PROJECT MANAGEMENT PLAN - AUTOPACEautopace.eu/wp-content/uploads/2018/04/AUTOPACE_D1.1... · 2018-04-23 · This document describes the Project Management Plan (PMP) of AUTOPACE project

PROJECT MANAGEMENT PLAN

D1.1

AUTOPACE Grant: 699238 Call: H2020-SESAR-2015-1 Topic: Sesar-01-2015 Automation in ATM Consortium coordinator: CRIDA A.I.E. Edition date: 12 August 2016 Edition: 00.01.02

EXPLORATORY RESEARCH

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© – 2016 – AUTOPACE Consortium. All rights reserved. Licensed to the SESAR Joint Undertaking under conditions.

Authoring & Approval

Authors of the document

Name/Beneficiary Position/Title Date

Patricia López de Frutos / CRIDA Project Coordinator 18/03/2016

Eva Puntero / CRIDA Project Member 18/03/2016

Reviewers internal to the project


Fernando Gómez Comendador / UPM Project Member 25/03/2016

Fedja Netjasov / FTTE Project Member 27/03/2016

Approved for submission to the SJU By — Representatives of beneficiaries involved in the project


Patricia López de Frutos / CRIDA Project Coordinator 08/04/2016

Fernando Gómez Comendador / UPM Project Member 08/04/2016

Fedja Netjasov / FTTE Project Member 08/04/2016

Francesca De Crescenzio / UNIBO Project Member 08/04/2016

José J. Cañas Delgado / UGR Project Member 08/04/2016

Rejected By - Representatives of beneficiaries involved in the project


Document History

Edition Date Status Author Justification

00.00.01 18/03/2016 Draft P. López de Frutos/ E. Puntero

New Document


Include Consortium comments

00.01.00 05/04/2016 Final P. López de Frutos/ E. Puntero

Adapt document to SJU template and partners approval


Include SJU Project Officer Comments


Include SJU Project Officer Comments

AUTOPACE D1.1 PROJECT MANAGEMENT PLAN


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AUTOPACE FACILITATING THE AUTOMATION PACE

This document is part of a project that has received funding from the SESAR Joint Undertaking under grant agreement No 699238 under European Union’s Horizon 2020 research and innovation programme.

Abstract

This document describes the Project Management Plan (PMP) of AUTOPACE project according to the guidelines described in the Project Execution Guidelines for SESAR 2020 Exploratory Research document [1] and based on the content of the project Grant Agreement (GA) [3]. It sets up the project overview, establishes how the project scope will be managed and describes the management processes. A communication plan and a preliminary dissemination and exploitation plans are also included within this PMP.

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Table of Contents

Executive Summary .......................................................................................................... 5

1. Introduction............................................................................................................... 6

2 Project Scope ........................................................................................................... 11

3 Organisation ........................................................................................................... 18

4 Gantt chart including project meetings .................................................................... 23

5 Management Plan ................................................................................................... 28

6 Risk and Issues management plan............................................................................ 36

7 Communication Plan ................................................................................................ 39

8 Dissemination and Exploitation Plan ........................................................................ 55

9 Implementation of Ethics Requirements ................................................................... 56

References...................................................................................................................... 57

Appendix A Quality Checklist ..................................................................................... 59



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Executive Summary This document describes the Project Management Plan (PMP) of AUTOPACE Project according to the guidelines described in the Project Execution Guidelines for SESAR 2020 Exploratory Research document [1] and based on the content of the project Grant Agreement [3]. As such, this PMP describes how the project integration management will be executed during AUTOPACE Project lifecycle.

To do that, the project scope is firstly introduced; project objectives, deliverables and research approach are presented as a tool to support the AUTOPACE project management review towards AUTOPACE expected results. Secondly AUTOPACE Project organisation is presented, establishing the management structure and managerial responsibilities of AUTOPACE partners. Then, AUTOPACE time schedule, including its planned meetings and milestones is presented. Progress Reporting, Quality Management, Effort Management and Risk Management processes are also presented.

Finally a detailed Communication Plan that identifies AUTOPACE stakeholders, their communication requirements and the communications activities that AUTOPACE will implement is presented. Dissemination and exploitation plans are also introduced within this PMP although the dissemination and exploitation plan will be further developed in the deliverables to be produced by Work Package 6 of AUTOPACE Project: Exploitation and Dissemination.

Ethics Management are not fully described in this PMP as AUTOPACE WP7 is focused on the identification and implementation of AUTOPACE ethic requirements.

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1. Introduction

1.1 Purpose of the document

This document describes the management processes that AUTOPACE will implement in order to achieve its research objectives, ensuring that the project scope is fully addressed with an adequate level of quality, in the scheduled time and with the optimal use of the project resources.

AUTOPACE Grant Agreement [3] and Exploratory Research Project Management Guidance [1] have been taken as the base documentation upon which this document has been developed. The PMP complements the project information provided in the Grant Agreement Description of Action [3], integrating in particular a more detailed planning, detailing the Communication and Dissemination Plans, addressing the Ethics Requirements and implementing any additional refinement agreed at the Kick-off meeting. The Grant Agreement Annex 1 (Description of Action) will remain the contractual reference [1].

The processes described in this document will be implemented within the activities of two AUTOPACE Work Packages: WP1 (Management) and WP6 (Dissemination and Exploitation).

1.2 Intended readership This document is intended to be used by AUTOPACE members.

1.3 Acronyms and Terminology Term Definition

AC Actual cost

ACC Air Control Centre

ATCo Air Traffic Controller

ATM Air Traffic Management

AUTOPACE Facilitating the AUTOmation PACE

BAC budget at complete

CFS Certificate on the Financial Statement

ConOps Concept Of Operations

CPI Cost performance

ES/AR Excellent Science/Applied Oriented Research

EU European Union

EV Earned value

EVM Earned Value Management

GA General Agreement

Horizon 2020 EU Research and Innovation programme implementing the Innovation Union, a Europe 2020 flagship initiative aimed at securing Europe's global



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Term Definition

competitiveness.

IPR Intellectual Property Rights

KPA Key Performance Area

MART Malleable Attentional Resources Theory

MWL Mental Workload

NextGen Next Generation Air Transportation System. It is the National Airspace System due for implementation across the United States in stages up to 2025.

OBS Organization Breakdown Structure

PMB performance measurement baseline

PMP Project Management Plan

PMST Project Management Support Team

PV Planned value

RASCI Responsible-Accountable-Supportive-Consulted-Informed Matrix

R&D Research and Development

R&I Research and Innovation

SAM Safety Assessment Methodology

SESAR Single European Sky ATM Research Programme

SHA Safety Hazard Assessment

SJU SESAR Joint Undertaking (Agency of the European Commission)

SJU Work Programme The programme which addresses all activities of the SESAR Joint Undertaking Agency.

SESAR Programme The programme which defines the Research and Development activities and Projects for the SJU.

SPI Schedule performance index

TRL Technology Readiness Level

WBS Work Breakdown Structure

WP Work Package

CBT Competency-based training

Table 1: Acronyms and Terminology

https://en.wikipedia.org/wiki/National_Airspace_System

https://en.wikipedia.org/wiki/National_Airspace_System

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1.4 Project Introduction

AUTOPACE responds to the first Call for Proposals of SESAR Exploratory Research projects launched under Part III Societal Challenges of the Horizon 2020 Research Framework Programme (H2020-SESAR-2015-1). Particularly AUTOPACE addresses the Research Topic Sesar-01-2015: Automation in ATM by researching on the effect of automation on Air Traffic Controller (ATCo) performance.

Mental Workload is defined as the relationship between the cognitive resources that a person has available (available resources) and the cognitive resources required for performing the task at hand (task load or demanded resources). When there is an imbalance between demanded and available resources, the performance can be impaired. Overload situations (when demanded resources exceed the available resources) or Underload situations (when task is simple and the available resources exceeds the cognitive demand) are both detrimental to performance.

Automation effects on cognitive resources could be predicted differently depending on the Attentional Theory. The classical Theory [14] considers that automation only affects the task complexity by allocating part of the cognitive processing to the system and hence reducing the controller demanded resources. The pool of available resources is reliant only on psychological factors (stress, fatigue and emotions) and not affected by automation. Therefore, with automation, the available resources would be higher than the demanded resources presenting risk of boredom and lack of attention as part of the available resources would be used for secondary tasks. Out-of-the-loop effect would be the consequence.

Alternative theories such as Malleable Attentional Resources Theory (MART) [15] assumes that automation would also affect the pool of available resource depending on controller´s expectations: when the ATCo expects that the task is easy in the near future (overconfidence on automation), she/he will reduce the pool of available resources and get bored or sleepy and therefore with the risk of out-of-the-loop effect. On the contrary, fears of automation failing would increase stress and therefore the pool of available resources causing disorientation, overacting or erratic behaviour.

Based on these theories, AUTOPACE proposes basic research on a Psychological Model to quantitatively predict how automation would impact on ATCo performance based on cognitive resources modelling (demanded and available), tasks characteristics (automation), psychological factors modelling (fatigue, stress and emotions) and ATCo expectations (overconfidence vs. fears of automation).

A catalogue of training strategies to support the controller being “in-the-loop” will be explored. For the Classical Theory, the strategies will only seek for keeping attention on the main task avoiding out-of-the-loop effect. For the MART the coach will be also for coping with stress. A reviewed Curricula and ATCo Selection will be initiated.

Expert Judgment from Psychologists, ATM Experts and Controllers Trainers supported by Literature Research will look at future competences and training strategies. The research on the effects of automation on ATCo Performance will be also sustained with Analytical Studies by using an existing Prototype for the estimation of cognitive demanded resources.

1.5 Research approach To achieve AUTOPACE objectives, AUTOPACE proposes an iterative approach (see Figure 1) where expert judgement, literature research and Analytical Studies will be used to explore an ATCo Psychological Model to quantitative predict effects of automation on controller performance, future requirements for ATCo competences and training strategies. Once a full set of competences and a



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catalogue of training strategies are identified, a research on the new ATCo Curricula and ATCO Personnel Selection will be explored.

Figure 1: Overall approach for AUTOPACE

Step 1. Future Automation Scenarios

Through literature research on future operational context defined in Flightpath 2050 Vision [12], Vision and Out of the Box [6], [7], Vision and Full Automation [8], [10], [11], HALA! Position Paper [13] and SESAR Master Plan [16], the expected levels of automation beyond SESAR/NextGen will be explored. The state of the art in ATCo support technology, on-going research and expected evolution of the ATM system and traffic will be used to develop several alternatives of ATM future automation scenarios.

Different future automation scenarios will be studied along with the ATCo’s level of activation (cognitive resources) that it is dependent on Attentional Theories. These scenarios will address nominal situations, unexpected events and system failures.

Current tasks and ATCo responsibilities will be collected along with current ATCo training methods. Research on how these competences should evolve with highly automated features will be done in the different scenarios defined with the support of ATM Experts, Researchers from the School of controllers and Psychologists.

