Hassan Flow Manual

Ministry of Civil Aviation ‫وزارة الطيران المدنى‬
Holding Company for Airports and Air Navigation ‫الشركة القابضة للمطارات والملحة الجوية‬
Company National Air Navigation Services ‫الشركة الوطنية لخدمات الملحة الجوية‬
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N.A.N.S.C
OPERATIONAL MANUAL
ON
AIR TRAFFIC FLOW
MANAGEMENT
HASSAN KAMEL
8/27/2009 ‫برامج ونظم ادارة السلمة‬

Holding Company for Airports and Air Navigation ‫الشركة القابضة للمطارات والملحة الجوية‬ 2
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TABLE OF CONTENT
PAGE
INTRODUCTION………………………………………………………2
SERVICE PROVIDERS……………………………………………….3
PLANNING OVERVIEW………………………………………………6
DELAY METRICS……………………………………………………...9
AIRPORT UTILIZATION METRICS………………………………….14
AIRPORT PERFORMANCE…………………………………………..15
DESCRIPTION OF AIRPORT METRICS…………………………….16
AIRSPACE CONGESTION…………………………………………….17
EN ROUTE METRICS…………………………………………………..18
DESCRIPTION OF EN ROUTE METRICS……………………………19
CAPACITY………………………………………………………………..21
REFERENCES…………………………………………………25

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INTRODUCTION
PURPOSE AND STRUCTURE OF THE

MANUAL
Purpose
The purpose of this MANUAL is to describe the principles and processes
Applied to assess ATC capacity flow management and to derive future capacity
requirements for the short and medium term.
It is intended primarily for managers responsible for planning the measures required
To meet those requirements, and for all staff involved in the actual delivery of ATC
Capacity increase, this edition reflects the current status of development of the
methodology and tools which have evolved over several years of experience with
performance driven planning.
Structure
The manual is split into two main parts:
The first part describe services providers, planners involved and assigned
responsibilities
The second part describes how capacity, delay and demand interact with each
Other and how an optimum capacity can be calculated.
- defines capacity and how it is assessed.
- features the relationships between capacity, delay and demand,
And describes how the optimum capacity can be determined.
The second part takes into account the future demand, and derives the
Corresponding capacity requirements.

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Service provider
Arrival Management planner
Responsibility
Determine optimum arrival sequence and provide advisories for realizing this
Sequence. It will assist in scheduling traffic from arrival queue (holding stack) to runway.
Main Data Structures
· Arrival Sequence: result of optimization
· Advisory
· Optimization rules: separation, maximum delay/swap applicable
Services Provided Service Description Provided To
Advisory Provide the set of constraints to be Flight Manager
Placed on flights in order to realize the
Optimum arrival sequence (apportion any
Delay equitably between all flights).
Departure Management planner
Responsibility
Determine an optimized sequence of departures for a runway and provide advisories for
realizing it. The component should schedule traffic from runway to the first point of the air
route and/or the first point in en-route airspace. The calculation should be based on ETD
(as determined by tactical planning) and wake turbulence category. The sequence time
horizon is approx. between 100 min and 10 min before take-off.
· Departure Sequence
· Optimization rules: separation, maximum delay /swap applicable
Advisory Provide an optimized sequence of Flight Manager
Departures for a runway.
Air Traffic Flow Management
Air Traffic Flow Management planner
Responsibility
The Air Traffic Flow Manager is responsible for keeping track of and applying ATFM
Regulations (i.e. negotiate re-routings and assign slots). More specifically, it is
responsible for:
- handling regulation activation and application to a filed flight plans;
- handling exceptional condition activation and application to a filed flight plans;
- managing rerouting; and
- ATFM co-ordination.
Infrastructure Management planner

Responsibility
- The Infrastructure Manager monitors and manages Airport ground and
Terminal systems. These include lighting, communication, etc. in addition to
Terminal, gate, stand and taxiway. It includes airport surface vehicle
Management outside the area controlled by ATC. It may also include the
Monitoring of the regulatory function for noise and track keeping.
· Airport infrastructure status -Taxiways; Apron etc
· Airport environment status (visibility obstacles etc).

