enterprise system engineering for nextgen...– system behavior • nextgen must be flexible to meet...
TRANSCRIPT
Next Generation Air Transportation System:Meeting the Enterprise System Engineering
Challenges
Gerald Friedman (MITRE)Catherine Bolczak (MITRE)
Robert Humbertson (MITRE)John Mack (MITRE)
Jay Merkle (FAA)
25 October 2007
Approved for Public Release; Distribution Unlimited. MITRE Tracking no. 07-1293
2
Pressure from Growing TrafficCongestion and Airline Delays
3
PassengerPassenger
Bill of RightsBill of Rights
Pressure from Delays and Cancellations on Airline Quality of Service Standards
4
Pressure from Airlines on ATM System Performance
5
Pressure of Global Warming Concerns on Flight Efficiency and Fuel Consumption
InternationallyInternationally
... and
... and
DomesticallyDomestically
6
Why NextGen?
• Growth in volume and complexity of operations
• Scalable to encompass a range of possible futures
• Broader diversity of:– Aircraft performance
characteristics– Aircraft capabilities– Operator business
models• Space Operations• Unmanned Aerial Systems
Transformation is Needed to Accommodate Projected Traffic Levels and Characteristics
Flights 1.4-3X
Passengers 1.8-2.4X
2004 2025
Base
line
Valu
es
2004 Baseline• Current Flight Schedule• Current Capacities
1X
~3X
Shift in passengers per flight (e.g., A380, reverse RJ trend, higher load factor)
20??
~2X
Biz shift• Smaller aircraft, more airports
Note: Not to scale
Terminal Area Forecast (TAF) G
rowth Projection
2014 and later Baseline analysis will use OEP & FACT Capacities
TAF Growth Ratios, H
igher Rate
TAF Growth Ratios, Lower Rate
2014
Biz shift• 2% shift to micro jets
Increase of over 10 passengers per flight
Flights 1.4-3X
Passengers 1.8-2.4XPassengers 1.8-2.4X
2004 20252025
Base
line
Valu
es
2004 Baseline• Current Flight Schedule• Current Capacities
2004 Baseline• Current Flight Schedule• Current Capacities
1X
~3X
Shift in passengers per flight (e.g., A380, reverse RJ trend, higher load factor)
Shift in passengers per flight (e.g., A380, reverse RJ trend, higher load factor)
20??20??
~2X
Biz shift• Smaller aircraft, more airports
Biz shift• Smaller aircraft, more airports
Note: Not to scale
Terminal Area Forecast (TAF) G
rowth Projection
2014 and later Baseline analysis will use OEP & FACT Capacities
TAF Growth Ratios, H
igher Rate
TAF Growth Ratios, Lower Rate
20142014
Biz shift• 2% shift to micro jets
Biz shift• 2% shift to micro jets
Increase of over 10 passengers per flightIncrease of over 10 passengers per flight
7
What is NextGen?
• Network-Enabled Information Access • Performance Based Operations & Services• Weather Assimilated into Decision Making• Layered, Adaptive Security• Position, Navigation, and Timing Services• Aircraft Trajectory Based Operations• Equivalent Visual Operations • Super Density Arrival/Departure Operations
• Leadership in global aviation• Scalable up to 3x increase in capacity• Ensure our national defense (readiness
and homeland security)• Enhance the environment (noise, air
quality)• Improve safety • Globally harmonized
Transformation goals:
Capabilities:
8
NextGen Enterprise SystemEngineering Challenges
Enterprise System Engineering Profiler ™
9
NextGen Challenges: Strategic and System Contexts
• Strategic Context– Scope of Effort
• Interdependencies of all elements contributing to air transportation
– Mission Environment• Mission evolving to
accommodate new types of operations
• System Context– System Behavior
• NextGen must be flexible to meet a range of air transportation system futures
– Desired Outcome• Transformed air transportation
system that leverages new technologies and requires policy and roles and responsibility changes
10
NextGen Challenges: Stakeholder and Implementation Contexts
• Stakeholder Context– Stakeholder relationship
• Large and diverse stakeholder community
– Stakeholder Involvement• Diversity of stakeholders leads
to conflicting objectives; e.g., – NextGen funding mechanisms– Aircraft equipage mandates– Airspace access
• Implementation Context– Acquisition Environment
• Synchronization of research, development, and implementation of multiple government agencies and the private sector
– Scale of Effort• Flexibility required to
accommodate multiple user operating models
11
Process for Achieving NextGen
Develop Enterprise Architecture; Analyze Alternative Solutions and Assess Tradeoffs
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• Architect & Analyze
Develop Enterprise Architecture; Analyze Alternative Solutions and Assess Tradeoffs
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397 GBT + Backup F&E397 GBT + Backup O&MTotal Radar Centric F&E + O&M
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2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Year
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FY05
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397 GBT + Backup F&E397 GBT + Backup O&MTotal Radar Centric F&E + O&M
