Change Management Manual

North European Functional Airspace Block
Avinor, Norway | EANS, Estonia | Finavia, Finland | LGS, Latvia
NEFAB Project
CHANGE MANAGEMENT
MANUAL
Version 0.5
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Revision history
Version Date
0.5
14/12/2011
Description
Approved
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Table of Contents
1.
Introduction .......................................................................................................................................4
1.1. The Scope of this Document ......................................................................................................4
1.2. About this Document ..................................................................................................................4
2. Change Management ........................................................................................................................5
2.1. Objectives and Principles ...........................................................................................................5
2.2. Definition of Change ...................................................................................................................6
2.3. Scope .........................................................................................................................................6
2.4. Change Management Criteria/General requirements..................................................................7
2.5. Implementation of the Change Management Process ................................................................7
2.6. Safety Management ...................................................................................................................7
2.7. Change to the Change Management Manual .............................................................................7
3. Authorisation for Change to Proceed .................................................................................................8
4. NSA Responsibility ............................................................................................................................8
5. Individual ANSP Involvement ............................................................................................................9
5.1. Dispute Resolution .....................................................................................................................9
6. Roles and Responsibilities...............................................................................................................10
7. Change Management Process ........................................................................................................12
8. Controlling and Performing Changes ...............................................................................................12
8.1. Change initiation.......................................................................................................................14
8.2. Change Evaluation and Assignment .........................................................................................16
8.3. Change Assessment ................................................................................................................18
8.4. Change Authorization ...............................................................................................................22
8.5. Implementation (Project) ..........................................................................................................25
8.5.1 Concept phase .......................................................................................................................25
8.5.2 Design phase .........................................................................................................................29
8.5.3 Implementation Phase ............................................................................................................31
8.5.4 Transition Phase.....................................................................................................................33
8.6. Monitoring. ...............................................................................................................................35
9. Change Management Records ........................................................................................................38
9.1. Change Management Database ...............................................................................................38
9.2. Change Registration.................................................................................................................38
9.3. Change Tracking ......................................................................................................................38
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1. Introduction
1.1. The Scope of this Document
There is agreement establishing the North European Functional Airspace Block (NEFAB) by
Norway, Finland, Estonia and Latvia.
The objective of NEFAB is to achieve optimal performance in the area relating to safety,
environmental sustainability, capacity, cost-efficiency, flight efficiency and military mission effectiveness,
by the design of airspace and the organization of air traffic management in the airspace concerned
regardless of existing boundaries.
This document is intended for the ANSP partners in the Cooperation Agreement on the Operation
of the NEFAB. Any change proposals and/or change implementation regarding NEFAB elements, i.e.
changes in Airspace design and sectorisation, Service provision, ATM Systems and management
processes involving the before mentioned elements.
1.2. About this Document

This document describes the NEFAB Change Management Process that applies to all changes to
the:

NEFAB Management processes;

NEFAB Core processes;
NEFAB Support processes;
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2. Change Management
Change Management Manual is essential for the controlled and reviewable implementation of changes
to NEFAB. This manual sets out the processes to be followed and requirements to be achieved, by
NEFAB in the management of change as it affects the various NEFAB processes and individual ANSPs.
This manual must not be deviated from when planning or implementing changes under the Change
Management Process.
2.1. Objectives and Principles

The objectives of the Change Management Manual with respect to the NEFAB environment are to:
enforce an evaluation of a proposed change in terms of its benefit, its cost, and risk to the ATM
systems, and the implications of the change to NEFAB, neighboring FAB and individual ANSP;
manage and track changes, to provide NEFAB with a record of all changes, and to enable all
stakeholders to assess the impact and risk to operations at any time via a clear snapshot of
current and planned change activities;
provide a safe introduction of changes;
contribute to cost reduction by measuring the process and identifying sources of defects;
ensure that all changes undertaken are verified against compliance with the requirements of the
ICAO, EC, EUROCONTROL and national regulations.
The principles of Change Management are:

The Change Management Manual describes the process for managing and controlling changes
in the NEFAB, but is not responsible for the solution development or the actual implementation of
the change;
All changes to the NEFAB environment must be authorized by Programme Management Board;
The Project work stream manager has overall ownership of the change and is accountable for the
change from assessing the initial request, development of the change and implementation of the
change;
The Project Manager coordinates the movement of the change from initiation through
assessment and approval to implementation.
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2.2. Definition of Change

