Collaborative Decision Making _CDM_ 2005 Structure by hcj

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									Collaborative Decision Making: Leadership, Strategies, and Guidelines

October 3, 2008
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Table of Contents
Purpose.............................................................................................................................................3 Background ......................................................................................................................................3 CDM Membership ...........................................................................................................................3 The CDM Stakeholders Group ........................................................................................................3 CDM Sub-Teams .............................................................................................................................4 CDM Sub-Team Leadership and Membership ................................................................................4 Planning and Meetings .....................................................................................................................5 CDM Products .................................................................................................................................5 CSG Issue Tracker ...........................................................................................................................5 Technical Interchange ......................................................................................................................6 Appendix A: CSG Sub-Teams .........................................................................................................7 Appendix B: CDM Strategies and Guidelines .................................................................................9 Appendix C: Summary Report Template ......................................................................................10 Appendix D: Travel Authorization Number Request Checklist ....................................................11 Appendix E: CATMT WP1 FY09 Travel Request Form ..............................................................12

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Purpose
The purpose of this document is to explain the Collaborative Decision Making (CDM) process in terms of leadership, strategies, and guidelines. It goes without saying that high quality leadership is critical to the success of CDM. Therefore, the CDM Stakeholders Group (CSG), the governing body of CDM, has established a set of strategies and guidelines for Federal Aviation Administration (FAA) CDM Leads, FAA sub-team Leads, Industry Points of Contact (POCs), government participants, and industry participants to follow. The intended result is an effective and collaborative government-industry communication forum that not only provides a means for enhancing the traffic flow management (TFM) system, but a pathway for promoting effective management and leadership throughout the TFM domain. While much of the information provided is designed to be used on an “as-needed” basis, there are certain responsibilities and associated actions that are required of specific individuals, namely the CSG, FAA Leads, and Industry POCs. When specific action is required by one of these individuals, it is clearly noted as such.

Background
CDM is a joint government/industry initiative that began in 1995. CDM has worked to develop new collaborative technologies and procedures to ensure a safe and efficient National Airspace System (NAS) for aviation operators, service providers, and the flying public. CDM is currently hosted by the Air Transport Association (ATA) which acts as an “umbrella” agency to allow for Industry CDM input to the FAA. Participants agree to comply with all applicable laws and regulations, including the antitrust laws of the United States. CDM is focused on developing improved Air Traffic Management (ATM) operations and does not have a defined objective. Rather, CDM is a philosophy and a way of conducting business. By bringing together operators, government, private industry, and academia, ATM operations are improved through enhanced information exchange, data sharing, and enhanced automated decision support tools. More information on CDM can be found on the CDM web site at: http://cdm.fly.faa.gov

CDM Membership
CDM membership is limited to qualified aviation related entities that meet the data-sharing criteria. All CDM participants are required to sign the most current version of the CDM Memorandum of Agreement (MOA). CDM Members who sign a MOA but fail to exchange meaningful data with the FAA will have their membership revoked.

The CDM Stakeholders Group
Leadership and direction for the CDM process is provided by the CDM Stakeholders Group (CSG). The participants of the CSG are the Air Transport Association (ATA), National Business Aviation Association (NBAA), Regional Airline Association (RAA), and the Federal Aviation Administration (FAA). The purpose of the CSG is (1) to oversee the general direction and mission of the working sub-groups, (2) to provide the FAA with input on prioritization and

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tasking for possible technologies, communication tools etc., that will increase the efficiency of the NAS, and (3) to provide industry recommendations to the FAA on overall CDM priorities and activities. Appendix B of this document lays out a series of CDM Strategies and Guidelines for properly executing this process. Leadership within CDM is shared by the FAA and Industry. The FAA Lead for CDM is appointed by the FAA and the POC for Industry is appointed by ATA Air Traffic Control (ATC) Council with concurrence of the CSG industry members. The FAA and Industry Leads will provide an annual review of activities to the CSG each January.

