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AIRTRAFFICCONTROLGROUP
CollaborativeDecisionMaking
forOptimisationofNetworkManagement
AnOperationalConceptV1.0
Name Position Signature Date
Prepared AnthonyGunton Manager,ATMInformationServices
[originalsigned]
Endorsed PeterCurran Manager,StrategicOperationalInitiatives
[originalsigned]
Approved JasonHarfield GeneralManager,AirTrafficControlGroup
[originalsigned]
AirservicesAustralia.Allrightsreserved.
ThisdocumentandtheinformationcontainedhereinisthepropertyofAirservicesAustralia.Nopartofthisworkmaybereproducedorcopiedinanyformorbyanymeans(graphic,electronicormechanical,includingphotocopying,recording,tapingorinformationretrievalsystem)orotherwisedisclosedtoanypartyoutsideAirserviceswithoutthepriorconsentoftheGeneralManager,ATCGroup,AirservicesAustralia
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TableofContentsTableofContents..........................................................................................................................................21.
Overview
............................................................................................................................................3
Context
.................................................................................................................................................3ThisDocument......................................................................................................................................4
2. UnderstandingNetworkDemand
.....................................................................................................52.1
ForecastDemand...........................................................................................................................5
Enroute................................................................................................................................................5Airports.................................................................................................................................................6
2.2
NetworkEffect...............................................................................................................................72.3
OneaMinute.................................................................................................................................7
3. OptimisingNetworkOperations
.......................................................................................................84.
UserFocusedNetworkManagement................................................................................................95.
AirportsTheCriticalNode.............................................................................................................11
Taxiways.............................................................................................................................................12ApronManagement
...........................................................................................................................12
6.
CollaborativeDecisionMakinganOperationalConcept.............................................................136.1
Overview......................................................................................................................................136.2
ALayeredApproach
....................................................................................................................146.3
Layer1:DemandandCapacityBalancing....................................................................................17
GatetoGateFlowManagement........................................................................................................17ArrivalOptimisationFlowFocus......................................................................................................18
6.4
Layer2:CapacityOptimisation...................................................................................................19ArrivalOptimisationCapacityFocus................................................................................................19ApronTurnAroundOptimisation
.......................................................................................................20DepartureOptimisationCapacityFocus..........................................................................................20IntegratedRunwayManagement
......................................................................................................21
6.5
Layer3:Network(Schedule)Optimisation..................................................................................21AirportTurnaroundOptimisation.......................................................................................................22DepartureOptimisationNetworkFocus
..........................................................................................24Arrival/DepartureOptimisation........................................................................................................25IntegrationofDeparturestoNextAirportArrivals.............................................................................25
Appendix1:CDMExtractfromtheICAOATMOperationalConcept.......................................................................27
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1. Overview1.1
Asairtrafficdemandincreasesanduseofavailablecapacitybecomesmoreproblematic,andasuser
and community expectations for flight efficiency, predictability,
flexibility and
environmentaleffectivenessgrow,themanagementandintegrationofthewholeofnetworkwillbecomeincreasinglycriticaltoeffectiveairtrafficmanagement.1.2
Throughthenext20years,Australianairtrafficdemandisexpectedtoincreaseby70%100%effectivelyadoublingofcurrentdemand,placingstrainonbothairportandterminalareacapacity,andin
some cases enroute airspace capacity particularly when disruptive
events such as convectiveweatherorfogoccur.1.3 Whilst initiatives
areunderway to increase capacity, itwill become
increasinglynecessary todevelop capabilities to both balance
available capacity against demand, ensuring that the
usercommunityhasequitableandconsistentaccesstoallpotentiallyavailablecapacity
inthesystemandtofullyutilisenewcapacityasandwhencreated.1.4
Thisbalancingofdemandandcapacityhas traditionallybeen
theunilateraldomainof
theAirNavigationServiceProvider(ANSP)airtrafficflowmanagementfunction.Throughthenext20yearsthatfunctionwillbeexpandedandaugmentedwitharangeofdistributedcapabilitiesandresponsibilities,and
integrated to become the International Civil Aviation Organisation
(ICAO) envisaged Global
AirTrafficManagement(ATM)OperationalConceptcomponentDemandandCapacityBalancing(DCB).1.5
ForAirservicesAustralia,theexistingcapabilityformanagingthenetworkmustevolvefromitscurrentfocusondemandmanagement,tooneencompassingwholeofbusinesstrajectoryandcrossstakeholder
collaborative capacity and network efficiency management utilising
CollaborativeDecisionMakingacrossallphasesofflight,fromStrategicPlanningtoTacticalandDynamicOperations.
Context1.6 TheAirTrafficControl (ATC)GroupATM5YearPlan
identifies as aprimary serviceoutcome...the optimisation of
endtoend ATM system traffic management performance through the
continuingdevelopmentanddeploymentofSystemWide
InformationManagement, implementationofCollaborativeATM,and
costeffectiveoptimisationofdemandagainst system capacity in
collaborationwith theoperational
servicedomainsandourcustomers1....1.7 Sustaining thatgoal
throughthenext1520yearswillpresentsignificantchallenges.As
trafficlevels increase, user performance envelops tighten, and
currently available latent capacity2
isabsorbed,wholeofnetworkmanagementwillbecomethekeycomponentoftheATMsystemandin1ATCGroupATM5YearPlan20102015,page53,paragraph9.2.12Latentcapacity
iscapacity inthesystemthat isavailablewithoutsignificant
infrastructureortechnologicalchanges,butwhich
iseithernotused,ornotusedeffectively.Itcanbeaccessedbychangestooperationalprocedures,betterforecasting,moreeffectivecoordinationandsoon.
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particular, a key driver in the Performance Based Approach (PBA)
to ATM. This has already beenrecognised
intheUSNextGeneration(NextGen)programandtheEuropeanSingleEuropeanSkyATMResearch
(SESAR) Joint Undertaking and is under active discussion in the
Australian ATM StrategicPlanning(ASTRA)process.1.8 This evolution
will require the development and implementation of effective data
andinformation collection,managementand
sharingprocesses,networkoperationsplansand
strategies,andcollaborativeplanninganddecisionmakingprocessesthatextendwellbeyondthecurrenttacticaland
pretactical timeframes into strategic and very strategic. Itwill
also require broadening of thestakeholder engagement level to
facilitate sustainable growth in capacity based on a
rigorousunderstandingofdemandscenarios.
ThisDocument1.9 Thisoperationalconceptoutlinesarangeofchanges
innetworkmanagementthatwillevolvethrough thenext1520 years.Key to
the concept is theprincipleof wholeofnetwork
informationutilization,managementand
interchange,enablingasignificantchange in the
rolesofallparticipantswithin the Australian ATM system. This
philosophy is underpinned by evolution to a holisticCollaborative
Decision Making environment, where the diverging expectations and
interests of
allmembersoftheATMcommunityarebalancedcooperativelytoachieveabestbusinessoutcomeforallstakeholders.1.10
This document is written to be entirely consistent with the ICAO
Global ATM
OperationalConcept(GATMOC)visionforfuturedemandandcapacitybalancing,whichenvisages:
DemandandCapacityBalancingwill strategically evaluate systemwide
traffic flowsandaerodromecapacities to allow airspace users to
determinewhen,where and how they operate,whilemitigatingconflicting
needs for airspace and aerodrome capacity. This collaborative
process will allow for theefficientmanagement of the air traffic
flow through the use of information on systemwide air
trafficflows,weatherandassets.Keyconceptualchangesinclude:a.
through collaborative decisionmaking at the strategic stage,
assetswill be optimized in order to
maximizethroughput,thusprovidingabasisforpredictableallocationandscheduling;b.
throughcollaborativedecisionmakingat
thepretacticalstage,whenpossible,adjustmentswillbe
madetoassets,resourceallocations,projectedtrajectories,airspaceorganization,andallocationofentry/exittimesforaerodromesandairspacevolumestomitigateanyimbalance;and
c. at the tactical stage, actionswill include dynamic
adjustments to the organization of airspace
tobalancecapacity,dynamicchangestotheentry/exittimesforaerodromesandairspacevolumes,andadjustmentstotheschedulebytheusers.