Step 2 Competences and Training Iterative Process

- Step 2.1. A future Psychological Model to predict human automation interaction will be researched. It is out of the scope of AUTOPACE to develop a prototype of the Psychological Model but to provide researchers with a better understanding of the relationship among demanded resources, available resources, underload, overload, level of arousal and task performance. Further research, beyond AUTOPACE, could support the development of a computerised Psychological Model.

To support this activity there is available a prototype developed by CRIDA (Suárez, N. et all, 2014) [17] that allows predicting ATCo demanded resources based on Wickens and McCarley

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Theory (2007) [18]. This prototype models the cognitive processes associated to the set of control events that take place in a given traffic scenario based on the operational procedures followed in that area (Operating Concept) thus providing the estimation of the demanded resources. The available resources are not currently modelled but just as a fixed threshold. This prototype provides quantitatively the cognitive demand at every cognitive processing stage for a set of control events, these ones collected in real time or generated synthetically through simulation.

For the different Scenarios identified in Step 1, the existing prototype will provide quantitative data on demanded resources along with the associated cognitive processes (perception, central processing and response). Based on these data obtained through analytical studies, Psychologists and ATM experts will elaborate a validation plan with the main hypothesis on how automation and the established attentional theories would vary these cognitive processes, and hence the variation of the demanded resources and the pool of available resources. This validation plan will support the definition of a future psychological model to quantitatively predict the effect of automation on controller human performance.

The validation of this plan is out of the AUTOPACE Scope.

- Step 2.2. Strategies on new training methods for keeping attention (available resources) avoiding out-of-the-loop effect plus training on strategies for coping with stress, fatigue, and emotions will be explored. The purpose of this research is to collect a catalogue of potential training strategies to address the aforementioned issues due to automation, but not to focus on a specific coach. The competence and training requirements will be refined by a Safety Hazard Assessment and a qualitative performance assessment on these future automated scenarios.

Step 3. Safety and Performance Assessment

- Step 3.1. Safety Hazard Assessment (Safety Assessment Methodology-SAM by Eurocontrol [8]) will be used to identify situations where safety might be negatively affected. Mitigation actions should consider the new training strategies previously identified and in turn, these new training strategies could be refined after the safety assessment. One finding could be that the new training and competences are not enough to cope with traffic safely in highly automated environments. This result will complement the analysis of expected automation features suitability. New or modified automation features will be preliminary identified to mitigate the competences and training aids.

- Step 3.2. A qualitative performance assessment will be researched to analyse how some Key Performance Areas (KPAs) such as capacity, efficiency or ATCo productivity would improve with the proposed automation features by using the results of the existing prototype for the quantification of demanded resources (data from the analytical studies in Step 2.. Benefit mechanisms will be analysed to identify how the improvement (or not) of MWL due to automation would impact on the aforementioned KPAs.

Step 4.ATCo curricula and Personnel Selection

Research on the new ATCo curricula and Personnel Selection through Expert Group and Literature Research activities will be performed. Once the new competences and new potential training strategies are identified, a review of future curricula and the impact in the personnel selection shall be analysed; this last step will complete the research on the basic principles that link Automation, MWL and Training getting at this point TRL 1. Further research steps should be oriented to develop prototypes and execute pilot exercises to prove its feasibility (out of the scope of this proposal).



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2 Project Scope Within this document, Project Scope refers to the work necessary to achieve AUTOPACE’s objectives. In this particular instance, the Scope is limited to the goals, the deliverables, the Work Breakdown Structure (WBS) and the expected results.

2.1 Research Objectives

AUTOPACE GA [3] establishes AUTOPACE’s main objective:

[OBJ.1] The research on a Psychological Model to predict human-automation interaction effects on ATCo performance for

(OBJ.1.2) the research of required Competences and Training Strategies to operate at highly automated environments

(OBJ.1.1) the exploration of automation features suitability to manage future traffic safely maximising performance benefits.

Figure 2: AUTOPACE Project Objectives [3]

During AUTOPACE’s Kick-Off Meeting [19] it was decided that the best approach to address AUTOPACE’s main objective is to develop the experimental Plan for that Psychological Model.

AUTOPACE main objective is refined into several sub-objectives as presented in Table 2. These sub-objectives are the same as the WP objectives presented in the Grant Agreement Description of Action [3] although more detail has been added in some cases according to decisions agreed during AUTOPACE’s Kick-Off Meeting [19]:

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AUTOPACE WP

Definition Related main objective

Start/End Month

WP02 Future Automation Scenarios

To achieve a common understanding on the foreseen 2050 concept of operations and the problems to be addressed in AUTOPACE, including automation features that should be analysed according to the expected automation needs and trends.

OBJ.1.1

OBJ.1.2

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To deliver the full set of AUTOPACE Scenarios that represent the foreseen 2050 concept of operations and skills required to operate in such scenarios, these scenarios will consider nominal and non-nominal (e.g. automation failures) situations.

OBJ.1.1

OBJ.1.2

WP3 Competences and Training

Research on new training techniques and strategies for the future ATCo to operate in the future highly automated environments ensuring safety level.

OBJ.1.2 7/20

Research on new competences for future ATCo to operate in the future highly automated environments ensuring safety level supported by a Prototype to analyse the impact on the ATCos’ Mental Workload and Psychological Factors when operating in AUTOPACE scenarios.

OBJ.1.1

Identify training requirements using a CBT (Competency-based training) approach to cope with overload (out-of-the loop effect/overconfidence) or underload situations (disorientation, overacting or erratic behaviour/ fears of failure) in nominal and non-nominal situations (resilient to automation failures).

OBJ.1.2

WP4 Safety and Performance

Research on strategies to estimate automation benefits based on Psychological modelling and to support safety assessment.

OBJ.1.1 10/17

Use AUTOPACE scenarios to provide preliminary findings regarding the automation benefits as well as the safety hazards in order to support the refinement of the competence and training requirements identified in WP3.

OBJ.1.1



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AUTOPACE WP

Definition Related main objective

Start/End Month

WP5 Conclusions

Address all the project conclusions compiling and jointly analyzing all WPs results, issuing recommendations and assessing AUTOPACE success toward objectives covering following areas:

- Benefits and backwards of the Psychological modeling to predict automation effects on human performance and for automation design and evaluation.

- Competences and training, new ATCo curricula and Personnel Selection for traffic management at high levels of automation with suitable safety levels.

- Weaknesses and strengths of the automation features in terms of safety and performance will be identified and presented.

OBJ.1.1

OBJ.1.2

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Assess if the project results would allow a transition to the Applied Research and hence, propose recommendations for further research.

OBJ.1.1

OBJ.1.2

1/24

Table 2: AUTOPACE Sub-objectives

2.2 Deliverables

Del. Nº

Deliverable Title

Delivery Date

Success Criteria / Contents

D1.1 Project Management Plan

T0+1 08/04/16

The PMP will be used to identify and describe the procedures, the activities and the tools needed to organize, control, plan and coordinate the project. It will address the following areas: scope, timing, costs, quality, resources, communications, and risk management.

D2.1 Future Automation Scenarios

T0+6 01/09/2016

D2.1 will present the full set of AUTOPACE scenarios. D2.1 will also present a preliminary identification of skills, aptitudes and knowledge required to operate with automation depending on the level and type of automation. Rationale behind the necessity of these competences will be included.

D3.1 ATCo Psychological Model with Automation

T0+12 01/03/2017

D3.1 will present the experimental plan for psychological model based on established attentional theories (Classical vs. MART) to predict human-automation interaction.

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Del. Nº

Deliverable Title

Delivery Date

Success Criteria / Contents

D3.2 Competence and training requirements

T0+20 01/11/2017

D3.2 will present the research on new competences along with a catalogue of training strategies to ensure attention on the main task (out of the loop mitigation) or to cope with stress (fears on automation failures mitigation).

D4.1 Preliminary Safety Hazard and Performance Assessment

T0+17 01/08/2017

D4.1 will present the Hazard Assessment methodology followed and the results of the assessment. Besides, D4.1 will present the benefit mechanisms to estimate performance benefits based on psychological modelling and the conclusions achieved about the benefits of the selected automation scenarios.

D5.1 Final Project Results Report

T0+23 01/02/2018

D5.1 will summarize the project scope and objectives, the achieved results and main conclusions, a summary of the performed communication and dissemination actions, and the Exploitation and follow-up activities proposed for the next stage of the R&I lifecycle. It will include a self-assessment of the TRL (Technology Readiness Level) achieved at the end of the project. In case the AUTOPACE was ready for an Excellence Science/Applied Oriented Review, D5.1 will provide alsoan R&I Proposal including: • The outline of the concept and the identification of

potential benefits and risks • Information about the concept viability in the context

of SESAR benefits

Assess the achieved Maturity based on the Criteria defined in the Project Management Guidance document

D6.1 Dissemination and Exploitation plan

T0+3 01/06/2016

D6.1 will present a plan to implement the actions required to ensure that the project’s results are disclosed and used as much and as widely as possible.

D6.2 Dissemination and Exploitation report

T0+12 01/03/2017 T0+23 01/02/2018

D6.2 will report on the performed dissemination and exploitation activity.

D7.1 H – Requirement No. 3

T0+1 08/04/16

D7.1 will present detailed information on the informed consent procedures that will be implemented.

D7.2 H – Requirement No. 1

T0+1 08/04/16

D7.2 will detail the procedures and criteria that will be used to identify/recruit research participants must be provided.

D7.3 NEC - Requirement No. 2

T0+1 08/04/16

The applicant must confirm that the ethical standards and guidelines of Horizon2020 will be rigorously applied, regardless of the country in which the research is carried out

Table 3: AUTOPACE Deliverables


© – 2016 – AUTOPACE Consortium. All rights reserved. Licensed to the SESAR Joint Undertaking under conditions. 15

2.3 Work Breakdown Structure

Figure 3: AUTOPACE WBS

Management and Support Work Packages

WP1: Management

P01.01-Elaboration and Maintenance of the

Project Management Plan (PMP)

P01.02-Financial and Technical Management

WP6: Dissemination and Exploitation

P06.01 - Elaborate the Dissemination and Exploitation plan

P06.02 - Implement Dissemination and Exploitation actions

P06.03 - Elaborate the Dissemination and Exploitation report

WP7: Ethics requirements

P07.01.-Ethics requirements

Technical Work Packages

WP2: FutureAutomation Scenarios

P02.01 - State of theArt and Concept of

Operations

P02.02 - Define AUTOPACE scenariosand a set of operative

conditions

WP3: Competencesand Training

P03.01 - Cognitiveprocesses and

Psychological FactorsResearch

P03.02 IdentifyCompetence and

training requirements

WP4: Safety and Performance

P04.01 PreliminaryHazard Assessment

P04.02 Assess thebenefits of the futureautomation scenarios

WP5: Conclusions

P05.01 - AUTOPACE Conclusions

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2.4 Expected results The expected AUTOPACE results will be:

Definition of an Experimental Plan to validate how automation impact on controller Mental Workload according to different Attentional Theories1.

Better understanding on how new competences and training strategies help future controller to cope with negative effects of automation ensuring safety.

A new methodology to analyse the impact of automation on Human Performance to be used as a reference guidance by other future transversal projects similarly to WP16 “R&D Transversal Areas” of current SESAR Programme responsible today for guidance definition and maintenance of Human Performance Area.

