Interaction d1.1 PMP - v2.0

INTERACTIONINnovative TEchnologies and
Researches for a new Airport Concept towards

Turnaround coordinatION
D1.1 Project Management Plan
November 2013
Executive Summary
This document establishes a Project Management Plan (PMP) for the INTERACTION project. It has been
implemented by IBC & ALG Project Management Teams and states the way in which Project Management
should coordinate the activities of each area of the project.
This document provides the management and planning guides that govern the project execution. These
guides will be established through the following elements: project scope, activities to be performed according
to the project work plan including the definition and the effort and duration estimation of each one, project
schedule, human resources organisation and different management processes.
This PMP is based on the Consortium Agreement [1] and the Description of Work [2] provided to the
European Commission in the framework of the FP7 project 605454. Slight changes may be identified within
this document with respect to the DoW, particularly in the Working Plan schedule due to coordination
between WPs. All modifications have been agreed between all partners.
INTERACTIONINnovative TEchnologies and Researches for a new Airport Concept towards Turnaround coordinatION
Table of Contents
Executive Summary............................................................................................................................................2
1
Introduction ..................................................................................................................................................8
1.1
Contributors ........................................................................................................................................8
1.2
Revision status ...................................................................................................................................9
1.3
Structure of the document ..................................................................................................................9
1.4
Acronyms ............................................................................................................................................9
1.5
Glossary............................................................................................................................................10
Management Structure ..............................................................................................................................11

2.1
Contact details ..................................................................................................................................11
2.2
Consortium Members .......................................................................................................................11
2.2.1
Indra Business Consulting ............................................................................................................11
2.2.2
Indra Sistemas ..............................................................................................................................12
2.2.3
Aegean Airlines.............................................................................................................................12
2.2.4
Airbus Operations GmbH .............................................................................................................12
2.2.5
Athens International Airport ..........................................................................................................13
2.2.6
Aviapartner Holding ......................................................................................................................13
2.2.7
Ingeniera y Economa del Transporte .........................................................................................14
2.2.8
Pildo Labs .....................................................................................................................................15
2.2.9
ThyssenKrupp...............................................................................................................................15
2.2.10
TLD ...........................................................................................................................................15
2.2.11
Universitat Autnoma de Barcelona .........................................................................................16
2.2.12
Airbus SAS ...............................................................................................................................16
2.2.13
Advanced Logistics Group ........................................................................................................17
2.3
2.3.1
Project Coordinator .......................................................................................................................18
2.3.2
Project Manager/Scientific Coordinator ........................................................................................19
2.3.3
Administrative Manager ................................................................................................................19
2.3.4
Steering Committee ......................................................................................................................19
2.3.5
Management Body .......................................................................................................................20
2.3.6
WP Manager .................................................................................................................................20
2.4
Management Roles and Governing bodies ......................................................................................17
Ethics roles .......................................................................................................................................20
2.4.1
Data Controller..............................................................................................................................20
2.4.2
Ethics Advisor ...............................................................................................................................21
Work packages, tasks and deliverables description .................................................................................22

3.1
WP1 Project Management.............................................................................................................22
3.1.1
Description of work .......................................................................................................................22
3.1.2
WP1 Initial Plan ............................................................................................................................23
3.1.3
WP1 Deliverables and deadlines..................................................................................................23
3.1.4
WP1 Leaders and Contributors ....................................................................................................24
3.2
3.2.1
3.2.2
WP2 Initial Plan ............................................................................................................................26
3.2.3
3.2.4
3.3
3.3.2
WP3 Initial Plan ............................................................................................................................28
3.3.3
3.3.4

WP4 Solutions Design and Tools Development...............................................................................30
3.4.1
3.4.2
WP4 Initial Plan ............................................................................................................................32
3.4.3
3.4.4
3.5
WP5 Concept Validation ...................................................................................................................33
3.5.1
Description of Work ......................................................................................................................33
3.5.2
WP5 Initial Plan ............................................................................................................................36
3.5.3
3.5.4
3.6
WP6 Communication, Dissemination and Exploitation of results .....................................................37
3.6.1
3.6.2
WP6 Initial Plan ............................................................................................................................38
3.6.3
3.6.4
3.7
WP3: Identify and Propose New Solutions .......................................................................................27
3.3.1
3.4
WP2 Current Situation Analysis ....................................................................................................24
Deliverables structure .......................................................................................................................40
3.7.1
Progress reports elaboration procedures .....................................................................................40
3.7.2
Deliverables elaboration procedures ............................................................................................40
Work plan & schedule ...............................................................................................................................42

4.1
Project Deliverables ..........................................................................................................................42
4.2
Project Milestones ............................................................................................................................44
4.3
Progress reports ...............................................................................................................................45
4.4
Project schedule ...............................................................................................................................46
Management procedures ..........................................................................................................................48

5.1
Management principles ....................................................................................................................48
5.2
Management procedures and tools ..................................................................................................48
5.2.1
Project Management Plan ............................................................................................................48
5.2.2
Communication, monitoring and reporting management .............................................................49
5.2.3
Quality management (QM) ...........................................................................................................50
5.2.4
Milestones management ..............................................................................................................51
5.2.5
Risk management framework .......................................................................................................51
5.2.6
Case of serious disputes ..............................................................................................................52
5.2.7
Coordination with other European projects and international initiatives.......................................52
5.3
5.3.1
Risk Identification..........................................................................................................................52
5.3.2
Risk Assessment ..........................................................................................................................52
5.3.3
Risk Handling and Mitigation Actions ...........................................................................................55
5.3.4
Risk Monitoring and Control .........................................................................................................55
5.4
Actions Management ........................................................................................................................55
5.5
Knowledge and communication Management .................................................................................56
5.5.1
6
Risk Management .............................................................................................................................52
Communication and Dissemination Plan ......................................................................................56
References ................................................................................................................................................57
Annex I List of Members of the Consortium and its Governance Bodies .........................................................58
Annex II Risk Register ......................................................................................................................................59
Index of tables
Table 1: Contributors list.....................................................................................................................................8
Table 2: Revision status .....................................................................................................................................9
Table 3: Acronyms list ......................................................................................................................................10
Table 4: Contact details ....................................................................................................................................11
Table 5: Project participants .............................................................................................................................11
Table 6: WP1 Deliverables ...............................................................................................................................24
Table 7: WP1 Leaders and contributors ...........................................................................................................24
Table 8: WP2 Deliverables ...............................................................................................................................26
Table 9: WP2 Leaders and contributors ...........................................................................................................27
Table 10: WP3 Deliverables .............................................................................................................................29
Table 11: WP3 Leaders and contributors .........................................................................................................30
Table 14: First estimation of validation methods ..............................................................................................34
Table 19: Deliverable list ..................................................................................................................................44
Table 20: Milestones list ...................................................................................................................................45
Table 21. Progress Reports..............................................................................................................................46
Table 22. Classification of documents related to the project ............................................................................50
Table 23: Risks .................................................................................................................................................54
Table 24: Current Action Items List ..................................................................................................................56
Table 25. INTERACTIOM List of Members ......................................................................................................58
Table 26. Steering Committee members ..........................................................................................................58
Index of figures
Figure 1: Management Structure ......................................................................................................................18
Figure 2: INTERACTION Work Breakdown Structure ......................................................................................22
Figure 3: WP1 Initial Plan .................................................................................................................................23
Figure 9: Working approach to produce the reports to the EC.........................................................................40
Figure 10: Working approach to produce a deliverable ...................................................................................41
Figure 11: Project schedule ..............................................................................................................................47
Figure 12. Quality Management process .........................................................................................................50
1 Introduction
This Project Management Plan (PMP) documents the nature of the ALG proposed Project Management
techniques and processes and contains the requirements related to the management of all the activities
necessary for the development of the INTERACTION project, FP7 - 605454.
INnovative TEchnologies and Researches for a new Airport Concept towards Turnaround coordination st
INTERACTION project develops throughout 30 months, starting on 1 October 2013 and ending on 31
March 2016.
The objective of the INTERACTION is to propose new procedures, technologies and tools for enhancing
time-efficient turnaround operations in the airport, by looking for individual improvements in each process
separately, as well as a coordinated way with common goals: to minimize the overall turnaround time and to
reduce the effects of perturbations that may appear in any of the airport sub processes during the turnaround
process. Additionally, INTERACTION will define and validate solutions intended to: increase the quality and
comfort of the passenger experience in the Airport; enhance the development, efficiency and quality of the
air freight transport; and provide new concepts and technologies to reduce greenhouse gas, pollutant and
noise emissions for apron operations. For this purpose a sequence of activities regarding future needs and
challenges will be developed proposing solutions structured into the following 5 main knowledge groups:
Airport terminal operations: Advanced concepts and techniques for time efficient passenger and
baggage processes
Air freight operations: Advanced concepts and techniques for time efficient freight operations
Ramp operations: Advanced concepts and techniques for fleet, mobile vehicles and equipment
management in the apron area
Green concepts: Green concepts and techniques for apron operations
New tools developments: Definition of a new extended information management platform and decision
support tools
The project manager will produce and update the Project Management Plan (PMP) to ensure efficient project
coordination, guaranteeing time and resources control, progress reporting to the Commission, project
progress meetings organization and use of agreed management procedures. The PMP will include a
statement of the management principles to be followed, including the project supervision principles, the
technical management practices, the communication management and reporting structure, the quality and
risk management, as well as the rest of management activities considered appropriate for presentation and
clarification.
The Work Plan as well as the responsible assigned to each role specified within this PMP will be updated
throughout the course of the project as and when significant events or progress will require amendment.
1.1
Contributors
Name
Organisation
Role
Joan Miquel Vilardell
IBC
Project Coordinator
Rubn Martnez
ALG
Project Manager
Manuel Ausaverri
ALG
Project Member
Joan Rojas
ALG
Project Member
Laura Serrano
INECO
Project Member
Diego Alonso
AIB
Project Member
Ivan Konaktchiev
EC
Project Officer
Responsibles
Authors
Reviewers
Table 1: Contributors list
1.2
Revision status
Date
Version
Comments
26/11/2013
0.1
Initial version
29/11/2013
1.0
20/12/2013
2.0
Implementation of changes due

to internal review and delivery
to the EC
Implementation of changed due
to EC review of the document
and change of coordination
company name from
Europraxis to Indra Business
Consulting.
New delivery to EC
Table 2: Revision status
1.3
Structure of the document
This document is structured in the following sections:

Section 1 presents the purpose, structure, contributors and revision status of the document, as well as a the
acronyms lists and glossary of terms used in the document;
Section 2 describes the project team and management structures;
Section 3 describes the work packages, tasks and deliverables;
Section 4 describes the work plan and schedule;
Section 5 describes the management procedures.
1.4
Acronyms
Acronym
Definition
FP7
Framework Programme 7
INTERACTION
INnovative TEchnologies and Researches for a new Airport Concept

towards Turnaround coordinatION
IBC
Indra Business Consulting
INDRA
Indra Sistemas
AEE
Aegean Airlines
AID
Airbus Operations GmbH
AIA
Athens International Airport
AH
Aviapartner Holding
INECO
Ineco
PLD
Pildo Labs
TK
ThyssenKrupp
TLD
TLD
UAB
Universitat Autnoma de Barcelona
AIB
Airbus SAS
ALG
Advanced Logistics Group
Acronym
Definition
SESAR
Single European Sky ATM Research
R&D
Research & Development
TITAN
Turnaround Integration in Trajectory And Network
WP
Work Package
SWP
Sub-Work Package
TR
Test Review
GSE
Ground Support Equipment
PRM
Passengers with Reduced Mobility

Table 3: Acronyms list
1.5
Glossary
No new terms identified in this deliverable.
10
2 Management Structure
2.1
Contact details
Role
Name
Contact details
Project Manager
Rubn Martnez
Tel: +34 93 430 40 16