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Services Provided Service Description
Airport Infrastructure Monitoring Monitoring of status of airport facilities:
Lighting, taxiways and runways.
Monitoring of:
- Infrastructure (runway, taxiway, ground route lighting etc)
- Noise and track keeping;
- Ground vehicles;
- Airfield status (visibility, obstacles?).
Airspace Management
Flight Management planner
Responsibility
Provide validated, up-to-date and accurate flight information when and where
Such information is needed. This includes keeping track of all constraints and
Regulations for individual flights. The flight manager ensures the correct distribution
(ground to ground) of flight related information according to the flight trajectory or
progression and rules.
Main Data Structures)

- Flight Plan (ICAO)
- Constraint: ATFM or ATC constraint
- Flight Script: combination of Flight Plan and Constraints
- Trajectory (Filed, Regulated, Predicted, Actual depending on the particular view ATFM /
Sector Planning / Sector Control)
- Posting List
- Distribution rules
- Trajectory Prediction rules
Configuration Management planner

Responsibility
The Configuration Manager is responsible for:
- keeping track of the actual airspace configurations of all ATC Units (including
The current decortications);
- keeping track of aerodrome configuration planning; and
- providing demand/capacity figures in order to help ATC Supervisor or Flow
Manager in organizing aerodrome or sectors.
- Sector configuration: new / planned grouping of sectors
- Aerodrome configuration
- Sector loading
- Load statistics

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Traffic Load Indicate the actual and expected traffic ATC Supervisor
Load following the planned sector
Configuration.
S
ector Configuration Maintain and provide current/planned
Sectorisation schemes to be applied.
Monitor the choice of a future
Configuration based on a set of
Predefined schemes.
Aerodrome Configuration Maintain and provide current/planned

Aerodrome configuration to be applied.
Monitor the choice of a future
Configuration
Workload Provide the actual and expected

Controller position workload following

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Planning Overview
Planning will be a seasonal, in which aeronautical, meteorological, capacity constraint
data, etc., will be collected and analyzed so as to produce an accurate picture of the
demands and constraints that will affect the airspace... A series of optimized airspace
structure and forecast traffic models in the form of Operations Plans for the entire usable
airspace will be created, in which the allocation of the airspace will be balanced between
the needs of Commercial, General and Military aviation and other users. These planning
Processes will be divided into 2 major processes:
Strategic Planning - involving the long-term activities to produce a coordinated

Strategic Plan of demand and capacity one year in advance. In strategic planning
scenarios are defined for expected demand and decision must be taken how to cope
with that demand. It means simulating the effect of additional resources like e.g.
airways, airports, runways and sectors etc.
Tactical Planning - in tactical planning resources are basically fixed and they must be
used as efficiently as possible to cope with the actual demand. “Basically fixed” could
mean that e.g. a different scheme for sectorisation is used. It means pre-planned use
of known and available resources, it does not mean building an additional runway
overnight and it does not mean inventing completely new routes. Tactical planning has
Two main sub-processes:
−Pre-tactical Planning - involving the creation of the co-ordinated Tactical Plan from one
year in advance to one day before.
−Tactical Flow Planning - involving final modifications to the plan within 24 hours of the
time of operation of the flight. The tactical planning process will take this into account by
applying general planning principles, applied successfully in other application domains,
known as “Just in Time” and “Bottleneck Scheduling”.
Just In Time
In this context Just in Time or JIT means that an aircraft only is allowed to depart, if:
the departure slot is allocated and
all sectors on the route and the airport of arrival12 can handle the load.
To save fuel, reservation of capacity is performed prior to departure and the
Departure will be performed as late as possible to meet all prior reservations.
Bottleneck Scheduling
Bottleneck scheduling means that:
Tactical planning should optimize the use of bottlenecks in advance; high priority should
be given to the reservations for traffic between city pairs giving the largest delays. For
those airports the balance between departures and arrivals is critical. Which sectors13
and airports are bottlenecks becomes perfectly clear from the reports of the
Performance Review Commission.
In real life no planning is exactly executed as expected, external disturbance will cause
deviations from the plan. All kind of measures are foreseen to minimize it, but it is
unrealistic to expect that the effects of all external events can be neutralized. To make
sure that the loading of the bottleneck remains at 100%, some flexibility is required.
Airlines solve the problem for their seat reservation through the use of a waiting list,
limited in size, sometimes supplemented by a sophisticated yield management