The experimental plan will establish the hypothesis on how the Mental Workload and the cognitive processes linked to current ATC paradigm will be impacted based on established Attentional Theories. These hypotheses are oriented to validate a Psychological Model to quantitative predict the effects of automation on controller performance. The validation of the model is out of the AUTOPACE project scope but the preparation of this Experimental Plan will serve to research the human-automation interaction, the effects on controller and the measures to mitigate them (new competences and training). A hazard assessment will complement this research.

The identification of the required new competences and training to operate in a future highly automated environment will allow the European Community to effectively implement advanced automation features, ensuring adequate safety level and optimized implementation costs in terms of training and technology adaptation. Moreover, the delivery of an effective ATCo Training Curricula and Personnel Selection Process will accelerate the training path and increase the productivity of the ATCo operating in the foreseen environment.

The assessment of the automation features to support future ATCo will contribute to the increment of the ATCo productivity and therefore the cost efficiency of the ATM system. This identification will also offer to the industry some advice about the areas to be researched when developing new technology to support the future ATM system. For this reason, the availability of methodologies to estimate the performance benefits of automation will increase the effectiveness of their design thus optimising the use of the airspace.

Figure 4 summarizes the impacts that AUTOPACE is expected to have on the effectiveness of automation.

In order to evaluate its impacts, AUTOPACE has identified indicators that could be used to estimate what AUTOPACE solutions will bring to the ATM community.

- The improvements in training could be measured through the optimisation on the value of workload as expressed by the ATCo Mental Workload indicators and the reduction of training costs in terms of training time and coverage.

- The safety level could be assessed with the value of the workload as expressed by the ATCo Cognitive Workload indicators ensuring the avoidance of ATCo Mental overloads or underloads.

1 This specific output was agreed during the AUTOPACE KOM and consistent with the Grant Agreement[19]



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- The optimisation of the airspace use could be measured by a qualitative impact on indicators of capacity (for example “number of actual movements per airspace volume per unit time”) due to the ATCo Mental Workload variations.

- Finally, ATCO productivity would be qualitatively estimated with related ATCo productivity indictors (for instance “Flight hours controlled per ACC ATCO hour”).

The optimization of the airspace use, the increase of the ATCo productivity and the development of new advance training techniques could result in an increment in the ATM cost efficiency based on the effectiveness and reliability of the automation solutions. In addition, AUTOPACE will also provide to the R&D community with valuable inputs to support further related research topics.

Figure 4: AUTOPACE Expected Impacts on Automation

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3 Organisation

3.1 Project Management Principles Due to the nature of AUTOPACE objectives which aims at researching concepts at a very low maturity level, technical activity is very susceptible to unexpected results. Therefore it has been determined that great relevance must be given to the technical tasks. For this reason AUTOPACE management tasks have been separated into ‘administrative’, ‘technical’ and ‘communication’ management tasks.

Administrative and Financial Management comprises:

o Preparation and implementation of the PMP.

o Monitoring of the progress of the project vs. spent time and budget.

o Supervision of Milestones.

o Organisation and chairing of meetings.

o Risk and Quality Management.

o Reporting (technical, financial, management ...) to the SJU.

o Management of legal, tax and contractual issues, knowledge and IPR2.

o Promotion of gender equality and ethics.

o Implementation of appropriate means for documentation after end of project.

o Coordinating effort on privacy issues in the project to assure that the subject gets sufficient attention and that European rules for protection of privacy are followed.

Technical Management comprises:

o Steering the work towards the common R&D goals of the project and the programme.

o Monitor the technical progress, assess the consecution of the research objectives and ensure scientific practices.

o Moderation of the technical issues between several project activities.

o Anticipating critical situation from the technical side and proposing solutions.

o Organisation and Moderation of technical meetings and workshops.

Communication Management comprises:

o Defining objectives for the communication, dissemination and exploitation activities.

o Identifying and defining target groups.

o Defining types of communication activities, their scale and access.

o Evaluating effectiveness or success of the communication activities.

2 Intellectual Property Rights (IPR) is governed by the Consortium Agreement signed by all partners and IPR

Management guidelines described in Section 3.4 of the Grant Agreement [3].



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3.2 Project Organisational Structure AUTOPACE organisational structure has been defined to provide a clear allocation of the administrative, technical and communication Management amongst project members and ensuring that all the project members will contribute to AUTOPACE management as corresponds to their role.

Four key elements of AUTOPACE Management structure are: the General Assembly, the Project Management Support Team, the Project Coordinator and the Work Package Leaders.

Figure 5: Project Organizational Structure

3.2.1 General Assembly The following is an extract from Section 6 of the AUTOPACE Consortium Agreement. For a full description of the General Assembly procedures, please refer to it.

The General Assembly is the decision-making body of the consortium. It involves one representative of each consortium member. The Coordinator shall chair all meetings of the General Assembly, unless decided otherwise by the General Assembly.

- Will meet at least twice a year (either physically or through electronic means) as detailed in the Consortium Agreement.

- Able to propose a change of Project Coordinator.

- Responsible for reviewing and assessing the progress of the project. If necessary responsible for proposing modifications to annexes 1 and 2 of the grant agreement (to be agreed with the SESAR Joint Undertaking).

- Responsible for proposing changes to the distribution of the budget of the project

- Responsible for authorizing the content and timing of press releases and joint publications as proposed by the PMST or the SESAR Joint Undertaking.

The General Assembly may overrule decisions from the Project Management Support Team or take decisions over that level. If voting is required, decisions will be taken by a majority of the votes (as specified in the Consortium Agreement [2]).

Project Management Support Team (PMST)

SESAR Joint Undertaking

Project Coordinator

WP Leader

Contributor

General Assembly

Recommendations

Recommendations

Reporting

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Company Role Name

CRIDA Project Coordinator Patricia López de Frutos

UPM General Assembly Member Fernando Gómez Comendador

UNIBO General Assembly Member Francesca De Crescenzio

UGR General Assembly Member José J. Cañas Delgado

FTTE General Assembly Member Obrad Babic

Table 4: General Assembly Members

3.2.2 Project Management Support Team (PMST) The Project Management Support Team (PMST) will take decisions that concern more than one WP. This team also elaborates the strategy for the project using the contents of this Project Management Plan.

Chaired by the project coordinator, involves the project coordinator and the work package leaders.

The PMST is responsible for:

- Meeting at least twice a year, maintaining in between frequent and regular contact through electronic means (e.g. video-conference, WebEx) in order to review and assess the progress of the project the WPs vs. spent time and budget during the project.

- Definition and implementation of the PMP and the dissemination and exploitation Plan.

- Ensuring the correct progress of the technical work and, where necessary, agree on proposed changes in the project program.

Company Role Name

CRIDA Project Coordinator

(WP1 Leader)

WP5 Leader

Patricia López de Frutos

UNIBO WP2 Leader Francesca De Crescenzio

UPM WP3 Leader Fernando Gómez Comendador

FTTE WP4 Leader Fedja Netjasov

CRIDA WP6 Leader Eva Puntero

CRIDA WP7 Leader (ethic focal point)


Table 5: PMST Members (WP Leaders)

3.2.3 Project Coordinator

The following is an extract from Section 6 of the AUTOPACE Consortium Agreement. For a full description of the Coordinator procedures, please refer to it.

The project coordinator will ensure that an efficient project management process is carried out in the Project. The Project Coordinator will do so through the implementation of the project



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management procedures as described in this PMP. The project coordinator is the only official channel between the consortium and the SJU.

The Coordinator shall be the intermediary between the Parties and the Funding Authority and shall perform all tasks assigned to it as described in the Grant Agreement and Consortium Agreement.

In particular, the Coordinator shall be responsible for:

- monitoring compliance by the Parties with their obligations

- keeping the address list of Members and other contact persons updated and available

- collecting, supervising and submitting information on the progress of the Project and reports and other deliverables (including financial statements and related certification) to the Funding Authority

- preparing the meetings, proposing decisions and preparing the agenda of General Assembly meetings, chairing the meetings, preparing the minutes of the meetings and monitoring the implementation of decisions taken at meetings

- transmitting promptly documents and information connected with the Project,

- administering the financial contribution of the Funding Authority and fulfilling the financial tasks described in the Consortium Agreement

- providing, upon request, the Parties with official copies or originals of documents which are in the sole possession of the Coordinator when such copies or originals are necessary for the Parties to present claims.

If one or more of the Parties is late in submission of any project deliverable, the Coordinator may nevertheless submit the other parties’ project deliverables and all other documents required by the Grant Agreement to the Funding Authority in time.

3.2.4 WP Leader and Task Leader Work package leaders are responsible for the organization of the technical part of the work supported by task leaders. They are responsible for the co-ordination of all activities within one work package, including planning. Specifically, the WP leaders will be responsible for:

- Planning and coordinating the work within the work package.

- Organize technical WP meetings

- Reporting to the Project Coordinator on the technical status of the work performed in the work package, using common management tools as described in the Project Management Plan.

- Ensuring technical consistency of WP outputs.

- Perform WP Risk and Quality Management.

Task leaders are responsible for timely execution of the task with the proper technical quality and will report to the WP Leader about the status of the task.

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Company Role Name

CRIDA Task 1.1 Elaboration of the Project Management Plan


CRIDA Task 1.2 Financial and Technical Management Patricia López de Frutos

UNIBO Task 2.1 State of the Art and Concept of Operations Francesca De Crescenzio

UPM Task 2.2 Define AUTOPACE Scenarios and a set of operative conditions

Francesca De Crescenzio

UGR Task 3.1 ATCo Psychological Model with Automation Jose J. Cañas Delgado

UPM Task 3.2 Competences and Training requirements Fernando Gómez Comendador

FTTE Task 4.1 Preliminary Hazard Assessment Fedja Netjasov

CRIDA Task 4.2 Assess the benefits of the future automation scenarios


CRIDA Task 6.1 Elaborate the Dissemination and Exploitation plan

Eva Puntero

CRIDA Task 6.2 Implement the dissemination and exploitation actions

Eva Puntero

CRIDA Task 6.3 Elaborate the Dissemination and Exploitation report

Eva Puntero

CRIDA Task 7 Ethics Management Eva Puntero (Ethics Focal Point)

Table 6: Task Leaders


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4 Gantt chart including project meetings

4.1 Milestone list The project will have four main technical deliverables that clearly states the process towards the project objectives achievement: D2.1.- Future Automation Scenarios; D03.01.- ATCo Psychological Model with Automation; D3.2.- Competence and training requirements and D5.1.- Final Project Results Report. The delivery of each one of these deliverables will be major step towards the AUTOPACE success. In order to ensure timely delivery and adequate quality, AUTOPACE has defined six Milestones (MS1, MS2, MS3, MS4, MS5 and MS6) that will serve to coordinate project tasks involved -or having and influence- in the development of the same deliverable and to identify and correct possible project deviations with regard to project plan, objectives or scope.

