airport-cdm-manual-2017 (1)

and solutions offered by Airport CDM. Instructors
should be fully trained on the Airport CDM concept,
and have credits via the Instructor Course provided
by EUROCONTROL.
With the organisation structure in place, the next step
will be to develop a multi partner project management
plan, and assign staff to the described functions.
2.5 Programme and Project
Management
Once all partners involved have indicated their willingness
to implement the selected functionality, a common
multi-partner Program (or Project) Management
Plan (PMP) will be created, which organises all activities,
projects, and planning. It is important to get all
partners to sign up to an agreed version of the PMP so
that everyone has a common reference document.
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The PMP should be developed based on
best project management practices, such
as those defined by the non profit Project
Management Institute (www.pmi.org).
While all partners participate on a voluntary basis, one
should be appointed as program manager, with the
aim of ensuring the setting up of the PMP with the
help of all partners involved. The main responsibility
of the Program Manager will be to ensure the plan is
executed within time and budget.
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It is important that the partners agree and
appoint an Airport CDM Program Manager
to manage all the organisational aspects.
The Program or Project Manager could be one of
the main partners or from an independent, neutral
organisation focusing only on overall program and
project management activities. The Program Manager
will be in overall control of the day-to-day project coordination
and will report to a Project Steering Committee
composed of each partner’s representatives.
The Program Manager will maintain an action/decision
register to enable tracing of all decisions taken
by the project committee, or within the project.
The contents of the PMP should be selected from the
following indicative list, on the understanding that local
requirements will determine the final contents:
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Scope (the outline of the project)
Objectives (Specific, Measurable, Achievable,
Relevant and Time-oriented)
A description of the phases of the project
(Concept, Development, Execution Termination)
Projects and Project Management
Risk Management
Quality Management
Work Packages (who is responsible for work and
when and how it is to be delivered)
Work Breakdown Structure (WBS)
Deliverables
Communication plan
Finance and Funding
Partners and resources
A responsibility assignment matrix can be used to
identify the roles and responsibilities of each partner
throughout the project.
A work breakdown structure (WBS) will detail a list of
work packages, including the inter-dependency between
each of them, required to achieve the overall
project objective. Each work package will be defined
using a standard description template, for example:
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Person responsible
Objectives
Duration
2-8