In terms of this NEFAB Change Management Process a change is defined as the addition of any part to,
the deletion of any part from, or the alteration of any part on NEFAB Management, Core or Support
processes.
2.3. Scope
NEFAB maintains an individual Initiatives of Airspace, Service provision and Systems domains that are
integral to the operation of the ATM. The Initiatives is maintained as a separate document by the Project
work stream manager as part of this procedure.
The Initiatives defines the scope of the Change Management Manual for changes initiated by NEFAB,
individual ANSP or other stakeholders (Airlines, Military, etc.). Any changes must be undertaken using
the processes outlined within this manual.
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2.4. Change Management Criteria/General requirements

The following are criteria by which the Change Management Process can be evaluated:
All parts in the Initiatives are subject to change control and tracking
All changes to the initiatives are authorized as specified in the Change Management Manual.
The Project Manager is responsible for the management and production of the initiatives;
There will be one source of information (the NEFAB Change Management Database) and
associated documentation and forms concerning the status of every change including history;
There will be a single change request process used that includes, as a minimum, a description of
and reasons for the change, success criteria, prerequisite changes, appropriate management
authorization, requested implementation date;
There will be a formal operational and technical evaluation and verification against requirements
for proposed changes to assess the impact on operational performance, cost efficiency and
safety;
Management approval will be required before implementation of a change;
Management reports will be prepared that includes the number of successful and unsuccessful
changes per year, by category, by source and by trends. The report will also provide an analysis
of the unsuccessful changes, together with a statement of the effects of the failures. The reports
will be public documents available to NEFAB individual ANSPs;
The NEFAB Project Manager will contribute to the integrity of parts on the initiatives by ensuring
all changes have the appropriate sign-offs, as specified, and preventing the promotion to
implementation status of changes that do not meet this condition;
There will be a periodic (six monthly) review to ensure that the initiatives part is as defined in the
inventory;
NEFAB individual ANSPs will be periodically surveyed for their assessment of the working of the
Change Management Manual;
2.5. Implementation of the Change Management Process

There will be a phased approach to the implementation of change management process, which covers
all changes to NEFAB environment. The Project Manager will be responsible to ensure the Change
Management Manual is reviewed at least once per year as part of NEFAB continuous quality
improvement, and that the review will seek comment from NEFAB Individual ANSPs.
2.6. Safety Management

Safety management of change in-depth is described in NEFAB Safety Management Manual
2.7. Change to the Change Management Manual

The Change Management Manual and in particular these procedures may be reviewed from time to time
to ensure they continue to meet NEFAB objectives and requirements. Changes to these procedures
must be approved by the Programme Management Office. Programme Management Office will meet as
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required but at least once every twelve months to consider changes to these procedures or any other
matters relating to the NEFAB Change Management Manual.
NEFAB Individual ANSPs may request changes to these procedures by forwarding such a request to the
Programme Management Office.
3. Authorisation for Change to Proceed

Authorization from the NEFAB Programme Management Board is mandatory. NEFAB Individual ANSPs
will be consulted throughout the change process where appropriate.
The Programme Management Board authorization will be based on an operational evaluation. The
Programme Management Board requires considerable information on the proposed change to evaluate
and authorize a change request, including:
a full description;
a list of significant benefits expected;
the impact of not proceeding with the change;
how Individual ANSPs might be affected;
the impact on safety and performance;
broad estimates for cost and the project work effort for implementing the change except where
the change is a routine maintenance activity;
operational and technical risk;
consequential effects;
estimated implementation date;
where appropriate, specification of criteria that must be met during the development of the
change and its implementation to production. If these criteria are not met, the change must be
brought to the Programme Management Board for review.
This information will be provided by the relevant technical and operational areas of NEFAB. The
Programme Management Board authorization is formally recorded.
4.
NSA Responsibility
All arrangements concerning change oversight is described in NEFAB NSA Agreement.
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5. Individual ANSP Involvement

