programme ManagementPlan.• It is proposed that programme management is facilitated by theestablishment of a dedicated PMO. The use of a PMO is industry bestpractice and is employed in most major programmes. It is proposedto establish a full-time MIDRAR PMO which will provide an essentialdedicated resource for the programme which will, on behalf of theMIDRAR Board and ICG, ensure that the programme is progressed in acoherent manner and at the required pace.• In addition to tasks such as establishing the programme managementplan and the processes to ensure that the initiatives are properlycoordinated and delivered according to the plan, the PMO could alsoassume some of the responsibilities normally undertaken by, forexample, the leaders of the various initiatives.20
  22. 22. MIDRARNext steps• The MIDRAR Report has been formally endorsed and will be publishedon the CANSO website and in hardcopy.• The buy-in process continues including a road show to specificstakeholders• The inaugural MIDRAR Board meeting is planned for 17 January2013. The meeting will:• Formalise and agree the membership of the MIDRAR Board• Agree the process for implementing Phase 2 and endorse an initialhigh-level 18-month plan• Establish the ICG and PMO and agree the approach to MIDRARfunding.The engagement and contribution of all regional ANSPs and airspaceusers is essential if real regional benefits are to be realised.21
  23. 23. Thank youalan.corner@askhelios.com22
  24. 24. MIDRARPMO roles and responsibilitiesThe PMO will typically be responsible for:• Developing, maintaining and implementing a detailed programmemanagement plan to include:• Programme approach and plan;• Programme schedule with reporting and decision milestones;• Work breakdown structure and resource plan;• Information management plan to include procedures for cooperation/coordination,reporting and decision making;• Quality and risk management plans.• Developing a financial plan and managing the MIDRAR budget on behalf of theMIDRAR Board;• Developing and implementing a stakeholder management plan;• Providing support to the MIDRAR Board and Steering Committee;• Actively coordinating all MIDRAR initiatives and State-level projects whereappropriate and providing planning, management, technical andadministrative support to the MIDRAR initiatives;• Establishing and maintaining a MIDRAR website (internet and intranet) andother communication activities.23

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