1.11 The components discussed in this document do not predispose
the need for or use of anyparticular technology
(currentlyavailableor indevelopment) theymaybe
satisfiedwithproceduralsolutionsbutthroughthemediumandlongtermwillinevitablyrequiretechnicalinnovation.
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2. UnderstandingNetworkDemand2.0.1 As indicated in the ATM 5
Year Plan (201015), the evolution of Air Traffic Services
(ATS)throughthenext20yearswillbeinfluencedbyanumberofchallenges.AkeychallengetotheefficientmanagementoftheAustralianairtrafficnetworkwillbetheabilitytoeffectivelycopewith
increasingdemandacrossServiceDeliveryEnvironments(SDE)ormoreprecisely,theeffectivemanagementofcapacityagainst
thatgrowth indemand.Networkmanagementwillmigrate froma traditional
roleofdemand management, where traffic is constrained against
available capacity, to one of
networkoptimisationandcapacityfacilitationitmustbecomeavaluepartnerfortheusercommunity.2.0.2
Ifdemandisthechallenge,thenitisimportanttounderstandhowandwherethatdemandwillpresent,andthelikelyeffectnotonlyatindividuallocations,butacrossthenetwork.
2.1 ForecastDemand2.1.1 Thenumberofaircraftoperating
throughAustralianairspaceand intoAustralianairportshasbeen
increasing consistently through the last 30 years. On average,
according to BITRE3, passenger
movements have increased by 5%
p.a.,whilstaircraftmovementshaveincreasedbyaround1.5%p.a., in
thesameperiod.The disparity between passenger andaircraftgrowth
rates is related toseveralfactors, including the pilots strike
in1989/90,the9/11terroristattackandthecollapseofAnsett
in2001,andthemovetolargeraircraftwithgreaterloadfactors.Without
these factors, aircraftmovementsmayhave risenbyaround23%p.a.
2.1.2 Planning for future services
requiresanunderstandingofhistorical trendsand
currentactualmovementdataandaccurateforecasting.Therearecurrentlyseveralsourcesofactualandforecastdatahowever,nonearespecificallytailoredtotheneedsofnetworkmanagement.
Enroute2.1.3 For theenrouteenvironment, theonly readilyavailable
trendand forecastdata comes fromBITRE. There is some corroborating
information from ICAO and the International Air
TransportAssociation(IATA)butnotataleveloffidelityforAustralianplanningpurposes.Actualmovementdata
3BureauofInfrastructure,TransportandRegionalEconomics
Fig1:HistoricalAirPassengerandAircraftMovements
throughallAustralianAirports(BITRE,2009ResearchReport117AircraftMovementsthroughCapitalCityAirportsto2029/30)
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wholeofsystemandsectorbysectorisavailablewithinAirservicesbutiscurrentlydifficulttoextractandutilise,anditsconsistencyisproblematic.2.1.4
ForecastdataavailablefromBITREindicatesanaverageyearonyeartrafficdemandgrowthof3%.
In some areas (Western Australiaresource areas, Queensland oil and
gasfields) thedemand
growthwillbehigher.Intheabsenceofsoliddata,itisdifficulttopredictthegrowthfiguresbutitislikelytobe
in the order of 5% p.a. in the shortterm. There is some evidence
that thegrowth in Queensland regional serviceswill cascade through
toBrisbane this isevidencedbyaforecastgrowthof4%p.a.at Brisbane
Airport4 for the next 5 years(levellingat3%intheoutyears).2.1.5
Intheshortterm(+5years),thecurrentkeytrafficcorridoroftheJCurveisandwillcontinuetobethemostcriticalnetworkmanagementarea.Thisisborneoutbythediscussiononairportsbelow.TrafficflowmanagementintoandaroundPerthAirportisalsolikelytobecomeanincreasingfocusarea.2.1.6
In the medium and longer term, as eastcoast major airport capacity
is absorbed, enrouteairspacefeeding intotheJcurvewill
increasinglybesubjecttonetworkmanagementconstraints.Thiswillbeexacerbatedby
increased focusonuser requirements for increased flightefficiency
(e.g.,userpreferredroutes)andtheneedtomanageaircraftemissionsprofiles.
Airports
2.1.7
Airportforecastdataisavailablefromanumberofsources.First,themajorcapitalcityAirportMaster
Plans provide an airports view oftraffic growth. From those plans,
trafficgrowth is forecast atbetween 2% and 4%year on year with
Brisbane forecast ataround 3.5% p.a., Melbourne at around2.2% p.a.,
and Sydney at around 2%
p.a.BITREhasprovidedanumberofdatasetssomebasedonGDP
growth,othersbasedon historical trend. Airservices
airportmovementdataismoreaccurateandhelpsto establish historical
trends but
4BrisbaneAirportMasterPlan2009
Figure2:ExpectedCapitalCityTrafficGrowth
Figure3:DetailedAverageHourlyMovementAnalysisML/SY/BN
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forecastingisproblematic.2.1.8 It is important to note that
whilst a difference of 1% in notional growth rates will have
amarginaleffectonshortterm(+5years)predictions(e.g.,17%vs.20%growth),thatsamediscrepancycanhaveasignificanteffectonlongterm(20years)predictions(e.g.,70%vs.100%growth)whichinturncanhaveasignificanteffectoninvestmentdecisions,capabilityoptions,andsoon.
2.2 NetworkEffect2.2.1 Networkeffect refers to thephenomenon
thatdemandneedshourlyairportcapacityatboththedepartureandthedestinationairport,attheappropriatedepartureandarrivalhourofeachflight.Ifone
of the airports on an airport pair is more congested than the
other, the less congested (oruncongested) onewill suffer from
unaccommodated demand, even though it has sufficient
capacityitself.2.2.2 Whereonlyone citypair airport is critical
(e.g., Sydney)andother airports (e.g.,BrisbaneorMelbourne) have
capacity, the network effect is relatively benign. However, as
traffic grows
theinterdependencybetweencitypairairportsbecomescritical.By2020,forexample,bothMelbourneandBrisbanewillhavetrafficdemandatthesamelevelasSydneycurrentlyexperiencesandSydneyitselfwillhave30%moretraffic.2.2.3
Asshown inFigure3 thisdemandoverlaps for substantialperiodsof
theday ifoneairportexperiences capacity shortfall, itwill cascade
critically through thenetworkand
throughothermajorairportsandoutintotheregionalfeederairports.Solutionscurrentlyavailablee.g.,airborneorgrounddelayprogramswilllosetheireffectiveness,complexityincreasesandparkingspaceisnotavailable.
2.3 OneaMinute2.3.1 Thehourbyhouranalysisand
forecastsalsopresentanother challenge.Atpresent,with theexception
of Sydney, airport peak and trough demand is such that disruptions
caused by adverseweather, or other system disturbances can
generally be absorbed across the day. As traffic
grows,however,thescopeforabsorbingdisruptionswilldisappear,andtheflowoneffectsofadisruptionatanindividualairportwillbebecomesignificantevenwithoutthenetworkeffect(thisisalreadyevidentatSydneywhendelayedflightsconflictwithcurfewtimes).2.3.2
By2030,BrisbaneandMelbourneairportswillneedacapability to
sustain60movementsanhour (onemovementaminute) forsignificantpartsof
theday, inallweatherconditions.Sydneywillneed to be able to sustain
demand of 80movements per hour (capped) for 15 hours a day, in
allweatherconditionsandallrunwayconfigurations.