NEFAB is committed to Individual ANSPs being involved in changes to, and in the future development of
the NEFAB processes, to different degrees depending on the changes proposed. These changes are
listed and identified in the initiatives. In addition, Project work streams have been established to review
activities of mutual interest and propose changes to NEFAB for consideration.
The process will flow as follows:
The Project work streams and/ or Individual ANSPs will raise issues and propose changes, and
determine priorities for each implementation.
Programme Management Office will analyze the change request and if the request is approved,
Implementation Plans will be developed and project managed by NEFAB and will be published.
Where a change is contemplated, all involved stakeholders, will be advised and consulted.
Airlines, Military, and other stakeholders, generally will have opportunity to comment or raise
issues before major changes are developed, and will be able to evaluate initiative before the
change is promoted to implementation status.
NEFAB will issue change notices and where appropriate give stakeholders a business day
period from the date of issue of the notice to respond. In the event that a response is not received
within the Business day period the change will be deemed as being approved by the
Stakeholders. Any objection to a change must be supported by a reason and NEFAB will contact
each stakeholder who has raised an objection in an attempt to resolve the issues raised.
5.1. Dispute Resolution

In this context, it is possible that differences of opinion will arise between NEFAB and the stakeholders,
and between Individual ANSPs. All disputes shall be settled down under conditions described in chapter
19 in NEFAB ANSP Agreement.
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6. Roles and Responsibilities

The following are the key roles in the Change Management Manual. It is important to note that several
roles may be performed by one individual, and alternatively several people could fulfill one role. Roles
therefore should not be confused with people. These roles and responsibilities are specifically elements
of the Change Management Manual and are not necessarily aligned to the NEFAB organization
structure.
Roles
NEFAB
Council
(States)
Responsibilities
NEFAB Council shall in particular:
Define strategic objectives for the development of NEFAB, assess the
results achieved and take appropriate measures if required.
Define the development of civil-military cooperation.
Agree on common policy and design for the airspace concerned.
Approve and facilitate the joint designation process of the air traffic
service providers.
Adopt the charging policy applicable in the airspace concerned.
Agree on common safety policy.
Adopt NEFAB performance plans and the related performance targets.
NEFAB CEO
Board
Support the harmonization of the substantive rules and procedures.
NSA
Define the modalities of the cooperation on the application of concept of

flexible use of airspace.
Aim at coordinating the positions of the contracting states with regards to

work of ICAO, EUROCONTROL, EC, EASA and joint undertakings in the
field of ANS.
Ensure the coordination with adjacent functional airspace blocks,
including efficient interfaces.
Set up committees other than those established, and working groups to
assist it in specific matters and approve the proposal of committees and
working groups.
NSAs are responsible for following arrangements within scope of change

management process :
FAB level target setting/acceptance.
Supervision on FAB level.
Oversight on FAB level.
Enforcement measures if applicable.
Dealing with non-compliance.
NEFAB CEO Board as the ultimate decision-making body of the

cooperation.
The board sets overall direction and objectives, approves the NEFAB
Business Plan and budget, maintain stakeholder relations and resolves
escalated issues.
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Roles
Programme
Management
Board
Responsibilities
It is the supervisory body for the performance and execution of the Work
and the Business Plan, accompanied by the Detailed Plan of Activities; it
shall report and be accountable to the CEO Board. The Programme
Management Board role includes:
Assessment of the benefit of the change in relation to the cost.
Assessment of the operational risk and impact of the change.
Programme
Office
Manager
Project work
stream
manager
Ensuring that safety, technical feasibility, risk and effect of the change
have been adequately assessed.
Where appropriate, specifying criteria that if not met throughout the
implementation of the change will trigger a review of the change progress.
Approval for the change to be developed prior to implementation, or
rejection of the change request.
Where appropriate ensure the proposed change complies with EC,
EUROCONTROL and National regulations.
Programme Office Manager is responsible for the Programme Management,

including but not limited to, information exchange, the controlling and the
day to day interface management for the performance and the execution of
the Work and the Business Plan, accompanied by the Detailed Plan of
Activities, such as execution of common FAB Level activities and projects.
In the context of Change Management, the Project work stream manager is
the NEFAB person in charge of the technical and operational assessment of
the requested change. Responsibilities include:
Evaluating the initial request for a change.
Proposing a date by which the change will be implemented.
Coordinating the operational assessment which is to include NEFAB