E-mail: rmartinez@alg-global.com
Table 4: Contact details
2.2
Consortium Members
Participant n
Participant organisation name
Country
Acronym
1(Coordinator)
Spain
IBC
Indra Sistemas
Spain
INDRA
Aegean Airlines
Greece
AEE
Germany
AID
Greece
AIA
Aviapartner Holding
Belgium
AH
Ineco
Spain
INECO
Pildo Labs
Spain
PLD
ThyssenKrupp
Germany/Spain
TK
10
TLD
France
TLD
11
Universitat Autnoma de Barcelona
Spain
UAB
12
Airbus SAS
France
AIB
13
Advanced Logistics Group
Spain
ALG
Table 5: Project participants
2.2.1
Business Consulting is the strategic and management consultancy of Indra. With over 15 years of
experience, we have become one of the leading strategic consulting firms that operate at local, regional and
global level.
We have the ability to support the client from the initial strategic formulation until the final operational
implementation.
We work in strategic projects for our clients who are leaders in the telecom, media, banking, energy and
utilities, tourism and leisure, automotive, transport and operations sectors.
We have developed specific solutions in areas of strategic definition as well as in operational improvement
processes such as the capture of efficiencies, change management, business intelligence or people
management.
In INTERACTION, Indra Business Consulting will be the coordinator of the project, participating and leading
WP1 Project Management. Indra Business Consulting will be supported by ALG in the general tasks of
project management providing its expertise in airports and research projects.
11
2.2.2
Indra Sistemas
Indra is a global technology, innovation and talent company. Indra operates in more than 110 countries and
has more than 31.000 employees worldwide, focusing on developing innovative solutions that meet the
needs of the most demanding clients.
Indra is a leading company in the international market in Air Traffic Management and control systems. Indra
has been supplying Air Traffic Management systems around the world for more than 30 years, having
supplied over 1.000 Air Traffic Management installations in over 90 countries.
Indra ranks second in Europe by R&D spend, investing close to 500 M during the last three years. For
example, Indra has entered the SESAR Joint Undertaking (SJU), as a full partner. Within this initiative, Indra
co-leads two of the four technological programmes that will form the SESAR systems core: air traffic control
and management of airport operations. The company is involved in 99 of the 295 planned projects. Thus
Indra is present in almost all of the technological development projects within its field, and is becoming more
and more recognised as a global ATM (Air Traffic Management) industrial leader.
In INTERACTION, Indra leads WP4 Solutions Design and Tools Development and SWP4.2 Development
and Verification of Prototypes of a new integrated information platform and management/decision support
tools including all related tasks regarding Architecture analysis, technical specifications, prototype
developments and prototype verifications. In addition Indra will play a relevant role in ensuring coordination
with SESAR projects regarding airport operations management systems.
2.2.3
Aegean Airlines
Aegean Airlines is the largest airline company of Greece, began scheduled passenger operations in May
1999, following the liberalisation of the Greek domestic market. The strategy of the company at its inception
and to date is to provide full service, premium quality short and medium haul services. In December 1999, as
part of a rapid expansion, Aegean bought Air Greece, while in 2001 the company merged with another
Greek carrier Cronus Airlines, a movement that also marked its entry in international routes. In 2005 Aegean
reached an agreement with Lufthansa to become its partner in Greece. In 2008 through its gradual
expansion of its international network, and its consistent delivery of high quality services Aegean became the
largest Greek airline by passenger numbers. On June 30, 2011 Aegean joined Star Alliance. Another
important milestone was in 2005 when Aegean reached an agreement with Airbus to fully renew its fleet with
new A320 family aircraft. The fleet renewal and improvement process facilitated network expansion and also
contributes to the airlines customer appeal in terms of punctuality, service and comfort. Aegean took the first
deliveries in 2007 while since May 2011 the company operates for the first time in its history with a
homogeneous fleet consisting of 29 Airbus (A319, A320, A321) with an average age of 3 years.
Aegean has been named Best Regional Airline Europe at the SKYTRAX 2011 World Airline Awards and it
is the runner-up in the Worlds Best Regional Airline category, in Airline Staff Service Excellence for
Europe category as well as in Best Airline Southern Europe category. In its 12 year history, Aegean has
been awarded six times by the European Regions Airline Association (ERA). Furthermore, the company has
been repeatedly awarded by the Athens International Airport as the greatest contributor to the airports
passenger volume increase. Aegean operates 35 international and 24 domestic routes, without taking into
account a significant number of international destinations served by its charter operations. It bases aircraft in
Athens, Thessaloniki, Heraklion, Rhodes and Larnaca for scheduled operations.
In INTERACTION, Aegean will lead the validation activities in real operations environment (SWP5.3) and will
contribute to several tasks mainly regarding analysing and proposing solutions for passenger and baggage
processes and providing their expertise as an airline and as an auto-handling operator.
2.2.4
Airbus Operations GmbH is a subsidiary of Airbus SAS in Germany. Airbus is a leading civil aircraft
manufacturer committed to research and innovation (see www.thefuturebyairbus.com) through active
participation in the European Framework Programmes. Airbus Company is owned by EADS (European
Aeronautic, Defense & Space Company) and is a truly global enterprise of some 57,000 employees. It draws
together the skills and expertise of four national entities in France, Germany, UK and Spain with a total of 16
sites in Europe. Airbus is also working in the frame of industrial co-operation and partnerships, with fullyowned subsidiaries, spare parts centres, training centres and field service offices around the world. As of
October 2012 has sold over 11,800 aircraft to more than 300 customers/operators and has delivered some
12
7,500 aircraft since it first entered service in 1974. In a highly competitive market Airbus offers a complete
product range from 100 to 555 seats, which is clearly becoming the reference:
Single aisle medium range aircraft: A318, A319, A320 and A321 (respectively 107, 124, 150 and 185
seats), including the Airbus Corporate Jet family (ACJ)
Medium to long-range wide body aircraft: A310 and A300-600 (220 to 266 seats)
Very long range wide body aircraft: A340 (240 to 380 seats) and A330 (253 to 295)
Airbus brand new A350 XWB (270 to 350 seats)
Ultra Long Range double-decker A380 (555 seats)
Airbus is an early and leading contributor to the development of aircraft and airport standards and solutions
in the Air Transport Industry, through the participation:
In major research projects including: SESAR, E-CAB and ASSET
In international standardization bodies for aircraft ground equipment and operations: ISO TC 20/SC 9,
SAE AGE 2, CEN TC 274, IATA GSEE, IATA ASG
in the Air Transport Industry, through the participation: In major research projects including: SESAR, E-CAB
and ASSET.
In INTERACTION, Airbus will have an important participation, managing the WP3 Identify and Propose New
Solutions and leading the activities regarding innovation in the passenger and baggage processes. Airbus
also will lead the preliminary design of solutions SWP4.1.
2.2.5
Committed to operation and service excellence, safety and user-friendliness, the Athens International Airport
Eleftherios Venizelos (AIA) has been serving Greeces capital since the opening date March 28th, 2001
replacing its congested predecessor, and offering to all airlines and passengers a modern, spacious and
state-of-the-art environment. AIA is the first major greenfield airport constructed with the participation of the
private sector. Athens International Airport S.A. is the company responsible for the operation, management
and development of the airport for a 30-year concession period initiated in 1996. Athens International Airport
S.A. is a privately managed company, with the Greek State holding 55% of shares, while private
shareholders collectively hold 45%.
AIAs Airport Services Operation Centre constitutes one of the few facilities in the world that can
accommodate airport operations control under a single umbrella. Distinguished as one of the best airports in
the world in the first years of operation, AIA maintains one of the best airport terminals in Europe, equipped
with state-of-the-art systems, featuring a most user-friendly orientation, comfortable waiting areas, and
adhering to the highest cleanliness standards.
The role of the Information Technology & Telecommunications Business Unit (IT&T) of AIA is that of an
integrator and operator of reliable, state-of-the-art, cost effective and innovative services to its customers
based on its Common-Use concept. AIA IT&T Unit has broad experience in integrating ICT solutions for the
airports operational requirements like Management Information System (MIS), Automatic invoicing services
for fuelling companies, etc.
AIA will have a significant participation in INTERACTION focused in leading WP5 Concept Validation and
SWP5.1 Validation plan and participating as operational partner, combined with its IT expertise, in all the
activities of the project regarding analysis of the current situation and proposal of solutions for all airport
processes.
2.2.6
Aviapartner Holding
Aviapartner is one of the leading independent providers of ground handling services in Europe since 1949.
Our company offers ground handling services across 35 airports in 5 European countries: Belgium, France,
Germany, Italy and the Netherlands.
Aviapartner offers a wide range of services to over 400 passenger and cargo airlines, which means:
provision of services to around 30 million passengers,
13
ramp handling for 300.000 aircraft movements, and
cargo handling for around 1 million tons of cargo each year.
Aviapartner provides airport services since 1949 throughout Europe. Our employees (around 6.000 staff
members) share common values which are integrated in our internal policies.
It is Aviapartner's continued ambition to be the leader of quality services to the aviation industry throughout
Europe, providing consistent high quality services based on a pro-active attitude. Our quality system is
based on continuous monitoring and analysis of key performance indicators with reporting to our customers.
It is supported by ISAGO, ISO 9001:2000, Cargo 2000 and the AHM 804 IATA System for Performance
Measurement of Service Delivery Standards
Starting with Brussels and Lille, ISO14001 certified since March 2011, and expanding to Amsterdam,
Dusseldorf and Milan, Aviapartner is implementing an environmental management system. The full
management team is committed to minimise the impact of all Aviapartner's activities on the environment and
to comply with all legal and other environmental requirements applicable to their business. Long-term
strategic environmental objectives and targets are set with focus on continuously improving the
environmental performance. The key points of the environmental strategy are:
Prevent pollution at all levels
Minimise our waste
Reuse or recycle as much as possible
Minimise greenhouse gas emissions
Encourage the use of alternative means of transport and car sharing.
Encourage the adoption of similar principles by our suppliers and other stakeholders
2.2.7
Ingeniera y Economa del Transporte
Ineco (Ingeniera y Economa del Transporte, S.A.) is a Spanish consultancy and engineering firm highly
specialised in the transport industry, since its creation in 1968.
The firms activities embrace all forms of transport and cover all RTD stages, from feasibility studies to work
supervision and control, including facility and infrastructure maintenance. As a consultancy company, Ineco
carries out feasibility analyses, economic and financial, market, logistics and operation studies and
formulates comprehensive transport plans. On the other hand, as an engineering firm, it covers many
speciality areas such as architecture, civil, industrial, telecommunications, aeronautical and systems
engineering.
In INTERACTION, Ineco will bring its expertise in airport operations, turnaround and validation. This
expertise comes both from our involvement in SESAR, Framework Programme (FP) research projects, in
particular TITAN, and daily engineering support to Aena.
Ineco has participated in Air Transport projects for DG-TREN and DG-Research of the European
Commission as a team member in RTD projects like LEONARDO, THENA, SOURDINE, OPAL, C-ATM,
EPISODE3, RESET, CAATS, AAS, TITAN, The 2050+ Airport. In all of these projects Ineco has a key role in
the definition of the operational concepts, environmental and economic assessments and the operational
validation activities. In addition, Ineco has provided services to EUROCONTROL within the EATMP Program
in airport activities.
Regarding SESAR, Ineco participates as Aenas affiliate in WP6 Airport operations at the management
level and in operational projects such as P06.07.02 (A-SMGCS routing and planning functions) or P06.06.02
(Integration of airport/airline/ground handlers ATC processes in ATM).
Ineco participation in INTERACTION will be addressed to lead WP2 and SWP2.1, which cover the activities
regarding the current situation analysis in the framework of airport turnaround operations and its associated
processes. Ineco will also lead the definition of solutions regarding fleet, mobile vehicles and equipment
management in the apron area (SWP3.3). In addition, Ineco will lead SWP 5.5 Reporting of conclusions
from validation. And finally, Ineco will also provide a very valuable support in the coordination management
with other related projects, in particular regarding TITAN project.
14
2.2.8
Pildo Labs
SME founded in 2001, Pildo Labs is an engineering company specialized in delivering top of the edge
technology within the aeronautics and space sectors. Our team is multicultural, young, creative, energetic,
interdisciplinary and with a solid background in technology. The activity of Pildo Labs is focused within the
Aeronautical sector, in which we are recognized as experts in GNSS applied to air navigation within EU
market thanks to our leadership since the very beginning in the most strategic projects for the main
European bodies in this field. The company has an excellent record in the successful completion of studies
and developments for major clients such as EUROCONTROL, ESA, The European Commission, National
Air Navigation Service providers and governments; and is, or has been, involved in many European
international projects. In addition to the expertise accumulated on Navigation, Pildo Labs is a long term
partner of the European Space Agency in signal processing, Radar Altimeter and radar instrument support
and development. The company has recently participated in several ESA programmes, as for example in
Envisat (as Expert support laboratory performing corrective maintenance and coding of new evolutions) or in
Cryosat-2, with the responsibility of calibrating the SAR/Interferometric radar altimeter of the satellite. The
company also counts on a R&D services division, responsible for developing new services and products that
provide to the company with a strategic position both in our core business within the GNSS industry, and
also in other aeronautical and non-aeronautical subsectors. In this sense, one of the products developed by
the Pildo Labs R+D division is particularly relevant for the INTERACTION activity, which is, the design,
development and flight testing of an Electronic Flight Bag prototype for airlines specially designed to
eliminate paperwork and increase productivity of pilots and flight crew.
2.2.9
ThyssenKrupp
ThyssenKrupp is a diversified industrial group which provides innovative products and solutions worldwide
that secure sustainable success for our customers. More than 170,000 employees in over 80 countries on all
5 continents are the face of ThyssenKrupp to our customers and partners. ThyssenKrupp is a German
corporation. We generate 33% of our consolidated sales on our home market, while customers outside
Germany account for the remaining 67%. Outside of Germany, the countries of the EU (29%) and the
NAFTA region (16%) are the key foreign regions for our business. The degree of internationalization in our
Group is rising constantly. Our more than 550 foreign subsidiaries and associated shareholdings have about
111.000 employees, which means that more than 65% of ThyssenKrupp employees work outside Germany.
In fiscal year 2010/2011 ThyssenKrupp generated sales of 49 billion.
ThyssenKrupp Elevator Innovation Center (TKEIC) has global R&D responsibility for the new generation of
continuous passenger transportation systems: escalators, moving walks and passenger boarding bridges for
airports. The activity is based on R&D projects, individuals and in cooperation with other partners. The centre
is formed by a qualified team of 45 people, with a 90% Industrial Engineers staff. TKEIC participates in
working groups and forums of innovation: Member of the European Committee for Standardization,
Participation in working meetings of Direct Upper Deck Access for the A380.
ThyssenKrupp participation in INTERACTION will be focused in leading the definition and preliminary design
of new solutions for green concepts and techniques for apron operations (SWP3.4). ThyssenKrupp will also
contribute to various others activities, and in particular regarding the definition and validation of solutions for
passenger (de)boarding processes.
2.2.10 TLD
TLD is a leading industrial group specialized in Airport Ground Support Equipment (GSE). Through a very
extensive Worldwide Sales and Service network, the company provides its customers a complete range of
ground support equipment, designed and assembled in the group's industrial sites located on several
continents.
TLDs customers include Airlines, Airports, Cargo Airlines, Ground Handlers, and Military organizations
everywhere in the world.
The company offers a wide range of Ground Support Equipment, consistently reviewed by the engineering
teams in order to assure evolution, meeting and adapting to our customers specific requirements. Innovation,
performance as well as simplicity, high reliability and low maintenance costs continuously drive TLDs
engineering efforts.
15
With 1200 employees, companys Headquarter is located in France, while the 6 manufacturing facilities are
located in France, Canada, China and USA. They maintain a close contact with customers and provide
reactivity and quick responses to market requirements.
All TLD facilities have common organization and management systems aimed at optimizing operational
processes, including manufacturing. These sites are linked through a state of the art communications
system, sharing engineering, sourcing and information technology resources.
In 2009, TLD has signed with IAI an exclusive contract for the risk sharing development and future
production of the TaxiBot tractor.
TLD participation in INTERACTION will be focused on SWP3.3 Advanced concepts and techniques for fleet,
mobile vehicles and equipment management in the apron area and SWP3.4 Green concepts and
techniques for apron operations and related tasks. TLD will also contribute to various others activities, and
in particular designs of solutions for fleet, mobile vehicles and equipment management.
2.2.11 Universitat Autnoma de Barcelona

The Universitat Autnoma de Barcelona (UAB) plays a leading role in scientific research. The UAB
coordinates a high-profile scientific and technological centre (the Esfera UAB), promotes new business
projects, directs and projects its productive activity towards its socio-economic surroundings, and
disseminates its newly acquired knowledge. Its main areas of investigation include Environmental Sciences
and Technology, Nanotechnology, Microelectronics, Material Science and Engineering, Computer Vision,
Artificial Intelligence, Logistics and Intelligent Transport Systems, Experimental Sciences, and Social
Sciences among others. 77 Undergraduate courses are available at the UAB, covering a wide range of fields
such as humanities and arts, social sciences, health sciences, experimental sciences and technological
sciences. Furthermore, the UAB offers a total of 87 doctoral programmes and other postgraduate
programmes such as 4 Erasmus Mundus masters degrees. UAB brings together in its Campus more than
40.000 students and almost 3.000 researchers. The Office for Innovation and Business Creation is also part
of the Vice-rectorate for Research and was set up to offer its services to people within the Esfera UAB
looking at starting-up a new business. The aim is for a large part of the knowledge developed in the
university to be transferred to society at large. So far, 32 spin-offs and 2 incubators for technology-based
companies have been created. Main current activities of UAB related with INTERACTION scope are: Active
participant in the SESAR research networks HALA! Towards a higher automation level in ATM and
ComplexWorld Mastering System Complexity, both funded by EUROCONTROL/SJU; PELIKAN: Causal
Models for air cargo efficient transport using low cost carriers, funded by CDTI; Design of new procedures
to improve the passenger flow in the terminal area at Barcelona Airport, funded by AENA; Development of a
Causal Simulation Model to determine KPIs in Palma de Mallorca Airport, funded by ISDEFE.
In INTERACTION, UAB will participate in various activities of the project and mainly in the definition and
design of new algorithms for new performance indicators for processes and resources considering cross
relations and in the definition and validation for new concepts for freight operations. Additionally, the UAB will
lead the SWP 5.4 Analysis of validation results
2.2.12 Airbus SAS

Airbus is a leading civil aircraft manufacturer committed to research and innovation (see
www.thefuturebyairbus.com) through active participation in the European Framework Programmes. Airbus
Company is owned by EADS (European Aeronautic, Defense & Space Company) and is a truly global
enterprise of some 57,000 employees. It draws together the skills and expertise of four national entities in
France, Germany, UK and Spain with a total of 16 sites in Europe. Airbus is also working in the frame of
industrial co-operation and partnerships, with fully-owned subsidiaries, spare parts centres, training centres
and field service offices around the world. As of October 2012 has sold over 11,800 aircraft to more than 300
customers/operators and has delivered some 7,500 aircraft since it first entered service in 1974. In a highly
competitive market Airbus offers a complete product range from 100 to 555 seats.
in the Air Transport Industry, through the participation:
In major research projects including: SESAR, E-CAB and ASSET
In international standardization bodies for aircraft ground equipment and operations: ISO TC 20/SC 9,
SAE AGE 2, CEN TC 274, IATA GSEE, IATA ASG
16
In INTERACTION, Airbus will have an important participation, managing the WP3 Identify and Propose New
Solutions and leading the activities regarding innovation in the passenger and baggage processes. Airbus
also will lead the preliminary design of solutions SWP4.1.
2.2.13 Advanced Logistics Group