CDM Sub-Teams
Sub-teams will be established at the direction of the CSG when it is determined that a certain knowledge base or skill set is required to accomplish further research and/or development of traffic management tools/concepts. Sub-teams will receive specific tasking and will provide input/recommendations on concept requirements and implementation. These sub-teams will have a charter, typically in the form of a tasking paper, which governs the scope of their activities with established milestones and timelines. The sub-teams will be disbanded at the completion of their tasking or when otherwise determined by the CSG. Each month, every existing CDM sub-team is required to submit a monthly update to the CSG using the CSG Update template (Appendix C).

CDM Sub-Team Leadership and Membership
The FAA, based on team objectives and the skill set requested by the CSG, will determine FAA members of sub-teams along with an FAA Lead and FAA Alternate Lead. FAA Leads will be given the opportunity to interview potential FAA sub-team members before assignment to the sub-team. All other membership additions to CDM sub-teams must be approved by the CDM Leads. Industry members of the sub-team will be determined accordingly by CSG Industry members. The CSG will also establish the sub-team Industry POCs and Industry Alternate POCs. The Alternate Leads and POCs will work closely with the Leads and POCs to ensure leadership can be smoothly transferred should the Lead or POC move on to another position. Core sub-team membership is defined as sub-team members that have the ability to vote on official decisions and recommendations made by the sub-team. These core sub-team members are identified by the FAA Lead and Industry POC from each sub-team and approved by the CSG. Core membership must be defined and approved at the beginning of each fiscal year (FY). The CSG must be informed through the CSG monthly update process when core sub-team membership requires a change. Industry sub-team memberships are limited to CDM participants. However, on a case-by-case basis, sub-team Leads may request non-CDM members (e.g. consultants, vendors, contractors) to act as Subject Matter Experts (SMEs) on specific topics. Attendance at sub-team meetings is restricted to sub-team members. Participation by non-members, such as SMEs, must be approved by both the CSG and the FAA Program Office. Sub-team Leads must acquire approval from their Program Office representative and from the CDM Leads prior to assigning specific tasks to contractors or other SMEs.

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Sub-team Leads, the FAA Program Office representative to each sub-team, and the CDM Leads shall hold quarterly Leadership Meetings to discuss the direction of CDM as well as the current activities of the sub-teams. Monthly Leadership Telcons will also be held by this group to maintain communication and interaction among the sub-teams. In addition to a Program Office representative, each sub-team will have one member of the Air Traffic Flow Management Operations Team (ATFMOT). This will allow for consistent situational awareness as new ideas, tools, and procedures that affect the traffic management operation are developed. All Human-in-the-Loop (HITL) testing or other operational evaluations of CDMdeveloped products require ATFMOT participation and must be coordinated and approved through the CDM Leads.

Planning and Meetings
Sub-team meeting schedules and a detailed sub-team budget for each FY must be provided to the CDM Leads by August 31 of the previous FY. All meetings require approval by the CDM Leads. The meetings should have clear objectives with published agendas that define meeting goals and discussion topics for all participating attendees. Sub-team meetings should result in actions from sub-teams (i.e. tasking requests, new procedures, etc.). To the greatest degree practical, “virtual meeting” capability should be used to augment face-to-face meetings in order to maximize participation by members unable to attend. Information sessions shall be restricted to “virtual meetings” and telcons. Notes should be taken at each meeting, including CSG meetings. Meeting notes are required to be posted on respective locations on the CDM web site. If travel is required for a meeting, FAA employees must obtain approval by completing the Collaborative Air Traffic Management Technologies (CATMT) travel request form for the corresponding FY. A checklist for completing the travel authorization process is provided in Appendix D. A sample of the FY09 travel request form is attached in Appendix E. It is the responsibility of the sub-team FAA Leads to ensure that travel requests are submitted to the FAA Program Office in a timely manner.

CDM Products
The CSG and the CDM sub-teams will produce reports that summarize accomplishments, activities, and decisions made. The sub-teams will also produce special reports, “white papers,” etc. as required to document their decisions on various subjects. CSG decisions are recommendations to the FAA. CDM summaries will follow the CSG Update format contained in Appendix C.