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Systems. Tactical planning should solve the imperfection of the planning by introducing;
−a small queue for arriving aircraft and
−a small queue for departing aircraft (limited size, size managed by the airport). These
queues are only required for bottleneck airports during busy hours, but it is needed to
avoid the loss of a slot, which would otherwise result in reduced capacity and increased
delay for all flights during the remainder of the busy period. The size of the queue is a
co-operative trade-off between:
costs (fuel, aircraft turn around) and annoyance (missed connecting flights) caused by
delays and
costs (fuel) associated with the queuing time. Better real time control, improved co-
operation and air/ground data link can permit a shift to of more sophisticated holding
techniques, such as on-line holding (speed control). Flights are currently planned in four
de-coupled phases:
a) Departure Taxi or Taxi out Phase, from gate through departure queue to runway,
which can be managed based on the subsidiary principles by Airport Ground Traffic
Control. Any taxi delay of a particular aircraft will be neutralized by taking the next
aircraft in the runway queue. The result is that e.g. 3 flights take off 1 slot early, while
one flight takes off 3 slots late, but no capacity has been lost and after 4 flights the
situation is back to plan.
b) Departure and En-Route Phases, from departure runway to arrival queue, which
requires co-operation (feed back) between tactical planning and execution control.
Procedures and tooling for in flight absorption of delays for flights to bottleneck airports
and sectors will improve the results of the overall planning process and reduce the need
for capacity safety margins.
c) Arrival Phase, from arrival queue to runway, which requires the automated support of
a local real time arrival manager (bottleneck scheduler).
d) Arrival Taxi or Taxi in Phase, from runway to gate, which can be managed based on
the subsidiary principles by Airport Ground Traffic Control. Local taxi problems have no
influence on other flights in the airspace. However Taxi In delay might result in the
departure delay for the next flight of that aircraft. Turn around of aircraft (departure delay
due to late arrival of the incoming aircraft) will not be considered in the planning process,
the aircraft operator knowing the (expected) arrival delay of an incoming flight has a
number of options to deal with the situation, the aircraft operator could:
speed up the ground handling of the aircraft;
decide to use an alternative aircraft; or
transfer the passengers to another flight.
If those measures are not possible or economically feasible, the delay of the flight should
be made known to the tactical planning as early as possible, in order to be able to get
the best possible departure slot. Only the aircraft operator can make the decisions
required during aircraft turnaround, tactical planning only assists the delayed arriving
aircraft in getting the best possible departure slot. The following diagram shows the
relation between the planning process and the flight phases.

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Flight Phases
& Time
Strategic Planning Process
The current version of the architecture manual does address this aspect.
Tactical Planning Process
Pre-Tactical Planning Phase
The following resource related information will be known at the start of the pretactical
Phase:
Airport Slot Ownership per Airline and reserve capacity if available;
Airspace Structure;
Anticipated Restricted Area Planning
Sector Configuration Plan including Sector Capacity; and
Average weather conditions (needed for the trajectory calculation) to be used for each
month. The actual demand will initially be based on the same day in the previous period
(e.g. same day of previous week(s) or the same day in the previous season).
Tactical Planning Phase
The plans developed in the Pre-Tactical Phase are refined and detailed
Departure Taxi or Taxi out Phase
Departure Phase (Take-off)
-Runway sub-phase - Climb sub-phase
En-Route Phase
- Sector Control - Sector Planning
Arrival Phase
Arrival Taxi or Taxi in Phase
Post-Flight Phase