Milest. number

Milestone name Related WP(s)

Planned date

Means of verification

MS1 2050 Concept of Operations identified

WP2 24/05/16

T0+3 The information to initiate development of the Future Automation Scenarios is (a) available (b) useful and (c) formatted according to the project needs.

There is a common understanding of the foreseen 2050concept of operations and therefore the problems to be addressed in AUTOPACE.

MS1.1 Future Automation Scenarios defined WP2 01/09/16

T0+6

D2.1 Delivered

MS2 Effects on cognitive Processes Identified

WP3 28/11/16

T0+9

The information produced in the laboratory analysis performed with an existing Prototype developed by CRIDA to estimate demanded resources and ready to support the assessment of the Psychological Factors and the Safety Assessment.

MS2.1 ATCo Psychological Model Experimental Plan developed

WP3 01/03/17

T0+12

D3.1 Delivered

MS3 Safety recommendations to design training

WP4 08/03/17

T0+12

This milestone will be used to review the information available about the safety assessment that may support the competence and training requirements identification.

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Milest. number

Milestone name Related WP(s)

Planned date

Means of verification

MS5 Project Intermediate Review meeting WP1 08/03/17

T0+12

This meeting will be held at the SJU or at the Coordinator’s premises and will aim at steering the project in order to achieve the expected quality and maturity at the project Close-out meeting.

MS4 Competence and training requirements Draft version

WP3 01/06/17

T0+15

A draft version of the Competence and training requirements that serves as an input for the final safety and performance assessment

MS4.1 D3.2 Competence and training requirements delivered

WP3 01/11/17

T0+20

D3.2 delivered

MS4.2 Final Project Results Report WP5 T0+23

01/02/2018

D5.1 delivered

MS6 Project Close-out & Review meeting. WP1 08/03/18

T0+24

The ‘Project Close-out meeting will be held after the submission of all contractual deliverables; it will include a final presentation of the project results. In case the project claims having reached the maturity required for a transition to the Applied-Oriented Research, the SJU will organize an Excellent Science/Applied Oriented Research (ES/AR) Review in conjunction with the Project Closeout meeting for assessing the readiness of the project results for the Applied-Oriented Research.

Table 7: Milestones List


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4.2 Gantt chart

Following figure shows AUTOPACE planning that is also included in a project file.

It must be noted that according to SJU guidelines all the deliverables must have been delivered and approved by the SJU before the close-out meeting which is held at the end of the project. Therefore the two deliverables planned at the end of the project (D5.1 Final Project Results Report and D6.3 Dissemination and Exploitation report) have been moved up at T0+23.The delivery of the Dissemination and Exploitation plan has been changed from T0+6 to T0+3 month as an agreed decision during AUTOPACE kick-off meeting by all AUTOPACE partners [19].

Figure 6: AUTOPACE Gantt chart I

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Figure 7: AUTOPACE Gantt chart II

4.3 Project Meetings Following table presents planned meetings. Technical and Progress meetings have been aligned in order to optimise the travelling costs.

Meeting Date Place Expected Attendees

AUTOPACE Kick Off WP02 Kick Off

08/03/2016

T0+15d

SJU premises

All

AUTOPACE Progress Meeting #1 WP02 Technical Meeting I &Expert Judgement Session

09/06/2016

T0+3

University of Bologna

All

AUTOPACE Progress Meeting #2 WP03 Kick Off

07/09/2016

T0+6

University of Granada

All

AUTOPACE Progress Meeting #3 WP03 Technical Meeting I &Expert Judgement session WP04 Kick Off

08/12/2016

T0+9

University of Belgrade

All


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Meeting Date Place Expected Attendees

AUTOPACE Intermediate Review meeting WP03 Technical Meeting II WP04 Technical Meeting I &Brainstorming Session

08/03/2017

T0+12

SJU All

AUTOPACE Progress Meeting #5 WP03 Technical Meeting III & Expert Judgement session WP04 Technical Meeting II & Brainstorming Session

08/06/2017

T0+15

University of Bologna

All

AUTOPACE Progress Meeting #6 WP03 Technical Meeting IV &Expert Judgement session WP05 Kick Off

08/09/2017

T0+18

UPM premises

All

AUTOPACE Progress Meeting #7 WP05 Technical Meeting I

08/12/2017

T0+21

University of Granada

All

AUTOPACE Final Review Meeting AUTOPACE Project Close-out

08/03/2018

T0+24

SJU All

Table 8: AUTOPACE Meetings

In addition to the project meetings, AUTOPACE is expected to participate at some conferences and future ‘networking’ events and other transversal activities to be launched by the SJU following the communication plan described in section 7.8 External Communications schedule.

AUTOPACE Expert Judgement and Brainstorming sessions are expected to be maintained internal to the project, being their participants the experts directly involved in AUTOPACE project and possibly other personnel of their institutions whose area of expertise is related to the goals of the specific Brainstorming or Expert Judgement session. However, the need of dedicated Workshops to disseminate AUTOPACE outputs and obtain the input of AUTOPACE stakeholders has been identified. These workshops shall be organized preferably aligned with AUTOPACE meetings in order to optimize travel costs. According to the communication plan described in section 7, at least three workshops will be needed:

- One workshop before the end of WP2 to present the future automation scenarios to the stakeholders as well as the project ambitions.

- One workshop after the first year of the project, to present project progress and obtain stakeholders’ feedback to WP3 and WP4.

- One workshop at the end of the project to present project results.

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5 Management Plan

5.1 Formal Project Progress Monitoring and Reporting

5.1.1 Periodic Technical reporting

A Periodic Technical Progress Report shall be submitted via the H2020 Participant Portal every six months. The report for a given Semester shall be submitted within 60 working days following the end of each semester.

According to the Participant Portal H2020 Online Manual [4], the technical report will comprise two parts:

Part A of the periodic technical report contains the cover page, a publishable summary and the answers to the questionnaire covering issues related to the project implementation and the economic and social impact, notably in the context of the Horizon 2020 key performance indicators and the Horizon 2020 monitoring requirements. Part A is generated by the IT system. It is based on the information entered by the participants through the periodic report and continuous reporting modules of the electronic exchange system in the Participant Portal. The participants can update the information in the continuous reporting module at any time during the life of the project. The structured form includes:

- Publishable summary: You must provide a separate summary for each periodic report (just update the summary for the previous period).

- Deliverables: Submit data on each deliverable with comments if necessary. Enter an explanation for any deviation from the scheduled deliverables (e.g. missing or late deliverables, cancelled or grouped)

- Milestones: Specify whether the milestone was achieved or not

- Ethical Issues: A table with a follow up of the ethics requirements.

- Critical implementation risks & mitigation measures: Assess the state of play of every risk identified in Annex 1 of the GA [3] and if necessary specify new mitigation measures. You can add a new risk here without the need to make an amendment to your grant.

- Dissemination & exploitation of results: report all publications related to your project, patents...

- Gender: Answer the gender related questions here.

Part B of the periodic technical report is the narrative part that includes explanations of the work carried out by the beneficiaries during the reporting period. Part B needs to be uploaded as a PDF document following the template of Part B Periodic Technical report. It shall be an overview of the progress towards the project objectives, justifying the differences between work expected under Annex I and work actually performed, if any.

Part B of AUTOPACE Technical Progress Report provides the narrative part and shall comprise:

- A summary status giving an executive statement on the progress made and key issues;

- An overview of the progress towards the project objectives, justifying the differences between work expected under Annex I and work actually performed, if any.

- An update on Risks and Issues and Opportunities.


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- Main targets and events over the next reporting period.

Part B needs to be uploaded as a PDF document and shall be consistent with Part B Technical Report template

To prepare the reports, as a good practice, the partners will send the required information before the fifth of the first month of the semester prior to the progress review meeting (normally planned in between the 6th to 10th of this month). The information to be presented in the technical and financial reports will be reviewed at the progress meeting before its submission to the H2020 Participants Portal in any case before the 15th of the month.

5.1.2 Periodic Financial reporting A Periodic Financial Progress Report shall be submitted via the H2020 Participant Portal (Ref [3]) every six months within 60 working days following the end of the Reporting Period.

The periodic financial report consists of:

- Individual financial statements (Annex 4 to the GA) for each beneficiary;

- Explanation of the use of resources and the information on subcontracting and in-kind contributions provided by third parties from each beneficiary for the reporting period concerned;

- A periodic summary financial statement including the request for interim payment.

5.1.3 Final Technical/Financial Report The Final Report covers the whole project and is composed of a Final Technical and a Final Financial part. It is delivered within 60 days from the completion of the Action.

In case not all deliverables have been delivered in time before the completion of the Action, the Project may ask for an extension, as an exception, using the Amendment procedure.

5.1.3.1 Final Technical Report

The Final Technical Report is a publishable summary of the entire project, it provides:

- An overview of the project scope and objectives.

- The achieved results and main conclusions, including a self-assessment of the TRL (Technology Readiness Level).

- The performed communication and dissemination actions.

- The Exploitation and follow-up activities proposed for the next stage of the R&I lifecycle.

- The socio-economic impact of the project.

- An up-to-date link to the project website.

- Project logos, diagrams, photographs and videos illustrating its work (if available).

The final summary must be written in a style understandable for a non-specialist audience. The coordinator must ensure that none of the material submitted for publication includes confidential or 'EU classified' information.

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5.1.3.2 Final Financial Report

The Final Financial Report includes:

The final summary financial statement that is automatically created by the system (consolidating the data from all individual financial statements for all beneficiaries and linked third parties, for all reporting periods) and that constitutes the request for payment of the balance.

In some cases (and for some beneficiaries/linked third parties) it must be accompanied by a certificate on the financial statements - CFS (one certificate per beneficiary/linked third party).

5.2 Amendment and Change Management

5.2.1 Definition of Amendment and Change According to SJU execution guidelines [1] an amendment will be necessary in case that is concluded that changes must be done to the grant agreement. In that case, Article 55 of AUTOPACE Grant Agreement procedures shall be applied. However, AUTOPACE members may found the need to apply changes that do not imply a change in the grant agreement but to this PMP. AUTOPACE will refer to Amendment Management and Change Management.

The nature of the change (amendment or change) needs to be agreed with the SJU Project Officer. In case of a change, the Project Officer will be informed, and if required the PMP will have to be updated (in coordination with the SJU Project Officer).

Changes or Amendments will be defined by the following information items:

- Current state

- Need and criticality

- Who / What will be impacted

- Key aspects

The first step will be to identify and describe each one of these items. Once done, an ensuing strategy to implement the key aspects of the change/amendment will be drafted. This strategy will be communicated and discussed amongst the involved participants. Once created, a list of risks and quick wins associated to the refined strategy will be drafted.

5.2.2 Amendment and Change Approval All proposals for change or amendment will be sent to the PMST. The PMST shall evaluate if it is an Amendment or a Change.

In case of an Amendment, it shall be sent for approval by the General Assembly through the Project Coordinator and approved by the SJU. This can be done either on a regular meeting, or through a dedicated teleconference.

Prior to submit an amendment for SJU approval, the General Assembly will evaluate the need to request the amendment based on these principles:

- Is the change unavoidable (e.g. legislative changes, mergers, etc.)?