Individual ANSPs and other involved stakeholders as appropriate
Reviewing and sign off on all necessary documentation and forwarding to
the next authority for approval.
Managing the development cycle to produce the solution required to
implement the change.
Managing the necessary assessment.
Identifying the affected stakeholders.
Performing acceptance verification of the change and verifying its correct

operation after implementation.
Advising all involved of the outcome of implementation of the change
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Roles
Project
Manager
Responsibilities
The Project Managers responsibilities include:
Coordinating the movement of change requests through the various

stages of the Change Management Manual.
Controlling and maintaining the change management database, initiatives
and associated documentation and forms.
Managing the interface to the NEFAB Individual ANSPs processes.
Managing the change approval process.
Convene meetings as required.
Safety and
Quality
Manager
Project work
stream
Managing implementation of the initiatives.
Advising NEFAB, the CAA and Individual ANSPs of the status of the
change.
Verifying closure of change.
The Safety and Quality Manager is responsible for maintaining the safety,
security and quality of all NEFAB level processes and required to approve
all changes.
The Project work stream has a focus on the promotion to implementation
status of NEFAB initiatives. In summary, the work stream provides a forum
to review at the operational level change management activities on a
regular basis. The Project Manager will carry issues arising from all support
services to NEFAB Programme Management Board.
7. Change Management Process

There are six major steps within the Change Management Manual:
Change Initiation: - involved with initiating and logging the change request.
Change Evaluation and Assignment involved with evaluation and assigning a proper
workstream.
Change Assessment: - involved with assessing the operational, technical and safety issues.
Change Authorization: - involved with authorization for the change to be progressed or the
rejection of the change.
Change Implementation: - involved with the planning, scheduling and implementing of changes.
Change Monitoring: - involved with change monitoring against the design objectives.
8. Controlling and Performing Changes

Performing changes consists of the four major steps: initiation, assessment, authorization, and
implementation. Each step comprises a number of sub-processes, and more detail is provided in
following sections.
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8.1. Change initiation

Scope
The Change Management Process is triggered by the identification of a need to improve the current
environment. Anyone may initiate a change. Once a requirement for change is identified, a Change
Request must be sent to the Programme Management Office.
Responsibilities
Programme Management Office is responsible for collecting and storing all proposed changes into
Change Management Database. PMO can request additional information about subject if required.
Outcome
After initial high level evaluation in ____ days Programme Management Office will assign appropriate
Project work stream manager for further evaluation of Change Request
The outputs of the change initiation sub-process will include registered change request and assigned
Project work stream manager responsible for further evaluation.
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Nr.
Name of the activity
Description of the activity
Responsible
for execution
Submitter
1.
Change request
Submits motivated change

request to the NEFAB PMO.
2.
Request registration
Registers incoming change

request
PMO
3.
Initial evaluation
Evaluates submitted
information for relevance and
sufficiency, selects appropriate
work stream manager for
further evaluation.
PMO
4.
Work stream manager

assignment
Notifies appropriate work

stream manager and agrees
on initial high level planning
and resources for further
development.
PMO
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Result
Change request with clear
motivation and benefits for
NEFAB environment.
Change request added to
Change management
database
Evaluated change request
with proposed assigned work
stream manager.
Work stream manager is

assigned, agreement on
initial planning in place.
Alternative result
Contacts Submitter for

additional information if
needed or elaborates to
submitter why change
request is not accepted
for further development.

8.2. Change Evaluation and Assignment

Scope
The Project work stream manager performs an evaluation of the request to confirm the relevance of the
request in scope of NEFAB Concept.
Responsibilities
Project work stream manager is responsible for determining whether this change is within the scope of
the NEFAB concept and assigning a work stream with responsibility for the development of the change
request. Project work stream manager identifies all stakeholders as well as all necessary resources
needed for comprehensive assessment.
Outcome
The outputs of the change evaluation and assignment sub-process will include a notification that the
request has been assigned for assessment to appropriate work stream, or if request doesnt comply with
NEFAB Concept, Project work stream will return change request to Program Manager Office for
reevaluation and feedback to change submitter.
All outcomes are registered in Change Management Database.
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Nr.
Responsible for
execution
Project work
stream manager
1.
Change evaluation
High level change evaluation

whether this change is within
the scope of the NEFAB
concept.
2.
Work stream assignment
Assigns a work stream with

responsibility for the further
development of the change
request
3.
Identification of all
stakeholders and
necessary resources
4.
Submitter notification
Identifies all stakeholders as

Project work
well as all necessary resources stream manager
needed for comprehensive
assessment
Notification sent to Submitter
PMO
about the status of the change
request
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Project work
stream manager
Result
Change request is evaluated.
Change is within the scope of
NEFAB. Benefits are
foreseeable.
Notification to PMO that the

request has been assigned for
assessment to appropriate
work stream
All stakeholders identified.
Request sent to PMO for
necessary resources
Submitter receives feedback
Alternative result
Change request is
evaluated. Change
is not within the
scope of NEFAB or
no benefits are
foreseeable.
Return change
request to PMO for
reevaluation and
feedback to
change submitter