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. DEFINITION OF DELAYS
DELAY METRECS

‫‪Ministry of Civil Aviation‬‬ ‫وزارة الطيران المدنى‬
‫‪Holding Company for Airports and Air Navigation‬‬ ‫الشركة القابضة للمطارات والملحة الجوية‬ ‫‪11‬‬
‫‪Company‬‬ ‫‪National Air Navigation Services‬‬ ‫الشركة الوطنية لخدمات الملحة الجوية‬
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‫‪8/27/2009‬‬ ‫برامج ونظم ادارة السلمة‬

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INDICATOR

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Airport Utilization Metrics
System performance at an individual airport is assessed for each 15-
minute time period in
The day in terms of the number of arrivals and departures handled
versus the airport’s ability to accommodate that demand. In each 15-
minute time period, overall airport performance is evaluated to take
into account the need to give priority to arrivals or departures
depending on the demand mix.
Arrival Utilization (t)—Assesses how well the Arrival Demand was
satisfied for a
Given time period t, taking into account the airport’s target arrival
capacity in that
Time period.
Departure Utilization (t)—assesses how well the Departure Demand
was satisfied
For a given time period, taking into account the airport’s target
departure capacity in
That time period.
Airport Utilization (t)—Assesses how well the airport was utilized
was for a given
Time period t, taking into account the mix of Arrival and Departure
Demand.
These measurements taken over 15-minute periods are then combined
to produce
Utilization scores for the day: one for arrival performance, one for
departure performance,
And one for overall airport performance.
Arrival Utilization Performance—assesses how well the Arrival
Demand was
Satisfied in all time periods, taking into account the airport’s target
arrival capacity as
It varied during the day and arrival demand over the day.
Departure Utilization Performance—Assesses how well the
Departure Demand
Was satisfied in all time periods, taking into account the airport’s
target departure
Capacity as it varied during the day and departure demand over the
day.
Airport Utilization Performance—Assessment of the use of the
airport’s capacity
Over the day, taking into account the relative importance of meeting
Arrival and
Departure Demand in each time period.
Arrival Utilization

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Arrival Utilization compares what an airport did to what it could have
done. Arrival
Utilization will be 100 percent when either:
The target arrival rate is met or
All the arrival demand is met
Since both demand and capacity may vary over time, the day is
divided into 15-minute
Time periods and the metric are calculated for each time period. Arrival
Utilization for a time period is determined by comparing the actual
arrivals to the target AAR for that period, or the demand, whichever is
less. If the number of actual arrivals exceeds the target, utilization is
capped at 100 percent. For the utilization metrics to be meaningful, it
is important to have realistic airport target rates. Giving no more than
100 percent credit represents an effort to avoid providing an incentive
to set target rates too low, thus “gaming” the system.
Arrival Utilization t = min (100%, Arrivalst / min (Arrival Demandt, AARt
))
Arrivalst is defined as the number of aircraft that landed during a
specified time period.
Arrival Demandt is defined as the number of aircraft that want to land
within that time
Period. An aircraft may contribute to Arrival Demand during more than
one time period. If the ETA is 20:10 and the aircraft actually lands at
20:35, the aircraft contributes to the demand count in each of three
time periods: 20:00.20:14, 20:15.20:29 and 20:30.20:44. This definition
of demand means that demand is always greater than or equal to the
actual number of aircraft that land in any time period. Over the day,
the total of actual demand in each time period will not be equal to the
number of actual landings, although the two curves, demand and
actual, will meet when the last aircraft of the day lands.
Departure Utilization
The computation for Departure Utilization is similar to that of Arrival
Utilization and is
Defined as:
Departure Utilization t = min (100%, Departurest / min (Departure
Demandt, ADRt)
Departure Demandt is defined as the number of aircraft that “want to
depart” in that time
Period. If a flight has an Estimated Departure Clearance Time (EDCT),
the EDCT defines
The start of the demand period. Otherwise, the start of a flight’s
departure time demand
Period is estimated as the airline-supplied pushback (“out”) time plus
an airport-dependent unimpeded taxi time. If the “out” time is not