CSG Issue Tracker
The CSG will maintain an Excel-based “Issue Tracker” matrix which will record, at a minimum, the following information on each CDM task:   Tracking # Originator / Date Submitted 5

     

Sub-team Brief Title Description CSG Action Item / Owner Status Due Date Links, as required

The Issue Tracker is updated once per month via the CSG Update process as described in the CDM sub-teams section of this document.

Technical Interchange
Technical Adaptations and Interface Process Technical exchange meetings will be held with interested CDM participants to enhance their understanding of CDM initiatives prior to implementation. Subject matter experts may be invited by CDM members. Industry CDM Day It is important that the CDM structure lends itself to an engagement with the research and technical community. The semi-annual general CDM meetings are not structured to lend themselves to this type of interaction. To address this gap, meetings may be held and individuals with operational and technical knowledge in TFM/CDM can participate. The meetings will provide a forum to define the issues from the participant‟s unique perspective. Participants may be invited by CDM members. CDM Glossary of Terms and Acronyms Provided at the following link is a listing of common CDM terms and acronyms. http://cdm.fly.faa.gov/acronyms.htm

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Appendix A: CSG Sub-Teams
Sub-Teams currently authorized by the CSG include the following: Ground Delay Program Enhancements (GDPE) Team The GDPE team is responsible for identifying, developing and implementing ways to improve airport throughput. Some of the projects that the team is working on include, but are not limited to, FSM improvements/software changes, FSM HITL testing, data algorithm anomalies, Multifix GDP, Multi airport GDP, Distance Based GDP, FCA-based GDP, Slot Credit Substitutions (SCS) / EDCT Change Request tool (ECR), and data quality issues. Flow Evaluation Team (FET) The Flow Evaluation Team will strive to increase system efficiency by reducing route coordination time and enhancing system planning through the creation of common situational awareness of potential route alternatives, procedures, and coordination processes. Some of the team projects include but are not limited to Tactical Customer Advocate (TCA), Diversion Recovery, Pathfinder, Early Intent, FCA/AFP routing improvements, and Domestic Route Generation schemes in support of system planning. Weather Evaluation Team (WET) The overall role of the Weather Evaluation sub-team (WET) is to serve as the primary point-ofcontact for feedback and recommendations on weather products. In general, the WET has been tasked to: (1) act as the SME for weather integration ATC/CDM tools; (2) provide external outreach to weather products developers and researchers; (3) provide internal coordination with CDM sub-teams on weather related issues. Future Concepts of Flow Management (FCT) This working group was formed to address longer term (12-24 months) CDM/TFM capabilities‟ integration and an operational concept of using integrated data, procedures and concepts. The team is charged with the exploration of combinations of concepts and capabilities identified through the CSG as well as other venues and the development of enhanced CDM tools. Training Facilitation Team This Team will focus on CDM orientation and coordination with the ATCSCC Training Department for implementation of training needs for all relevant CDM products. They also coordinate training requirements for Industry. Training Facilitation Team principles include: (1) be as inclusive as possible in developing training curriculum; (2) give all NAS users the opportunity to have common situational awareness of current CDM training products and procedures by way of a CDM training distribution center; (3) set timelines to comply with CDM annual training, (S2K+9) and fast track training as it is developed to the extent possible; (4) conduct status checks with all CDM leads (latest CDM developments and projected implementation dates); (5) review and respond to critiques from NAS users and instructors in the field. Electronic Special Traffic Management Program (eSTMP) This Team normally meets to prepare for near-term special events as well as longer term special flight handling processes. The Team develops plans and procedures for these events and for seasonal impacted areas such as Ski Country.