Advanced Logistics Group (ALG) is an international consulting firm specialized in the study, design and
management of transportation and logistics projects, with particularly wide experience in the aviation sector.
The firm has significant experience working with both public and private entities, addressing their respective
needs and understanding their different perspectives in the execution of projects. In the last five years, ALG
has experienced a significant growth rate of 20% annually, resulting in total revenues of 13.5 M in 2009.
ALG is a consulting company 100% owned by Indra Sistemas, Multinational Corporation which is also a
partner of the INTERACTION consortium (see next section 2.2.2). ALG offers transportation and logistics
consultancy, combining engineering, business management and technology expertise to develop innovative
solutions of international standards. ALG has extensive experience in aviation. Its experience covers the full
value chain of the air transport industry, having worked with regulators, administrations, airlines, air
navigation providers, airport operators, handling agents and investment groups. ALG has developed an
operational prototype of a Collaborative Decision Making (CDM) application, under EUROCONTROL
requirements, for its operation in Palma airport, based in the previous CDM implementation at Barcelona
Airport. ALG is also involved in the SESAR Program with particular effort in WP6 and WP12 (Airport
Operations and systems) and transversal WPs regarding programme architecture, SESAR dissemination
and exploitation and Programme Business Case.
ALG will lead WP6 Dissemination and Exploitation, will support the Project Coordinator in SPW1.1 and
SWP1.3 and will lead SWP1.4. ALG will also be engaged as contributor at various titles in all other projects
work packages, with special attention to the definition of the innovative freight process solutions.
2.3
Management Roles and Governing bodies
The project proposes to set up an organizational structure which complies with the management principles
described in section 5 and provides control and decision making mechanisms matched to the degree of
complexity of the project.
Figure 1 shows the Management Structure proposed. In the following subsections, the main management
roles and governing bodies are described.
17
Project
Coordinator
European
Commission
Project
Manager
Administrative
Manager
Advisory Group
Stakeholders &
Experts
WP1 Manager
Sub WP1.1
Manager
WP 2 Manager
WP 3 Manager
Steering
Committee
Partners
Management
Body
WP 4 Manager
WP 5 Manager
WP 6 Manager
Sub WP
Task 1.1.1 Leader
Task Leader
Figure 1: Management Structure
For each one of the roles specified in Figure 1, Annex I provides information on the current responsible
person. Throughout the duration of the project, this list could change so it remains open to further updates.
2.3.1
Project Coordinator
The Project Coordinator is the legal entity acting as the intermediary between the Project Parties and the
European Commission. In INTERACTION the project coordinator will be Indra Business Consulting. IBC will
be supported by ALG in most of the project coordination and management activities.
The Project Coordinator is responsible for the overall coordination of the project and its external
representation. He is the only contact point for the European Commission. His main role will be to ensure the
cohesion of the activities and that the objectives are addressed and achieved. The Project Coordinators
responsibilities include:
Be the interface with the European Commission;
Set up the administrative procedures for the Project;
Monitor the compliance of all Project Parties under the Grant Agreement and the Consortium
Agreement;
Keeping the address list of member and other contact persons updated and available;
Calling and drafting the agendas for the Meetings of the main Project Governance bodies (SC and MB);
Preparing the meetings, proposing decisions and reviewing the agenda of Steering Committee and
Management Body meetings, chairing the meetings, preparing the minutes of the meetings and
monitoring the implementation of decisions taken at meetings;
18
Implementing the decisions taken by the Steering Committee and the Project Governance bodies acting
on its behalf;
Transmitting documents and information connected with the Project, including copies of Accession
documents and changes of contact information to the Parties;
Facilitating the implementation of the Project tasks in general;
Making day-to-day decisions and carrying out activities required for the appropriate implementation of
the Project;
Upon request, providing the Parties with official copies or originals of documents which are in the sole
possession of the Coordinator when such copies or originals are necessary for the Parties to present
claims;
Coordinating the dissemination of the results of the Project, along with the Members of the MB.
Along with the Administrative Manager, managing the financial contribution of the European
Commission;
Receiving and submitting requests for amendments and termination at the initiative of the Consortium in
accordance with Annex II to Grant Agreement, Article II.36;
Coordinating the project activities with respect to the agreed Work Plan on a daily basis;
Monitoring of contents and of the timely delivery of deliverables and milestones;
Assessment of major project deliverables;
External liaison and coordination with relevant activities of other EC projects;
Chairing meetings of the Project Steering Committee;
Production of the contractually required reports to the European Commission (including financial
statements and related certification);
Solving disputes on technical matters at the operational and system thread levels; and
Supporting the dissemination of the projects major findings.
2.3.2
Project Manager/Scientific Coordinator
The Project Manager will carry out the day to day activities related to the coordination and management of
INTERACTION project. He has also been assigned the role of the Scientific Coordinator, as he is the person
responsible for the management of all scientific, technical and technological aspects. The Project Manager
will report directly to the Project Coordinator on a periodic basis the scientific and technical as well as
management status of the project. This role will be assigned to ALG, under the function of Project Manager.
2.3.3
Administrative Manager
The Administrative Manager is the person appointed by the Project Coordinator from among its own staff, in
this case IBC and/or ALG, responsible for assisting the Project Coordinator in all those activities dealing with
legal, administrative and financial duties.
2.3.4
Steering Committee
The Steering Committee is the executive body that assists the Project Coordinator and the Project Manager
for project control and monitoring activities. It is composed of one person per partner organization. The
Steering Committee is chaired by the INTERACTION Project Coordinator, who is the sole contact point
between INTERACTION and the EC representatives. The Steering Committee defines strategic orientations
and performs project high level monitoring activities.
The Steering Committee will meet every four months to define strategic orientations and perform high level
project monitoring activities. The meeting agenda will be adapted to focus on specific issues depending on
the project milestones and deliverables. In addition, the Steering Committee will supervise and harmonize all
the end-user-oriented activities through the participation of the Dissemination and Exploitation Manager
(WP6 Manager). Project orientation and planning shall be reviewed and any important changes shall be
agreed at this level. Any partner may call extraordinary Steering Committee meetings on request.
19
The Steering Committee is the ultimate decision-making body of the Project consortium. Members of the
Steering Committee are the Project Coordinator, Project Manager, the Administrative manager and at least
one person appointed by each of the Project Parties.
2.3.5
Management Body
The Management Body provides day-to-day governance to the Project and permanent assistance to the
Steering Committee in the technical and economic aspects of the Project. Members of the Management
Body are the Project Coordinator, Project Manager (who chairs the MB meetings), Administrative Manager
and all the Work Package Managers (one for each Work Package).
The INTERACTION Management Body is the transversal body that will ensure the link between scientific
coordination and the different WPs. It is composed of WP Managers and the Project Manager and it is
involved in any works and coordination related to the scientific and technical aspects of the project. All the
documents issued by INTERACTION will be reviewed and approved by the Management Body. It will meet
every two months (face to face or teleconference) to discuss the main areas regarding scientific & technical
coordination which are as follows: operational thread activities; concept definition: operational requirements;
system thread activities (feasibility study, architecture); technical specification, prototypes development, and
system verification; and, validation activities (validation strategy and plans, validation methods, techniques
and environments).
The INTERACTION Management Body will meet every 2 months.
2.3.6
WP Manager
The WP Manager is in charge of coordinating the work performed at the level of his/her WP, thus making
sure that WPs technical objectives and deadlines are being met. The WP Manager will have to report to the
Project Manager and the Project Coordinator on a periodical basis. It is his/her special duty to inform the
Project Coordinator without delay about any risk of shifting the agreed planning as soon as such risk is
noticed and to report to the Project Coordinator any risk of change in the technical activities.
The WP Manager may delegate all or part of the Sub-WP management to a given Sub-WP Manager. The
Sub-WP Manager may delegate all or part of Task management to a given Task Leader. Tasks have the
finest level of detail in the WBS; their responsibility is normally allocated to a single partner (Task Leader) for
the sake of management simplicity.
WP Managers are members of the Management Body. They ensure timely and within budget delivery of WP
deliverables. The WP Managers responsibilities will include:
Technical leadership of their WP, including technical and effort planning;
Monitoring of timely WP deliverables and milestones;
Risk assessment and control by means of adequate tools and with the support of Task Leaders;
Liaising with other Task Leaders where necessary;
Calling for non-scheduled meetings when required; and
Provision of periodical status reports to the Project Coordinator.
2.4
Ethics roles
Due to potential ethical issues that could arise during the course of the project, the Data Controller, from
Indras Data Privacy Office, and the Ethics Advisor roles have been defined. The responsibility of the Ethics
Advisor role is currently under negotiation.
These two roles will provide guidance for the correct implementation of data gathering, processing and final
destruction procedures and will supervise them during their execution, ensuring correct compliance with
current legislation and the correct use of all data, and preventing the misuse of any kind of information.
2.4.1
Data Controller
The Data Controller is a legal person, public authority, agency or any other body that, alone or jointly with
others, determines the purposes and means of the processing of personal data; where the purposes and
20
means or processing are determined by national or Community laws or regulations, the controller or the
specific criteria for his nomination may be designated by national or Community law.
2.4.2
Ethics Advisor
The Ethics Advisor is an external independent actor who monitors ethical issues and ensures proper
compliance with the ethical and legal environment in regard to the FP7 legal framework. The Advisor can
also provide guidelines as regard to data merging, exchange, etc.
21
3 Work packages, tasks and deliverables description

As stated in the task description, the activities of the project are structured in 6 Work Packages, which are
described in the following sections:
WP1 Project Management
WP2 Current Situation Analysis
WP3 Identify and Propose New Solutions
WP4 Solutions Design and Tools Development
WP5 Concept Validation
WP6 Communication, Dissemination and Exploitation of results

WP2 Current
Situation Analysis
WP3 Identify and

Propose New
Solutions
WP4 Solutions
Design and Tools
Development
WP5 Concept
Validation
WP6 Communication, Dissemination and Exploitation of Results
Figure 2: INTERACTION Work Breakdown Structure
3.1
3.1.1
Description of work
Project Management proposed by IBC is based on the following general approach:
Defining the project coordination structure and related activities:
Defining the work plan, including the project structure decomposing, Work Breakdown Structure
(WBS), it in WPs, Sub-WPs and tasks;
Identifying inputs and outputs for each WP, Sub-WP and task;
Identifying the leader for each WP, Sub-WP and task;
Defining relevant milestones within the project; and
Identifying and describing expected deliverables and their relation with the project milestones.
Managing and coordination of the project activities. The Project Coordinator will lead and coordinate the
different project activities, as well as monitor the work progress.
In order to align management activities with research and scientific ones, ALG will provide support to IBC in
this WP. This support will be translated in provision of technical airport and research related management
expertise needed in SWP1.1 and SWP1.3 and will lead SWP1.4 due to its experience in the quality and risk
management of European airport and research projects.
3.1.1.1 SWP 1.1 Project Management Plan production

The project manager will produce and update the Project Management Plan (PMP) to ensure efficient project
coordination, guaranteeing time and resources control, progress reporting to the Commission, project
progress meetings organization and use of agreed management procedures. The PMP will include a
statement of the management principles to be followed, including the project supervision principles, the
technical management practices, the communication management and reporting structure, the quality and
risk management, as well as the rest of management activities considered appropriate of presentation and
clarification.
ALG will support IBC in the elaboration of the PMP in those sections related to technical management and
quality and risk management.
22
3.1.1.2 SWP 1.2 Legal, contractual, administrative and financial management

The Project Coordinator will manage and implement the contract with the European Commission and
prepare the Consortium Agreement. The Administrative Manager will support the Project Coordinator in all
activities dealing with legal, administrative and financial duties; including audit processes and associated
reporting.
Potential restrictive effects related to the regulatory framework will be evaluated for each solution defined in
order to evaluate the legal feasibility of all solutions resulting from INTERACTION.
Due to potential ethical issues identified during the proposal phase as being likely to impact INTERACTION
solutions (mainly prototypes and validations), particular attention will be paid to Greek and European data
privacy regulations. The Greek office for data privacy will be contacted once prototypes and validation
exercises are more defined in order to have its feedback on the correctness of the validation methods and
usage of data as well as to have its approval, should it be needed.
3.1.1.3 SWP 1.3 Project progress reporting to the EC

Progress reporting ensures effective control on project progress by providing the EC representatives with
regular feedback on: project progress, including status of milestones, planning, deliverables, status of the
different activities, resources consumptions, recognized or potential delays; and risks and issues, including
mitigations and contingency plans. The Project Coordinator will receive support from the WP and/or SWP
leaders as required in matters related to the different project activities and from ALG in order to contemplate
and evaluate potential risks and their mitigation and contingency plans.
Interim Project Reports will be provided every 4 months, and in addition a Final project report will be
provided at the conclusion of the project.
3.1.1.4 SWP 1.4 Quality and Risk Management

ALG, with the support of the WP and SWP leaders, will ensure the quality of the project activities and
deliverables and will manage the project risks in order to minimize, monitor, and control the undesired events
on behalf of IBC.
3.1.2
WP1 Initial Plan

Year
Months
2013
10 11 12 1 2 3
WP1
1 2 3
1 2 D1.1
3
1
SWP1.2 Legal, contractual, administrative and financial1management
2 3
1
SWP1.3 Project progress reporting to the EC
1 2 3
1
SWP1.4 Quality and risk management
1 2 3
SWP1.1 Project Management Plan
4
4
4
4
4
5
5
5
D1.2
5
5
6
6
6
6
6
2014
4 5 6 7
7
7
7
7
7
8
8
8
8
8
9 10
9 10
9 10
D1.3
9 10
9 10
8 9 10 11 12 1 2 3
11
11
11
11
11
12
12
12
12
12
13 14
13 14
13 14
D1.414
13
13 14
15
15
15
15
15
16
16
16
16
16
17 18
17 18
17 18
D1.5
17 18
17 18
2015
4 5 6 7
19
19
19
19
19
20
20
20
20
20
21 22
21 22
21 22
D1.6
21 22
21 22
2016
8 9 10 11 12 1 2 3
23
23
23
23
23
24
24
24
24
24
25 26
25 26
25 26
D1.7 26
25
25 26
27
27
27
27
27
28
28
28
28
28
29 30
29 30
29 30
D1.830
29
29 30
Figure 3: WP1 Initial Plan
3.1.3
WP1 Deliverables and deadlines
Deliverables
Deadlines
D1.1 Project Management Plan
30 November 2013
D1.2 Interim Project Report I
31 January 2014
D1.3 Interim Project Report II
31 May 2014
D1.4 Interim Project Report III
30 September 2014
th
st
st
th
23
Deliverables
Deadlines
D1.5 Interim Project Report IV
31 January 2015
D1.6 Interim Project Report V
31 May 2015
D1.7 Interim Project Report VI
30 September 2015
D1.8 Interim Project Report VII
31 January 2016
D1.9 Final Project Report
31 March 2016
D1.10 Report on the distribution of the European Union financial contribution

between beneficiaries
30 days after receipt of the

final payment
st
st
th
st
st
Table 6: WP1 Deliverables
3.1.4
WP1 Leaders and Contributors
WP1 Leader: IBC
SWP/Task
SWP1.1
Project
production
Leader
Management
Plan
Contributors
IBC
INDRA; AEE; AID; AIA; AH; INECO; PLD; TK;