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available, the proposed time from the Flight Plan message plus an
airport-dependent unimpeded taxi-out time is used as the start of the
Departure Demand period.
Airport Performance
Both arrival and departure measures are combined to give an overall
indicator of airport
Performance in the time period. At some airports there is an explicit
tradeoff between
Accommodating arrivals and departures. The airport performance
metric recognizes the need to give priority to arrivals during arrival
pushes and departures during departure pushes. In the present
formulation, the airport performance score is weighted according to
the relative amount of Arrival Demand as compared to Departure
Demand.
Airport Utilizationt = Arrival Importancet * Arrival Utilizationt +
Departure Importancet * Departure Utilizationt
The relative importance, or weighting, of meeting Arrival Demand, as
opposed to
Departure Demand, in time period t, is calculated as:
Arrival Importancet = Arrival Demandt / (Arrival Demandt + Departure
Demandt)
Similarly,
Departure Importancet = Departure Demandt / (Arrival Demandt +
Departure Demandt).
Note that the sum of Arrival Importancet and Departure Importancet
equals 1. Therefore,
Airport performance always lies between arrival performance and
departure performance.
The airport performance score is calculated by weighting the time
periods according to
Percentage of total demand.
Description of Airport Metrics

Capacity at an airport is based on many factors, such as configuration and length of

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Runways and aircraft mix. Each airport has a theoretical maximum capacity for each
runway configuration and therefore for the airport as a whole. Capacity increases can
result from improvements such as new runways, landing aids, and changed procedures.
Capacity is represented by the number of aircraft that the airport will accept or is
expected to depart during a given time period. These rates are established by the facility
and are called the airport acceptance rate (AAR) and airport departure rate (ADR).
Primary plan Airport Metrics – Airport VMC and IMC Capacity and
Throughput
Airport VMC Capacity will be estimated as the maximum AAR plus the maximum
Airport Departure Rate (ADR) in VMC conditions at benchmark airports. The maximum
will equal the highest rate sustained for 2 consecutive 15-minute increments.
Airport VMC Throughput will be estimated to gain an understanding of actual met
Demand at the airport. The metric will be the summation of the peak VMC arrival
throughput and the peak VMC departure throughput at the airport, where the peak is
based on 30-minute periods. As with airport VMC capacity measure, the annual average
will be used and based on the number of VMC data samples in the previous 365 days. An
airport may increase the actual arrival and/or departure rate over previous years without
increasing their AAR or ADR. This will provide an indication of the pressure being
placed on existing capacity. For this reason, the actual peak demand served and the
fraction of the each day when demand remains at that level will also be measured to help
understand these situations
Airport IMC Capacity will be estimated as the average of all IMC AAR plus the average
Of all IMC ADR at benchmark airports. The data will be analyzed in 15-minute
increments, and the fraction of each day in which the airport in under IMC conditions
will also be collected and analyzed. The annual average will be used and based on the
number of IMC data samples in the previous 365 days. This method was chosen so that
data samples always reflect seasonal variations, especially variations in prevailing winds
and thunderstorm activity.
Airport IMC Throughput will be estimated using the average IMC throughput achieved
Each day. As with the airport IMC capacity measure, the annual average will be used and
Based on the number of IMC data samples in the previous 365 days. An airport may
increase the actual IMC arrival and/or departure rate over previous years without
increasing their AAR or ADR.
Additional Airport Performance Metrics

The Fraction of the Day at Peak Capacity and Throughput will be computed as the sum
of the number of 15-minute increments during the daily 15 hours of traffic divided by the
60- quarter hour increments in each day. For capacity, this measure will be based on the
number of respective time increments the maximum AAR and ADR were called, and will
provide an indication of the percent of time that airport conditions enable the maximum
capacity configuration to be in use. For throughput, this metric will be based on the
number of time increments that throughput equaled the called rates and will suggest