- Does the change increase the overall benefit to the Project (taking into account any impact on the costs, benefits, timescales and risks)?

- Is the Project Team able to make such a change?

- Is the change best done now, or would it be more beneficial to defer it until the current work is complete?


31


If approved, the change will be communicated to all involved parties and implemented.

In case of a Change, the PMST shall assign the action and review its progress until it is closed.

The process that will be followed is described in the following figure:

Figure 8: Amendment or Change Approval Process

5.3 Resource allocation The following RASCI matrix will be used for identifying roles and responsibilities:

- R: Responsible - owns the problem / project / action

- A: to whom "R" is Accountable - who must sign off (Approve) on work before it is effective

- S: Supportive - can provide resources or can play a supporting role in implementation

- C: to be Consulted - has information and/or capability necessary to complete the work

- I: to be Informed - must be notified of results, but need not be consulted

Participants PMST General Assembly

Identify Capture

Assign for

Review

Review, Assess

Propose action

Assign for

ActionAction

Review Action

Agree closure

Approve Action

Amendment

Change

SJU

Approve Action

PROPOSE CHANGES

APPROVED

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SJU

Gen

eral

A

ssem

bly

PM

ST

Pro

ject

Co

ord

inat

or

WP

Lea

der

De

liver

able

Lead

Co

ntr

ibu

tor

Milestones I I CI A R SC S

Deliverables A I I CA C R S A

Technical Reports A A R C S S

Financial Reports A A R C S S

Amendment A CIA R C S SI

Change A R AC S SI

Risk Management A I C R C

Workshops I I C A R CS S

Progress Meetings I A C R CS C

Technical Meetings I R C ACS

Quality Management A C R S

Table 9: RASCI Matrix

5.4 Effort Management

5.4.1 Effort Monitoring and Reporting Resources will be monitored at two levels:

- Formally when fulfilling the Project Reporting requirements. In this case, effort reporting will meet the H2020 requirements for reporting, and will be considered as binding since it will eventually link to specific payments.

- Informally, every quarter. Simple cost estimation in € will be provided by the 15th of the month following the end of a quarter. This report will be completely informal, and will only be used for the purpose of assessing the Project progress.

Monitoring will be performed using the Earned Value Management (EVM) concept. EVM provides all levels of management with early visibility into cost and schedule problems. EVM objectives are to:

- Relate time phased budgets to specific Project tasks.

- Provide the basis to capture work progress assessments against the baseline plan.

- Relate technical, schedule, and cost performance.

- Provide valid, timely, and auditable data/information for proactive project management analysis and action.

- Supply managers with a practical level of summarization for effective decision making.


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The AUTOPACE EVM will be structured around two artefacts:

- Organization: The work breakdown structure (WBS) will describe the tasks that will be performed as well as their relationship to product deliverables. The Organization Breakdown Structure (OBS) will identify who is responsible for the work effort defined in the WBS.

- Planning, Scheduling and Budgeting: A resource loaded integrated master schedule will determine the budget for the work as scheduled (basis for the quarterly budget). This time phased budget is the performance measurement baseline (PMB). The total budget for each task, control account, or the entire project is defined as the budget at complete (BAC). All discrete work efforts will accrue an earned value equivalent to each WP deliverable value.

Monitoring will be performed through the use of two indicators:

- "Schedule performance index (SPI) = Earned value (EV) / Planned value (PV)"

- "Cost performance index (CPI) = Earned value (EV) / Actual cost (AC)"

Where,

- Planned value (PV) is the approved budget for the work scheduled to be completed by a specified date; also referred to as the budgeted cost of work scheduled (BCWS). The total PV of a task is equal to the task’s budget at completion (BAC) — the total amount budgeted for the task.

- Earned value (EV) is the approved budget for the work actually completed by the specified date; also referred to as the budgeted cost of work performed (BCWP).

- Actual cost (AC) is the cost actually incurred for the work completed by the specified date; also referred to as the actual cost of work performed (ACWP).

The SPI will be used to track schedule variance. The CPI will be used to assess the “value for money” of the work performed. Following table shows PV and EV expected evolution according to the WBS and planned delivery dates,

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8

PV 61.087€ 146.475€ 204.585€ 283.621€ 378.160€ 465.724€ 528.315€ 599.867€

EV 12.483€ 146.475€ 158.958€ 262.695€ 275.179€ 374.470€ 508.625€ 599.867€

SPI 0,20 1,00 0,78 0,93 0,73 0,80 0,96 1,00

Table10: PV and EV expected evolution

5.5 Quality Management

5.5.1 Quality Assessment of Deliverables The objective of the quality assessment process is to assess and monitor the quality of all relevant deliverables.

Within AUTOPACE, the quality of the deliverables is managed according to the following principles:

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- Quality assessment of deliverables is an integral part of the organisation and processes of the Projects: submission of a deliverable to the SJU involves all Project members and implies that the deliverable meets relevant standards and Programme expectations;

- The SJU assumes that Projects correctly apply internal quality controls prior to the submission of a deliverable to the SJU. The SJU may ask evidence to the project to assess that internal quality controls are correctly planned and performed;

- Quality of deliverables is a major input for the acceptance that will be evaluated during Project Review Meetings.

In order to ensure quality of all AUTOPACE deliverables, a quality checklist has been elaborated. All project deliverables shall fulfil all the quality requirements before being submitted to the SJU. The quality checklist is included in the annex of this document [Appendix A].

5.5.2 Deliverables Lifecycle

Figure 9: Quality Assessment Lifecycle

5.5.2.1 Draft

SESAR 2020 word template will be the "standard template" for all project deliverables. Project members will conduct internal quality controls as required by their own organizations prior to the submission to the SJU for a quality assessment in view of their approval.

All the deliverables are initially produced in “Draft” form by the Deliverable Lead including the contributions of the Supportive members (see 5.3). Once the Deliverable Lead considers that the document is finished, the internal quality review of the document will be launched. All consortium partners have two weeks to provide their approval before the deliverable is handed over to the SJU by the Project Coordinator.

Once the internal quality review is finished (and its result positive), the Project Coordinator shall approve the deliverable. Then, the deliverable status will be set to “Final”. All the deliverables should be at “Final” status at the date of the planned delivery date according to the project Gantt chart.

14 days 60 days

DRAFT FINAL APPROVED

Document

Creation InternalQualityReview

SJU Assessment

Consortium Approval

Project CoordinatorApproval

SJU Approval

YES YES

NO NO

Document

Consolidation / Internal

Reviews

Finished draft

Include review

comments


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5.5.2.2 Final

At the planned date, the Project Coordinator submits it to the SJU through the dedicated project page in the H2020 Participant Portal for Assessment and Review. The SJU should acknowledge receipt of the deliverable.

The SJU aims to evaluate a deliverable within 60 days from the delivery, and may:

- Accept it in writing, in whole or in part, or make acceptance of the deliverable subject to certain conditions;

- Request in writing certain clarifications or additional information, as appropriate. The Consortium shall answer the SJU’s request within 15 days from receipt of the SJU’s request for clarifications or additional information. If, upon receipt of the clarification or additional information, the SJU does not respond within 30 days, this clarification or additional information shall be deemed accepted.

- Reject it by giving the appropriate justification in writing.

5.5.2.3 Approved

Once the deliverable is accepted by the SJU, the Project Coordinator will set its status to “Approved”.

All project deliverables will need to be archived at least for 5 years (H2020 requirement)

5.6 Planning Update

The Project Coordinator will continuously review the progress of the activities with regards to the project planning. The Work Package Leaders and task leaders will report to the coordinator of any task, milestone or deliverable which might be in risk of being delayed. When a risk of delay is identified, a new risk shall be identified and included in the AUTOPACE risk register, mitigation actions shall be defined in order to get that the activities stick to the schedule and will be followed according to the risk management process (see section6).

Quarterly, the project coordinator will update the Gantt Chart and include deviations in the schedule with regards to the initial planning. New meetings or milestones derived from mitigation actions might be included as well as the foreseen impact of occurred issues on the schedule shall be included. If the Project Manager identifies during the planning update deviations or required schedule changes affecting the time delivery of the deliverables, an amendment process might be required (see section 5.2.2).

Every sixth months, the status of the project activities, milestones and deliverables will be reported to the SJU according to the Formal Project Progress Monitoring and Reporting (see section 5.1).

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6 Risk and Issues management plan3 The objective of the Risk and Issue Management process is to enable and ensure that risks, issues and opportunities are identified and managed at all levels within the Programme.

Risks are potential events that may affect AUTOPACE negatively, while issues are actual events. Thus, risks must be managed in order to avoid that they become issues (prevention) or that their initially expected effect becomes actual (protection). Issues must be treated as soon as possible and, where necessary, escalated to the appropriate level in the shortest timeframe. A risk may remain open, while an issue must be solved.

Managing risks, issues and opportunities is a continuous process which focuses on:

- Identifying, describing and assessing risks, issues and opportunities;

- Maintaining risk, issue and opportunity information regularly, i.e. checking on a regular basis if it is up-to-date, exhaustive and accurate enough;

- Defining actions to mitigate the risks and issues, or to promote the opportunities; an expected level of effectiveness of these actions should be assessed;

- Implementing these actions;

- Controlling their effectiveness.

When necessary, i.e. in function of its criticality or scope, a risk, an issue or an opportunity can be escalated or cascaded to the most appropriate level of responsibility, in mutual agreement, meaning that the responsibility to manage it is moved. The treatment actions as well can be defined for the owner or the risk, issue or opportunity itself and/or for other stakeholders.

Information on top risks and main issues (with high or very high severity) is included in the Project Progress Report. All Project risks and issues are reviewed during the Project review meetings, with a particular focus on their evolution. The project coordinator will monitor the progress of the work and evaluate deviations from the project plan. In every project progress report, the project coordinator will evaluate the risks, in terms of:

- Identification of a possible risk

- Measures to mitigate the risk

- Corrective measures in case a problem has occurred.

- Status of the measures

Risks may be categorized as technical, financial, time, management, resources, operations, and communication. At every Project Management Team meeting, the project coordinator will provide an overview of identified risks and their measures. The project coordinator will be responsible for risk management.

3Information taken from: “SESAR 2020 Programme Execution Guidance”, SJU, April 2015, Ed. 1.00.00


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6.1 Risk Register

The management of project Risks and Issues will be done through the Periodic Reporting via the H2020 Participant Portal. This process includes defining and implementing actions to mitigate the Risks and Issues. The top Risks and Issues will be reported in the Technical Progress Reports.

- Top risks in order of criticality and/or priority;

- Significant issues (if applicable), with their impact, status and corrective actions

Following table presents critical risks that were identified at the presentation of the proposal [3] or at the kick Off Meeting of the project [19].

Risk Nº

Description of risk WP

Proposed risk-mitigation Proba-bility

Seve-rity

R1 In order to model future automation scenarios with the existing Prototype, many assumptions will be needed to complete the future environment.

3 AUTOPACE consortium brings together the expertise of the universities, which are closely involved in the development of future concepts; the training schools which have deep knowledge of the training needs and trends and the research centres which have the experience of SESAR programme and a close relationship with the industry. All this knowledge will be used to identify the most suitable assumptions.