UAB; AIB; ALG
SWP 1.2 Legal, contractual, administrative

and financial management
IBC

UAB; AIB; ALG
SWP 1.3 Project progress reporting to the EC
IBC

UAB; AIB; ALG
SWP 1.4 Quality and Risk Management
ALG
IBC; INDRA; AEE; AID; AIA; AH; INECO;

PLD; TK; UAB; AIB
Table 7: WP1 Leaders and contributors
WP2 Current Situation Analysis
3.2
3.2.1
Description of work
WP2 Current situation analysis is in charge of:
Characterising and defining the relationship between the different airport processes and sub-processes;
Characterising the different information tools that support the processes information management;
Identifying the problems and needs of improvements in the different processes and sub-processes and
their impact on different stakeholders; and
Identifying the inefficiencies in the information tools that support the process information management
3.2.1.1 SWP2.1 Characterization of airport processes and their interactions

This section will characterize the current situation of airport processes using the Coloured Petri Net
formalism on the following areas divided into six tasks:
T2.1.1 Passenger
T2.1.2 Baggage
24
T2.1.3 Freight
T2.1.4 Ramp & GSE
T2.1.5 The turnaround as a whole
T2.1.6 Process management and information tools
This SWP will tackle the following actions:
Incorporate as a baseline the information identified as an input from other EU projects (WP2).
Analyse the turnaround process [T2.1.1, T2.1.2, T2.1.3, T2.1.4, T2.1.5 and T2.1.6]:
Interaction between the different sub-processes;
Analysis of times depending on the airline business model: with introduction of time buffers to cover
the uncertainties in the system;
Information flows;
Describe the turnaround process as a whole and identify the limits of the different sub-processes
classified attending to the following areas: passenger, baggage, freight, ramp and GSEs; [T2.1.1, T2.1.2,
T2.1.3, T2.1.4 and T2.1.5] Statistical tools based on correlation analysis will be used to adapt the limits
between the interacting processes.
Analyse the sub-processes [T2.1.6]:
Information flows: What is needed to run the process and what is provided in terms of information;
Identification of all the actors, their roles and responsibilities;
Analyse the existing systems in the airport supporting information sharing and management between the
different stakeholders [T2.1.6].
3.2.1.2 SWP2.2 Identification of inefficiencies and needs for improvement

This SWP is also divided into six tasks:
T2.2.1 Passenger
T2.2.2 Baggage
T2.2.3 Freight
T2.2.4 Ramp & GSE
T2.2.6 Process management and information tools
Taking as a baseline the results from SWP2.1, this section will:
Identify the problems and needs for improvements in the different airport processes and sub-processes
[T2.2.1, T2.2.2, T2.2.3, T2.2.4 and T2.2.5].
Identify the main problems and inefficiencies in the available airport information systems [T2.2.6].
Identify the main problems encountered in the turnaround as a whole, using the state space analysis tool
to formalize structural uncertainties wrongly (known as emergent dynamics) and quantify their impact in
the airport KPIs [T2.2.5].
Develop a series of enquiries to the main turnaround stakeholders to list the problems and necessities
they are currently facing. Multicriteria objective functions will be designed to avoid the state space
explosion, evaluating only those strategies that could lead to acceptable solutions specified by a
weighted combination of metrics representing the stakeholders interests. For this purpose, the
INTERACTION Advisory Group will play a key role as its members will be interviewed in order to obtain
their feedback [T2.2.1, T2.2.2, T2.2.3, T2.2.4, T2.2.5 and T2.2.6].
Define the requirements prioritized and classified based on their potential impact on the achievement of
the (target) off-block time [T2.2.1, T2.2.2, T2.2.3, T2.2.4 and T2.2.5].
25
3.2.2
WP2 Initial Plan

Year
Months
2013
10 11 12
WP2
1 2 3
1 2 3
T2.1.1 Passenger
1 2 3
T2.1.2 Baggage
1 2 3
T2.1.3 Freight
1 2 3
T2.1.4 Ramp & GSE
1 2 3
1 2 3
T2.1.6 Process management and information
1 2 3
SWP2.2 Identification of inefficiencies and needs for improvement
1 2 3
T2.2.1 Passenger
1 2 3
T2.2.2 Baggage
1 2 3
T2.2.3 Freight
1 2 3
T2.2.4 Ramp & GSE
1 2 3
1 2 3
1 2 3
SWP2.1 Characterisation of Airport processes
1 2
2014
5 6 7
4 D1.2
5 6 7 8
4 5 D2.1;
6 D2.2
7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 D2.3;
7 D2.4
8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
4 5 6 7 8
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
8
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
9 10 11
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
12
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
1 2
16
16
16
16
16
16
16
16
16
16
16
16
16
16
16
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
2015
5 6 7
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
8
23
23
23
23
23
23
23
23
23
23
23
23
23
23
23
9 10 11
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
25
25
25
25
25
25
25
25
25
25
25
25
25
25
25
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
12
27
27
27
27
27
27
27
27
27
27
27
27
27
27
27
2016
1 2 3
28
28
28
28
28
28
28
28
28
28
28
28
28
28
28
29
29
29
29
29
29
29
29
29
29
29
29
29
29
29
30
30
30
30
30
30
30
30
30
30
30
30
30
30
30
3.2.3
Deliverables
Deadlines
D2.1 General Characterization of airport processes and their interactions
28 February 2014
D2.2 Specific Characterization of airport processes and their interactions
28 February 2014
D2.3 Identification of inefficiencies and needs for improvement
31 March 2014
D2.4 Current Situation Results
31 March 2014
th
th
st
st
3.2.4
WP2 Leader: INECO

SWP/Task
Leader
Contributors
SWP 2.1.: Characterization of Airport

Processes and their interactions. Proposed
content per process
INECO
T2.2.1 Passenger
AEE
AIA, AH, INECO, PLD, TK, UAB, AIB, ALG
T2.2.2 Baggage
AH
AEE, AIA, PLD, TLD, UAB, ALG
T2.2.3 Freight
ALG
AEE, AIA, AH, PLD, TLD, UAB, AIB
T2.2.4 Ramp & GSE
INECO
AEE, AIA, AH, TK, TLD, UAB, AIB
INECO
AEE, AIA, AH, PLD, TK, TLD, UAB, AIB, ALG
26
SWP/Task
Leader
Contributors

tools
ALG
SWP 2.2.: Identification of inefficiencies and

needs for improvement
AIA
T2.2.1 Passenger
AEE
AIA, AH, INECO, PLD, TK, UAB, AIB, ALG
T2.2.2 Baggage
AIA
AEE, AH, PLD, TLD, UAB, ALG
T2.2.3 Freight
ALG
AEE, AIA, AH, PLD, TLD, UAB, AIB
T2.2.4 Ramp & GSE
INECO
AEE, AIA, AH, TK, TLD, UAB, AIB
INECO
AEE, AIA, AH, PLD, TK, TLD, UAB, AIB, ALG

tools
ALG
INDRA, AEE, AIA, AH, INECO, PLD
INDRA, AEE, AIA, AH, INECO, PLD
3.3
WP3: Identify and Propose New Solutions
3.3.1
Description of work
WP3 Identify and Propose new solutions will take as its baseline the work conducted in WP2 to:
Define new technologies processes or systems to achieve the overall targets in 4 areas: airport terminal
operations; air freight operations; ramp operations; green operations; and
Define new concepts for the coordinated planning and managing of the airport processes providing
support in the strategic decision making
3.3.1.1 SWP3.1 Advanced concepts and techniques for time efficient passenger and
baggage processes
T3.1.1 New and radical concepts for passenger + baggage flow at the airport
T3.1.2 New passenger boarding/deplaning concepts and re-design of airport gates
3.3.1.2 SWP3.2 Advanced concepts and techniques for time efficient freight operations
T3.2.1 New and radical concepts for freight flow at the airport
T3.2.2 Evolution in ULDs
3.3.1.3 SWP3.3 Advanced concepts and techniques for fleet, mobile vehicles and
equipment management in the apron area
T3.3.1 Rationalization of the required number of GSE vehicles on the ramp
T3.3.2 Towards full automation in GSE operations at the airport
3.3.1.4 SWP3.4 Green concepts and techniques for apron operations
T3.4.1 Fully electrical equipment
T3.4.2 Optimization of drinking water loaded into aircraft
T3.4.3 Innovative Concepts for aircraft cabin waste unloading/treatment/recycling
27
3.3.1.5 SWP3.5 Definition of a new extended information management platform and

decision support tool
T3.5.1 Integration of the information flows between all processes
T3.5.2 New performance indicators for processes and resources considering cross relations
T3.5.3 Decision making principles for integrated management
T3.5.4 Enhanced real time communication between passenger and airport
As a result of the activities in WP2 previously and based on the identified opportunities for improvement, the
works to be developed in this WP3 will be focused on the precise definition of the solutions whose design
and development will be carried out in WP4. In every task for each SWP, the concept definition, the
operational requirements, the definition of scenarios and use cases will be performed. This will pave the way
for WP4.
For each of the solutions, a precise description will be made of the solution scope with a list of operational
and functional requirements of the different users involved. A catalogue of requirements will be created,
classified by priority. The list of requirements will be completed with the scenario definition and use cases.
This will ensure the operational and functional integration of the different solutions in their operating
environment. All this will be carried out both for solutions aimed at improving procedures, as well as for those
of a technological nature and those requiring the development of information systems. In this process all
members of the project will be involved, both partners and members of the advisory group, so that there will
be participation from all stakeholders involved in airport processes: passengers, freight, baggage and
aircraft. The catalogue of requirements, scenarios and use cases will also be very useful tools used in the
validation stage.
3.3.2
WP3 Initial Plan
The WP3 leader (Airbus) has presented a proposal to advance the WP3 beginning to ensure the correct
completeness of all assigned tasks. This proposal is under discussion between all members. If approved, the
plan will be updated accordingly.
Year
Months
2013
10 11 12
1
1 2
5
3
6
2014
5 6 7
WP3
1 2 3 4 MS2
5 6 7 8 9
SWP3.1 AC&T for time efficient passenger and
1 2 3 4 5 6 7 8 9
T3.1.1 N&RC for passenger + baggage flow at
1 2 3 4 5 6 7 8 9
T3.1.2 New passenger boarding/deplaning
1 2 3 4 5 6 7 8 9
SWP3.2 AC&T for time efficient freight operations 1
2 3 4 5 6 7 8 9
T3.2.1 N&RC for freight flow at the airport
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
SWP3.3 AC&Ts for fleet, mobile vehicles and equipment
1 management
2 3 4in the5 apron
6 area
7 8 9
T3.3.1 Rationalization of the required number
1 2 3 4 5 6 7 8 9
T3.3.2 Towards full automation in GSE
1 2 3 4 5 6 7 8 9
SWP3.4 Green concepts and techniques for apron operations
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
T3.4.2 Optimization of drinking water loaded
1 2 3 4 5 6 7 8 9
T3.4.3 Innovative Concepts for aircraft cabin
1 2 3 4 5 6 7 8 9
SWP3.5 Definition of a new extended information management
1 2 3platform
4 and
5 decision
6 7support
8 tool
9
T3.5.1 Integration of the information flows
1 2 3 4 5 6 7 8 9
T3.5.2 New performance indicators for
1 2 3 4 5 6 7 8 9
T3.5.3 Decision making principles for an
1 2 3 4 5 6 7 8 9
T3.5.4 Enhanced real time communication
1 2 3 4 5 6 7 8 9
9 10 11
12
15
1 2
10
11
12
13
14
16
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
12
D3.1
12
12
12
D3.2
12
12
12
D3.3
12
12
12
12
D3.4
12
12
12
12
12
12
12
12
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
14 15 16
D3.5;
D3.616
14 15
14 15 16
14 15 16
14 15 16
14 15 16
2015
5 6 7
21
22
23
9 10 11
24
25
26
12
27
2016
1 2 3
17
18
19
20
28
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
20 21 22 23 24 25 26 27 28 29
20AC&T:
21 Advanced
22 23 Concepts
24 25 and
26 Techniques
27 28 29
20N&RC:
21 New
22 and
23 Radical
24 25Concepts
26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
20 21 22 23 24 25 26 27 28 29
29
30
30
30
30
30
30
30
30
30
30
30
30
30
30
30
30
30
30
30
30
31
31
31
31
31
31
3.3.3
Deliverables
Deadlines
D3.1 Advanced Concepts and Techniques for Time Efficient Passenger and
Baggage Processes
31 August 2014
st
28
Deliverables
Deadlines
D3.2 Advanced Concepts and Techniques for Time Efficient Freight Operations
31 August 2014
D3.3 Advanced Concepts and Techniques for Fleet, Mobile Vehicles and
Equipment Management in the Apron area
31 August 2014
D3.4 Green Concepts and Techniques for Apron Operation
31 August 2014
D3.5 Definition of a New Extended Information Management Platform and Decision

Support Tool
31 October 2014
D3.6 Solutions Summary Report
31 October 2014
st
st
st
st
st
3.3.4
WP3 Leader: AIRBUS

SWP/Task
Leader
Contributors
SWP3.1 Advanced concepts and techniques

for time efficient passenger and baggage
processes
AIB
T3.1.1 New and radical concepts

passenger + baggage flow at the airport
ALG
INDRA, AEE, AID, AIA, AH, INECO, PLD, TK

concepts and re-design of airport gates
AIB
INDRA, AEE, AID, AIA, AH, INECO, TK,

UAB, ALG

for time efficient freight operations
ALG
T3.2.1 New and radical concepts for freight

flow at the airport
UAB
AEE, AIA, AH, PLD, ALG
ALG
AEE, AID, AIA, AH, TLD, UAB, AIB

for fleet, mobile vehicles and equipment
management in the apron area
AH

of GSE vehicles on the ramp
AH
AEE, AID, AIA, INECO, TK, TLD, UAB, AIB,

ALG

operations at the airport
AIB
AEE, AID, AIA, AH, INECO, TK, TLD, UAB,

ALG
SWP3.4 Green concepts and techniques for

apron operations
AEE
TLD
AEE, AID, AIA, AH, INECO, TK, AIB, ALG
T3.4.2 Optimization of drinking water loaded

into aircraft
AEE
AID, AIA, AH, INECO, TK, TLD, UAB, AIB,

ALG

waste unloading/treatment/recycling
AEE
AID, AIA, AH, INECO, TK, TLD, UAB, AIB,

ALG
for
29
SWP/Task
SWP3.5 Definition of a
information management
decision support tool
Leader
new extended
platform and
Contributors
INDRA

between all processes
INECO
INDRA, AEE, AID, AIA, AH, PLD, UAB, AIB,

ALG

processes and resources considering cross
relations
UAB
INDRA, AEE, AIA, AH, INECO, PLD, ALG
T3.5.3 Decision making

integrated management
INDRA
AEE, AIA, AH, INECO, PLD, UAB, ALG
INDRA
AEE, AID, AIA, INECO, PLD, AIB, ALG
principles
for