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whether there is additional effective VMC capacity remaining that can be used to service
new demand or more effectively handle existing demand through schedule changes.
The Ratio of VMC Capacity to IMC capacity will be calculated to measure the success
achieved in reaching this objective.
Time and Distance Flown in Terminal Airspace will be evaluated for arriving and
Departing aircraft from the given airport... The average time and distance a flight travels
in terminal airspace will provide an efficiency measure in which improvements will be
seen through a decrease or no increase in travel time and distance.
Metrics plan will use Taxi Times as a measure of efficiency and capacity on the
Airport surface. Taxi time is equal to the time it takes for an aircraft to get between the
gate and the runway. It is influenced by several factors including fleet mix, airport
characteristics (runways and taxiways in use, proximity of gate to runway), and demand
characteristics (departure push versus arrival push).
Delays taken at the gate can occur for a variety of reasons, some of which pertain to
capacity and efficiency and some of which do not. The Quantity, Percentage, and
Duration of Gate Delays will be evaluated, as will the On-Time Performance. However,
the cause behind these delays will be important to discern, if meaningful conclusions are
to be drawn.
AIRSPACE CONGESTION
Airspace congestion is a relatively recent phenomenon. It has not been properly studied
yet and even specialists find it difficult to understand. To a large extent, airspace use is
not subject to advance reservation and limitation. Queuing is a logical consequence of
free access to a resource with finite capacity... Airport access is generally subject to
mandatory reservation. Main airports follow a process of declared capacity leading to
"co-ordination", i.e. an organized rationing to adjust supply and demand. Airports'
business interests are a major incentive for them to increase capacity so as to
accommodate demand; limitations are no doubt adopted as a last resort. Of course,
there are other recent constraints which limit airport capacity (environmental factors:
noise limitations, aircraft movement limitations, limits on the number of passengers,
etc...). In contrast, ATS Providers have not yet reached the same level of integrating all
factors in their strategies. it would be advisable to address the capacity/demand balance
of the most critical city pairs of the ATM system. However, the principles of the ATM
Strategy should be applied, so as to minimize the total cost of capacity and delays.
Possible items for consideration could be:
Action to improve the capacity of specific links;
Co-ordination (as carried out at airports) of the use of these critical links.
Such co-ordination could be performed jointly with existing airport coordination.
Separate arrangements as currently undertaken seem to lead to inefficient results
because of the double penalties imposed on airspace users by airports and ATFM. It is
fundamental to recognize that airspace is a scarce resource and ought to be subject to
mandatory reservation.
. MANAGED AIRSPACE CONTROL

Structured Route Airspace Control
Research on the current sector working arrangements shows that it will be inadequate to
handle the increase in traffic by 2010. One answer, in the past, to the problem of
increased traffic has been to make sectors smaller... As said before however in most, if