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3. OptimisingNetworkOperations3.1 Optimisation of network
operations is essentially about the increasingly fine balancing
ofvariablecapacityandvariabledemand
toensurethateachavailablecapacityopportunity
(airspaceorrunwayslot)inthesystemisconsistentlypresentedforuse,andthattheusersaregivenanopportunitytoconsistentlyaccess
thatpresentedcapacitynot justatasinglenodeor location,butacross
theirintegratedoperations.3.2
Incircumstanceswherecapacityconsistentlyexceedsdemand,there
isgenerallynosignificantneedtointroducefloworcapacitymanagementinitiativesslotsarealwaysavailable,andareusedasrequired.Where
there is competition for a particular slot, basicATC interventions
(vectoring, speedcontrol,etc)managetheconflict.3.3
Inthepast,whereflowmanagementinitiativeswereintroduced,theirprimaryapplicationwaseither
in the protection of the ATC system against overload, or tomanage
environmental or otherexpectations at a particular node. Rarely
were such initiatives implemented for the benefit of thebroader
stakeholder community.Now,wheredemanddoes start to regularlyexceed
capacity,whilstsome focus isplacedondevelopingnew capacity, given
the long lead times formajor infrastructureimprovements (new
runways, taxiway upgrades, new parking gates etc)most emphasis is
onbetterutilisationofcurrentlyavailablecapacityorinmanycases,simplytransferringthecapacityshortfalltotheuserthroughgrounddelayprograms,demandlimiting,andsoon.3.4
This is exacerbatedby the traditionally tactical and
reactivenatureof the system from
anANSPperspectiveaircraftaremanagedastheypresentona
firstcomefirstservedbasis,andfromauser perspective aircraft are
presented to the systemwhen they are ready, generally regardless
ofscheduled times. It is furtherexacerbatedby theopennatureof
thesystem that is, the inability
toconsistentlycontrolsignificantvariablessuchasweather,systemoutages,landsidedisruptions,etcandtherelativelackoffidelityinstrategicforecastingandtacticalinterpretationofavailablecapacity.Toalargeextent,
given the relative situational awarenessmonopoly,networkmanagement
is currently aunilateraldecisionmakingprocess,managedbytheANSP.3.5
Effectively managing the expected increase in traffic demand within
a limited
capacityenvironment,whilstpromotinganenvironmentwithinwhichairspaceuserscancontinuetogrowtheirbusinesses,requiresachange
innetworkmanagementparadigmthatintegratesamuchlargervolumeofsituationalawarenessinformation,andestablishesanincreasinglyfinegranularityofdecisionmakingand
business rules. This cannot be done unilaterally it requires
distribution of
responsibilities,flexibilityinsystemresponsiveness,andintegrationofmanagement.3.6
The key to further improving demand/capacity management is in
utilising all
availableinformationfromaffectedstakeholderstosupportacollaborativeenvironmentwhereallstakeholdersparticipate
indetermining thebestactions
tobalancedemandagainstavailablecapacity.This isbestachieved through
the implementation and use of collaborative decision making
capabilities.
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4. UserFocusedNetworkManagement4.1
Enhancementofnetworkmanagementisessentiallyauserdrivenperformanceexpectation.Indevelopingnetworkmanagementcollaborativedecisionmakingstrategiesitiscriticaltounderstandthecustomers
operating model, and, working with the customer and other
stakeholders, to
sustaincustomervalue.Thisisnotsimplyaboutcollaborationinthedaysandhoursbeforeaflightitisaboutintegrating
planning processes and cycles at all points in the customer
planning cycle from
VeryStrategicthroughStrategic,Pretactical,TacticalandimportantlyPostTacticalforperformanceanalysis.4.2
The airline elements in Figure 4 below (based on an IATA model) are
typical of an
airlineplanningcyclevariationscanbemadetorepresentmilitaryandbusinessaviationplanningcycles,butthegeneralflowremainsthesame.
Fig4:FutureANSP/AirlineNetworkManagementInteraction
4.3 At present, the collaborative interaction betweenANSPs and
the user tends to occur in theTactical and PreTactical timeframe.
In the evolution of network management, the
collaborativeprocesseswillextendthroughallphasesofthecustomerplanningcycle.4.4
Itsalsoimportanttounderstandthekeyperformancecontexti.e.,whyairlines(andusersingeneral)wantorexpectimprovementsinnetworkoperation.Mostcurrentperformancegoalsaroundflow
and network management centre on delay reduction and ontime
performance. These
areimportantfactorsforairlines,astheyrelatedirectlytoschedulemaintenance,whichinturnrespondstotwodriverspassengerexpectations,andcriticallyforanairline,aircraftutilisation.4.5
Anairlines investment inaircraft issubstantial,and it
iscriticalthattheairlinecanoperate
itsscheduleaspredictablyandreliablyaspossible,withasfewaircraftaspossible.
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4.6
Therealityofthelast3040yearsisthatairlineshaveadjustedtheirschedulestocaterfortheunpredictabilityandunreliabilityofATMnetworkoperationasawhole.Often,thescheduledtimeforaflightof,say,onehour(e.g.,MelbourneSydney)willbeshownasalmost2hours.Withanaddedturnaroundofonehour,
theentire cycle foranotionalonehour
flightbecomes3hours.Thisnominallylimitsthecyclicaircraftutilisationto8flightsaday.Animprovementinpredictabilityofjust30minutesperflight(i.e.,2hourspercycle)canincreasedailyaircraftutilisationbyalmost2flightsaround20%.
Fig5:AircraftUtilisationCycleATMandNetworkManagementEnhancementOpportunities
4.7
ANSPscontributetothisimprovementincycletimeinthreeways.ThefirstisbyimprovementstooperationaltrajectoriesmovingtowardsUserPreferredTrajectoriesthroughanATMImprovementprogram.4.8
The second and more significant contribution will come from
improvements to networkmanagement,
improvingpredictabilityandconsistency,sothatairlineswillhaveconfidencetoreducescheduledoffblocktoonblocktimes.
Inaddition,byreducingtheneedforgroundholding,therewillbeasmallcontributiontothereductioninonblocktooffblocktime.4.9
The third contributionwillbe in theprovisionof
collaborativedecisionmaking capabilities
tofacilitateimprovementstoairportmanagementmostsignificantlyoptimisationofairportturnaround.4.10
Theairlineexpectation is thatacumulative improvement in the
threeareasATM,NetworkandAirportperformancewillallowanincreaseinaircraftutilisationorsignificantlyareductioninthenumberofaircraftrequiredtooperateaschedule.
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5. AirportsTheCriticalNode5.1
Airportsarecriticalnetworknodes.Foranydiscussionofenhancingnetworkmanagementit
isimportant to understand some of the key factors affecting airport
performance.Airports facemanychallenges economic, commercial,
political, operational, environmental and/or regulatory.
Coupledwithphysicalairport landandairspaceconstraints,these
influencethe longertermstrategiesandtheability of airports to
proactively develop new capacity or to provide infrastructure to
mitigatecongestion.5.2
CongestionisalreadyalimitingfactoratanumberofAustraliasairportsforatleastsomepartofthedayastrafficdemandincreasesthroughthenext20yearsitwillbecomethemajorconstraintonnetworkperformance.Furthermore,futuretrafficgrowthislikelytogeneratecongestionatairportsthatarenotyetexperiencingcapacityproblems.5.3
Thereareseveralairportrelatedfactorsaffectingnetworkperformancebuttwoarecritical.Thefirst
is taxiway availability and management i.e., the ability to get
aircraft to runways in
anappropriatelysequencedandtimeorderedmanner,andtheabilitytogetaircraftfromrunwaystogateswithout
causing congestion. The second is consistent and predictable
apronmanagement i.e.,
theabilitytoreliablyturnaircraftaroundatparkinggatestomeetnetworkordeparturetimerequirements.5.4
Establishingnewinfrastructuretoachievethesegoalsfromparkinggatesandapronsthroughtotaxiwaysandrunwaysrequireslongleadtimesandsignificantcapitalexpenditure.Requirementsforaerodrome
facilitiesaredevelopedasacomponentofanairportmasterplanwitha20yearhorizon.Theyaregenerallydeterminedonthebasisofforecastingandmodelling
inconsultationwiththeusercommunity and to a lesser extentwith
theANSP. Clearly in the short tomedium term
themostrealisticoptionistoutiliseexistinginfrastructuremoreeffectively.