between passenger and airport
3.4
WP4 Solutions Design and Tools Development
3.4.1
Description of work
WP4 will produce preliminary designs, prototypes and tools which fulfil the defined requirements, respond to
a feasibility study and which can be evaluated and checked for validation purposes
3.4.1.1 SWP4.1 Preliminary Designs of solutions
T4.1.1 Preliminary Designs of solutions for time efficient passenger and baggage processes
T4.1.2 Preliminary Designs of solutions for time efficient freight operations
T4.1.3 Preliminary Designs of solutions for fleet, mobile vehicles and equipment management
T4.1.4 Preliminary Designs of solutions for green apron operations
As a result of the activities previously developed in WP3 and based on the precise definition of the solutions,
the works to be developed in WP4 will focus on producing preliminary designs, prototypes and tools to fulfil
the defined requirements, responding to a feasibility study and which can be evaluated and checked for
validation purposes, which will be the subject of WP5. As part of WP4, SWP 4.1, which deals with
processes, technologies and concepts, the following tasks will be undertaken:
Development of designs using different tools based on the nature of each of the solutions. Some of the
tools used are CAD-CAM, simulation software e.g. CabinSim, ARCport, CAST, Witness, ARENA, etc.
Conduct feasibility studies and select, whenever possible, the most appropriate alternatives or options
3.4.1.2 SWP4.2 Development and Verification of prototypes of the info platform and
mgmt./decision tool
T4.2.1 Architecture analysis
T4.2.2 Technical Specifications
T4.2.3 Prototype Developments
T4.2.4 Prototype Verifications
SWP4.2, which concerns platforms and management/decision tools, includes the following activities:
Feasibility study and architecture analysis. The work will make an assessment to ensure that the
available resources, technology and information will fulfil the main purpose of such tool. At this stage, an
overall architecture will be delivered indicating the following: which modules will be generated, the
30
expected flows of information regarding available data sources and the relationship with other
tools/modules to be generated in other SWPs.
Technical Specifications: The main goal of this task will be the specification of the system requirements,
including functional and non-functional ones. These system requirements must specify completely and
unequivocally the behaviour of the system in all its areas, as well as including interoperability issues. The
specification will be performed taking into account the knowledge provided by the operational experts
whose participation is expected in this task. This will allow the production of a baseline requirement set,
which reflects the final status of the operational concepts.
Prototype development covering the different solutions: Although the output of this task is the prototype,
it does not only imply the software coding phase, but also a number of other activities, which are
essential for the success of this task:
The development of the prototype has to be driven by a more detailed set of requirements focused on
the system definition (software requirements) and a software architecture design, which will be
performed previously to the implementation (software coding).
The software development activities also include internal testing during the development: the unit and
integration tests. These tests will be conducted by the development team along the whole
development cycle. The unit tests will target a single source code unit (class, package) in isolation,
while the integration tests will test parts of the system in the context of the complete component or
sub-system.
Other relevant pieces of work associated with this task are:
The software configuration management, which helps along all the development and integration
processes, as well as the generation of system builds (baseline versions of code to be compiled and
packaged, and finally used for testing or being released). This activity will be carried out throughout
the whole lifetime of this task.
Hardware configuration management
These systems are a very complex software product and are not usually plug-and-play. Their
integration involves a process for configuring the platform, installing and starting it up.
Verification: The technical verification of the developed system is an obvious need, in order to reduce the
risk of unsuccessful operational validation due to technical problems. It is important to define the scope
of the verification activities carried out by this Project. Their aim is to ensure that the produced
prototypes actually work and are compliant with the requirements produced in Technical Specification
task. Verification will be based on three different subtasks:
Test Case Specification: The goal of this task is the definition of the test cases and scenarios which
will be executed on the prototypes developed.
Testing Platform: Previously to the verification test, it will be necessary to check that the platform
(external systems, network ) is ready for it.
Execution of test: The execution of the test is the final goal of the verification activities. By conducting
the tests defined in Tests Definition, it will be ensured that the prototypes accurately implement the
requirements with a high degree of confidence. The output of this task will be a report with the results
of the tests, containing the status of each of them (Passed/Partial/Not Passed), along with any other
information which might be of interest (i.e. incidences, improvement opportunities, etc).
The procedure for the text execution can be summarized as follows:

1. Tests will be executed following approved Test Procedures.
2. Every time a Test Step is executed, a Test Step Result will be associated with the execution
and recorded
3. In the case of a failure, all possible data relative to the failure shall be obtained in order to be
attached to the specific anomaly. The anomalies will be recorded.
4. Analysis to identify anomalies to be solved. This activity will be performed by Test team,
Software Engineering and SW development team.
5. Anomalies resolution phase will be carried out to fix previous considered anomalies to be
solved.
6. Steps 1 to 3 will be carried out again.
7. While the Product Qualification test is being executed, the Test Report document will be
generated.
31
Test Review (TR): Once the tests are finished, the Test Report is generated and a Test Review (TR)
meeting is held to review all actions items, issues and open topics and to agree on the overall results.
The Test Report document will be generated with the data, anomalies and actions identified during
Product Qualification Testing
Regression Tests: After the Internal Qualification Testing is done, Regression Tests are planned to
re-execute the steps which have been verified with an older version. Regression testing ensures that
the software does not evolve in a degenerative manner, losing functionality as other bugs are fixed
and providing confidence in the current SW version
3.4.2
WP4 Initial Plan
Figure 6 represents the initial plan, although SWP4.2 period is under discussion, as WP4 leader has
proposed some changes that have to be agreed between all affected partners. If approved, the plan will be
updated accordingly.
Year
Months
2013
10 11 12
1 2
WP4
2014
5 6 7
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
T4.1.1 PDoS for time efficient passenger and
1 2 3 4 5 6 7 8 9
T4.1.2 PDoS for time efficient freight
1 2 3 4 5 6 7 8 9
T4.1.3 PDoS for fleet, mobile vehicles and
1 2 3 4 5 6 7 8 9
T4.1.4 PDoS for green apron operations
1 2 3 4 5 6 7 8 9
SWP4.2 Development and Verification of prototypes 1
of the2info 3
platform
4 and
5 mgmt./decision
6 7 8 tool9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
SWP4.1 Preliminary Designs of solutions
10 11
MS3 11
10
10 11
10 11
10 11
10 11
10 11
10 11
10 11
10 11
10 11
9 10 11
12
12
12
12
12
12
12
12
12
12
12
13 14
13 14
13 14
13 14
13 14
13 14
MS4
13 14
13 14
13 14
13 14
13 14
12
1 2
15 16
15 16
15 16
15 16
15 16
15 16
15 16
D4.5
15 16
15 16
15 16
15 16
17
17
17
17
17
17
17
17
D4.6
17
17
17
3
18
18
18
18
18
18
18
18
18
18
18
2015
5 6 7
19 20
19 20
D4.1
19 20
D4.2
19 20
D4.3
19 20
D4.4
19 20
19 20
19 20
19 20
19 20
19 20
21
21
21
21
21
21
21
21
21
21
21
9 10 11
12
2016
1 2 3
22 23 24 25 26 27 28 29 30
22 PDoS:
23 Preliminary
24 25 26Design
27 of28Solutions
29 30 31
22 23 24 25 26 27 28 29 30
22 23 24 25 26 27 28 29 30
22 23 24 25 26 27 28 29 30
22 23 24 25 26 27 28 29 30
22 23 24 25 26 27 28 29 30 31
22 23 24 25 26 27 28 29 30
22 23 24 25 26 27 28 29 30
22 D4.7
23 24 25 26 27 28 29 30
22 23 D4.8
24 25 26 27 28 29 30
3.4.3
Deliverables
Deadlines
D4.1 Preliminary Designs of Solutions for Time Efficient Passenger and Baggage
Processes
31 March 2015
D4.2 Preliminary Designs of Solutions for Time Efficient Freight Operations
31 March 2015
D4.3 Preliminary Designs of Solutions for Fleet, Mobile Vehicles and Equipment
Management
31 March 2015
D4.4 Preliminary Designs of Solutions for Green Apron Operations
31 March 2015
D4.5 Architecture Definition
30 November 2014
D4.6 Technical Specification
31 January 2015
D4.7 Prototype Developed
31 July 2015
D4.8 Results of the Verifications
31 August 2015
st
st
st
st
th
st
st
st
32
3.4.4
WP4 Leader: INDRA

SWP/Task
Leader
Contributors
AIB
T4.1.1 Preliminary Designs of solutions for

time efficient passenger and baggage
processes
AH
INDRA, AEE, AID, AIA, INECO, PLD, TK,

AIB, ALG

time efficient freight operations
PLD
AIA, AH, UAB, ALG

fleet, mobile vehicles and equipment
management
TLD
AEE, AIA, AH, INECO, TK, UAB

green apron operations
TK
AEE, AID, AIA, AH, INECO, TLD, AIB, ALG
SWP4.2 Development and Verification of

prototypes of the info platform and
mgmt./decision tool
INDRA
INDRA
AID, AIA, AH, INECO, PLD, UAB, AIB, ALG
INDRA
INDRA
AID, AH, INECO, PLD, UAB, AIB
INDRA
3.5
WP5 Concept Validation
3.5.1
Description of Work
WP5 is in charge of:
To define and develop a validation framework for INTERACTION proposed solutions.
To define a set of activities to validate new concepts, procedures, tools and platform prototype
To perform validation activities adapted to the nature of the proposed solutions. The best-for-purpose
technique will be applied: expert groups, gaming sessions, analytical modelling, FTS, shadow mode, etc.
To produce an analysis of the validation results in order to provide the main conclusions.
3.5.1.1 SWP5.1 Validation Plan

Definition of the validation plans and validation exercises according to a validation strategy.
T5.1.1 Validation Plan for specific solutions (SWP4.1, 4.2, 4.3 and 4.4): This validation plan will provide
information on: Low level validation objectives; Validation scenarios and exercises; Techniques and
tools; Exercises planning; Indicators and metrics; and, Analysis specification (e.g. questionnaires, data
collection methods).
33
T5.1.2 Validation Plan for prototypes of a new integrated information platform and management/decision
support tool (SWP4.5): This validation plan will provide information on: Low level validation objectives;
Validation scenarios and exercises; Simulation conditions (samples, actors, roles); Simulation platform
(components, configuration, and limitations); Simulation experimental design; Indicators and metrics;
Requirements for system data loggings and recordings; Exercises planning; and, Analysis specification
(e.g. questionnaires, data collection methods).
A first estimation of the methods used to validate each solution can be found in the table below. This table
will be updated with the Validation Plans (T5.1.1 and T5.1.2).
Solutions / Prototypes
Workshop
Time efficient passenger

and baggage processes
ALG; AEE; AIB; AIA; AH;

INECO; PLD; TK; UAB
Time efficient
operations
freight

PLD; TLD; UAB

PLD; TLD; UAB
Fleet, mobile vehicles

and
equipment
management

INECO; TK; TLD; UAB

INECO; TK; TLD; UAB
Green apron operations

INECO; TLD

INECO; TLD
Prototypes
Simulations
Real trials
ALG; AEE; AIB; AIA;
AH; INECO; PLD; TK;
UAB
ALG; INDRA; AEE; AIB;

AIA; AH; PLD; TLD
ALG; INDRA; AEE; AIB;

AIA; AH; PLD; TLD
Table 14: First estimation of validation methods
The validation Plans will also include the tasks of each partner during validations. Industry partners will
validate their prototypes and, together with the university, will set the different conditions for simulations and
workshops. Operational Partners will provide most of the information needed for validation, especially the
real operational environments. This information will be treated anonymously, taking into account the privacy
of passengers, customers of the operational partners. An example of the type of information that will be used
from each anonymous passenger is:
Flight number
Origin
Destiny
Class
Times:
Check-in
Security control
Boarding (aircraft gate aircraft)
Baggage loading/unloading
Cargo loading/unloading
Aircraft cleaning
Boarding bridge connection
GSE deployment
PRM
Irregularities handling (i.e. weather delays, technical problems, AOG situations, etc.)
All this information can be segregated depending on type of flight: domestic, international, charter, load
factor.
34
Prototypes and tools tested in real trials will be tested in a platform for real time testing, i.e. the aircraft along
with operational personnel who will give their constant feedback on the effectiveness of the solutions. At the
end of the testing, workshops will be held with the participation of operational personnel from the involved
departments and any discrepancies/ needs for improvement will be analyzed.
3.5.1.2 SWP5.2 Validation of the proposed solutions
T5.2.1 Validation of solutions for time efficient passenger and baggage processes
T5.2.2 Validation of solutions for time efficient freight operations
T5.2.3 Validation of solutions for fleet, mobile vehicles and equipment management
T5.2.4 Validation of solutions for green apron operations
The operational INTERACTION concept will be evaluated by using gaming as well as FTS, analytical
modelling and expert group methodologies. Gaming exercises will be based on the overall validation strategy
defined in SWP5.1 and specified through specific validation exercises. Moreover simulation based on
gaming, will focus on two aspects:
Exploration and understanding of the relevant solutions; and
Assessment of the operational feasibility of those solutions.
A gaming exercise is a human in the loop activity that can be applied to simulate decision making processes.
Experts are around a table playing different roles as if they were living real processes (handling agent,
airport personnel...). Every role has a particular scope, objectives and strategies during the process and the
scenario is running in real-time or slower. Gaming exercises promotes non-routine thinking, thus enabling
out-of-the-box thinking. This type of exercise provides clarification of concepts and roles and responsibilities,
qualitative assessment of feasibility of concepts, detects bottlenecks and shortcomings and identification of
information flows among actors, as well as offering an exploration of the supporting tools requirements. In
order to obtain useful outcomes from the exercise, participants must have expertise in the topics covered
and the platforms used should be adapted to the exercise. The experts should be guided properly through
the game in order to avoid turning the exercise into an Expert Group.
In the INTERACTIONs case, the experts involved in the gaming exercise will be mainly members of the
Operational Partners using the platforms and being guided by the Industry Partners.
The best-for-purpose technique will be used for each of the solutions proposed. In any case, passengers will
not detect any modification in the normal airport activity and no monitoring or tracking of passengers will be
carried out. As indicated in section 4, no personal or sensitive data will be gathered from the passengers. For
those reasons, there is no need to obtain informed consent from any passenger and no cameras will be
used.
3.5.1.3 SWP5.3 Validation of the prototypes

This SWP will validate INTERACTIONSs prototype through simulations and real environment operations;
i.e. monitoring and tracking all airport performance processes (in NO case will passengers be identified,
monitored or tracked) and supporting stakeholders in making their daily decisions based on the information
shared. Special emphasis will be put on the study of the interfaces and interactions of the different systems
linked from the information perspective, namely: passengers flow system, aircraft fleet management system,
common information management system, and environment management system.
T5.3.1 Preparation of the validation environment: This task concerns the preparation of the real time and
shadow mode trials and the training activities of the users to use the system under validation.
T5.3.2 Execution and support to the validation trials
3.5.1.4 SWP5.4 Analysis of validation results
T5.4.1 Analysis of specific solutions validation results: Analysis of the data collected during SWP5.2
validation activities: Statement of validation objectives; and Results per objective or KPI.
T5.4.2 Analysis of prototypes validation results: Analysis of the data collected during SWP 5.3 validation
activities: Report on exercise conditions (e.g. degraded conditions, scenarios); Statement of validation
objectives; and Results per objective or KPI.
35
3.5.1.5 SWP5.5 Reporting of conclusions from validation

The validation report will summarize the main validation objectives; review the exercises and the analysis
methodology (validation approach); compare measurements against the initial targets; summarise the overall
results as well as the final conclusions, the level of maturity achieved by each concept, and the lessons
learnt.
3.5.2
WP5 Initial Plan