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Surface CDM System Team (SCT) This team was formed to leverage the findings of the previous Surface Management Working Group (SMWG) and the Eurocontrol and Eurocae WG69 „Airport CDM‟ policies. The scope is to be limited to requirements which support a prototype initial „Surface CDM‟ solution at a selected airport. The success criteria for the SCT are to develop a written description of base requirements and processes which would support a prototype Surface CDM System (SCS) to be deployed in CY2009. The system will provide pertinent surface CDM data to the TFMS at a single airport. Fuel Team (FT) The FT will focus on developing ways to reduce fuel consumption through improved Traffic Management procedures. The following tasks are considered the success criteria for the FT: (1) Develop improved, realistic Traffic Management procedures to reduce the consumption of fuel during periods of irregular operations (i.e. weather, volume, etc.); (2) Increase awareness of these new procedures among Traffic Management personnel and airline dispatchers.

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Appendix B: CDM Strategies and Guidelines
1. Develop a “Strategic” Plan (2-5 years) that‟s in line with the FAA Flight Plan and Operational Evolution Partnership (OEP). Plan should include milestone schedule and goals. Develop a “Tactical” Plan (0- 24 months) with short-term goals that are inline with the Strategic plan. The plan should include goals and work breakdown by subgroup, travel budgets, milestones, and integrated schedules with dependencies (see next bullet). Each sub-team would be responsible to update their sections and ensure they comply with the Strategic Plan. 2. Develop and maintain an integrated schedule with dependencies that includes the work of all sub-teams and outside stakeholder organizations to the extent they impact the work of CDM. (See Appendix D – „Issues Tracker) 3. Prioritize work in order to focus limited FAA and Industry resources on those items that will result in the most benefit for the majority of customers and result in greater system efficiencies. Move other items off the table to “Parking Lot” for future consideration. 4. Where it makes economic sense and meaningful work can be accomplished, encourage the sub-teams to meet outside of the “breakout” structure and utilize telcons and virtual meeting technologies. 5. Set agendas at least 10 days before each meeting. 6. Formalize the decision making process. As required, sub-teams should present recommendations to the CSG (with backup materials) for acceptance. 7. Standardize the sub-team report out process (see Appendix C below) 8. At least one CDM meeting per year should take the form of an annual business meeting to assess accomplishments and refocus/redirect energies to changing conditions. This meeting would also get buy-in to any changes/updated to the Strategic/Tactical Plans and kickoff the Tactical Plan work for the coming year. 9. Ensure follow-up is performed on all new technology/functions/procedures to ensure they are performing as expected. 10. Each sub-team should maintain and share lessons learned. The CSG will conduct at joint meeting with all sub-team leads at least twice annually. 11. Ensure training is not overlooked in the deployment of new capabilities. Resources are needed to ensure this is done in a way that maximizes the benefits of the new capability.

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Appendix C: Summary Report Template

(Header)

CSG Sub-Team Update – [Date]
(Body)

[Sub-Team Name]
[FAA Lead] [Industry POC] Objective/Assigned Task Status:

Candidate Requirements/Tasks for CSG Review:

Deliverables: (if applicable)

Recent Accomplishments:

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Appendix D: Travel Authorization Number Request Checklist
Travel Point of Contact: Ron Adams Travel Budget Analyst, AJR-4 (202) 385-8489 – Office (202) 493-4416 – Fax ronald.ctr.adams@faa.gov

Steps to getting a travel authorization number  Completely fill out the travel request form that is used for your program (see Appendix E for sample).  Email/fax the completed travel request form to Ron Adams.  Upon receipt of your travel request form, Ron will issue you a travel authorization number.  Create your authorization in GovTrip (http://www.govtrip.com) and include your travel authorization number in the box that reads “Trip Details”.  When you return from travel, create a voucher and fax/email Ron a copy of your voucher. Canceled trip  If your trip is canceled, please cancel your authorization in GovTrip ASAP. To cancel your authorization go to “Digital Signature”, select the drop down tab, select “cancel”, and follow the steps to cancel the trip. Then sign, save and continue the process.  Please let Ron know by email that your trip was canceled. Note: DO NOT reuse a travel authorization number. Each trip must have a new travel authorization number.

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Appendix E: CATMT WP1 FY09 Travel Request Form

SAMPLE SAMPLE SAMPLE
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