The management of such a massive endeavor as NextGen calls for a highly effective governance structure, and the FAA has provided one. The agency has taken a comprehensive, cross-agency portfolio approach to NextGen implementation that recognizes the implementation of NextGen as an integrated effort, rather than a series of independent programs. NextGen is transforming the National Airspace System (NAS) through a number of operational improvements. Each improvement is implemented through a series of capabilities, or increments, that provide individual benefits and combine to provide a transformative change in the way we operate the NAS. Related operational improvements are grouped in eight NextGen implementation portfolios and three supporting portfolios that address infrastructure, safety, and environmental and energy needs.
Before a decision is made to invest in a capability, the FAA conducts research and development activities to determine whether a capability can deliver benefits. This concept maturity and system development work is grouped in seven solution sets. The NextGen solution sets contain interdependent projects that work together to provide capabilities to targeted user groups and areas. The solution sets constitute the primary construct for NextGen pre-implementation budget development.
Each portfolio and solution set is administered by a qualified manager who coordinates all aspects of the work, from concept to implementation readiness.
A team of FAA executives, the NextGen Management Board, constitutes a governance structure that works to ensure that NextGen capabilities are delivered in a timely, coordinated and cost-effective manner.
Composed of the heads of the FAA lines of business with primary responsibility for delivering NextGen, the Management Board provides executive oversight of NextGen progress and performance metrics, and makes strategic policy decisions that drive implementation forward.