Year
Months
2013
10 11 12
1
WP5
SWP5.1 Validation Plan
T5.1.1 Validation Plan for specific solutions
T5.1.2 Validation Plan for prototypes of a new
SWP5.2 Validation of the proposed solutions
T5.2.1 VoS for time efficient passenger and
T5.2.2 VoS for time efficient freight operations
T5.2.3 VoS for fleet, mobile vehicles and
T5.2.4 VoS for green apron operations
SWP5.3 Validation of the prototypes
T5.3.1 Preparation of the validation
T5.3.2 Execution and support to the validation
SWP5.4 Analysis of validation results
T5.4.1 Analysis of specific solutions
T5.4.2 Analysis of prototypes validation
SWP5.5 Reporting of conclusions from validation
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1 2
5
3
6
2 3 4 5 6 7
2VoS:3Validation
4 5 of Solutions
6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2 3 4 5 6 7
2014
5 6 7
9
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9 10 11
12
1 2
10
11
12
13
14
15
16
17
18
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
16
16
16
16
16
16
16
16
16
16
16
16
16
16
16
16
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
18 19
18 19
MS5
18 19
MS6 19
18
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
19
2015
5 6 7
20
21
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
21 22 23
21 22 23
D5.1
21 22 23
21 22 23
MS7
21 22 23
21 22 23
21 22 23
21 22 23
21 22 23
21 22 23
MS8
21 22 23
21 22 23
21 MS9
22 23
21 22 23
21 22 23
21 22 23
22
23
9 10 11
24
25
26
12
27
24 25 26 27
24 25 26 27
24 25 26 27
D5.2
24 25 26 27
24 25 26 27
24 D5.3
25 26 27
24 D5.4
25 26 27
24 D5.5
25 26 27
24 D5.6
25 26 27
24 25 26 27
24 25 26 27
24 25 26 27
24 25 26 27
24 25 D5.8
26 27
24 25 26 27
24 25 26 27
2016
1 2 3
28
29
30
28 29 30
28 29 30 31
28 29 30
28 29 30
28 29 30 31
28 29 30
28 29 30
28 29 30
28 29 30
28 29 30 31
28 29 30
28 D5.7
29 30
28 29 30
28 29 30
MS10
28 29 D5.9
30
28 MS11
29 30 D5.10
3.5.3
Deliverables
Deadlines
D5.1 Validation Plan for Specific Solutions
31 May 2015
D5.2 Validation Plan for New Information Platform
31 August 2015
D5.3 Validation Results of Time Efficient Passenger and Baggage Processes

Solutions
30 September 2015
D5.4 Validation Results of Time Efficient Freight Operations Solutions
30 September 2015
D5.5 Validation Results of Fleet, Mobile Vehicles and Equipment Management

Solutions
30 September 2015
D5.6 Validation Results of Green Apron Operations Solutions
30 September 2015
D5.7 Validation Results of Prototypes in Real Operation Environments
31 January 2016
D5.8 Analysis of Validation Results of Specific Solutions
31 October 2015
D5.9 Analysis of Validation Results of Prototype
29 February 2016
D5.10 Conclusions Report from Validation Activity
31 March 2016
st
st
th
th
th
th
st
st
th
st
36
3.5.4
WP5 Leader: Athens International Airport

SWP/Task
Leader
Contributors
AIA

(SWP4.1, 4.2, 4.3 and 4.4)
AIA
AEE, AH, INECO, PLD, TLD, UAB, ALG
T5.1.2 Validation Plan for prototypes of a

new integrated information platform and
management/decision support tool (SWP4.5)
AIA
AEE, AH, INECO, PLD, TLD, UAB, ALG
AEE
T5.2.1 Validation of solutions for time efficient

passenger and baggage processes
AIB
AEE, AID, AIA, AH, INECO, PLD, TK, UAB,

ALG
T5.2.2 Validation of solutions for time efficient

freight operations
PLD
AEE, AID, AIA, AH, TLD, UAB, AIB, ALG
T5.2.3 Validation of solutions for fleet, mobile

vehicles and equipment management
AH
AEE, AID, AIA, INECO, TK, TLD, UAB, AIB,

ALG
T5.2.4 Validation of solutions for green apron

operations
TK
AEE, AID, AIA, AH, INECO, TLD, AIB, ALG
AEE
T5.3.1 Preparation
environment
AIA
INDRA, AEE, AID, AH, INECO, PLD, TLD,

UAB, AIB
AEE
INDRA, AID, AIA, AH, PLD, TLD, AIB, ALG
T5.3.2 Execution
validation trials
of
and
the
validation
support
to
the
UAB
T5.4.1 Analysis
validation results
UAB
AEE, AID, AIA, AH, INECO, PLD, TK, TLD,

AIB, ALG

results
UAB
INDRA, AEE, AID, AIA, AH, INECO, PLD,

AIB, ALG
SWP5.5 Reporting
validation
INECO
AEE, AID, AIA, PLD, UAB, AIB, ALG
of
of
specific
solutions
conclusions
from
3.6
WP6 Communication, Dissemination and Exploitation of results
3.6.1
Description of work
WP6 is in charge of:
Producing dissemination and exploitation plans
Disseminating relevant results obtained during all project phases to the European community
Producing preliminary CBA (Cost-Benefit Analysis) and BC (Business Case) for INTERACTION results
Defining the INTERACTION way-forward roadmap for future innovation contribution in Europe
37
3.6.1.1 SWP6.1 Communication and dissemination
T6.1.1 Communication and dissemination plan: The Project Coordinator will produce a dissemination
plan to include the definition and planning of the dissemination activities.
T6.1.2 Project website: A website with one part open to the public and one internal to the project for
continuous exchange of results and information will be set up. The private area will allow sharing of
confidential information among partners and facilitating the collaboration of the consortium. The public
area will ensure sharing non-confidential project results with interested groups.
T6.1.3 INTERACTION Advisory Group set up and management: An INTERACTION Advisory Group
formed by key representatives from Air Transport users and experts will be established to support the
project team during project activities. The main function of the board will be to provide the project team
with the users point of view in the different analysis and tasks performed during the project life, in
addition to performing expert reviews on the project deliverables. See section 3.2 for further details on
the dissemination activities and advisory group participation
T6.1.4 Dissemination of results in publications, workshops, conferences and exhibitions: This task
collects traditional dissemination tools such as the publication of technical and research papers in wellknown scientific journals, magazines, newspapers, and the presentation of results at conferences,
seminars in the field of airport operations. In addition, this task will organise the project workshops to be
performed with the Advisory Group in order to review the different project results achieved in each
activity. See section 3.2.2 for further explanation.
T6.1.5 Final conference preparation: The final conference will inform on the results of the project and will
show how these results can be taken into the decision-making process for the preparation of future FP
work programmes and any other European mechanisms to foster and support innovative airport
operations tools and procedures.
3.6.1.2 SWP6.2 Exploitation of the project impact
T6.2.1 Exploitation plan: The exploitation plan will define the activities and milestones for facilitating the
market uptake of INTERACTION results.
T6.2.2 Coordination of knowledge: The Project Coordinator will deal with all matters related to access
rights, protection of knowledge generated by the project and possible exploitation of results.
T6.2.3 INTERACTION Business Case: As part of the exploitation activities an INTERACTION Business
Case is needed in order to make sure that: the investments will bring value to the decision makers; the
solutions will meet the expected performance targets; different alternatives and options are identified and
properly assessed; and stakeholders are involved in the process and buy-in to the decision.
T6.2.4 Way-forward within EU ATM innovation roadmap: This task will produce an INTERACTION
roadmap in order to define how results can be taken into the decision-making process for the preparation
of future FP work programmes, in particular future Horizon 2020, and any other European mechanisms
to foster and support innovative airport operations tools and procedures. In particular coordination with
SESAR programme implementation phase should be considered.
3.6.2
WP6 Initial Plan

Year
Months
2013
10 11 12
1 2
2014
5 6 7
9 10 11
12
1 2
2015
5 6 7
9 10 11
12
2016
1 2 3
D4.8
WP6
1 2
SWP6.1 Communication and dissemination
1 2
T6.1.1 Communication and dissemination
1 2
T6.1.2 Project Website
1 2
T6.1.3 INTERACTION Advisory Group set up and management
1 2
T6.1.4 Dissemination of results in
1 2
T6.1.5 Final conference preparation
1 2
SWP6.2 Exploitation of the project impact
1 2
T6.2.1 Exploitation plan
1 2
T6.2.2 Coordination of knowledge
1 2
T6.2.3 INTERACTION Business Case
1 2
T6.2.4 Way-forward within EU ATM innovation
1 2
3 4 5
3 4 5
3 D6.1
4 5
3 D6.2
4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
6
6
6
6
6
6
6
6
6
6
6
6
7
7
7
7
7
7
7
7
7
7
7
7
8
8
8
8
8
8
8
8
8
8
8
8
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
12
12
12
12
12
12
12
12
12
12
12
12
13
13
13
13
13
13
13
13
13
13
13
13
14
14
14
14
14
14
14
14
14
14
14
14
15
15
15
15
15
15
15
15
15
15
15
15
16
16
16
16
16
16
16
16
16
16
16
16
17
17
17
17
17
17
17
17
17
17
17
17
18
18
18
18
18
18
18
18
18
18
18
18
19
19
19
19
19
19
19
19
19
19
19
19
20
20
20
20
20
20
20
20
20
20
20
20
21
21
21
21
21
21
21
21
21
21
21
21
22
22
22
22
22
22
22
22
22
22
22
22
23
23
23
23
23
23
23
23
23
23
23
23
24
24
24
24
24
24
24
24
24
24
24
24
D5.10
25
25
25
25
25
25
25
25
25
25
25
25
26
26
26
26
26
26
26
26
26
26
26
26
27
27
27
27
27
27
27
27
27
27
27
27
28
28
28
28
28
28
28
28
28
28
28
28
29
29
29
29
29
29
29
29
29
29
29
29
30
30
30
30
30
30
30
30
30
30
30
30
31
31
31
31
31
31
31
31
31
D6.3
31
31
D6.4
31
38
3.6.3
Deliverables
Deadlines
D6.1 Dissemination Plan
31 December 2013
D6.2 INTERACTION Website
31 December 2013
D6.3 Exploitation Plan
31 March 2016
D6.4 INTERACTION Business Case and Roadmap
31 March 2016
D6.5 List of references of all scientific publications relating to foreground
Updated after
publication
st
st
st
st
each
3.6.4
WP6 Leader: ALG

SWP/Task
Leader
Contributors
ALG

plan
ALG
AIA, TK, AIB
T6.1.2 Project website
ALG
INDRA, INECO,
T6.1.3 INTERACTION Advisory Group set up

and management
ALG
INDRA, AEE, AIA, AH, INECO, PLD, TK,

TLD, UAB, AIB
T6.1.4
Dissemination
of
results
in
publications, workshops, conferences and
exhibitions
UAB

TLD, AIB, ALG
ALG

TLD, UAB, AIB
ALG
INECO
INDRA, AIA, PLD, TK, AIB
ALG
INDRA, AEE, AIA, AH, PLD, TK, TLD, UAB,

AIB
ALG

TLD, AIB
ALG
INDRA, AIA, INECO, UAB, AIB
T6.2.4 Way-forward
innovation roadmap
within
EU
ATM
39
3.7
Deliverables structure
Throughout the execution of the project, several technical deliverables and progress reports will be
delivered. The procedure for elaborating each type of deliverable is presented in the sections below in order
to better coordinate and gather the contribution of different participants.
3.7.1
Progress reports elaboration procedures
The Progress reporting ensures effective control on project progress by providing the EC representatives
with regular feedback on different aspects, such as project progress (status of milestones, planning,
deliverables, resources consumptions or delays); potential risks and issues, including mitigations and
contingency plans.
The Interim Project Reports will be provided every 4 months as well as a final project report at the conclusion
of the project.
The Project Coordinator will receive support from the WP and/or SWP leaders in the matters related with the
different project activities and from ALG in order to contemplate and evaluate potential risks and their
mitigation and contingency plans.
Figure 9 schematizes the methodology for preparing the progress reports. It consists of 4 phases, each one
having a person responsible and several actions to be completed:
Phase I (responsible: ALG) - ALG will remind all partners to provide the needed information in order to
complete the progress reports to be sent to the EC.
The information provided will be detailed before each reporting.
The first report will be coordinated through email and ALG will send a first template for the information
provision. The subsequent reports will be produced through the INTERACTION intranet
Phase II (responsible: all partners) - all partners will provide the requested progress information to ALG
Phase III (responsible: ALG) - ALG team will produce a progress report draft and will send it to all
partners for revision.
Phase IV (responsible: all partners) - All partners will review the draft version sent by ALG and provide
their comments to it. ALG will integrate the comments in the report, producing the final version, and will
send the final agreed version to the European Commission for approval.
Phase I
Phase II
Information request
Information provision
Phase III
Phase IV
Draft elaboration
Document revision
Figure 9: Working approach to produce the reports to the EC
3.7.2
Deliverables elaboration procedures
The person responsible for each deliverable is the individual assigned to this within each Work Package. The
leaders as well as all the contributors are responsible for the quality and correctness of the deliverables
content.
Similar to the progress reports, the deliverable elaboration process can be separated in 4 phases, as presented in Figure
10: Working approach to produce a deliverable
The intermediate deadlines mentioned below are not obligatory. Each WP leader is free to establish its own
internal deadlines in line with the official delivery dates. Each phase in Figure 10 is described as:
Phase I (deliverable responsible) The official responsible of the deliverable will have to prepare an
initial version (e.g. D2.1_v0.0), which will be based on the template provided by the Project Coordinator.
Some suggestions for this first version content are:
Work plan
Participating partners and their contribution
Required reviewers
Useful inputs from previous work
Specify the required outputs
40
Phase II (all contributors) The deliverable drafting should be finalised at least 3 weeks before the
deliverable deadline in order to be reviewed.
Phase III (all contributors) The deliverable will be checked and all the comments will be included for a
forward clarification. This phase should end 1 week before the deliverable deadline.
Phase IV (deliverable responsible) The responsible partner for completing the deliverable will integrate
the comments and recommendations in order to obtain the final version. This final document will be sent
to the Project Coordinator for a final review. The Project Coordinator is in charge of sending the
deliverable to the European Commission.
Phase I
Phase II
Initiation
Phase IV
Phase III
Preparation
Reviewing
Final version
Figure 10: Working approach to produce a deliverable
3.7.2.1 Deliverables template

All the deliverables will be produced following a common template provided by the Project Coordinator and
agreed among all partners.
This template will include a specific cover page with the INTERACTION logo and key project information, the
list of partners, the list of figures and tables, the list of acronyms, an executive summary, the detailed
technical progress performed in the task or subtask concerned and the annexes (if any), etc.
3.7.2.2 File naming convention

All the documents elaborated within INTERACTION project should follow a general naming convention for
file names:
INTERACTION Dx.y Title_vz.w, where:
Dx.y - represents the deliverable number (where x represents the WP number and y the deliverable
number within that WP)
Title - corresponds to the deliverable title
z.w - corresponds to the version number of the deliverable, starting at 0.1 and the first delivery to EC
being 1.0.
41
4 Work plan & schedule

This section presents the project work plan and schedule. Summary tables with all project deliverables,
milestones & meetings and progress reports are presented, together with the project schedule for all Wps
and tasks.
4.1
Project Deliverables
All deliverables are identified with a D at the beginning of it being followed by the WP number and finally the
deliverable number within the WP.
The nature of the deliverables uses the following code:
R: Report,
P: Prototype,
D: Demonstration,
O: Other
The dissemination levels use the following code:
PU: Public,
PP: Restricted to other programme participants (including the Commission services),
RE: Restricted to a group specified by the consortium (including the Commission services),
CO: Confidential, only for members of the consortium (including the Commission services)
ID
Deliverable name
WP
Nature
Dissemination
level
Delivery date
D1.1
Project Management Plan
PU
30th November 2013

1
(delayed)
D6.1
Dissemination Plan
PU
31st December 2013

1
(delayed)
D6.2
INTERACTION Website
PU
31st December 2013

1
(delayed)
D1.2
Interim Project Report I
CO
31st January 2014
D2.1
General Characterization of Airport

Processes and their Interaction
PU
28th February 2014
D2.2
Specific Characterization of Airport

