Developing Implementation Plans
As described in the Blueprint, AIR and stakeholder project teams will use the CSP to inform the development of Implementation Plans that define business level activities. Multiple plans may be required to fully achieve each initiative. These Implementation Plans will specify planning elements such as resources, timelines, and outputs. Select aspects of the Implementation Plans will be tracked in a single Integrated Implementation Plan (IIP) which AIR will use to manage the overall Transformation.
AIR's Business Architecture
While the CSP presents a plan for achieving AIR Transformation, a thorough understanding of how AIR will operate in the transformed state is necessary to implement the plan. AIR is developing a Business Architecture to describe how the organization will operate in the transformed state in terms of four Core Functions:
- Strategic Planning;
- Policy Implementation (Domestically and through International agreements);
- Approvals (Product and Article, Airworthiness, Production, Designations); and
- Assurance (Product and Article, Organizational, Designee).
Note: The Business Architecture team is in the process of developing these Core Functions. This list is current as of the publication of the CSP.
Across these functions, the Business Architecture will describe future interactions within AIR and among our stakeholders, including other FAA lines of business, U.S. government agencies, foreign governments, and Industry. This information will provide the operational context to inform the development of Implementation Plans. In conjunction with the CSP, it will enable AIR to fulfill the vision of Transformation.
Continuing AIR-Industry Engagement
Transformation requires commitment to change from all parties. This strategic plan reflects the perspectives of leadership and subject matter experts throughout AIR as well as U.S. Industry. Continued engagement between AIR and Industry is critical to ensure the successful development and implementation of a thorough, well-reasoned strategy. The Safety Oversight and Certification Aviation Rulemaking Committee (SOC-ARC) was formed in January 2018 to establish a channel for this engagement.
The initiatives in the CSP identify stakeholder complementary actions that are integral to Transformation. Joint implementation of the initiatives in this plan will, in many areas, require research and experimentation through limited pilot projects. The SOC-ARC will coordinate those activities, collecting lessons learned that can be employed in the next round of experimentation and contribute to recommendations for regulations and policy. Additionally, the SOC-ARC will spearhead Industry's collaboration with AIR to develop shared performance metrics and support the collection and analysis of Industry data under appropriate safeguards. The SOC-ARC will provide a channel for necessary dialogue to support coordination between AIR and Industry.
This section contains high level, preliminary information on how AIR intends to monitor progress. More detailed information will be captured in a variety of supplementary documents, which will be updated as the practice is matured over time. These documents can be found at The Vision for AIR Transformation.
The CSP presents the strategy to fulfill the vision of Transformation. To inform whether we are succeeding in achieving the vision, AIR identified a set of changes — or Transformation Outcomes — that are key indicators of impact in the areas most important to us and our stakeholders. These outcomes will serve as a constant benchmark for assessing progress toward the initiatives. AIR and Industry will monitor the outcomes through the following set of metrics. Both the method and metrics for monitoring progress toward the Transformation Outcomes will mature over time.
|AIR Transformation Outcome||Outcome Metric Description|
|Manage operational safety risk across the Safety Continuum||Safety Performance: Early resolution of noncompliance and potential unsafe conditions|
|Safety Confidence: Maturity level of Industry safety systems|
|Safety Resource Allocation: Alignment to risk|
|Reduce the time for approval decisions||Timely Project Approval: Time from initial application submission to application approval|
|Interim Milestone Completion Time: Time from initial application submission to project milestone|
|Increase the schedule predictability of approval decisions||Schedule predictability: Variance for product approvals based on estimated completion date|
|Approval Predictability: Variance for each kind of product approval|
|Increase AIR's productivity||Approval Productivity: Hours per AIR approval|
|Overall Productivity: Approvals issued per Full Time Equivalent|
The desired outcomes will be attained through assumed cause-and-effect relationships with supporting initiatives, as illustrated in Figure 4: The Connection between Initiatives, Outputs, and Outcomes. Initiatives produce outputs that ultimately lead to measurable outcomes.
Figure 4: The Connection between Initiatives, Outputs, and Outcomes
Accordingly, AIR will measure the initiatives' outputs to assess progress towards the outcomes. We will monitor the constraints and external factors that may also impact our outputs to ensure that we properly interpret the data collected by our workforce and Industry partners; validate our assumptions; and check for unintended consequences.
Transformation outcomes will impact everyday operations across AIR and routine interactions with Industry. AIR's performance across all of our day-to-day activities will be monitored through the Organizational Health Monitoring (OHM) program. The goal of this program is to create insights that help AIR allocate resources more efficiently, improve performance, and reduce safety risks in the NAS. The OHM program will allow us to monitor changes in these day-to-day activities to gauge progress toward the Transformation outcomes.
AIR and stakeholders will monitor progress in the implementation of the initiatives in the CSP and will use critical insights to make strategic course corrections as warranted. Industry plays an important part in monitoring performance given their stake in the Transformation and role in implementing supporting actions. AIR and Industry recognize the importance of accountability for performance expectations; measuring performance toward agreed upon outputs is an important tool for promoting mutual accountability. Given the importance of a just culture in the future Aircraft Certification Safety System, care should be taken to ensure that insights from monitoring performance are not used for punitive purposes, but rather to inform improvements to the system.