8.3. Change Assessment

Scope
In the Change Assessment, the change is evaluated from a user and operational impact viewpoint as
well as determining the safety, technical feasibility, risk and effect of a change within the overall
environment.
Project work stream manager together with assigned work stream performs comprehensive assessment
inviting all identified stakeholders as well as necessary experts.
NSA is actively involved in assessment process, in order to mitigate further delay along the
Implementation.
Responsibilities
Project work stream manager is responsible for following:
Assigning a tasks for the development of the change
Managing the operational assessment in collaboration with all interested parties, including:
Experts
Individual ANSPs
NEFAB operational areas
NEFAB technical areas
managing the technical assessment;
reviewing the assessment;
proposing the Implementation Plan under which the change will be promoted;
registering the change by allocating the next control number from the Change Management
database;
forwarding the request to the Programme Management Board for authorization.
Outcome
The completed Change Assessment is electronically submitted and then electronically forwarded for all
necessary approvals.
The outputs of the change assessment process:
A notification to all interested parties that the assessment has been completed und forwarded to
Programme Management Board for authorization to proceed un must include following information:
An appropriately completed change record with assessment;
Project Development and Implementation Plan (PDIP)
Cost Benefit Analysis.
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Nr.
1.
Work stream assignment
2.
Stakeholders identification
3.
Operational assessment
4.

Task for change assessment is
assigned to appropriate work
stream, roles and
responsibilities are defined.
All stakeholders are identified.
NSA is invited to participate
early to form their opinion
alongside the assessment.
Responsible for
execution
Project work
stream manager
Result
Work stream is assigned
Project work
stream manager
All stake holders are

notified, resources are
reserved, initial planning for
assessment made
Operational assessment is
made in collaboration with all
interested parties and experts
Project work
stream manager
Support function
assessment
Support function assessment

is made down streaming all
involved sub systems/ sub
operations including CBA
Project work
stream manager
5.
Assessment review
Assessment is reviewed
identifying and managing all
deficiencies, including
reassessment if necessary
Project work
stream manager
Assessment record with

documented assessment
including opinions from all
stakeholders.
Assessment record with
documented support
function assessment
including references to
influenced sub systems/
sub operations and CBA
Assessment is reviewed
and accepted within all
stakeholders
6.
Project Development and

Implementation Plan
(PDIP) development
Documentation
preparation
PDIP coordination and

development
Project work
stream manager
All necessary documentation is

prepared for submission to
Programme Management
Board. Change with
assessment is coordinated
with NSA
Project work
stream manager
7.
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Alternative result
PDIP is drafted and

coordinated with all involved
stakeholders
All necessary
documentation is prepared
and coordination with NSA
is made
If resources are not

gathered from all
involved stakeholders,
notification is sent to
PMO for decision
taking
Assessment is
reviewed and is not
accepted within all
stakeholders.
Notification sent to
PMO. PMO notifies
Submitter

Nr.
8.
Documentation submission All necessary documentation is

to Programme
reviewed and prepared for
Management Board
Board. All necessary
coordination is made
9.
Notification
A notification to all interested

parties that the assessment
has been completed und
forwarded to Programme
Management Board for
authorization to proceed
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Responsible for
execution
PMO
PMO
Result
All necessary
documentation is prepared
and coordinated with
Board
All interested parties are
notified
Alternative result
All necessary
documentation is not
prepared. Sent back
to Project work stream
manager to eliminate
deficiencies

8.4. Change Authorization

Scope
The purpose of the Change Authorization is to authorize the change in terms of safety, cost and benefit,
and proceed to the change implementation.
Authorization by the Programme Management Board is always required for the change to progress.
Responsibilities
Programme Management Board is responsible for following:
ensuring a competent evaluation of the change has been completed;
where necessary, specifying criteria or conditions under which progress of the change (through
development to implementation) might be reviewed or halted;
recording the authorization by a signature.
Project work stream manager is responsible for following:

Ensuring authorization for the change to be either developed and / or implemented has been
obtained;
monitoring the approval process;
managing any issues with the change;
managing rejected changes;
notifying affected stakeholders of the outcome (including rejection of changes) of the

authorization process.
Outcome
The outputs of the Change Authorization process will include:
A signed change record, from the Programme Management Board that the change can be
progressed, or that the change is rejected.
An updated record in the Change Management database reflecting the status of the change.
Notification to all stakeholders of the proposed change and high level Implementation plan.
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Nr.
1.
Submission for approval
Assessed change with all

relevant and supporting
documentation is submitted to
Board for review and approval.
A record of coordination with
all appropriate authorities is
provided.
Proposed change is reviewed
in the terms of safety, cost and
benefit.
Proposed change is approved
2.
Review of the change
3.
Approval for the change
4.
Authorization to proceed
Proposed change is authorized

for Implementation.
5.
Notification for the change
Notification to all stakeholders

is made.
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Responsible for
execution
PMO
Programme
Management
Board
Programme
Management
Board
Programme
Management
Board
PMO
Result
Alternative result
Assessed change with all

relevant and supporting
Board in advance.
Review is done
A signed record that change is

approved
Change is not
approved
Change is authorized for

Implementation. High level
planning is made.
All stakeholders and Submitter
are notified
Change
implementation is
postponed

8.5. Implementation (Project)

Implementation phase is dealing with particular project implementation. This phase is based on standard
project management in ANSP.
The Project consists of four sub-phases, but also has clear interfaces to the three earlier phases
(Initiation, Assessment and authorization) and to the operations.
The phases are:
Concept phase (System definition),
Design phase (System design),
Implementation phase (System Implementation and integration) and
Transition phase (Transfer to operation)
REMARKS:
The extent of the Implementation phase will depend upon the nature of the change. In some cases the
individual ANSPs will commence individual work as early as in the Concept phase, while in other cases
maybe as late as the Transition phase. It depends upon the level of cooperation and the scope/extent of
the change. Some changes might be decided upon at FAB level, but left to the ANSPs to design and
implement, while others might be run as a FAB Project all the way to the transition, and the individual
ANSPs will only take over responsibility when the change is ready to be transferred into operations.
Progress reports will be made after each phase.
8.5.1 Concept phase

Scope
The purpose of the concept phase is to develop a Concept of Operations, and define high level
functionality and requirements. Safety Objectives will be developed through a hazard identification and
assessment process.
Responsibilities
Project Manager is responsible for
- Developing a Project Plan
- Kicking off the project
- Describing the concept of the change
- Review
- Reporting to the PMO
PMO is responsible for
- Reviewing the deliverables from the phase and
- Approving commencement of the next phase.
Outcome
The outcome of the Concept phase will include the description of the concept of the change including:
- Project plan,
- Operational Concept,
- Functions,
- requirements,
- interface descriptions and
- Environment,
- hazid report incl SO,
- Safety Plan,
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Resources, (++)
Page 26 of 38

Nr.
1.
Project planning
2.
Define Operational
Concept
3.
Define Functionality and

requirements
4.
Develop Conformity
Assessment Plan, if
applicable
Hazard identification
6.
Notification to NSA
7.
Applications for change in

airspace, if applicable

Identify and plan the activities
in the project, including:
WBS, progress, resources
milestones, safety activities etc
Define the what the change
are going to achieve, what it is
going to deliver, and how it
interfaces with other
components or systems. Also it
must be described in what
environment the change is
going to be performed.
Identify the functions relevant
for the change, and describe
overall requirements for the
change.
Identify relevant Essential
requirements, implementing
rules and community
specification and develop a
plan for
Perform hazard identification
and assessment, and develop
Safety Objectives based on
this
If the change is safety related,
NSA shall receive a
Notification of change based
on a template
If change involves change of
airspace, applications
according to regulation must
be made
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Responsible for
execution
Project Manager
Project Manager
Result
Project Plan with WBS,
milestones, resources etc,
including Safety plan if
relevant
Operational Concept, interface
descriptions and Operational
Environment Description
Project Manager
Defined functionality and

specified requirements
Project Manager/
project team
Conformity Assessment Plan
Project Manager/
project team
List of Hazards and Safety

Objectives
Project Manager
Filled in template for

Notification of change
submitted to the NSA
Project Manager
Filled in template for