Processes and their Interaction
PP
28th February 2014
D2.3
Identification of Inefficiencies and Needs

for Improvement
PU
31st March 2014
D2.4
Current Situation Results
PU
31st March 2014
D1.3
Interim Project Report II
CO
31st August 2014
D3.1
Advanced Concepts and Techniques for

Time Efficient Passenger and Baggage
Processes
PP
31 August 2014
st
These deliverables were due 31st October 2013 but were delayed due to a delay in the Project starting day.
These delays are already absorbed in the project as no other deliverable will be delayed due to this issue.
42
WP
Nature
Dissemination
level
ID
Deliverable name
Delivery date
D3.2

Time Efficient Freight Operations
PP
31 August 2014
D3.3

Fleet, Mobile Vehicles and Equipment
Management in the Apron area
PP
31 August 2014
D3.4
Green Concepts and Techniques for

Apron Operations
PP
31 August 2014
D1.4
Interim Project Report III
CO
30 September 2014
D3.5
Definition of a New Extended

Information Management Platform and
Decision Support Tool
PP
31 October 2014
D3.6
Solutions Summary Report
PU
31 October 2014
D4.5
Architecture Definition
CO
30 November 2014
D1.5
Interim Project Report IV
CO
31 January 2015
D4.6
Technical Specification
CO
31 January 2015
D4.1
Preliminary Designs of Solutions for

Time Efficient Passenger and Baggage
Processes
CO
31 March 2015
D4.2

Time Efficient Freight Operations
CO
31 March 2015
D4.3

Fleet, Mobile Vehicles and Equipment
Management
CO
31 March 2015
D4.4

Green Apron Operations
CO
31 March 2015
D5.1
Validation Plan for Specific Solutions
PP
31 May 2015
D1.6
Interim Project Report V
CO
31 May 2015
D4.7
Prototype Developed
CO
31 July 2015
D4.8
Results of the Verifications
PP
31 August 2015
D5.2
Validation Plan for New Information

Platform
PP
31 August 2015
D1.7
Interim Project Report VI
CO
30 September 2015
D5.3
Validation Results of Time Efficient

Passenger and Baggage Processes
Solutions
PP
30 September 2015
D5.4
Validation Results of Time Efficient

Freight Operations Solutions
PP
30 September 2015
D5.5
Validation Results of Fleet, Mobile

Vehicles and Equipment Management
Solutions
PP
30 September 2015
D5.6
Validation Results of Green Apron

Operations Solutions
PP
30 September 2015
st
st
st
th
st
st
th
st
st
st
st
st
st
st
st
st
st
st
th
th
th
th
th
43
WP
Dissemination
level
ID
Deliverable name
D5.8
Analysis of Validation Results of Specific

Solutions
PP
31 October 2015
D1.8
Interim Project Report VII
CO
31 January 2016
D5.7
Validation Results of Prototypes in Real

Operation Environments
PP
31 January 2016
D5.9
Analysis of Validation Results of

Prototypes
PP
29 February 2016
D1.9
FINAL Project Report
CO
31 March 2016
D5.10
Conclusions Report from Validation

Activity
PU
31 March 2016
D6.3
Exploitation Plan
PU
31 March 2016
D6.4
INTERACTION Business Case and

Roadmap
PU
31 March 2016
PP
30 dd. after payment
PP
Cont. updated
Report on the distribution of the

D1.10 European Union financial contribution
between beneficiaries
D6.5
List of references of all scientific

publications relating to foreground
Nature
Delivery date
st
st
st
th
st
st
st
st
Table 19: Deliverable list
4.2
Project Milestones
Besides the deliverables, a set of milestones have been scheduled, coincident with the project progress
meetings:
Work
package(s)
involved
ID
Milestone name
MS1
Airport Characterization &

Identification Inefficiencies
WP2
30 November 2013
MS2
Inefficiencies Identified &

Identification of New Solutions
WP2 &
WP3
31 January 2014
MS3
Defined Concepts and Techniques

& Preliminary Design of Solutions
WP3 &
WP4
MS4
New Platform Defined

&Development and Verification
WP3 &
WP4
Expected date
th
st
th
30 June 2014
th
30 September 2014
Means of
verification
Meeting to ensure
that SWP2.2 is
coordinated with
SWP2.1
Meeting to ensure
that WP3 is
coordinated with WP2
Meeting to ensure
that SWP4.1 is
coordinated with
SWP3.1, 3.2, 3.3 and
3.4
Meeting to ensure
that SWP4.2 is
coordinated with
SWP3.5
44
ID
Work
package(s)
involved
Milestone name
Preliminary Designs of Solutions &

Validation Plan
WP4 &
WP5
MS6
Prototype Verified
WP4 &
WP5
MS7
Solutions Validation Plan &

Validation Activity
MS8
Prototype Validation Plan &

Validation in Real Operation
Environments
MS9
Solutions Validation Activity &

Analysis of Validation Results
M10
Prototype Validation Activity &

Analysis of Validation Results
M11
Solutions and Prototype Validation

& Validation Conclusions
WP5
M12
Validation Conclusions & Final

Conference Content
WP5 &
WP6
MS5
WP5
WP5
WP5
WP5
Means of
verification
Expected date
Meeting to ensure
that SWP5.1 is
coordinated with
SWP4.1
th
27 February 2015
Meeting to ensure
that SWP5.1 is
coordinated with
SWP4.1
th
27 February 2015
Meeting to ensure
that SWP5.2 is
coordinated with
SWP5.1
th
30 May 2015
Meeting to ensure
that SWP5.3 is
coordinated with
SWP5.1
th
30 May 2015
Meeting to ensure
that SWP5.4 is
coordinated with
SWP5.2
th
30 June 2015
th
30 December 2015
Meeting to ensure
that SWP5.4 is
coordinated with
SWP5.3
Meeting to ensure
that SWP5.5 is
coordinated with
SWP5.2 and 5.3
st
31 January 2016
Meeting to ensure
that SWP6.1
coordinated with
SWP5.5
th
28 February 2016
Table 20: Milestones list
4.3
Progress reports
Progress reports are included as deliverables of WP1 and will be produced every 4 months.
Deliverables
Deadlines
D1.2 Interim Project Report I
31 January 2014
D1.3 Interim Project Report II
31 May 2014
D1.4 Interim Project Report III
30 September 2014
D1.5 Interim Project Report IV
31 January 2015
st
st
th
st
45
Deliverables
Deadlines
D1.6 Interim Project Report V
31 May 2015
D1.7 Interim Project Report VI
30 September 2015
D1.8 Interim Project Report VII
31 January 2016
D1.9 Final Project Report
31 March 2016
st
th
st
st
Table 21. Progress Reports
4.4
Project schedule
Several proposals of modification within WP3 and WP4 duration are under discussion. If approved, the plan
will be updated accordingly.
46
Year
Months
2013
10 11 12
1 2
WP1
4 5 6
4 5 6
4 5 6
4 D1.2
5 6
4 5 6
WP2
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
1 2 3
1 2 D1.1
3
1
SWP1.2 Legal, contractual, administrative and financial1 management
2 3
1
SWP1.3 Project progress reporting to the EC
1 2 3
1
SWP1.4 Quality and risk management
1 2 3
SWP1.1 Project Management Plan
1 2 3
1 2 3
T2.1.1 Passenger
1 2 3
T2.1.2 Baggage
1 2 3
T2.1.3 Freight
1 2 3
T2.1.4 Ramp & GSE
1 2 3
1 2 3
1 2 3
SWP2.2 Identification of inefficiencies and needs for improvement
1 2 MS1
3
T2.2.1 Passenger
1 2 3
T2.2.2 Baggage
1 2 3
T2.2.3 Freight
1 2 3
T2.2.4 Ramp & GSE
1 2 3
1 2 3
1 2 3
2014
5 6 7
7
7
7
7
7
8 9 10
8 9 10
8 9 10
8 D1.3
9 10
8 9 10
11
11
11
11
11
12
12
12
12
12
13 14
13 14
13 14
D1.414
13
13 14
15
15
15
15
15
16
16
16
16
16
17 18
17 18
17 18
D1.5
17 18
17 18
19
19
19
19
19
20
20
20
20
20
21 22
21 22
21 22
D1.6
21 22
21 22
23
23
23
23
23
24
24
24
24
24
25 26
25 26
25 26
D1.7 26
25
25 26
27
27
27
27
27
28
28
28
28
28
29 30
29 30
29 30
D1.830
29
29 30
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
16
16
16
16
16
16
16
16
16
16
16
16
16
16
16
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
19
19
19
19
19
19
19
19
19
19
19
19
19
19
19
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
21
21
21
21
21
21
21
21
21
21
21
21
21
21
21
23
23
23
23
23
23
23
23
23
23
23
23
23
23
23
24
24
24
24
24
24
24
24
24
24
24
24
24
24
24
25
25
25
25
25
25
25
25
25
25
25
25
25
25
25
27
27
27
27
27
27
27
27
27
27
27
27
27
27
27
28
28
28
28
28
28
28
28
28
28
28
28
28
28
28
29
29
29
29
29
29
29
29
29
29
29
29
29
29
29
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
1 2 3 4 MS2
5 6 7 8 9
1 2 3 4 5 6 7 8 9
T3.1.1 N&RC for passenger + baggage flow at
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
SWP3.2 AC&T for time efficient freight operations 1
2 3 4 5 6 7 8 9
T3.2.1 N&RC for freight flow at the airport
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
SWP3.3 AC&Ts for fleet, mobile vehicles and equipment
1 management
2 3 4at the5 apron
6 area
7 8 9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
SWP3.4 Green concepts and techniques for apron operations
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
T3.4.2 Optimization of potable water loaded
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
SWP3.5 Definition of a new extended information management
1 2 3platform
4 and
5 decision
6 7support
8 tool
9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
T3.5.3 Decision making principles for an
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
SWP2.1 Characterisation of Airport processes
5 6 7 8
5 D2.1;
6 D2.2
7 8
5 6 7 8
5 6 7 8
5 6 7 8
5 6 7 8
5 6 7 8
5 6 7 8
5 6 D2.3;
7 D2.4
8
5 6 7 8
5 6 7 8
5 6 7 8
5 6 7 8
5 6 7 8
5 6 7 8
WP3
SWP3.1 AC&T for time efficient passenger and
WP4
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
T4.1.1 PDoS for time efficient passenger and
1 2 3 4 5 6 7 8 9
T4.1.2 PDoS for time efficient freight
1 2 3 4 5 6 7 8 9
T4.1.3 PDoS for fleet, mobile vehicles and
1 2 3 4 5 6 7 8 9
T4.1.4 PDoS for green apron operations
1 2 3 4 5 6 7 8 9
SWP4.2 Development and Verification of prototypes 1
of the2info 3
platform
4 and
5 mgmt./decision
6 7 8 tool9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
1 2 3 4 5 6 7 8 9
WP5
T5.1.2 Validation Plan for prototypes of a new
T5.2.1 VoS for time efficient passenger and
T5.2.2 VoS for time efficient freight operations
T5.2.3 VoS for fleet, mobile vehicles and
T5.2.4 VoS for green apron operations
T5.3.1 Preparation of the validation
T5.3.2 Execution and support to the validation
T5.4.1 Analysis of specific solutions
SWP5.5 Reporting of conclusions from validation
WP6
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
1 2
1 2
1 2
T6.1.2 Project Website
1 2
T6.1.3 INTERACTION Advisory Group set up and management
1 2
T6.1.4 Dissemination of results in
1 2
1 2
1 2
1 2
1 2
1 2
T6.2.4 Way-forward within EU ATM innovation
1 2