Medium Medium

R2 The identified effects of automation on cognitive processes does not contain sufficient level of detail to support safety assessment

3, 4

Involvement of the safety expert partner (BEL) in WP03 tasks to ensure that the delivered information properly supports the safety assessment. The project comprises two cycles to perform the safety assessment in order to allow the correction of possible deviations in the second cycle

High Low

R3 Parallel tasks are expected to occur in the third semester of the project, this may provoke problems or resource availability and/or generation of inconsistencies between the content delivered in each task.

3, 4

In order to ensure resource availability, one different partner will be responsible for leading each task, UPM for P03.02; BEL for P04.01 and CRI for P04.02, two synchronization points have been defined to coordinate inputs and outputs between the tasks (M03 and M04).

Low Medium

R4 The preparation and execution of the five AUTOPACE Expert

2, 3, 4

During each progress meeting, the content and audience of the next session will be discussed. The WP leader

Low Low

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judgment sessions may require more resources than expected.

supported by the Project Manager will be the main responsible partner for the organization: WP02 (ES#1); WP03 (ES#2); WP03 (ES#3); WP04 (BS#4).

R5 Too many inputs dealing with 2050 (AUTOPACE ConOPS) context might present contradictions taking into account the high uncertainty on what will occur in that time horizon, as well as leading to possibly lose the focus of the WP outcome and delay the activity which is recognized as critical because it feeds both WP3 and WP4

2 * To focus on a subset of all the available documents, to detect these inconsistencies and use the technical meetings and experts sessions to harmonize the concept of operation. A list of documents has been identified as useful references, for which a Dissemination Request to SJU is needed for being SJU foreground documents.

* In the context of WP2 work, the WP3 and WP4 requirements will be collected as soon as possible to mitigate potential deviations or lack of details in the scenarios definition.

Medium Medium

R6 Safety as it is known today might be slightly different in 2050 context. It is needed to highlight this as an issue as new kind of hazards or new methods for safety assessment could be in place in future.

4 Existing SAM Methodology by ECTRL will be applied. This should be emphasized in deliverable in order to avoid possible misunderstanding that new methodology will be developed.

Medium Medium

Table 11: AUTOPACE Risks


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7 Communication Plan This Communication Plan sets the communications framework for AUTOPACE. It will serve as a guide for communications throughout the life of the project. AUTOPACE communication plan sets the communication objectives and establishes the required strategies to adapt the multiple messages to their respective actors.

This plan identifies and defines the roles of the people involved in the project with regard to communications. It also includes a communications matrix which maps the communication requirements of AUTOPACE. It provides a project team directory to provide contact information for all stakeholders directly involved in the project as well as guidelines to conduct meetings effectively.

The communication plan aims atensuring awareness within the consortia about project progress and promoting the action of the project and its result by providing targeted information to multiple audiences in a strategic and effective manner.

7.1 Communications management objectives and approach

The communication strategies selected by AUTOPACE intends to facilitate the dissemination of the knowledge that will allow active collaboration between all actors impacted by the development and implementation of the project.

The general objectives of the Communication Plan are:

To optimize the information flow among the project members and organize an efficient communication between involved actors.

To broadcast the project to the affected actors and main stakeholders.

To communicate the project results to R&D Centres, industry and training centres in a two-way exchange in order to

a) feed AUTOPACE concept with the users’ needs and expertise and,

b) disseminate the concept to their potential users thus facilitating AUTOPACE concept evolution to further maturity levels.

The Project Coordinator will take a proactive role in ensuring effective communications on the project. The Communications Matrix presented in 7.7 will be used as the guide for what information to communicate, who is to do the communication, when and to whom to communicate.

As with most project plans, updates or changes may be required as the project progresses or changes are approved. Changes or updates may be required due to changes in personnel, scope or other reasons. Additionally, updates may be required as the project matures and additional requirements are needed. These changes will be managed according to AUTOPACE change management procedures as defined in 5.2.

The SJU Communication Sector will be consulted as required.

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7.2 Communications management constraints

All project communication activities will occur within the project’s approved budget, schedule, and resource allocations. Communication activities will occur in accordance with the frequencies detailed in the Communication Matrix to ensure the project adheres to schedule constraints.

AUTOPACE communications shall always be consistent to Article 38 of the Grant Agreement Promoting the action-visibility of funding. Main statements of the article establish that:

Before engaging in a communication activity expected to have a major media impact, the beneficiaries must inform the JU (see Article 52).

Any communication activity related to the action (including in electronic form, via social media, etc.) and any infrastructure, equipment and major results funded by the grant must:

(a) display the JU logo;

(b) display the EU emblem and

(c) include the following text:

For communication activities: This project has received funding from the SESAR Joint Undertaking under grant agreement No 699238 under European Union’s Horizon 2020 research and innovation programme.

For infrastructure, equipment and major results: This[insert type of result] is part of a project that has received funding from the SESAR Joint Undertaking under grant agreement No 699238 under European Union’s Horizon 2020 research and innovation programme.

Communication Standards must be used for all formal project communications as defined in 7.10.

7.3 Stakeholder communication requirements

The following tables present the information needs concerning to all the actors involved in AUTOPACE communications, either internal (AUTOPACE Actors) or external actors (Stakeholder Groups).

AUTOPACE Actors Communication Requirements

General Assembly - AUTOPACE Progress towards expected results. - Project general status (foreseen or actual delays, resources usage,

budget consumption, risks, administrative or legal issues, etc.) - Content and timing of press releases and joint publications.

Project Coordinator and PMST

- WP status (tasks, deliverable, risks…) - WP dependencies - Content and timing of press releases and joint publications.

WP Leaders - Tasks status - WP dependencies

Project Members - Tasks status - Meetings

Table 12: AUTOPACE Communication Actors

A list of groups of stakeholders that could have an interest or being impacted by AUTOPACE outputs has been identified. Within these stakeholders groups, specific organisations have been identified as


41


candidates to build a Stakeholder Register to which address AUTOPACE communications. The Stakeholder Register4 will contain a list of experts and their contact details (name, function and email address) and will be updated when new Stakeholders are contacted or show interest on the project as the project outputs gain visibility in the different communications channels.

Stakeholder Groups Communication Requirements

SJU Project Officer - AUTOPACE Progress toward expected results. - Project general status including foreseen or

actual delays, resources usage, risks or issues, and other managerial aspects.

- Content and timing of press releases and joint publications.

Potential ATCo Students - Better understanding on how new competences and training strategies help future controller to cope with negative effects of automation ensuring safety.

ATCos

ANSPs

Training Centres

Industry (Automation and ATM)

R&D Centres - Definition of an Experimental Plan to validate how automation impact on controller Mental Workload according to different Attentional Theories.

Universities

SESAR Community

EUROCONTROL

Table 13: AUTOPACE Stakeholders

Table 14 shows the initial targeted audience to communicate and promote AUTOPACE progress and results as well as an identification of the most appropriate channel to address the communication. This list will be updated in the WP6 dissemination deliverable expected at T0+3.

4 Processing of the Stakeholder Register will always follow legal procedures aligned to subject to Directive

95/46/EC of the European Parliament on the protection of individuals with regard to the processing of personal data and on the free movement of such data. For further information about this, please refer to AUTOPACE ethic Deliverables D7.1, D7.2 and D7.3.

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H2

02

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SJU Project Officer X X

UPM School of Controllers X X X X X

ENAIRE ATCos X X X X X

ENAIRE X X X X X X

Group of Investigation in ATM (GINA) X X X X X X X

Polytechnic University of Madrid X X X X X X X

University of Bologna X X X X X X X

University of Belgrade X X X X X X X

SESAR2020 Pj19 X X X X X

EUROCONTROL X X X X X

Table 14: AUTOPACE Targeted Audience and Communication Channels

As part of identifying all project stakeholders, the project coordinator will contact with each stakeholder in order to determine their preferred frequency and method of communication. This feedback will be maintained in the project’s Stakeholder Register. Standard project communications will occur in accordance with the Communication Matrix; however, depending on the identified stakeholder communication requirements, individual communication is acceptable and within the constraints outlined for this project.

7.4 Communication Roles

7.4.1 SJU Project Officer

The SJU Project Officer is responsible for overall program costs and profitability as such they require detailed communications. SJU Project Officer will be accepting the final deliverables; he will be informed of the project status including potential impacts to the schedule for the final deliverable or the product itself. Publications or external communications shall be also communicated to the SJU Project Officer.

7.4.2 Key Stakeholders

For this project we are defining as Key Stakeholders: Potential ATCo Student, ATCo, ANSPs, Industry, R&D Centres, Training Centres, Universities, SESAR Community.

The Key Stakeholders includes organizations or groups with an interest in the project and key users identified for participation in the project.


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7.4.3 AUTOPACE Actors

AUTOPACE Members will have different communications requirements and responsibilities according to their role and responsibilities as it is defined in AUTOPACE organizational (see §3).

The General Assembly is a designated group which reviews technical specifications and authorizes changes within the organizations infrastructure. Administrative and Technical progress, user impact analysis and implementation strategies are the types of communication this group requires.

The Project Coordinator has overall responsibility for the execution of the project. The Project Coordinator manages day to day resources, provides project guidance and monitors and reports on the projects metrics as defined in this Project Management Plan. As the person responsible for the execution of the project, the Project Coordinator is the primary communicator for the project distributing information according to this Communications Plan.

The Project Management Support Team (PMST) will take decisions that concern more than one WP. Therefore they will be interested in the WP work status and dependencies.

The Work package leaders are responsible for the organization of the technical part of the work; therefore they shall be aware of the details of the status of the activities being performed within it.

The Project Team is comprised of all persons who have a role performing work on the project. The project team needs to have a clear understanding of the work to be completed and the framework in which the project is to be executed. Since the Project Team is responsible for completing the work for the project they played a key role in creating the Project Plan including defining its schedule and work packages. The Project Team requires a detailed level of communications which is achieved through day to day interactions with the Project Coordinator and other team members along with periodical team meetings.

AUTOPACE WP6 project is dedicated to dissemination and exploitation activities and, as such, WP6 team will develop and implement a Dissemination and Exploitation Plan, this plan will be based on the guidelines exposed in this communication plan. WP6 leader is responsible for the implementation of the communication actions as described in this validation plan.