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FY05
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397 GBT + Backup F&E397 GBT + Backup O&MTotal Radar Centric F&E + O&M
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2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Year
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• Architect & AnalyzeDefine and ImplementIncremental Solutions
Policy, Portfolio, Roadmaps,and Business Cases
• Define Solutions
R2 = 0.67
R2 = 0.62
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Weather Score
Del
ays
(>1
Hou
r) 20032004
R2 = 0.67
R2 = 0.62
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ays
(>1
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r) 20032004
Measure Post-Implementation
Performance, Service,and Cost of Segment
• Execute & Measure
R2 = 0.67
R2 = 0.62
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ays
(>1
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r) 20032004
R2 = 0.67
R2 = 0.62
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- 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000
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Del
ays
(>1
Hou
r) 20032004
Measure Post-Implementation
Performance, Service,and Cost of Segment
R2 = 0.67
R2 = 0.62
-
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2,000
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4,000
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- 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000
Weather Score
Del
ays
(>1
Hou
r) 20032004
R2 = 0.67
R2 = 0.62
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- 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000
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Del
ays
(>1
Hou
r) 20032004
Measure Post-Implementation
Performance, Service,and Cost of Segment
Measure Post-Implementation
Performance, Service,and Cost of Segment
• Execute & Measure
$0
$1
$2
$3
$4
$5
FY04 FY05 FY06 FY07 FY08 FY09
ATO Capital Budget Shortfall
$ B
illio
ns
FY04 Capital Investment Plan
Projected Funding
Cumulative $3.2B
$0
$1
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$4
$5
$0
$1
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$3
$4
$5
FY04 FY05 FY06 FY07 FY08 FY09FY04 FY05 FY06 FY07 FY08 FY09
ATO Capital Budget Shortfall
$ B
illio
ns
FY04 Capital Investment Plan
Projected Funding
Cumulative $3.2B
Baseline andAssess Today’s
Performance$0
$1
$2
$3
$4
$5
FY04 FY05 FY06 FY07 FY08 FY09
ATO Capital Budget Shortfall
$ B
illio
ns
FY04 Capital Investment Plan
Projected Funding
Cumulative $3.2B
$0
$1
$2
$3
$4
$5
$0
$1
$2
$3
$4
$5
FY04 FY05 FY06 FY07 FY08 FY09FY04 FY05 FY06 FY07 FY08 FY09
ATO Capital Budget Shortfall
$ B
illio
ns
FY04 Capital Investment Plan
Projected Funding
Cumulative $3.2B
Baseline andAssess Today’s
Performance
Baseline andAssess Today’s
Performance
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Define Concept of Operations;
Identify Operational
Improvements
• Define the “What”Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Define Concept of Operations;
Identify Operational
Improvements
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Define Concept of Operations;
Identify Operational
Improvements
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Vision
• Aircraft can self separate with or without pilots and when necessary control can be assumed from the ground
• Customers and operators are fully informed with increased options to self-manage their ability to meet their needs
• All communities are connected into the global air transportation network
Airs
pace Decouple from
Ground Based CNS
Veh
icle
s New Airframes, Materials and Propulsion
Refuse to Crash Avionics
2006 2008 2015 2025
Risk Based Screening
Self Separation
Integrated Aviation and Border Security Functions
Two Aircraft on Same Runway
Market Based Flow Management (NASDAQ)
Secu
rity
&
Safe
ty
Market for Environmental Credits
Environmental Ground Equipment & Operations
Noise Reducing Operations
Airp
orts
Revise AIP including Regional Capacity
PlanningAutomated Aircraft Taxi & Surface Management
Comprehensive Airport Program Model Airport of the FutureWith Transparent Screening
Proa
ctiv
e Sa
fety
Man
agem
ent C
ultu
re w
ith
Non
-Pun
itive
Dat
a Sh
arin
g &
C
ompr
ehen
sive
FA
R R
evie
w
Network EnabledCoordinated
Response
Fuzzy logic to manage Weather uncertainty
Routine Use ofRemote Pilots
Performance Based Services
Automated Maneuvering to avoid Mid-air collisions
Formation Takeoff & Landings
Exception Handling Services
Near all weathertakeoff & landing
Define Concept of Operations;
Identify Operational
Improvements
• Define the “What”
NAS Security Boundary
Core Enclave(s)
SupportEnclave(s)
IB M
Enclave Comm. Control (ECC)
DMZ
Security Management& ReportingI BM
Non-NAS Entities
NAS Security Boundary
Core Enclave(s)
SupportEnclave(s)
IB M
Enclave Comm. Control (ECC)
DMZ
Security Management& ReportingI BM
Non-NAS Entities
Determine Programand Research Needs