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not all, Centers, sectors are currently fixed in size with the only adjustment being to
amalgamate two or more sectors into one when traffic levels permit. In 2010 however, it
will be possible to adjust sector dimensions to respond to demand. The operational
sector will be decoupled from a much smaller basic sector
En Route Metrics
Overview of En Route plan Initiatives
The plan goal is to ensure that as airport demand and capacity grow, the increased
Demands placed on the en route system are met with no increase in en route delay. In
Addition, the plan strives to increase efficiency such that more aircraft can fly on their
desired route at the desired time and altitude. In the en route environment, capacity is
governed by sectors, separation standards and controller workload. The controller uses
procedures, routes, equipment, and automation tools to assure the safe and efficient flow
of aircraft. En route capacity can be balanced to demand in short cycles (e.g. adding
controllers to sectors, combining or splitting sectors) and long cycles (e.g. establishing
new sectors or routes). When demand exceeds capacity in en route airspace, traffic flow
limitations may quickly and significantly ripple into other airspace creating delay for
many flights. A part of the delays and cancellations experienced arise from disruptions
directly related to the weather, reaction to that weather, or the congestion it creates.
Severe weather in en route airspace can block access to key sectors and shift traffic flows
to create new congestion points. Imprecise weather predictions can create difficulty in
identifying airspace and aircraft that will be impacted by weather or the resulting
congestion is magnified by the uncertainty in the location, movement, and severity of the
weather conditions. Extra capacity must be set aside for contingencies and potential
congestion arising from shifts in typical flows. Delays taken in the en route environment
are not necessarily due to congestion or capacity shortfalls en route. Conversely, delays
due to en route congestion may be taken at the airport or in the terminal environment.
Aircraft may be held in the en route environment waiting for limited terminal or airport
resources to become available. For example, in situations where demand exceeds
capacity for short periods of time at an airport, the en route system is expected to absorb
some amount of the airport delay without creating serious problems at the given airport or
at other airports. However, due to growth in overall air traffic, the en route system has
reached a level of near saturation during busy weekday hours in several key areas of the
country. The core strategy for minimizing en route congestion is increased flexibility to
prevent gridlock from forming, by increases in physical capacity, decreases in controller
workload, and better matching capacity and demand. The plan strategy for addressing
weather-related congestion is to reduce the uncertainty, and tailor reactions to a finer-
grain response, requiring real-time data sharing of forecasts, expected reactions, traffic
flow shifts, and operational decision-making.
Description of En Route Metrics

The operational impact of the plan en route initiatives will focus on accessibility
(capacity and throughput) and efficiency (flight time and distance). As delays and excess
time and distance experienced in the en route domain can be due to capacity constraints

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It will be difficult to isolate and measure the performance of the en route system alone.
The effects of airport capacity, user demand, weather, and geography cause this effort
To be complicated. Another major challenge is to segment the en route metrics into
periods of good and bad weather. Convective weather is different from IMC conditions at
airports, and is more difficult to determine, as the data is not as readily available.
Future analysis of en route metrics will investigate the use of peak en route sector and
Center throughput as a measure of en route capacity. While each sector has a Monitor
Alert Parameter that is used to ensure safe operations, the planner can adjust sector
structures and tactically combine or split sectors to manage congestion. Therefore, any
analysis of throughput using sector and center counts must be based on groups of sectors
in strategic geographical areas to yield any meaningful conclusions.
Primary plan En Route Metrics – Average En Route Delay, Peak

Throughput
The data needed to develop the primary en route metrics will take time to develop.
Therefore, initial analysis results may not include the measurement of the primary en
route metrics.
Average En Route Delay will be measured for the representative city-pairs.
Peak En Route Throughput measure. This will be calculated based on the peak traffic
counts for each of the gates. The results from each “gate” will be used to create a Peak
En Route Throughput
Additional En Route Performance Metrics

A variety of metrics will be used to aid in the evaluation of the capacity and efficiency
Metrics detailed in this section. These measures will help to validate and understand
analysis findings, calculate metric results, and to put the metrics in context.
The Total Number of Flights used will vary by metric calculation methodology and will
Include the total number of flights for all airports, all city-pair airports, and all flights
flying with a filed flight plan. The Average Departure Delay will be evaluated to capture
this capacity shortfall. The average will be estimated for each of the metro-pairs and the
average for all metro-pairs will be calculated at the macro level by weightings of both
total number of flights and total distance. As discussed previously, it will be important to
segregate this metric by cause.
Average Airborne Delay, and Minimum and Average Airborne Time (Scheduled and
Actual) Average Block Delay, and Minimum and Average Block Time (Scheduled and
Actual) “Speed Made Good.” Metrics work to date has found a strong correlation
Between total flight distance and “speed made good.” Therefore, this metric may only
Provide a meaningful comparison on a route-to-route basis,
Average Speed En Route metric to be added to this analysis. This metric the total
Number of Diversions will be evaluated. However for this metric to be truly meaningful,
the Number of Diversions by Cause will be needed. In addition, it will be important to
correlate these diversions to a capacity constraint in the system for this measure to have
meaning The Number or Rate of Cancellations may be a useful measure when evaluated
in context. A proper analysis of the Number of Cancellations by Cause may be too labor
intensive to warrant measurement at this time.
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Peak Sector or Center Throughput will measure the actual rate (throughput measured by
Entry and exit) of traffic traversing en route airspace during periods of peak demand. This
Metric can be measured at the center level or at the individual sector level and used as an
Indicator of improved user access. The number of aircraft in a sector can be calculated
Through identification of aircraft that
1) Track control is assigned to the sector,
2) Voice communications is assigned to the sector, or
3) The aircraft is within the physical boundaries of the sector. The first option uses the
handoff of track control to determine when an aircraft is in a sector.
CAPACITY
INTRODUCTION
The evolution and steady increase in air traffic delays in recent years has