Fig6:Airport/AirlineNetworkManagementInteraction
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Taxiways5.5 Taxiways are the airport arteries, connecting
runways to parking areas. Given the longdevelopmental lead times,
landandother infrastructureconstraints (e.g.,
roadunderpasses,electricalducts,etc)andcost,taxiwaysarestrategicallydesignedtobestfacilitatethemostcommonlyoperatedaircraft
or runway operating modes and available real estate. Consequently,
taxiways and
runwayentry/exitscannotbeoptimalforallaircrafttypesoroperatingmodes.Lackofphysicalspaceandthefact
that taxiways generallyonly allow aircraft tooperate single file
inonedirection precludes
theprovisionofcapabilitytoadjustaircraftsequencesatoronthewaytoholdingpoints.5.6
Whereslottimecompliancerequirementsarerelativelycoarse(e.g.,15minutes),thisdoesnothaveasignificanteffectonthenetworkbutascompliancerequirementsbecomefiner(e.g.,takeoffslottime1minute)taxiwaymanagementwillbecomecriticaltonetworkperformance.Fromanetworkmanagement
perspective, therefore, it will become increasingly essential that
the use of existingtaxiways, runways and runway exits is planned
and coordinated to a high level of fidelity across
allaffectedstakeholders.
ApronManagement5.7 Apron turnaroundperformance (i.e.,
themanagement of an aircraft from onblocks to offblocks) is
affected by a number of factors. These include operations related
to determination andallocation of arrival gates or parking
positions, deconfliction of traffic on aprons,management
andmanipulation of aircraft onto and off gates or parking
locations, and allocation of
groundhandlingequipmentandloading/unloadingresourcetoanaircraft.Italsoincludesalloftheelementsrelatingtopassengermovementinaterminal,luggageandcargomanagement,aircraftmaintenanceandgatereallocation,
dispatch activities, contingency gatemanagement and a range of
other activities.
Theseoperationsareoftenmanagedbydifferentstakeholders.Itisthesumoftheseelementsthatcontributetotheturnaroundtimeofanaircraft.5.8
Anyoneoftheseelementscan
leadtoadelayagainstATMagreeddepartureorarrivaltimes,negotiated in
some casesmanymonths in advance. TheATM system is not currently
configured tocoordinate these activities however, airlines deal
with them on a daily basis, and have
clearlyestablishedproceduresformanagingthevariouscomponents.Extendingthisdailycollaborationacrossall
stakeholders including the ANSP will ensure that a greater focus is
placed on networkmanagement. This is best achieved through the
implementation and use of collaborative
decisionmakingcapabilities.5.9 Managing turnaround time isobviously
important fornetworkmanagementbut
forairportoperatorsthereisanotherkeybenefit.Currentlyschedulingunreliabilityforcesairportoperatorstoupto10%ofgates
to facilitate offscheduleoperations. In thecaseofa
terminalwith30gates3gateswouldbesetaside. Ifoneof
thesegatescanbemadeavailable forplanning rather
thancontingencypurposes,notionalgatecapacityandthereforesystemcapacity
couldbe increasedbyuptosevenaircraftoperationspergateperday.
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6. CollaborativeDecisionMakinganOperationalConcept
6.1 Overview6.1.1 The benefits of using Collaborative Decision
Making (CDM) for enhancement of
networkmanagementareverywideandvaried innature.Evenatthemostbasic
levelofpurely improvingthedistribution of existing information
amongst users and stakeholders, thereby creating
commonsituationalawareness,significantbenefitscanbeachievedwithrelativelylowinvestment.6.1.2
Common situational awareness requires anew approach to information
sharing;however itsinitial implementationdoesnotrequiremajor
investment in informationnetworks. Itcanbeachievedinitially by
simply interfacing existing systems to provide better quality data
based on commoninformationelements and interactions.This
interfacing can starton an adhocbasis
initially,butwillrequiretheprogressivedevelopmentandintroductionofcommonlyagreedstandardsandproceduresultimately
leading to the development of an integrated systemwide
informationmanagement
(anddistribution)capability,supportedwithenhanced(aeronautical)informationmanagement.6.1.3
To realiseall thepotentialbenefitsofCDM through thenext20yearsallof
the componentsdescribed in this operational conceptwill need to be
implemented and a networkwide approach isnecessary. In practice, a
phased, bottomup approach will have to be followed, with
eachimplementationstepdeliveringanincrementalbenefit,whichwillbecomeevenmoresignificantastheCDMconceptcomponentsmatureandareimplementedmorebroadly.6.1.4
Some of the components particularly those related to airport
optimisation cannot beimplemented in isolation to work effectively
they require the implementation of supportingcomponents.As
indicatedpreviously, thisdoesnot imply theneed to implement
technologybut itdoes require the establishment of procedures and
practices that provide the base capability of theunderpinning
component. The operational concept therefore assumes that some
components
areimplementedbeforetheothersareconsideredorareimplementedinparallel.6.1.5
Theoperationalconceptalsoassumesthattheexistingdata(situationalawarenessanddecisionmaking)and
informationmanagement
infrastructurewillremain,withchangestoexistingsystems(ordeployment
of new systems) kept to the minimum required to support the
implementation of
thecomponents.Inallcases,costeffectivenessmustbeaprimaryconsideration.6.1.6
Providing information and better quality network management induces
costs for
allstakeholdersthatshouldbebalancedbyhigherbenefits.Arguably,theprovisionofinformationbyoneparty
that improves network overall management has a value, and that
value should be
reflectedthroughquantifiableandmeasurablebenefitboth to theprovider
(returnon investment),and to
theothernetworkstakeholders(crossindustrybusinesscase).
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6.1.7 Accordingly, inorder toquantify thebenefits it is
important toobtain an
agreementonKeyPerformanceIndicatorsandtheuseofrecordeddataforevaluationpurposes.Posttacticaldataanalysisisanimportant,requiredactivitywithaviewtomonitoringandimprovingallCDMrelatedactivities.6.1.8
Inaddition,forallcomponents,appropriateproceduresareneededtoenableCDMstakeholderstodiscussissuesandimprovementsandtoagreeonactionifapartnerdoesfulfillitscommitment.
6.2 ALayeredApproach6.2.1 CDM comprises a number of components
and is applied at several layers, each one actingsequentially with
an increasingly fine level of network performance granularity but
with
anincreasinglyhigherlevelofperformanceresponsibilityon,andcollaborativeengagementbetweeneachinvolvedstakeholder.6.2.2
ThefirstlayerfocusesonwholeofsystemDemandandCapacityBalancingandisestablishedonanAustraliawidebasis
though applicationmay initiallybe restricted to certain
timeperiods,or tocertain specified areas/traffic flows. The second
and third layers respectively focus on
CapacityOptimisationandNetwork(orSchedule)Optimisation,andareappliedonalocationspecificbasisi.e.,foraparticularmeteringpoint,foranairspacevolume,ormorepredominantlyforaparticularairportorsetofairports.