Application for change in
Airspace submitted to the
NSA.
Alternative result

Nr.
8.
Review phase
9.
Update project plan
10.
Conclusion of Concept
phase
Responsible for
execution
Project Manager
Review results with

representatives for the different
stakeholders in the project.
Update project plan for the
PM
next phase in order to
incorporate any changes to
scope, progress, changes etc
Project Management Office will PMO
review and decide whether the
project has delivered the
necessary results of the phase
or not. All necessary
deliverables need to be
presented before the project
can enter the next phase.
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Result
Minutes of meeting and report
to PMO.
Updated project Plan
Approval of Concept phase,

and approval for entering
Design phase.
Alternative result

8.5.2 Design phase

Scope
The purpose of the Design phase is to develop the solution.
Responsibilities
- Developing the solution/design of the change
- Conducting Risk mitigation
- Review
- Reviewing the deliverables from the phase
- Approving commencement of entering the next phase.
Outcome
Requirement specifications, safety requirements, System architecture, description of Airspace,
procedures etc
Page 29 of 38

Nr.
1.
Plan the implementation

phase
2.
Design
3.
Risk mitigation
4.
Review
5.
Update project plan
6.
Conclusion of Design
Phase

Detailed planning for the
phase including verification
plan if applicable
Develop the solution/design by
describing the system
architecture, the functions, the
performance, robustness etc. It
can include solutions for
airspace design, sectorisation,
procedures, training,
specifications for Hardware or
Software.
Conduct risk mitigation based
on common risk assessment
process
Review results with
Project Management Office will
Page 30 of 38
Responsible for
execution
Project Manager
Result
Plan for the phase. Verification
plan
PM
System architecture, system

specifications.
PM
Safety Requirements
PM
Minutes of meetings
PM
PMO
Approval of Design phase, and

approval for entering
Implementation phase.
Alternative result

8.5.3 Implementation Phase

Scope
The purpose of the Implementation Phase is to realize the product according to the design
Responsibilities
- Implement the change according to the design specification
- Performing verification activities
- Review
- Approving commencement of entering the next phase.
Outcome
The product; Hardware, Software, procedures etc
Page 31 of 38

Nr.
1.
Plan the implementation

phase
2.
Implement
3.
Verification
4.
Review phase
5.
Update project plan
6.
Conclusion of
Implementation phase

phase including verification
plan.
Implement according to
design/requirements/
specifications
Perform verification that
requirements are fulfilled,
including safety requirements
and essential requirements if
applicable.
Review results with
Page 32 of 38
Responsible for
execution
Project Manager
Project Manager/
project Team
Project Manager/
project Team
Result
Plan for the phase. Verification
plan
Equipment, procedures,
trained personnel,
documentation etc
Verification reports, FATs,
SATs, DoC/DSU
Project Manager

to PMO.
Project Manager
PMO
Approval of Implementation
phase, and approval for
entering Transition phase.
Alternative result

8.5.4 Transition Phase

Scope
The purpose of the transition phase is to transfer the change into operation.
Responsibilities
- Planning the transition phase including conducting a risk assessment of the actual transition, if
applicable
- Performing validation activities
- Verifying Safety Objectives
- Review
- Approving the phase
- Reporing to the Board of Programme Managements
Programme Management Board is responsible for
- Endorsing the change
- Closing the project.
Outcome
The change, Technical file, evaluation etc, verifications etc
Page 33 of 38

Nr.
1.
Plan the transition phase
2.
Validation activities
3.
Verification of SO
4.
Acceptance Notification
5.
Decision to transfer
5.
Transfer change into

operation
Review phase
8.
10.
Conclusion of Transition
phase
11.
Termination of the project

phase including planning
validation activities, and safety
assessment of the transition, if
applicable
Perform validation activities
according to plan.
Verify that the Safety
Objectives are being met
Make sure NSA has accepted
the change
Stakeholders must decide
whether to go ahead with the
transfer of the change into
operations or not.
Transfer change into operation
according to transition plan.
Review results with
or not.
The Programme Management
board will terminate the project
once all the necessary
deliverables are presented.
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Responsible for
execution
Project Manager
Project Manager/
project team
Project Manager/
project team
Project Manager
PMO
Result
Plan for the transition phase.
Validation report, Updated

Technical File and Declaration
of Verification.
Report according to common
Safety Assessment process
Acceptance Notification from
NSA
Statement of decision for
transfer into operations.
Project Manager
Operational system/service
Project Manager

to PMO.
PMO
Approval of Transition phase,

and report to the Programme
Management Board
Programme
Management
Board
Decision on termination of the

project.
Alternative result

8.6. Monitoring.
The purpose of Monitoring is to ensure that the introduced change is reaching its objectives and that it is
not introducing new risks to the NEFAB environment.
maintain all change monitoring
confirming the required change status have been recorded at each time
reviewing the change for its impacts on all NEFAB managed activities within the lifecycle
keeping all affected stakeholders notified of the status of the change.
maintain and report all contributing costs (cost sharing)
Page 35 of 38