NAS Security Boundary
Core Enclave(s)
SupportEnclave(s)
IB M
Enclave Comm. Control (ECC)
DMZ
Security Management& ReportingI BM
Non-NAS Entities
NAS Security Boundary
Core Enclave(s)
SupportEnclave(s)
IB M
Enclave Comm. Control (ECC)
DMZ
Security Management& ReportingI BM
Non-NAS Entities
Determine Programand Research Needs
NextGen PlanNextGen Plan
Epoch 1Epoch 1 Epoch 2Epoch 2 Epoch 3Epoch 3
JPDOPlanning &Oversight
AgenciesImplementation
Operate
Alignment
Feedback
Alignment
Feedback
Alignment
Feedback
NextGen
NextGen Planprovides mechanism
for alignment and oversight
STRATEGY:
Phased Implementation
to manage risk andensure intermediate
benefits
NEAR TERM MID TERM LONG TERM
DevelopReduce Risk
Develop
OperateDevelop
Research
Reduce RiskOperate
2012 2018 20252007
12
Baseline and AssessToday’s Performance
• Understand Federal agency and private sector plans, including architectures
• Baseline current capabilities and performance
13
Concept of Operations
• Describes national airspace system (NAS) in 2025– Highlights differences from
today’s operations• Presents an “aggressive” set of
concepts– Maximize benefits and
flexibility to users• Identifies key research issues
needing resolution• Highlights areas for policy
decisions• Many possible futures
– Down-selection and refinement of concepts to occur through research and policy decisions
14
Operational Improvements
• Definition – A change in operations that produces a beneficial result and moves the air transportation system toward the 2025 NextGen Goals and Objectives
• ~ 130 OIs are grouped to describe the operational transition path toward the future
• OI roadmaps span the strategies and key capabilities described in the Integrated Plan
15
Enterprise Architecture
• Federal Enterprise Architecture Framework (FEAF) and extensions for air transportation
• Department of Defense Architecture Framework (DODAF) – selected and tailored operational, system, and technology views
• Federal Transition Framework (FTF) – Air Transportation Line of Business proposal
• Tool to relate and integrate NextGen Federal agency and private sector efforts– Planning, portfolio management, and system acquisition– Key purpose: support OMB investment decision process
• Models to describe the NAS from operational, information, systems, technology, and performance perspectives
16
Determine Program andResearch Needs
• JPDO working with government agencies and private sector to determine program and research needs– Considers agency specific
strategic plans• CONOPS has top-level research
issues• FY09 to FY13 Research and
Development Plan developed to support budget formulation
• Demonstrations identified to assess operational concepts, system implementations, or technologies
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Define and ImplementIncremental Solutions
• NextGen Integrated Work Plan– Time phased plan consolidating OI roadmaps, research plans,
policy needs, and other implementation supporting material• Agencies and private sector implement; JPDO monitors and
assess progress, including performance and cost
• Full range of DOTMLPF solutions applies across public and private sectors
• Policy issues addressed in an integrated manner– Examples: surveillance integration, navigation
system backup, and equipage for required performance
• Portfolio management– Investments selection (program and research)– Collaborative effort among stakeholders,
including the agencies, and OMB– Business case includes benefits and costs– “Portfolio” view is needed to justify
investments contributing to OIs – not a program by program view
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JPDO Organization
• Government leadership reflects participation from NextGen agencies• Organization tailored to achieve enterprise transformation• JPDO includes government, contractor, and Federally Funded
Research and Development Center (FFRDC) managers and staff• Working Groups responsible for domain-specific products
– Include government, NextGen Institute, and FFRDC members• Multilevel governance includes cabinet level leadership (SPC)
Systems Engineering & Analysis Division
Systems Engineering & Analysis Division
JPDO Director / Deputy
JPDO Director / Deputy
Enterprise Architecture & Engineering Division
Enterprise Architecture & Engineering Division
Policy DivisionPolicy
DivisionPortfolio
Management Division
Portfolio Management
Division
Working GroupsAircraft (FAA) Airports (FAA)ANS (FAA) Env-mt (FAA)Global (FAA) Net-Centric (DoD)Safety (FAA) Security (TSA)Weather (DoC/NOAA)
Working GroupsAircraft (FAA) Airports (FAA)ANS (FAA) Env-mt (FAA)Global (FAA) Net-Centric (DoD)Safety (FAA) Security (TSA)Weather (DoC/NOAA)
Partnership Management
Division
Partnership Management
Division
BusinessManagement
Division
BusinessManagement
Division
NGATS InstituteNGATS Institute
Governance• Senior Policy
Committee• Board of Directors
Advisors• REDAC Executive