Figure7:CollaborativeDecisionMakingforEnhancedNetworkManagementComponents
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6.2.3 Layer onehas two components GatetoGate FlowManagement,
andArrivalOptimisation.Layer two has four components Arrival
Optimisation, Apron TurnAround Optimisation,
DepartureOptimisationandIntegratedRunwayManagementi.e.,theintegrationandoptimisationofarrivalsanddeparturesstreamsataparticularairport.ArrivalOptimisationisanextensionofthesamecomponentatLayer1,butfocusednowoncapacityoptimisation.6.2.4
The third layer has four components Airport Turnaround
Optimisation,
DepartureOptimisation,integratedArrivalandDepartureOptimisationandNextAirportIntegration(integrationofdeparturesatoneairporttonextairportarrivals).Thefirstthreeofthesecomponentsareextensionsofthesamecomponent
inLayer2,butwithhigherfidelityrequirementsandaspecificfocusonnetworkoptimisation(i.e.,fortheATMnetworkasawhole)andforairlines,scheduleoptimisation.6.2.5
Thecomponentsinlayers1and2focusonprocessesthatneedtobeestablishedtoachieveanoutcomethisneednotnecessarilyinvolvedeploymentoftechnicalortechnologicalsolutions(atleastnotinthefirstinstance),butmaysimplyinvolvethedevelopmentandpromulgationproceduresbasedbusiness
rules e.g., traffic management procedures, prioritisation
instructions, standard
taxiwayroutes,etc.InLayer3,moresophisticatedcapabilitiesandhigherfidelitycollaborativedecisionmakingprocessesaredeployed.
Figure8:CollaborativeDecisionMakingLayeredApplication5
6.2.6 Each component is supported at increasing levels of
granularity by Local and System
WideInformationManagementcapabilities,collaborativedecisionmakingprocessesandprotocols(businessrules),andenhancedsituationalawarenesscapabilitiessuchasASMCGS.6.2.7
EachlayerofCDManditsassociatedcomponentsalsoinvolvestemporaldecisionmakingthatis,
the decisionmaking processes are not simply conducted on the day of
flight but
involvemultistakeholderinteractionsintheStrategic,Pretactical,TacticalandDynamictimeframestoestablishthebusiness
rules foroptimumnetworkperformance.Necessarily the levelof
fidelityofdecisionsmade
5Thediagramisillustrativeonly.Therepresentationofgatetogateflow,forexample,ismeanttoindicateapplicationacrossthenetworkbutnotwiththelevelofgranularityofarrivalanddepartureoptimisation.Itisalsomeanttoindicatethatgatetogateflowdoesnot(significantly)encompassairportoperations.
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furtheraway from theactual timeof flightwillbe influencedby
theavailabilityandqualityofsystemdataandinformationandtheabilitytopredict,forecastandmanagesystemdisturbancessuchasweather,airspacerestrictions,etc.6.2.8
Each layerofCDMalsochanges the levelsof
responsibilityofstakeholders.Forexample,theeffectiveoperationofgatetogateflowis
primarily the responsibility of the ANSP however, the
effectiveoperation of turnaround optimisation at an airport is
primarily theresponsibilityofairlinesinconcertwithairports.
CDMComponent
PrimaryOutcomes
StakeholderCompliance
AvailableSituationalAwareness
SharedSituationalAwareness
StakeholderInformationSharing
Layer1:DemandandCapacityBalancingGatetoGateFlow
PreventionofATCoverload
Reductioninairbornedelay
FlowUnit:HighATC:MediumUser:Low
High Low Low
ArrivalOptimisation
Betterflowtospecificairports Slot/regulatorycompliance
FlowUnit:HighATC:HighUser:Medium
High Low Medium
Layer2:CapacityOptimisationArrivalOptimisation
Arrivalintegrationforcapacity
Collaborativeprioritisation Increasedpredictability
FlowUnit:HighATC:HighUser:Low
High Medium Medium
ApronTurnAroundOptimisation
Betterpredictabilityfordepartureplanning
PrecursortohigherfidelityAirportCDM
FlowUnit:HighATC:HighUser:MediumAirport:Medium
High Medium Medium
DepartureOptimisation
Structureddepartureslotallocation
Collaborativeprioritisation
FlowUnit:HighATC:MediumUser:Medium
High High Medium
IntegratedRunwayManagement
Runwaycapacityoptimisation Increasedairportefficiency
FlowUnit:HighATC:HighUser:Medium
High High Medium
Layer3:NetworkandScheduleOptimisationAirportTurnaroundOptimisation
Collaborativedecisionmaking Distributedresponsibilities
Enhancedapronmanagement Focusonnetworkperformance
FlowUnit:HighATC:HighUser:HighAirport:High
High High High
DepartureOptimisation
Precisetakeofftimeallocation
Collaborativeprioritisationandslotreallocation
Betterapronmanagement
FlowUnit:HighATC:HighUser:HighAirport:High
High High High
ArrivalDepartureOptimisation
Runwaycapacitymaximisation Increasedairportefficiency
FlowUnit:HighATC:HighUser:HighAirport:High
High High High
NextAirportIntegration
Collaborativedecisionmaking Distributedresponsibilities
Focusonnetworkperformance
FlowUnit:HighATC:HighUser:HighAirport:High
High High High
Table1:CDMComponentOverview
Fig9:TemporalApplication
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6.2.9
Asalreadyindicated,CDMacrossthenetworkisoperatedwitharangeoflayeroptionssomeairportsornodesapplyingmore
layers thanothers,withminimaloverallnetworkeffect.However,astraffic
demand increases, and the network effect becomesmore dominant,
itmay be necessary
forstakeholderstoanticipateandacceleratethedeploymentofadditional
layers.Onthisbasis,the initialdesign of the situational awareness
(surveillance, communications, etc) and information
sharingcapabilities (SWIM,AIS/AIM/IM, etc)must anticipate theneed
for extended
applicationwellbeyondinitialsystemdesignrequirements.6.2.10
Aseachlayerisimplemented,theemphasismovesfromthemanagementofindividualaircrafttoa
specific slot, through to themanagementofslotsasawhole,where
thecritical consideration
iswhatneedstobedonetoensureanavailableorreleasedslot
isutilisedbyanyavailableaircraft. It
isalsoaboutslotusageratherthanslotcompliance.Thisistheultimategoalofnetworkoptimisationbutitrequiresahighlevelofengagementandcommitmentacrossallstakeholders.
6.3 Layer1:DemandandCapacityBalancing
GatetoGateFlowManagement6.3.1 Gatetogate flow management is
responsible for (relatively) coarse optimisation of overalltraffic
flow through the network, and intervention to prevent overload at
specific locations whendemandexceedscapacity. Ingeneral terms
itconcentrateson setsof individual flightsegments
fromtakeofftolandingthoughtheregulatingoftrafficflowmay(andgenerallywill)requiregrounddelaywhichmayhavedisruptivedownstreamflowthrougheffectsonuserschedules.
Figure10:GatetoGateFlow
6.3.2 Despite the relative coarseness or granularity of
individual slotmanagement, air traffic flowmanagement is actually
supported by highfidelity situational awareness capabilities for
monitoring
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systemcapacityandsystemdemand(partlybecauseitalreadyexists,butmostlytofacilitateintegrationwiththenextlayerswhen/whereapplied).Italsoprovidesamechanismformanagingtrafficflowswhenimbalancesoccur.6.3.3
Theairtrafficflowmanagementsystemmonitorflightsarrivingatanddepartingfromairportsingeneral,andcriticalairportsinparticular,whiletrackingdemandandcapacity.Thesystemalsomonitorsairspacevolumes,andcriticalnodes(entry/exitpoints,holdingpoints,etc).Whenan
imbalanceexists,usersareabletoanalysedataandmodeldemandmanagementandoptionstodeterminetheoptimalsolutionformanagingtheimbalance.Onceasolutionhasbeenidentified,thesystempermitstheotheruserstoviewandparticipateinrefiningthesolutiontoreachamutuallyagreedposition.6.3.4
Air traffic flow management system tools allow modelling to take
place in the
strategictimeframei.e.,inthe612monthpreflighthorizontoenablegeneralrefinementofschedules,anddevelopment
of initial network operations plans. Themain limiting factor at the
strategic horizon isfidelity of capacity information at best
historical averages can be applied but known
capacityshortfalls(scheduledworks,knowndeficiencies)canbefactoredatthisstage.6.3.5
Airtrafficflowmanagementismosteffectiveinthepretacticaltimeframetypicallyinthe448hours
preflight horizon where potential tactical constraints (works,
staffing, rosters,
equipmentavailability,etc)canbemitigated,andonlydynamicvariables(weather,systemfailure,etc)remain.6.3.6
Thereareanumberof
limitingfactorstothenetworkwideeffectivenessoftheairtrafficflowmanagement
layer though for some stakeholders these are in fact system
positives. In
general,allocatedslotstendtohavewidecompliancemargins(e.g.,15mins,or5mins/+10mins,etc)whichprovidearelativelysubstantialbufferforairlinesaboveandbeyondbuilt
inschedulebuffers.Thiscanresultinaperceptionthatdemandandcapacityisbalanced,butarealitythataircraftarestillsubjecttodeparturedelays,orenroute/terminalareatrajectoryadjustment.6.3.7
Themoresubstantialshortfallisthedownstreameffectofimposinggrounddelayonindividualflightsthatcascadesthroughthenetworkparticularlywhenanindividualaircraftisoperatingmultiplelegsinahighdensitycorridor(e.g.,MelbourneSydneyBrisbane).6.3.8
In the current demand environment this can generally be managed by
tactical or
dynamicinterventiontoprioritisecertainindividualflightsbutasdemandincreases,andcapacityisreachedorexceededmoreregularly,implementationofhigherfidelitymanagementwillberequired.