Page 36 of 38

Nr.
1.
Submission to Monitoring
2.
Monitoring
3.
Reporting
4.
Review

All relevant and supporting
PMO for further change
monitoring
PMO provides monitoring
within the scope of NEFAB
Performance & Monitoring
function
PMO reports in defined times
the current status of the
change (performance criteria)
Change performance is
reviewed and if necessary
appropriate actions are
initiated
Page 37 of 38
Responsible for
execution
Project manager
Result
Monitoring of submitted
change is initiated
PMO
Monitoring function is
performed
PMO
Board is informed about
current status of the change
Performance of the change is
satisfactory, continue further
monitoring
Programme
Management
Board
Alternative result
Performance of the
change is not
satisfactory,
correction change
is initiated

9. Change Management Records

Change Management Records are the responsibility of the Project Work Stream Manager. These
records are maintained for NEFABs internal use to track both all changes and the status of any
particular change.
9.1. Change Management Database

The change management database provides details about submitted Change Assessment, the
associated authorizations and status of each request.
9.2. Change Registration

Change Registration occurs in parallel with all change management process. It is the formal recording of
the change in the Change Management database that is used for tracking all changes made to the
operational environment. It might be that several related individual requests can be combined in the one
change.
9.3. Change Tracking

The purpose of Change Tracking is to ensure that the change proposal is moved through the relevant
parts of the Change Management Process. Change Tracking operates through the complete life of the
change, from initiation of the change proposal through to closure after promotion of the change to the
production system.
The following are parts of the Change Tracking process and are the responsibility of the Project Work
Stream Manager:
maintaining all change authorizations
confirming the required change details have been recorded at each step
ensuring the change is moved on from process to process
reviewing the proposed solution for its impacts on all NEFAB managed activities
keeping all affected stakeholders notified of the status of the change request
Page 38 of 38

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North European Functional Airspace Block

Avinor, Norway | EANS, Estonia | Finavia, Finland | LGS, Latvia

North European Functional Airspace Block

North European Functional Airspace Block

North European Functional Airspace Block

1.2. About this Document

NEFAB Management processes;

North European Functional Airspace Block

2.1. Objectives and Principles

provide a safe introduction of changes;

The principles of Change Management are:

North European Functional Airspace Block

2.2. Definition of Change

North European Functional Airspace Block

2.4. Change Management Criteria/General requirements

Management approval will be required before implementation of a change;

2.5. Implementation of the Change Management Process

2.6. Safety Management

2.7. Change to the Change Management Manual

North European Functional Airspace Block

3. Authorisation for Change to Proceed

a list of significant benefits expected;

the impact of not proceeding with the change;

how Individual ANSPs might be affected;

the impact on safety and performance;

operational and technical risk;

estimated implementation date;

All arrangements concerning change oversight is described in NEFAB NSA Agreement.

North European Functional Airspace Block

5. Individual ANSP Involvement

5.1. Dispute Resolution

North European Functional Airspace Block

6. Roles and Responsibilities

Define the development of civil-military cooperation.

Agree on common policy and design for the airspace concerned.

Agree on common safety policy.

Adopt NEFAB performance plans and the related performance targets.

Support the harmonization of the substantive rules and procedures.

Define the modalities of the cooperation on the application of concept of

Aim at coordinating the positions of the contracting states with regards to

NSAs are responsible for following arrangements within scope of change

Supervision on FAB level.

Oversight on FAB level.

Enforcement measures if applicable.

Dealing with non-compliance.

NEFAB CEO Board as the ultimate decision-making body of the

North European Functional Airspace Block

Assessment of the benefit of the change in relation to the cost.

Assessment of the operational risk and impact of the change.

Programme Office Manager is responsible for the Programme Management,

Evaluating the initial request for a change.

Proposing a date by which the change will be implemented.

Coordinating the operational assessment which is to include NEFAB

Managing the necessary assessment.

Identifying the affected stakeholders.

Performing acceptance verification of the change and verifying its correct

North European Functional Airspace Block

Coordinating the movement of change requests through the various

Managing the interface to the NEFAB Individual ANSPs processes.

Managing the change approval process.

Convene meetings as required.

Managing implementation of the initiatives.

7. Change Management Process

8. Controlling and Performing Changes