Committee• Institute
Management Council
Inter-Agency Coordination• Joint Architecture &
Engineering Board
Governance• Senior Policy
Committee• Board of Directors
Advisors• REDAC Executive
Committee• Institute
Management Council
Inter-Agency Coordination• Joint Architecture &
Engineering Board
Integration CouncilRegulatory CouncilEnvironmental DODSafety GlobalSecurity ATO
Regulatory CouncilEnvironmental DODSafety GlobalSecurity ATO
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NextGen Stakeholder Participation
Stakeholder Roles and ResponsibilitiesAgencies Develop and review overarching products, conduct
government research, and implement government programs
Private sector Develop and review overarching products, conduct private sector research, and implement private sector programs
Office of Management and Budget
Review NextGen EA and review of NextGen Business Case
Congress and Government Accountability Office
Conduct review of NextGen progress reports and selected products, and review of JPDO effectiveness
Department Inspectors General
Conduct review of JPDO effectiveness
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Lessons Learned
•• Governance must be established early to ensure the roles and Governance must be established early to ensure the roles and responsibilities of participating government organizations and responsibilities of participating government organizations and industry stakeholders are clearly defined and describedindustry stakeholders are clearly defined and described–– Boundaries and activities which delineate the “who does what” Boundaries and activities which delineate the “who does what” –– Scope and depth of the interoperability required between multiplScope and depth of the interoperability required between multiple e
agencies’ and industry, various activities and systems/applicatiagencies’ and industry, various activities and systems/applicationsons–– Information exchange required among participantsInformation exchange required among participants
•• JPDO could not reuse existing single agency processes and JPDO could not reuse existing single agency processes and products without changes to plan and oversee implementation of products without changes to plan and oversee implementation of NextGenNextGen–– Single agency coordination processes and products were not Single agency coordination processes and products were not
sufficient to address mission needs, although most came from thesufficient to address mission needs, although most came from theparticipating agencies themselvesparticipating agencies themselves
–– Need to consider publicNeed to consider public--private partnership, multiprivate partnership, multi--agency operations, agency operations, cross agency investments, and long term planning horizon influencross agency investments, and long term planning horizon influencece
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Lessons Learned
• Multi-agency organizations require a common way to describe key aspects of cross agency planning
– Common products and process flow– Level of detail varies by area – overlap with agency products expected– Concerns differs across stakeholders – White House, Congress, industry
groups, etc. – Visibility into evolving products needed while protecting sensitive
information
• JPDO continues to deal with complexity that increases with scope, diversity of stakeholders, time horizon, applicable technologies, policy areas, etc. – more complex than single agency effort– Processes continue to evolve to achieve the products that are
understandable by the various agencies and industry– Long time horizon means that “design space” will not close until
R&D complete
• Public-private partnerships require government and industry leadership and staffing
– Work groups have government and private sector co-leads and participation
– Industry representatives are members of the Integration Council
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Summary
• NextGen is a pathfinder for addressing large scale, multi-agency enterprise system engineering challenges– Joint and sometimes conflicting missions– Transformation of services– Reducing costs for government, industry and the public
• Multi-agency and public-private efforts involve higher complexity and additional products and processes compared to single agency programs
• Progress depends on satisfying multiple stakeholders while maintaining focus on most important products and impacts
This is the copyright work of the MITRE Corporation and was produced for the US Government under Contract Number DTDA01-01-C-00001 and is subject to Federal Aviation Administration Acquisition Management System Clause 3.5-13, Rights in Data General, Alt. III and Alt. IV (Oct., 1996).
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For More Information
• Joint Planning and Development Office:– http://www.jpdo.gov
• NGATS Institute:– http://www.ncat.com/ngats/index.html