ArrivalOptimisationFlowFocus6.3.9
Thegatetogateflowfunctionisrelativelycoursewithwidecompliancemargins.Wheretrafficflowsareconcentrated(e.g.,eastcoastofAustralia)itisbeneficialtoimplementcapabilitiesforbetteroptimisationofflowsintoparticularairports(e.g.,Sydney,Melbourne,Brisbaneetc).
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6.3.10 Arrival optimisation begins the process of introducing
targetwindows ofmetering times foraircraft. Italso introducesthe
integrationof tacticalandpretactical flightstreams i.e.,
itallowstheintegrationofaircraftwaiting todepart
foraparticulardestinationwithaircraftalreadyairborneenroutetothatsamedestination.6.3.11
SuchcapabilitieswilleventuallyevolvefromaLayer1DemandandCapacityBalancingroletoaLayer2CapacityOptimisationroleandshouldbedevelopedtosupportsuchanevolution.6.4
Layer2:CapacityOptimisation
ArrivalOptimisationCapacityFocus6.4.1
Withinthenetwork,asdemandincreases,theflowoftrafficthroughcertainkeynodesbecomesincreasingly
critical to capacity and specific focused management processes need
to be applied. InAustralia thosenodesarekeyairportson theeastcoast
(Sydney,Melbourne,Brisbane)
togetherwithPerthintheshortterm,withthesetlikelytoexpandthroughthenext20years.6.4.2
Itwillbecomeincreasinglyimportanttomorepreciselyregulate/metertheflowoftrafficattherunways
associated with these airports, and at particular airspace nodes
around these airports,
toensureboththatallavailablecapacityisutilised,andincreasinglythattrafficispresentedtorunwaysinarrivalsequencesthatbestmaximisecapacity(taking
intoaccountweather,waketurbulenceetc),andcompanypreferencesforarrivalpriority.6.4.3
Arrival sequence optimisation aims to enhance runway capacity
through sequencing andmetering the flow of aircraft entering a
particular airspace volume(s) such as a TMA, to
providepredictabilityandatthesametimeminimisethe
impactontheenvironment,byreducedholdingandlowlevelvectoring.
Fig11:ArrivalOptimisation
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6.4.4
Tomeettheseobjectives,arrivalsequenceoptimisationprovidesasequenceattherunway,andanexpectedtimeattherunwayorthetimeat/overdifferentfixes(togetherwithapplicabletolerances).Itgivespriority
to lineardelayabsorptions (i.e.,grounddelay, speed control,path
stretch) insteadofholding patterns. Planning functions also help to
reduce controllerworkload, particularly in case
ofsystemdisturbance(suchasrunwayclosure).6.4.5 Whilst the
development of business rules for arrival sequence management
occurs in
thestrategictimeframe,itsapplicationismostdominantinthepretacticalphase(forshorterhaulflights),orinthetacticaland/ordynamicphaseofnetworkmanagementforlongerhaulaircraft.6.4.6
Arrivalsequenceoptimisationrequiresahigher
levelofcompliance(withfixtimes,sequencinginstructions etc)
butwhilst it provides a higher level of predictability (about
specific aircraft) andresponsiveness (at specific airports), it is
not necessarily designed to enhance overall
networkeffectiveness.6.4.7
Thekeybenefitisflexibleandadaptiveresponsivenesstoachangingoperationalsituation,suchascontrolleractions,revisedoperationalcapacity,reprioritizationandweatherimpacts.
ApronTurnAroundOptimisation6.4.8 Optimisationofarrivalstreams
isonlyonepartoftheairportcapacityenhancementequation.To
fullyoptimise capacity it isnecessary tomanage thedeparture
streams,and topretactically
andtacticallyintegratearrivalanddeparturestreams.Thisisnotsimplyacaseofallocatingacertainblockofarrivalsand/ordeparturesperhourthisisaboutincreasingthepredictabilityofdeparturessothattheycanbeallocatedspecificdeparturetimesorslots.6.4.9
Todothiseffectively,itisnecessarytohaveadegreeofcontrolorpredictabilityaboutaircraftturnaroundontheaproni.e.,tohavesomecommunicatedcertaintyaboutwhenaircraftwillbereadytopresentintothedeparturestream.6.4.10
In Layer 2, theATC/airline levelof fidelity is relatively fine but
the airline/airportbuffer
isrelativelylargethatis,thescheduledpushbacktimesforairlinestakesintoaccountthepotentialturnarounddisturbances.Theairportandgroundhandling
componentsarenotpartof
theATMdecisionmakingprocessatthislayerthisoccursformallyintheairportturnaroundoptimisationinLayer3.6.4.11
ApronTurnAroundOptimisation isanecessaryprecursor toLayer2
(andLayer3)DepartureOptimisation.
DepartureOptimisationCapacityFocus6.4.12 Departure optimisation
at Layer 2 is primarily focused on increasing capacity at
particularairports. The aim is to better predict specific departure
stream demand, and to be able to flow
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departurestreamtraffictorunwayholdingordeparturepointsinsequencesthatnotonlyoptimisetheterminalareamanagement,but
alsopresentaircraft to theenroute flow inaway that reduces
theneedfortacticalintervention(e.g.,ensuresspacingbetweentwoaircraftboundforthesamedestinationissufficienttoavoiddownstreamholdingorpathstretching,etc).6.4.13
The fidelity of departure optimisation is critically related to the
predictability of apron turnaround better apron predictability
allows better departuremanagement and better integration
ofdepartureswitharrivalstreams.Becauseoftheuncertaintiesassociatedwithapronmanagement,Layer2departureoptimisation
is apretactical and tactical function,with strategic actionbeing
limited
tobroadscheduleplanning,andairportinfrastructureoptimisation.6.4.14Departuresequenceoptimisationasasecond
layerCDMapplication ismorecriticalatairportsthat alreadyhave,or
anticipatehavingdeparture capacity constraints. Those airports
thathavehighlevelsof taxiwayor runway
flexibilitywillnotnecessarilyneed to apply it,but it is
anecessaryprerequisitefor implementationofthird
layerCDM6andforeffective
integrationofarrivalanddeparturestreams.