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Demonstrated the need to improve medium-term capacity planning at the level of the
, gate-to-gate1, Air Traffic Management (ATM) Network.
Consequently, a new performance-driven planning process has been introduced and
which focuses on ATM capacity enhancement as illustrated below.
Capacity Planning Process
Central to this process is the quantification of performance requirements for

Individual Air Traffic Control (ATC) units, based on an analysis of the overall
System capacity situation and its forecast evolution.
ACC Capacity
The notion of sector capacity is an efficient way of managing day-to-day operations
And can also be used for short term planning. Capacity planning requires
Comparison between similar airspace volumes, and because sectorisation may be
Restructured on a fairly frequent basis, the notion of ACC capacity is a more stable

-------------------------------------------------------------------------------------------------------
Indicator for medium term planning. It is also appropriate for sizing the ACC future
requirements in terms of staff and equipment.
ACC capacity can be defined as the regular hourly traffic that can enter the
ACC without generating excessive workload of the control team in any one of
The sectors. This value is calculated by treating the whole ACC as if it were one
Sector.
ACC Capacity Indicators
Two basic methods are used to calculate ACC hourly capacity indicators. The first
One is based on the declared capacity of each of the sectors of the ACC and
Assesses the “nominal” capacity. The other method measures demand against the
Actual delay generated by the ACC, is the “observed” capacity.

‫‪-------------------------------------------------------------------------------------------------------‬‬

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REFRENCES
ICAO:
-DOC 9426
EUROCONTROL:
-ATFM USERS MANUAL EDITION N: 9
-ACCESSING FUTURE ATC CAPACITY USERS GUID ED 1.1
JULY2002
-PRODUCTION OF OVERALL ARCHITECTURE
-TAAM OPERATIONAL EVALUATION (EXPERIMENTAL
CENTER)
MITRE:
-AVIATION SYSTEM PERFORMANCE METRICS APRIL2002
FAA:
-OEP METRICS PLAN SEP2002

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Ministry of Civil Aviation ‫وزارة الطيران المدنى‬

8/27/2009 ‫برامج ونظم ادارة السلمة‬

AIRPORT UTILIZATION METRICS………………………………….14

DESCRIPTION OF AIRPORT METRICS…………………………….16

DESCRIPTION OF EN ROUTE METRICS……………………………19

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PURPOSE AND STRUCTURE OF THE

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Infrastructure Management planner

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Main Data Structures)

Configuration Management planner

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Aerodrome Configuration Maintain and provide current/planned

Workload Provide the actual and expected

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Strategic Planning - involving the long-term activities to produce a coordinated

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Description of Airport Metrics

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Additional Airport Performance Metrics

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. MANAGED AIRSPACE CONTROL

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Description of En Route Metrics

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Primary plan En Route Metrics – Average En Route Delay, Peak

Additional En Route Performance Metrics

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Capacity Planning Process

Central to this process is the quantification of performance requirements for

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8/27/2009 ‫برامج ونظم ادارة السلمة‬

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