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7.5 Project Team Directory

WP Organization Name Role email Telephone number

All SESAR JU Alessandro Prister SJU Project Officer / Programme Manager

[email protected]

All SESAR JU Luca Crecco SJU ATM Expert [email protected]

All SESAR JU Dean Swink SJU Programme Quality Coordinator

[email protected]

All CRIDA Patricia López de Frutos Project Coordinator

WP5 Leader

[email protected] +34 91 321 3358

All CRIDA Eva Puntero Project Contributor

WP6 Leader

[email protected] +34 91 321 3176

2,3,4,5,6 FTTE Fedja Netjasov WP4 Leader

Project Contributor

[email protected] +381113091262

2,3,4,5,6 FTTE Obrad Babic Project Contributor [email protected] +381113091231

2,3,4,5,6 FTTE Bojana Mirkovic Project Contributor [email protected] +381113091309

2,3,4,5,6 FTTE Tatjana KrsticSimic Project Contributor [email protected] +381113091309

2,3,4,5,6 UPM Fernando Gómez Comendador WP3 Leader [email protected] +34 913366312

2,3,4,5,6 UPM Rosa Maria Arnaldo Project Contributor [email protected]

2,3,4,5,6 UPM Alberto Jiménez Garro Project Contributor [email protected]

2,3,4,6 UGR José J. Cañas Delgado Project Contributor [email protected]

2,3,4,6 UNIBO Francesca De Crescenzio WP2 Leader [email protected] +39 0543 374 447

2,3,4,6 UNIBO Sara Bagassi Project Contributor [email protected] +39 0543 374 445

2,3,4,6 UNIBO Nicola Masotti Project Contributor [email protected] +39 0543 374 430

2,3,4,6 UNIBO Francesca Lucchi Project Contributor [email protected] +39 0543 374 451

2,3,4,6 UNIBO Luigi Vitulli Project Contributor [email protected] +39 0543 374 345

Table 15: Project Team Directory

tel:+39%200543%20374%20447


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7.6 Communication Methods and Technologies Day to day communications on project matters will be done through email and, when necessary phone calls. When the communication is complex and involves more than two partners, webex meetings are recommended to allow brief discussions and finally, technical and progress F2F meetings will periodically take place in order to review the progress of the activities and coordinate further actions.

AUTOPACE web will serve to communicate project achievements and announce workshops and latest news to the R&D community. Additionally, it will have SharePoint platform with access restricted to project members. All members will use it to upload working documents and share documentation. Access to the website will be controlled with a username and password. AUTOPACE web shall be available as soon as possible but in any case before than T0+6.

SESAR JU communication channels (website, twitter, LinkedIn Groups) will be also used as means to further raise the profile of the project.

Final Deliverables and Periodic reports will be submitted to the H2020 Participant Portal for the revision of the SJU as specified in 5.1.

The Project Coordinator is responsible for developing, maintaining, and communicating the schedule. The project schedule will be maintained on both the SharePoint platform and the H2020 Participant Portal.

Organizational naming conventions for files and folder will be applied to all archived files.

Professional Networks such as LinkedIn will be used to increase visibility and communication with AUTOPACE stakeholders by publishing AUTOPACE news. WP6 Leader is responsible for ensuring all project communications and documentation is copied to the web site. The Project Coordinator is responsible to maintain H2020 Participant Portal up to date.

Approved deliverables (with exception to those that are not public) will be archived in the website with public access for at least five years.

7.6.1 Guidelines for Email messages When sending e-mails, it should be remembered that many people may be working on a number of different projects and are likely to receive numerous e-mails every day. This can make it difficult to quickly recognise the significance of an e-mail and also to find and segregate related e-mails. In order to ease this problem, AUTOPACE related e-mails should always include in the subject title the name of the project (i.e. “AUTOPACE”) followed by a more specific description of the subject.

When sending e-mails with file attachments, the size of the attachment shall be considered. Very large attachments may not be accepted by the recipient server and even modest size attachments (around several MB) might rapidly cause e-mail quotas to be exceeded, particularly where recipients are away from the office for an extended period. Therefore, consideration should be given to uploading the relevant file to the project website instead of attaching it to the e-mail. When replying to an e-mail with a file attachment, the attachment shall be deleted unless the attachment is still required (e.g. if the reply is copied to a new group of people).

Finally, as a courtesy, your contact details should be included on every e-mail that you initiate.

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7.6.2 Guidelines for Meetings Meeting Agenda

Meeting Agenda will be distributed 5 business days in advance of the meeting. The Agenda should identify the presenter for each topic along with a time limit for that topic. The first item in the agenda should be a review of action items from the previous meeting.

Meeting Minutes

Meeting minutes will be distributed within 5 business days following the meeting. Meeting minutes will include the status of all items from the agenda along with new action items and decisions taken.

The chairman of the meeting will send the minutes for review to all the attendance. All the attendance will have 5 business days to provide comments to the minutes. Then, the chairman will send the revised minutes integrating all the comments. The attendance shall provide the approval in the following 5 business days after the reception of the revised minutes. The approved minutes will be stored in the Project Website SharePoint within the proper folder.

Figure 10: Minutes review and approval process

Action Items

Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action item along with the owner of the action item. Meetings will start with a review of the status of all action items from previous meetings and end with a review of all new action items resulting from the meeting. The review of the new action items will include identifying the owner for each action item.

The Project Coordinator will maintain an action register that will contain the following fields:

Action ID: Unique identifier of the action item

Action Origin: The Meeting where the action item was identified

Action Description

Owner: The person/company responsible for the action

Due date: By when the action should be completed

Status: o Open: The action is still to be complete o Completed: The action has been finished. o Cancelled (when the action is not applicable anymore)

Action Completion date

DRAFTMINUTES

REVISED MINUTES

APPROVED MINUTES

AttendanceApproval

AttendanceReview Comments

ReviewProcess

5 days 5 days 5 days

Meeting

Day


47


Meeting Chair Person

The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all presenters adhere to their allocated time frames.

Note Taker

The Note Taker is responsible for documenting the status of all meeting items and taking notes of anything else of importance during the meeting. The Note Taker will give a copy of their notes to the Chair Person as the Chair Person will use the notes to create the Meeting Minutes.

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7.7 The Communications Matrix The communications requirements are documented in the Communications Matrix below. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it, and to whom to communicate.

Communication Type Objective of Communication Medium Frequency Audience Responsible Deliverable Format

Kick off Meeting Introduce the project team. Review project objectives and management approach.

Face to Face Once Technical Officer (SJU)

Project Coordinator

Project Team

Project Coordinator

Agenda

Meeting Minutes

Word files archived on project SharePoint site

WP Kick Off Meetings Launch WP activities, review the objectives and organize the work.

Face to Face

Webex

Once WP Leader

WP Team

Project Coordinator

Technical Officer (informed and invited)

WP Leader Agenda

Meeting Minutes


AUTOPACE Progress Meetings

Review status of the project with the team.

Face to Face

Webex

Quarterly Technical Officer (informed and invited)

Project Coordinator

WP Leaders (PMST)

General Assembly

Project Coordinator

Agenda

Meeting Minutes

Project schedule


Technical Meetings Discuss and develop technical design solutions for the project.

Face to Face

Webex

As Needed WP Leader

WP Team

WP Leader Agenda

Meeting Minutes


Project Review Meeting

Steering the project in order to achieve the expected quality and maturity at the project Close-out meeting


Project Coordinator

Technical Officer (SJU)

Agenda

Meeting Minutes

Recommendations to achieve the expected quality and maturity.


Project Close out meeting (& Project Review if applicable)

Assess the readiness of project results for the next stage of the R&I lifecycle


Project Coordinator

Technical Officer (SJU)

Agenda

Meeting Minutes

Determine if the Project achieved its objectives



49



Brainstorming and Expert Judgment sessions

Develop technical design solutions for the project.

Face to Face As reflected in AUTOPACE Gantt Chart

WP Leader

WP Team

WP Leader Agenda

Meeting Minutes

Session results


Workshops Disseminate Project results and obtain stakeholders feedback

Face to Face As reflected in AUTOPACE Communication Plan

Project Coordinator

WP Leader

WP Team

Stakeholders

Technical Officer (informed and invited)

WP Leader Agenda

Meeting Minutes

Session results


AUTOPACE news, communicate project results

Announce Project results or events to promote project visibility

Website

Professional Network

Conferences

When the results are available.

List of conferences identified in 7.8

Project Team

Stakeholders

Technical Officer (informed)

WP6 Leader

Web announcement

Web announcement

Deliverable submission

Submit a deliverable for SJU review

H2020 Participant Portal

According to AUTOPACE schedule

Technical Officer Project Coordinator

AUTOPACE Deliverable

PDF document

Periodical Report Submission (Technical and Financial)

Submit AUTOPACE progress report

H2020 Participant Portal

Every Six months

Technical Officer Project Coordinator

Technical Report

Financial Report

SJU Template

Workshop announcement

Increase project visibility Website

Professional Network

According to AUTOPACE schedule

Project Team

R&D Community

Stakeholders


Project Coordinator

Web announcement

Web announcement

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Workshop invitation Involve AUTOPACE stakeholders

Email According to AUTOPACE schedule

Stakeholders

Technical Officer

Project Coordinator

Invitation Brochure

Workshop Agenda

Email

Invitation Brochure

Workshop Agenda

Email

Publications (Scientific Journals, posters…)

5

Promote AUTOPACE results Journals

Conferences

When the results are available.

R&D Community

Stakeholders


All Project Member

Article

Paper

Poster

…

Article

Paper

Poster

…

Table 16: AUTOPACE Communication Matrix

5List of candidate journals or conference to which address publications will be identified in Dissemination and Exploitation Plan deliverable (to be delivered at T0 +3)



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7.8 External Communications schedule

Detailed timeline of the external communication activities will be developed in D6.1; it will be available at T0+3.

This section describes the planned external communication activities for AUTOPACE as well as its expected dates.

- AUTOPACE dedicated workshops to present the project’s results to the SESAR community and get feedback from domain experts, aiming at incorporating the feedback into the project activities; these workshops will be preferably aligned with AUTOPACE Project Meetings (see §4.3).

o Future Automation Scenarios Workshop: This workshop will be held before the end of WP2 to present the future automation scenarios to the stakeholders in order to obtain their feedback. The targeted audience for this workshop will be ANSPs, Industry (Automation and ATM), R&D Centres, Universities, SESAR Community and EUROCONTROL.

o ATCo Psychological Model with Automation: This workshop will present to the stakeholders the Psychological Model developed in WP3 and its applicability to support Safety and Performance assessment of automation. This workshop will serve to obtain feedback with regards to the project results achieved at the middle of the project. The targeted audience for this workshop will be ATCos, Training Centres, Industry (Automation and ATM), R&D Centres, Universities, SESAR Community, and EUROCONTROL.

o One workshop at the end of the project to present project results to all AUTOPACE stakeholders.

- Web communication: presence on the professional network (LinkedIn) and creation of project website where the abstracts of project deliverables and publications will be made available with a regular update. The website will be host in http://autopace.eu/, it will be available at T0+6, and the LinkedIn group will be created at T0 + 6. SESAR name will not be used in the domain name of the AUTOPACE website.

- Participation and presentation at scientific conferences aimed at informing about project results:

o SESAR Innovation Days - http://www.sesarinnovationdays.eu/

Technical University of Delft, The Netherlands,, 8th November – 10th December 2016

Date and venue to be confirmed, expected around November – December 2017

o ATACCS - www.ataccs.org

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Toulouse - 30th September 2016 (to be confirmed)

o World ATM Congress - http://www.worldatmcongress.org/

Madrid 1st quarter of 2018 (to be confirmed)

o ATM Seminar - http://www.atmseminar.org/

Seattle, USA, June 2017 (date to be confirmed)

- Publication of papers in scientific journals: D6.1 deliverable shall identify dissemination material as well as candidate journals.