IntegratedRunwayManagement6.4.15 Havingestablished
separateprocesses foroptimisationofarrivalanddeparture
streams,anddeveloped processes for increased apron turn around
predictability, the next natural component
ofcapacityoptimisationistheintegrationofarrivalanddeparturestreamstomaximiserunwayutilisation.6.4.16
The aim of integrated runway management is to manipulate aircraft
in both arrival anddeparture streams to provide deconflicted
arrival and departure slot opportunities. This can
beachievedtacticallythroughtimebasedtargetwindowallocation(e.g.,3minutespacingatarrivalfixes,2minutespacingbetweenlandings,etc)ordynamically(e.g.,ATCpathstretchingtoachievea6or7milespacingbetweenarrivalstoallowadeparture).6.4.17
Giventheleveloffidelityofthevariousstreams,itislikelythatatlayertwo,integratedrunwaymanagement
will be a tactical/dynamic function, with pretactical actions
limited to
broaddeterminationofperhourarrival/departuremix,andrunwayconfigurationacceptancerates.6.5
Layer3:Network(Schedule)Optimisation6.5.1 In layersoneandtwo,
thepredominant focushasbeenonthe interactionbetweentheANSP(ATC and
Flow Management) and theUsers to determine optimal flow and
sequencing. To a
largeextent,theoperationofthevariouscapabilitiesintheselevelsisbasedonarelativelylargeembeddedturnaroundperformancecomponent
inuser schedules,updatedona reactivepretacticalor
tacticalbasiswhenflightsareinapositiontobeginthenextflightsegment.6Theprerequisiteistheprocessitmaybeasetofproceduresorprioritisationrulesnotnecessarilyatechnologyortechnicalcapability.
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6.5.2
Inaddition,theflowandsequencingcapabilitiesforarrivingstreamsisineffectterminatedonceanaircraftissufficientlyfarfromarunwaythatitspositionwillnotinterferewithfollowingoperations.Levelsoneandtwoaregatetogatefocusedormorepreciselygatetoapronorgatetoarrivaltaxiwayandmanageseriesorblocksof
individual flightswithoutconsiderationof the next flight
segment.Effectivelythemanagementclockresetsforeachflight.Levelthreeisaboutintegratingthoseindividualflightsandeffectivelymanagingairlineschedulesandwholeofnetwork.6.5.3
Whole of network efficiency is highly dependent on traffic
predictability which is in
turndependentoncommonandsharedsituationalawarenessacrossamuchbroaderrangeofstakeholdersthan
involved in layer one and two most critically airports. It also
requires a broadening of
theresponsibilityenvelopwithmorepartnersinvolvedandmoredecisionmakingpoints.
AirportTurnaroundOptimisation6.5.4 Currently,where there isno
effective linkagebetween airborne and ground flight
segments,deviationsfromtheplannedtrafficsituationwillnotbetransmittedtothenetwork.TheknockoneffectthatdeviationsfromtheplanproduceonthenetworkarenotanticipateddownstreambyairlinesortheANSP.
This will result in a large number ofmissed slots or
noncompliancewith the slot
allocationrequirementsandassuchininefficientuseoftheavailableenrouteandairportnetworkcapacity.6.5.5
Unlike apron turn around optimisation, which is focused on
increased predictability
forindividualflights,airportturnaroundoptimisationisaimedatenhancingpredictabilityandreliabilityonthe
ground for all ground flight components (taxiin, parking, ground
handling, push back etc),
andlinkingthecompletionofoneflighttothestartofthenextbythesameaircraft(tailtracking).Itisaboutwholeofairporteffectivenessandefficiency.6.5.6
Itisprimarilyanairportgroundoperations/airlinecoordinationfunction;however,itscriticalitytowhole
of network operations, and the fact that airports generally operate
as independent nodeswithin theoverallsystem (i.e.,arenotdirectly
interconnected) requires thedirectengagementof
theANSP(Airservices)asacollaborativepartner,andasthe
localandsystemwide informationmanager(andmajor situationalawareness
informationholder).Airservices alsohas a significant role as a
keydecisionmakerinthe(necessarily)integralarrivalanddepartureoptimisationcomponents7.6.5.7
To be effective, airport partners must work together and share data
and informationmoreefficiently and transparently. The establishment
of a common operational picture, with the samemeaning to all
stakeholders, will allow improved decisions based on more accurate
and timelyinformation. Thiswill allow each stakeholder to optimise
their decisions in collaborationwith
otherstakeholders,integratingtheirpreferencesandconstraintswiththeactualandpredictedsituation.7As
indicatedpreviously thisdoesnot infer theneed (in the first
instance) forarrivaland/ordepartureoptimisation technologyonly
theprocesses/proceduresneedtobeinplace.
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Fig13: AirportTurnAroundOptimisation
6.5.8 Whilstan informationrichenvironment
isessentialtoairportturnaroundoptimisation,
italsohasasignificantpotentialto impedeperformance.
Inthestrategictimeframe, intheestablishmentofthe business rules for
airport turnaround optimisation, the most critical consideration is
theestablishmentofhierarchicaldecisionmakingprocessesthatareaimedatensuringthatresponsibilityforcomplianceisdelegatedeffectivelysothatoverlapisavoided.Itisalsocriticaltoestablishlinkagestoarrivaloptimisationanddepartureoptimisationprocessessimplygettingaircraftinandoutofgatesorapronsontimedoesnotguaranteethataircraftcanactuallyreachadeparturepointatatargettime.6.5.9
Inthepretacticaltimeframe,thekeyfocusisonthepredeparturesequencingprocess.Oneofthemainoutputsoftheairportturnaroundoptimisationprocesswillbeaveryaccuratetargettakeofftime
(e.g., 1minute)whichwillnotonlyenhancegroundplanningbut canbeused
to
improveenrouteplanningaswellastomoreaccuratelyplanthemanagementofthewholeofAustralianairspacei.e.,toenhancetheeffectivenessofthelevel1and2components.6.5.10
In the tacticalanddynamic timeframe, the focus isonensuring
thataircraftaremanipulatedontoandoffgatestoensure
thateitherapredeterminedtakeoffslot
isachievedormorecriticallythatifitcannotbeused,itisimmediatelyavailableforusebyanotheraircraft.Thisrequiresimmediateornear
immediateaccess todecisionmakingprocessesat theaircraft (eitherby
thepilot,orgroundhandling staff)whenslotcompliance is indoubt, so
that the slotcanbe reallocated,andanewslotdetermined.6.5.11 In
order towork effectively, turnaround optimisation needs to be
supported by arrival anddepartureoptimisation.There
isnopointachievingahigh levelof fidelity
ingettinganaircraftoffanapronifitisnotpossibletogettheaircrafttothedeparturepointorairborneontime,orfromanarrivalrunwaytotheapronsothatitsturnaroundclockcanbestarted.Asindicatedpreviously,thisdoesnotrequiretheimplementationoftechnologyitcanbeachievedprocedurally.
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DepartureOptimisationNetworkFocus6.5.12
DeparturesequenceoptimisationinLayer3aimstopresentaircraftfordepartureattherunwayholdingpointinasequencethatintegratestheusersdeparturetimeexpectation(schedule),anticipatespotential
downstream arrival sequence or air traffic flow management
requirements,
andfactors/mitigatesthedeparturecapacityconstraints(network).Therearefourmajorconstraintsonthedeparturecapacityofanairport:
AircraftMixatRunway differentaircraftwakevortexstandards,
runwayentryand rolltimerestrictions,etc
Terminal Area Departure Paths limitations of standard departure
procedures,segregationofmultirunwaydeparturepaths,arrival/departurecrossovers,etc
Manoeuvring Options at Runway Holds availability of
holding/runup bays, multiplerunwayentrypoints,etc
TaxiwayManoeuvringOptionsavailabilityofapronexitoptions,taxiwayoptions,etc6.5.13
Aswith Layer 2, departure sequence optimisation as a third layer
CDM application
ismorecriticalatairportsthatalreadyhave,oranticipatehavingdeparturecapacityconstraints.Itwillbecriticalfor
those airports that have limited taxiway or runway flexibility.
Departure sequence
optimisationcomplementsandenhancesairportturnaroundoptimisationitisessentialtobeabletomoveaircraftfrom
aprons to departure points optimally delays or congestion on
taxiways degrades apronperformance.
