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Exploring the Challenges of Implementing and Sustaining Cross-Platform NAS Capabilities
- 1. Exploring the Challenges of Implementing and Sustaining Cross-Platform NAS Capabilities September 29, 2014
- 2. Agenda Understanding WHY implementing cross-platform capabilities presents challenges Discussing HOWthese capabilities underpin the Agency’s success with NextGen Reviewing WHAT the Agency and Aviation Community can and should be doing to mitigate risks and explore opportunities Describe WHERE there have been some successes and where the Agency is headed from here 2
- 3. Framing WHY NextGen is So Critical to the FAA (From the NextGen 2014 report) “The movement to the next generation of aviation is being enabled by a shift to smarter, satellite-based and digital technologies and new procedures that combine to make air travel more convenient, predictable and environmentally friendly As the nation’s largest airports continue to experience congestion, NextGen improvements are enabling the FAA to guide and track aircraft more precisely on more direct routes. NextGen efficiency enhances safety, reduces delays, saves fuel and reduces aircraft exhaust emissions. NextGen is also vital to preserving aviation’s significant contributions to our national economy.” 3
- 4. A capability-based approach to modernizing the NAS Many elements of NextGen’s backbone are platform-specific (ERAM, TAMR) and many rely on their own new hardware and software infrastructure (including those listed below). 4 Other NextGen components rely on orchestrated changes to software (and sometimes hardware) in multiple domains, across multiple systems. This capability-based approach to implementing incremental changes to the NAS presents unique challenges for the work of the Agency.
- 5. Defining a Capability Capabilities can be thought of as NAS concepts incorporating multiple functions to deliver an operational benefit. Implementing a capability that requires integration across multiple NAS systems presents unique challenges. 5 System View Capabilities – May intersect one or more systems. System 1 System 2 System 3 Capability Capability Capability
- 6. Unique Challenges Implementing NextGen Capabilities Scenario Examples Challenges Cost, Schedule, and Work to be Performed in Single Program Baseline Automatic Dependent Surveillance Broadcast (ADS-B), En-Route Automation Modernization (ERAM), Time- Based Flow Management (TBFM) N/A Cost and Schedule reside in Singular Program; Work to be Performed spans Multiple Programs Data Communications (DataComm), System-wide Information Management (SWIM) • Coordinated planning • (potentially mis-aligned) Requirements priorities • Domain- or platform-specific test approaches • Domain-specific needs identified through implementation • (potentially varied) Sustainment philosophies and practices Cost, Schedule, Execution spans Multiple Programs Performance-Based Navigation (PBN), Airborne Re-Route (ABRR) 6
- 7. Exploring Challenges in the Context of AMS 7 Service Analysis – Pre Baseline Establish Capability Baseline Allocate Capability req’s to Systems System Engineer NextGen Capability Defined Integrate and Test Deploy System Engineer Establish Program Baseline Software Program Defined Dev’t System Operational Integrate and Test Deploy AMS Process – per System NextGen i2i AMS Process – Operational Capability (multiple Systems) System Engineer Integrate and Test Deploy Capability Operational (multiple Systems) Capability Benefits Analysis/ Reporting Mission Analysis Investment Analysis Solution Implementation Service Analysis CRD, Solution Development & Commitment Solution Implementation – per System Solution Implement – per Capability Software Dev’t Software Dev’t
- 8. Solution Implementation & Sustainment – Critical Coordination Stages 8 Point #1 Capability Baseline Established For all Systems Point #2 Software Development Start May vary by System* Point #3 Development Test Milestone Complete May vary by System* Point #4 Deploy System to Site On-site transition and test Point #5 Site Capability Operations For all Systems - Requirements traceability - Implementation and integration approach accounts for platform-unique needs - Aligned contracting strategy and practices - Technical interchange meetings (TIMs) - Integrated engineering reviews - Requirements management processes within and across platforms - Information sharing of vendor approaches and test results - Consistency in status, priority, impact, and other rating scales - Coordinated test planning and result disposition activities - Coordinated communication and in-briefs to site(s) from platform-specific and capability perspectives - Coordinated test and certification planning activities - Coordinated outreach events and site implementation plans - Clear first level, second level, and third level maintenance procedures - Nationally coordinated approach to issue identification, triage, and system ‘fixes’ for sites
- 9. Additional Challenges to Consider Integration activities (multi-vendor design, test, and multi-organizational deployment) drive increased integration and lifecycle costs while placing a premium on early and accurate planning activities Safety Risk Management (SRM) activities require both coordination and consistency across capabilities and lines of business Developing a consistent approach to requirements management across the lifecycle of the capability – differentiating between a refined, existing requirement vs. a new requirement vs. a potential future enhancement to an existing system Cost estimation approaches that balance prime vendor and Agency-driven work in implementation and sustainment activities 9
- 10. Best-Practices and Lessons-Learned Reflecting on the design of the ATO PMO Opportunities for continued collaboration across the ATO PMO, ATO Requirements (AJV), and FAA NextGen (ANG) organizational units 10 NextGen PMO NAS Modernization Success ATO Req’s Balancing deployment challenges & opportunities with requirements of the operation
- 11. Best-Practices and Lessons-Learned (ctd) 11 Implementation of new roles (such as application leads, capability managers) to centralize coordination and accountability for capability components within individual programs. Established successes with programs like Ground Interval Management and Spacing (GIM-S), ABRR, PDRR, and early work on DataComm have yielded innovations to be leveraged by future programs. Institutional stability within ANG, AJV, and AJM since the creation of the PMO and the creation of Air Traffic Services (AJT) has allowed for more robust institutional understanding of NextGen’s portfolio and the necessary planning and integration points. New processes for activities later in the AMS lifecycle – including portfolio risk management, capability-focused program reviews, capability-focused management forums, and new reporting techniques – promote early awareness and opportunities for resolution.
- 12. Questions? 12