Management of changes - planning, monitoring and reporting in a FAB
- Improvements or new developments in a FAB, such as new concepts or technologies or organisational improvements, should rely on sound project management, inter-alia on common, timely and consistent planning and implementation, including transition from the current to the new state;
- The management of changes in a FAB should be risk-based in all performance aspects, particularly as regards the safety aspects, and result-driven;
- FAB management should be supported by sound and coordinated planning, monitoring and reporting processes among the FAB partners, in synergy with the recognised similar mechanism & processes at pan-European level;
- Planning, monitoring and reporting among the FAB partners should also be coordinated with the other Member States, other FABs, the European Commission, EUROCONTROL and other interested parties, encompassing the whole scale of intended changes that will impact on the FAB and on the network, from the simple and small to the larger and very complex ones, particularly with regard to the changes driven from a pan-European perspective (SESAR);
- FAB management should establish collaborative working arrangements and a methodology by for scoping, planning and developing coordinated and feasible FAB proposals (or initiatives) for changes to the existing FAB air navigation system;
- An implementation plan should be developed per FAB proposal/ initiative, with task breakdown and assignment of work to the respective partners; and provided to and agreed by the competent authorities;
- Implementation of projects for changes arising from the FAB proposals/ initiatives, including the transition steps, should be done in partnership on the basis of a structured change process, in line with basic and common rules and requirements. To this effect, a risk-based approach should be adopted in relation to all performance aspects – specifically in relation to safety – and also within a results-driven approach;
- To ensure that the expected benefits aimed for initially are achieved, the FAB decision-making and management structures and the coordinated scoping, planning and implementation activities by FAB partners should be supported by consistent and timely monitoring and reporting on progress achieved and on possible shortcomings or difficulties that might require coordinated corrective measures;
- A FAB Implementation Plan should be established for a specified timeframe and further maintained and updated. Progress made against that Plan should be monitored. A FAB Plan may contain initiatives & proposals that:
- are achievable for implementation in the specific planning cycle considered by that Plan (e.g. one year);
- may be initiated during the planning cycle, while completion or full implementation are expected on mid-term, exceeding the planning cycle; and
- longer-term initiatives/ proposals, or those which may require additional analysis or feasibility study prior confirmation of an implementation schedule.
- Performance metrics should be developed to measure improvements per area of work or objective;
- A FAB Report should be produced, e.g. on a yearly basis, outlining the work performed during a specific reporting period, inter-alia to progress the development of the FAB Implementation Plan.
- Member States and their ANSPs in a FAB may establish arrangements to enhance the coordination of their relevant business plans.
- FABs should make best use of the ESSIP/LSSIP planning, monitoring and reporting mechanism, that should be adapted to better suit a FAB environment.
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