Fig12:DepartureOptimisation
6.5.14 Business rules are developed in the strategic time frame,
andwill factor average taxi times,typical terminal area airspace
management practices, potential airline preferences, typical
apronmanagement constraints, and so on. Pretactically, airline
departure sequence preferences
areestablished,andknownoranticipatedparkingpositions,taxiwayanddeparturerunwayconfigurationsetc
are factored. Tactical application of departure sequence
optimisation is focused not only on
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presenting aircraft in a particular order at the runway, but
also on minimising dynamic delay
andreducingqueuingi.e.,leavingstartupandpushbackaslateaspracticable.6.5.15
Departure sequence optimisation enables improved response and
reaction to unforeseenevents and can therefore reduce the negative
impact of such an event (e.g., instantaneous runwayclosuredue
toaccident,weather changesetc).By
constantlymonitoringanddistributing informationdeparture sequence
optimisation enables dynamic plan updates based on the current
situation
andtimelydistributionoftheinformationtothedifferentoperatorsandstakeholdersattheairport.
Arrival/DepartureOptimisation6.5.16 As runwaycapacity is
reachedmoreconsistently, it is important toensure thatan
integratedapproach is taken to managing arrival and departure
streams both to ensure that airport/gatethroughput is maintained,
but more critically to leverage the constraints in each stream to
createcapacityopportunities.6.5.17 This is particularly important
when there are varying wake turbulence categories in
arrivaland/ordeparturestreams(necessitatingalargerarrivalordepartureslot,withinwhichanotheraircraftmaybelandedordeparted),orwhenthereisanemphasisonarrivalsoverdepartures(orviceversa).Itis
also importantwhenmultiple runways are being used for unifunctional
streams (one runway
forarrivals,onerunwayfordepartures)andtherearegapsthatmaybeutilisedfortheoppositefunction.6.5.18
In Layer 3, arrival/departure optimisation for the concept of high
and consistent runwaythroughput requiresboth integrationof the
arrivals sequenceoptimisation anddepartures sequenceoptimisation
functionalityandahigh levelof
informationsharingandsituationalawareness fidelity,and targetwindow
compliance (from both users andATC), as the critical dependency is
the
preciseinterspersingoflandinganddepartingaircraftinahighworkloadenvironment.6.5.19
OfparticularimportancefromadynamicperspectiveistheinteractionbetweentheATCTowerfunction
and the ATC Arrival/Approach function. Precise taxiway management
is also essential toensure that the runway is vacatedwhen
requiredby landing aircraft, and thatdeparting aircraft
aredelivered to the runway threshold in the correct sequenceandat
the time required inallweatherconditions.
Airportroutingandguidanceaidsdeveloped
inmoreadvancedfunctionsofASMGCS(forexample)areexpectedtocontributetoevenmoreprecisetaxiwaymanagement.
IntegrationofDeparturestoNextAirportArrivals6.5.20 Most airports
operate as independent nodes within the ATM system and their
individualoperationcanhavesignificantimpactoneitherupstreamordownstreamoperations.Thisisparticularlyimportant
when those upstream or downstream airports are critical nodes, with
high demand orcapacity constraints. The last component of the
collaborative decision making framework is the
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integration of sequencing operations at one airport in
particular departures with the
arrivalcomponentofoperationsatthenextairportforanyparticularaircraft.6.5.21
This integration of planning across the network is essential from a
user perspective for themaintenance of predictable schedules with
schedule maintenance issues being amortised andmanaged across a
series of flights (by the same aircraft). The aim is not, for
example, to
eliminatedelays,buttousetheintegratedsystemtoprioritiseoperationsforoneormoreflightstomitigatetheeffectofthatdelay.6.5.22
Inpractice,thismeansthatratherthan
integratingadepartureandsubsequentarrivalforoneflight, a departure
at one airport may actually be integrated into an arrival stream 2
or 3 flightsdownstream.This is theultimategoalof tail tracking
(managementofanairframeassociatedwithaseriesofflights).
Figure14:IntegrationofDeparturestoNextAirportArrivals
6.5.23 In the strategic timeframe, business rules are
established formanaging aircraft through thesystem rather than
individual flights. This requires close integration of intended
business
outcomes,prioritisationofcitypairs,etc.Becausethemanagementprocessextendsacrossaseriesofairports,theCDMprocess
isnecessarilymore complex than layer2activities,andwillneed tobe
supportedbyarangeofautomatedmodellinganddecisionsupporttools.6.5.24
The need to integrate CDM at several airports also means that
managing system
variables(weather,etc)becomesmorecomplex.Forthisreason,higherfidelitymanagementwillgenerallybeleftto
thepretactical timeframewithsignificantoverlap into
tactical.Thismeans thatwhilst
individualflightswillbemanagedtactically,therewillbeasimultaneouspretacticalmanagementprocessrelatedtodownstream
flightsbythesameaircraft. Inaddition,theposttactical
flightanalysiswillbecomeasignificantinputtotacticalandpretacticalmanagementofdownstreamflights.
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Appendix1:CDMExtractfromtheICAOATMOperationalConcept10.
COLLABORATIVEDECISIONMAKING810.1
CollaborativedecisionmakingwillallowallmembersoftheATMcommunity,especiallyairspaceusers,toparticipateintheATMdecisionmakingthataffectsthem.Thelevelofparticipationwillreflecttheleveltowhichadecisionwillaffectthem.10.2
Collaborativedecisionmakingwill apply to all layersofdecisions,
from longertermplanning
activitiesthroughtorealtimeoperations.ItwillapplyacrossallconceptcomponentsoftheATMsystemandisanessentialelementoftheoperationalconcept.10.3
Collaborativedecisionmakingmeansachievinganacceptablesolutionthattakesintoaccounttheneedsof
those involved.Allparticipantswill therefore require a spiritof
cooperation.Abalance is requiredbecausecollaborative decisionmaking
is primarily invoked to resolve competing demands for anATM
resource and
toorganizeasafesharingofthatresourceamongairspaceusers.10.4 The
time available for achieving a collaborative decision decreases
from the strategic to the tacticalstages. In themost tactical of
situations, theremay be no time to consider options;
however,wherever suchsituations can be foreseen, collaborative
decisionmakingwill have been previously used to determine
agreedproceduresforsuchcases.Forexample,rulesfordeterminingprioritiesforaccessinganATMresourcewillhavebeencollaborativelyagreedinadvance.Thereforecollaborativedecisionmakingcanbeappliedbothactivelyand,throughagreedprocedures,passively.10.5
Effective informationmanagementandsharingwillenableeachmemberof
theATMcommunity tobeaware, ina timelymanner,of theneeds,
constraintsandprioritiesofothermembers in relation
toadecisionmakingissue.10.6 Collaborativedecisionmaking
canoccuramongairspaceusersdirectly,withoutany
involvementofanATMserviceprovider.10.7 Wherea serviceprovider is
involved incollaborativedecisionmakingbecauseofa requirementof
theATMsystem,itisoftentheATMserviceproviderthatwillproposeasolutionforconsiderationbytheairspaceuserbecause
the service providerwill be aware of the requirements of other
users and service providers and thecollaboratively agreed rules for
resolving competing requests for anATM resource.However, because it
is aninformationrichenvironmentwhere theairspaceusermayhaveaccess
to the same informationas the
serviceprovider,theairspaceuserwillunderstandwhyaparticularsolutionhasbeenproposed.10.8
Iftimepermits,ausercanproposeanalternativesolutionthataddressesauserspreferencethatisnotknown
to the service provider. In the sameway, the service provider can
reject the users proposed solutionbecause of an ATM requirement
that the user is not aware of. This illustrates how important full
sharing
ofappropriateinformationisinordertohavetimelycollaborativedecisionmaking.8GlobalAirTrafficManagementOperationalConceptICAODoc9854AppendixI