7.9 External Communication Metrics

In order to guarantee the accomplishment of the expected measures in external communication activities, and to facilitate an efficient and transparent project management in general, quantitative objectives and expected results in dissemination have been identified.

Indicator type Indicator Goal

Execution Number of conferences and seminar participation 3

Number of AUTOPACE website updates per month 1

Internet sites where AUTOPACE is placed 2

Key Stakeholders contacted to make AUTOPACE results known 6

Number of publications released 2

Results Attendees in conferences and seminars 14

Number of AUTOPACE website hits 300

Number of Key Stakeholders Reached 3

AUTOPACE presence in ATM publications 2

7.10 Communication standards

Standardization is a proven way to simplify the complexities of project management communications. Standard templates (SJU provided templates) will be provided to the project members for its usage and file naming conventions shall be used as described below.

SESAR 2020 PowerPoint template will be the "standard template", which has to be used for all presentations involving the SJU or external to the project team, starting from the KO meeting, including all project communication and dissemination events.

AUTOPACE SharePoint will be used as a standard platform from which to share working documents.

Formal project communications are detailed in the project’s communication matrix and include:



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- Kick off Meeting – project team will utilize standard templates for meeting agenda and meeting minutes. Additionally, any slides presented will use the standard slideshow template.

- AUTOPACE Progress Meetings – project team will utilize standard templates for meeting agenda and meeting minutes. Additionally, any slides presented will use standard slideshow template.

- Technical Meetings - project team will utilize standard templates for meeting agenda and meeting minutes. Additionally, any slides presented will use the standard slideshow template.

- Workshops and Brainstorming sessions – WP6 will provide dissemination material to be provided.

- Project Status Reports – project coordinator will use standard templates.

7.10.1 File Naming and Version Control

It is essential that every document circulated to other partners in the consortium includes a version number and date. This will help to avoid the situation where partners are working with old or obsolete versions of documents.

In terms of file names, it is difficult to have a fixed file naming convention which can cover every situation. However, the guidelines below should be followed as much as possible:

1. The filename should be descriptive of the contents and should include the project name e.g. “AUTOPACE_CRIDA_THINGS.pptx” for a presentation by CRIDA about “things”.

2. Where a document is an official deliverable, the deliverable Id and Tittle should be included in the filename, e.g. “AUTOPACE_D1.1_PMP.pptx”.

3. Where a document is specific to a particular date, this date should be included in the filename in the form ‘ddmmyyyy’. For example, minutes of a WP4 meeting on 1st October 2016 will be called “AUTOPACE_WP4 Minutes_01102016.docx”.

4. Where a document is likely to be produced in a similar format by various partners, the partner short name should be included in the filename e.g. “AUTOPACE_Q1 Report_CRIDA” for CRIDA’s first quarterly partner report.

5. Where different versions of a document are used, e.g. for deliverables and reports, the version number should be included at the end of the filename. For draft documents, the version number should start at v00.00.01, and increment in 00.00.01 steps. Once the document is formally issued, the version should change to v00.01.00 and then increment in 00.00.01 steps for minor changes. For a major change, the version will change to v00.02.00. When the document is approved by the SJU, the version will change to v01.00.00.

6. All documents must have a history of changes with detailed indications and remarks on changes made between subsequent versions, while the use of the track changes feature in Word is recommended to assist the document author/owner.

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7. When commenting on a document provided by another partner, the filename should be changed to include the initials of the person or short name of the partner making the changes e.g. “AUTOPACE_D1.1_v1.0_EP.docx” if changes to v1.0 of D1.1 have been made by EP (e.g. Eva Puntero).

8. Only the originating author or owner of a document should increment the version number.



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8 Dissemination and Exploitation Plan The Dissemination and Exploitation plan aims at:

Disseminating outside the consortia the key information (approach, technologies, results, etc.) generated during the project’s lifetime

Plan the Exploitation of the project results, in order to facilitate their successful handover to the appropriate Stakeholders

The Dissemination and Exploitation deliverable will include a roadmap for the dissemination of the features, objectives, impacts and expected results of the project, summarizing a process to help reach that goal and following the guidelines provided by the communication plan described in this document. It will identify AUTOPACE dissemination material and the most suitable journals and conferences for its publication.

SESAR JU communication channels (website, twitter, LinkedIn Groups) as a means to further raise the profile of the project. Dissemination and Exploitation report will be delivered according to project schedule the 01/06/2016 and updated the 01/03/2017.

AUTOPACE dissemination and exploitation plan will be developed in accordance with Articles 28 and 29 of the Grant Agreement. According to them:

- each beneficiary must take measures aiming to ensure ‘exploitation’ of its results by:

(a) using them in further research activities (outside the action);

(b) developing, creating or marketing a product or process;

(c) creating and providing a service, or

(d) using them in standardisation activities.

- each beneficiary must ‘disseminate’ its results by disclosing them to the public by appropriate means including in scientific publications.

- A beneficiary that intends to disseminate its results must give advance notice to the other beneficiaries of — unless agreed otherwise — at least 45 days, together with sufficient information on the results it will disseminate.

Any other beneficiary may object within — unless agreed otherwise — 30 days of receiving notification, if it can show that its legitimate interests in relation to the results or background would be significantly harmed. In such cases, the dissemination may not take place unless appropriate steps are taken to safeguard these legitimate interests.

Each beneficiary must ensure open access (free of charge online access for any user) to all peer-reviewed scientific publications relating to its results.

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9 Implementation of Ethics Requirements In order to ensure the correct implementation of AUTOPACE Ethics Requirements, AUTOPACE has a dedicated WP (WP7) with three dedicated deliverables:

D7.1 H-Requirement No. 3 , addressing the requirement: "Detailed information must be provided on the informed consent procedure that will be implemented"

D7.2 H-Requirement No. 1, addressing the requirement: "Details on the procedures and criteria that will be used to identify/recruit research participants must be provided"

D7.3 NEC-Requirement No.2, addressing the requirement: "The applicant must confirm that the ethical standards and guidelines of Horizon 2020 will be rigorously applied, regardless of the country in which the research is carried out."

Specifically, it was detected the need to handle sensitive/confidential data during the organization and management of dedicated Communication and Dissemination Events. These events are planned to present the project’s results to the SESAR community and get feedback from domain experts, aiming at incorporating the feedback into the project activities. This feedback will imply the handling of personal data.

Personal Data that is referred to research which involves collecting or processing personal data, regardless of the method used (e.g. interviews, questionnaires, direct online retrieval etc.).‘Personal data’ means any information, private or professional, which relates to an identified or identifiable natural person (for the full definition, see Article 2(a) of EU Directive 95/46/EC). For the workshops communication it will be necessary to have and maintained a stakeholder register and also the collection of feedback during workshops might imply interviews or questioners/surveys.

Deliverables D7.1 [20] and D7.2 [21] describe the policy to ensure the correct handling of personal data in relation to Communication and Dissemination of the AUTOPACE Project Results.



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References [1] SJU, Project Execution Guidelines for SESAR 2020 Exploratory Research, Edition 01.00.00,

08/02/2016

[2] AUTOPACE, AUTOPACE 699238 Consortium Agreement, v1.0, 01.03.2016

[3] AUTOPACE, Grant Agreement 699238, AUTOPACE — H2020-SESAR-2015-1/H2020-SESAR-2015-129/02/2016

[4] Participant Portal H2020, Online Manual, http://ec.europa.eu/research/participants/docs/h2020-funding-guide/grants/grant-management/communication_en.htm

[5] European Commission, H2020 Model Grant Agreements: H2020 General MGA — Mono, v2.1, 1 October 2015

[6] ACARE (Advisory Council for Aeronautics Research in Europe) (2010). Aeronautics and Air Transport: Beyond Vision 2020 (Towards 2050). Background Document. Issued: June 2010

[7] ACARE (2007). Out Of The Box, Ideas about the Future of Air Transport, Part 2 , Edited by T. Truman and A. de Graaff, November

[8] EUROCONTROL (2015). Safety Assessment Methodology. See http://www.eurocontrol.int/sites/default/files/content/documents/nm/safety/SAM_Electronic_v2.2.zip

[9] EREA (2010). Vision for the future – Towards the future generation of Air Transport System, Publisher: Association of European Research Establishments in Aeronautics, P.O. Box 90502, 1059 CM Amsterdam.

[10] EREA (2011), Study ATS 2050 Phase 2, Towards Full Automation, ATS Vision for the Future. Version 1.0.

[11] EREA (2011). Study ATS 2050 – Phase 2, Presentation given by the EREA Board in Brussels. See: http://www.erea.org.

[12] Flightpath 2050 (2011). Europe’s Vision for Aviation Report of the High Level Group on Aviation Research.

[13] HALA! SESAR Research Network. Towards Higher Levels of Automation in ATM (2014). Position Paper.

[14] Kahneman, D. (1973). Attention and effort (p. 246). Englewood Cliffs, NJ: Prentice-Hall.

[15] Young, MS & Stanton NA (2002). Malleable Attentional Resources Theory: A New Explanation for the Effects of Mental Underload on Performance. Human Factors, 2002 Fall,.365-75

[16] SJU, European ATM Master Plan, Edition 2015

[17] N. Suárez, N., López P., Puntero, E. & Rodriguez, S. (2014). Quantifying Air Traffic Controller Mental Workload. Sesar Innovation Days.

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[18] Wickens, C. D., & McCarley, J. S. (2007). Applied attention theory. CRC press.

[19] AUTOPACE, 2016 03 08 - AUTOPACE -MINUTES KICK-OFF_1.0, v00.01.00, 14/04/2016

[20] AUTOPACE D7.1 H-Requirement No. 3, V1.0 , April 2016

[21] AUTOPACE D7.2 H-Requirement No. 1, V1.0 , April 2016

[22] AUTOPACE D7.3 NEC-Requirement No.2, V1.0 , April 2016



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Appendix A Quality Checklist

Accesibility Is the document stored in AUTOPACE SharePoint in its latest version?

Is the document stored in AUTOPACE SharePoint under the correct folder?

Is the document named correctly?

Is the copyright inserted according to horizon 2020 grant agreement indications?

Are the intended users properly identified?

Is the purpose of the deliverable clearly described?

Is the version history properly documented?

Presentation Does the document properly display the JU log, EU emblem and the text presented in section 7.2 of the PMP?

Does the deliverable use the latest project template?

Is the document grammatically correct?

Does the document contain a complete references list?

Does the document contain a complete acronyms list?

Consistency Is the purpose of the deliverable aligned the description of the deliverable presented in AUTOPACE grant agreement?

Does the content of the document fulfil the success criteria defined for the deliverable?

Is the document clear and understable?

Are the conclusions clearly presented?

Are the reviewer, approval and authoring tables completed?

Has the document been reviewed by the WP Leader?

Has the document been reviewed by all the task contributors?

Has the document been reviewed by the task leaders of dependant tasks?

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PROJECT MANAGEMENT PLAN - AUTOPACEautopace.eu/wp-content/uploads/2018/04/AUTOPACE_D1.1... · 2018-04-23 · This document describes the Project Management Plan (PMP) of AUTOPACE project

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