3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
9 10 11
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
12
1 2
18
18
18
18
18
18
18
18
18
18
18
18
18
18
18
2015
5 6 7
22
22
22
22
22
22
22
22
22
22
22
22
22
22
22
9 10 11
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
12
2016
1 2 3
30 31
30 31
30
30
30
30
30
30
30 31
30
30
30
30
30
30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
30
30
30
30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
D3.3
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
D3.4
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
D3.616 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 D3.5;
14 15
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
D3.1
12 13 14 15 16 17 18 19 20AC&T:
21 Advanced
22 23 Concepts
24 25 and
26 Techniques
27 28 29
12 13 14 15 16 17 18 19 20N&RC:
21 New
22 and
23 Radical
24 25Concepts
26 27 28 29
PDoS:
Preliminary
Design
of
Solutions
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
VoS: Validation of Solutions
D3.2
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
10 11
MS3 11
10
10 11
10 11
10 11
10 11
10 11
10 11
10 11
10 11
10 11
12
12
12
12
12
12
12
12
12
12
12
13 14
13 14
13 14
13 14
13 14
13 14
MS4
13 14
13 14
13 14
13 14
13 14
15 16
15 16
15 16
15 16
15 16
15 16
15 16
D4.5
15 16
15 16
15 16
15 16
17
17
17
17
17
17
17
17
D4.6
17
17
17
18
18
18
18
18
18
18
18
18
18
18
19 20
19 20
D4.1
19 20
D4.2
19 20
D4.3
19 20
D4.4
19 20
19 20
19 20
19 20
19 20
19 20
21
21
21
21
21
21
21
21
21
21
21
22
22
22
22
22
22
22
22
22
22
22
23 24
23 24
23 24
23 24
23 24
23 24
23 24
23 24
23 24
D4.7
23 24
23 D4.8
24
25
25
25
25
25
25
25
25
25
25
25
26
26
26
26
26
26
26
26
26
26
26
27
27
27
27
27
27
27
27
27
27
27
28
28
28
28
28
28
28
28
28
28
28
29
29
29
29
29
29
29
29
29
29
29
31
31
31
D1.9
31
31
31
31
31
31
31
31
30
30 31
30
30
30
30
30 31
30
30
30
30
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
11
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
14
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
15
16
16
16
16
16
16
16
16
16
16
16
16
16
16
16
16
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
17
18 19
18 19
MS5
18 19
MS6 19
18
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
18 19
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
21 22 23
21 22 23
D5.1
21 22 23
21 22 23
MS7
21 22 23
21 22 23
21 22 23
21 22 23
21 22 23
21 22 23
MS8
21 22 23
21 22 23
21 MS9
22 23
21 22 23
21 22 23
21 22 23
24 25 26 27
24 25 26 27
24 25 26 27
D5.2
24 25 26 27
24 25 26 27
24 D5.3
25 26 27
24 D5.4
25 26 27
24 D5.5
25 26 27
24 D5.6
25 26 27
24 25 26 27
24 25 26 27
24 25 26 27
24 25 26 27
24 25 D5.8
26 27
24 25 26 27
24 25 26 27
28 29 30
28 29 30 31
28 29 30
28 29 30
28 29 30 31
28 29 30
28 29 30
28 29 30
28 29 30
28 29 30 31
28 29 30
28 D5.7
29 30
28 29 30
28 29 30
MS10
28 29 D5.9
30
28 MS11
29 30 D5.10
3 4 5
3 4 5
3 D6.1
4 5
3 D6.2
4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
3 4 5
6
6
6
6
6
6
6
6
6
6
6
6
7
7
7
7
7
7
7
7
7
7
7
7
8
8
8
8
8
8
8
8
8
8
8
8
9
9
9
9
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
11
11
11
12
12
12
12
12
12
12
12
12
12
12
12
13
13
13
13
13
13
13
13
13
13
13
13
14
14
14
14
14
14
14
14
14
14
14
14
15
15
15
15
15
15
15
15
15
15
15
15
16
16
16
16
16
16
16
16
16
16
16
16
17
17
17
17
17
17
17
17
17
17
17
17
18
18
18
18
18
18
18
18
18
18
18
18
20
20
20
20
20
20
20
20
20
20
20
20
21
21
21
21
21
21
21
21
21
21
21
21
24
24
24
24
24
24
24
24
24
24
24
24
28
28
28
28
28
28
28
28
28
28
28
28
19
19
19
19
19
19
19
19
19
19
19
19
22
22
22
22
22
22
22
22
22
22
22
22
23
23
23
23
23
23
23
23
23
23
23
23
25
25
25
25
25
25
25
25
25
25
25
25
26
26
26
26
26
26
26
26
26
26
26
26
27
27
27
27
27
27
27
27
27
27
27
27
29
29
29
29
29
29
29
29
29
29
29
29
30 31
30MS12
31
30 31
30 31
30 31
30 31
30 31
30 31
30 D6.3
31
30 31
30 D6.4
31
30 31
Figure 11: Project schedule
47
5 Management procedures
5.1
Management principles
The coordination of this project requires special attention to the management of multi-disciplinary activities in
order to define an organization that meets the overall INTERACTION objectives, with the right balance
between rigor and flexibility and giving room to innovation and creativity. Special attention must also be paid
to the WBS and to the content of every WP in order to ensure the maximum consistency and solidity in the
project. Every work package needs to have a very clear definition and a well-defined relationship with the
others.
Therefore, the main objective of the management is to ensure that all project-related tasks are performed
successfully and comply with contractual requirements. The key features for successful project management
are:
A management organization that is matched with the project complexity.
Efficient communications within the organization.
Clear definition of contractual requirements and relationships.
Adequate planning and control procedures.
Comprehensive quality and risk management frameworks.
The scheme proposed relies on two basic rules. On the one hand, the project coordinator will be assigned
the combined responsibility of standard management so that this figure may act as the sole contact point
between the project and the EC representative during negotiations and progress monitoring. On the other
hand, day-to-day data-management activities will be assigned to the Project Manager, and base
management practices on producer-consumer relationships will apply between all entities involved. This will
enable effective management which will be delegated at all levels: from coordinator to WP managers to Sub
WP managers and from Sub WP managers to task leaders.
The framework for control activities in the INTERACTION project will be the Work-Breakdown Structure
(WBS) in conjunction with the Gantt chart and Work Packages (WPs) content. In order to achieve efficient
project implementation, the structures of the Work Packages and their related tasks have been defined with
the aim of minimizing overlap between different activities. This allows the definition of clear responsibilities,
roles and objectives for all project resources. WPs are themselves broken down into Sub-WPs and Sub-WPs
into tasks. Tasks have the finest level of detail defined in the WBS.
5.2
Management procedures and tools
The previous section 1.3.3 has already presented the proposed activities for WP1 and WP6 respectively
regarding Project Management and Dissemination and Exploitation of results. In this section further
explanation is given regarding the proposed management procedures and tools and in addition regarding
some of the dissemination proposed techniques.
5.2.1
Project Management Plan
The management activities at project level will be enclosed under the Project Management Plan (PMP) to be
developed by the Project Coordinator and Project Manager during the first two months of execution of the
project. The Project Coordinator will lead the production of the PMP, relying on the other partners
collaboration and holding several meetings, in which the project organization will be established. In
particular, a kick-off meeting will be convened and attended by the EC representative, Project Coordinator
and all Members contributing to the project.
General project coordination: General project coordination will be performed in line with an overall
contractual scheme based on producer-consumer relationships which needs to be set up at a broad level:
among entities of a given partner that collectively work on the project; between the project, the external
bodies and stakeholder companies; among the partners themselves which agree to comply with these
management rules and, in case of conflicts, will have to rely on a consortium agreement and a conflict
resolution scheme to be drafted at project starting phase. The coordination between the various partners will
be performed at the Steering Committee level and at the Management body level. This coordination will be
48
supported by a project commitment to the (initial and/or revised) project planning (including the agreed
milestones), and also by the quarterly project progress reports provided to the EC. The general coordination
approach proposed by Indra Business Consulting and ALG includes the following activities:
Defining the project coordination structure and related activities:
Defining the work plan, including the project structure decomposition;
Identifying inputs and outputs for each WP, Sub-WPs and task;
Defining relevant milestones within the project;
Identifying and describing expected deliverables related to these milestones.
Managing and coordination of day to day project activities (performed by themselves and potentially by
other members and/or subcontractors). The Project Manager will lead and coordinate the different
project activities, as well as monitoring the work progress.
Perform all the legal, administrative and financial activities.
5.2.2
Communication, monitoring and reporting management
Monitoring and reporting will be performed by the Project Coordinator/Manager, WP and Sub-WP managers
with the support of all partners, at all levels of the project structure around identified activities, milestones
and deliverables. Meeting plans, for the adequate control and monitoring of the project activities will be
scheduled on the basis of a defined periodicity at different levels (e.g. monthly meetings/teleconferences with
the different working activity leaders). Progress reporting to provide effective control of project progress to
the EC representatives will include regular feedback on:
Progress, including status of milestones, planning, deliverables, status of the different activities,
resources consumptions, recognized or potential delays,
Risks and issues, including mitigations and contingency plans.
Progress reporting will be supported by the Earned value management (EVM) tool, a project management
technique for measuring project performance and progress in an objective manner. EVM has the ability to
combine measurements of scope, schedule and cost in a single integrated system. Earned Value
Management is able to provide accurate forecasts of project performance problems, which is an important
contribution to project management.
It is proposed to open an INTERACTION Extranet at the project start to enable all INTERACTION project
members to share and to contribute to the following information sharing such as management and technical
reports, deliverables, library of INTERACTION requirements, concepts and strategy. All INTERACTION
project-related information that needs to be used and exploited by any project member will be gathered in a
unique document repository that will of course be accessible from the web site.
Technical coordination: This activity involves any works and coordination related to the scientific and
technical aspects of the project and will be performed by the Scientific Coordinator at Management Body
level. The main areas regarding scientific & technical coordination will be the following ones:
Operational concept: define a concept which is in line with users expectations and feasible from a
scientific and technical perspective;
Prototypes development: ensure that the modelling is developed according to the concept and that the
algorithms are suitable for implementation according to the requirements;
Validation activities: ensure that the exercises reproduce faithfully the use cases and that the concept is
proven.
The INTERACTION Project Coordinator/Manager believes that apart from the pure management activities,
and due to the technical characteristics of the project, it is very important to have the appropriate technical
skills and domain knowledge of the project he/she is in charge of. The Project Coordinator/Manager is
perfectly aware of this, considering both aspects very important to the success of the project, and provides
the most suitable management profiles according to the project characteristics, with the appropriate
balancing between the two aspects.
49
5.2.3
Quality management (QM)
The quality management process will define quality objectives, working method, processes review, templates
and responsibilities that will be applied on the project. The quality management process will define internal
and external processes applicable within the project (between WPs) and, in some cases, between the
project and external partner/project/body. Both the Project Coordinator and the Project Manager will be in
charge of making sure that any delivery complies with the quality management approach.
ALG follows a Quality Management System (QMS) according to the requirements specified by EN ISO
9001:2008. The approach proposed is based on several quality standards, the ones applying to
INTERACTION project development are presented in the next figure:
Tree-structure
documents
classification
Periodical
coordination
meetings
Progress
Reports each
4 months
Templates
Follow the
proposal
and
technical
requirements
Project
Coordinator
reviews
WP/SWP/
Task
responsible
Add document
updates, if
required, through
annexes
Nomenclature
Figure 12. Quality Management process
Each one of the points mentioned in Figure 12 above is described as follows:
Use of tree-structure for classifying all documents;

Classification of the documents
Contractual documents
Working documents
Deliverables
References
Project Management
Table 22. Classification of documents related to the project
Nomenclature of the documents
Deliverables file naming (see 3.7.2.2);
Format and template
Deliverables template;
Progress reports template;
Minutes of meeting template;
50
Support from Production Department for revision related to format and language;
Periodical meetings in order to coordinate the different activities throughout the course of the project
Planned internal meetings of each partner;
Internal meetings within each WP/SWP or task;
Steering Committee meetings
Management Body meetings
Workshops with external stakeholders in order to maintain their needs in line with the INTERACTION
solutions proposed (workshops with the Advisory Group);
Assign a person responsible for each WP/SWP and Task;

The Project Coordinator shall review all documents before sending them to the Project Officer;
Develop the project according to the proposal presented and the technical requirements specified;
Once a document has been delivered to the European Commission, it will not be changed afterwards.
When updates are required, these will be made in the form of an annex to the previous delivered
document;
The Progress Reports will be sent to the Project Officer every 4 months.
Most of the previous points have already been applied, like providing a deliverable template or planning
future meetings and workshops. Regular feedback on quality will be given at the Steering Committee level.
Each WP manager will be in charge of applying quality rules within his/her WP, as specified in the project
quality management process. The following quality goals for the quality management (QM) process shall
apply:
Make sure that all standards and planning documents are available;
Make sure that standards appropriately address the criticality of the project;
Make sure that all team staff are familiar with the relevant planning documents and the associated rules
and standards;
Verify that the outputs are delivered on time;
Ensure compliance with all relevant standards;
Follow the Quality Management process described in this Management Plan;
In general, monitor the project quality-related aspects to ensure effectiveness of the planned
arrangements and compliance by all the project organization with the quality objectives;
Respond to audit requests and collaborate with auditors from the EC on matters related with the project.
5.2.4
Milestones management
INTERACTION milestones have been defined as starting points for each SWP to ensure full coordination
with on-going related SWPs. This approach ensures coordination among SWPs and harmonises the maturity
level of the outputs exchanged by the SWPs. The proposed mean of verification of each milestone will be a
coordination meeting between the SWPs involved in each case. As a result of these meetings a milestone
conclusion will be obtained with different statuses possible: Milestone achieved (SWP can start as plan);
Milestone non-achieved (pending tasks to be solved before SWP can start). Milestones results will feed the
risk management and mitigation actions framework as required, in order to ensure the overall recovery of the
potential delays caused by the non-achieved milestones.
5.2.5
Risk management framework
At ALG, risk management is an integral part of every project. Specific processes have been developed to
identify, assess, monitor and act upon risks as they arise. INTERACTION Risk management is the
responsibility of the Project Manager and will be performed according to the already existing ALG Risk
Management procedures which are in compliance with ISO 9001 and with CMMi Level 3. In order to secure
the INTERACTION objectives and deliverables, the project will set up a risk management process that
identifies risks and mitigation actions. The identification and classification of the risks, their impact on the
project, the associated mitigation and contingency plans (with clear action setting, responsibility and
schedule) will be prepared by the Project Manager with the WP managers and then reviewed and formalized
51
during the first Steering Committee meeting. The Project Manager will be in charge of making sure that risks
are well identified and controlled. Regular feedback on risks will be made at the Steering Committee level.
Each WP manager will be in charge of identifying and controlling risks within his/her WP. Identification of risk
will be performed in two phases:
Preliminary identification during the proposal phase and initiation of the project;
Continuous updated list during the development of the project.
5.2.6
Case of serious disputes
In case of serious disputes among project partners, conflict resolution procedures will be initiated whereby
the coordinator will advise the Steering Committee that it will have to meet in emergency session to discuss
the conflict and reach a resolution. The Consortium believes that any conflicts should be resolved as
speedily as possible so that within 21 days of notification by the Coordinator of the requirement for an
emergency procedure, the Steering Committee will have to meet in session. The meeting will attempt to
achieve full consensus on the resolution of the issue but in any case a majority vote will be taken to
determine what resolution should be implemented. In circumstances of persistent and serious conflict that
may jeopardise the continuation of the project, the Steering Committee will consider its options such as
involving the EU Project Officer, seeking external advice followed by a review of the situation and the advice
in emergency session for a collective decision in order to implement a final remedy of the issues involved.
5.2.7
Coordination with other European projects and international initiatives
As explained in sections 1.1 and 1.2 the INTERACTION project will propose a new concept and a set of
innovative solutions representing progress beyond an existing and expected baseline mainly composed of
the outcomes from other European innovation projects and International initiatives. Coordination between
INTERACTION and these other projects and initiatives will be established at the required level, depending in
each case on the level of relation between the projects in terms of concepts addressed and type of activities
to be performed. Considering the scope of the concepts and solutions that INTERACTION will cover, an
initial list of projects and initiatives has already been identified: SESAR, TITAN, ASSET, AAS, E-CAB and
TASS, and initiatives headed by IATA, ACI and TIACA. Of special relevance is the European programme
SESAR, which provides INTERACTION with important elements for the specific part of the baseline on the
extension of the airport information sharing platform and the new decision support functions providing alerts
and warnings relating to all processes and their interactions. These coordination activities will be headed by
IBC, as INTERACTION Coordinator, and together with the contribution of all the partners, in particular those
who are also participants in the projects to be coordinated with. Also relevant to INTERACTION is the
European 7th FP project TITAN, which was finished by end February 2013, before the start of
INTERACTION, and with whom coordination will be ensured by the participation of INECO (coordinator of
TITAN). Some TITAN deliverables may be useful for INTERACTION.
5.3
Risk Management
The activities covered by risk management are detailed in the following sections.
Risk management is described in section 5.2.5.
5.3.1
Risk Identification
Risk identification is the first step in the risk assessment process. Risks cannot be managed until they are
identified and described in an understandable way.
Each WP Leader is in charge of identifying new risks throughout the course of the project, supported by all
contributors. In this way, mitigation actions will be established in advance, which will ensure the correct
evolution and coordination of all the activities. For this purpose, a Risk register will be continuously updated
in order to be attached to the Interim Project Report sent to the EC.
5.3.2
Risk Assessment
Once the risks are identified, a preliminary quantification provides some prioritization of risks for further
evaluation. The risk owner determines the level of risk taking into account the following facts: the likelihood
of occurrence of the event, the severity of consequence if the event should occur, which requires the risk
owner to identify what the consequences are and the degree of impact.
52
The table below lists the risks initially identified to the correct execution of the project. These risks are
manageable at project level. They are related to the access to background data and information necessary
to build the baseline scenarios (i.e. the current environment and the state of the art) and to the integration of
results obtained in the different projects Work Packages.
An updated risk register will be included in the projects progress reports (see Annex II), by integrating
raising risks, changes to the impact or likelihood and evolution of the treatment actions. Within this risk
register, all risks will be associated to the affected WP, as each WP leader is in charge of identifying risks
and establishing treatment actions.
Risk
ID
Risk Description
incl. Cause
Impact /
Consequence
Likelihood
(1...4)
Severity
(14)
WP/Risk
Owner
A participant
fails to deliver
work on time or
delivers work of
poor quality
Potential delays
and poor quality
of the final
deliverables
All/
Project
Coordin
ator and
WP,
SWP
and
Task
leaders
Lack of
involvement of
the participants
in the overall
project.
Incomplete
information and
potential
misunderstandin
gs of processes,
procedures and
selected
solutions
All/
Project
Coordin
ator and
WP,
SWP
and
Task
leaders
Stakeholders
are not
sufficiently
involved
Potential delays
and lack of
visibility of real
problems and
the most
suitable
solutions
All/
Project
Coordin
ator and
WP,
SWP
and
Task
leaders
Partners in
disharmony
could cause
slippage in
delivery time
and/or impact
the
completeness
of deliverables
Potential delays
and incomplete
deliverables
All/
Project
Coordin
ator and
WP,
SWP
and
Task
leaders
Treatment Action
Assurance from all

the participants
that deadlines and
timescales can be
met. The work
package leader will
report progress to
each declared
goal. In the event
of recurrent
underperformance,
the work task will
be reallocated.
All participants are
involved in each
WP, at least to
some extent. This
ensures that they
are all aware of the
progress and
results of the
project at all times.
Frequent contact
with stakeholders
of industry should
ensure stakeholder
participation. We
have already
invested in the
relationship with
stakeholders to
prevent this risk
occurring.
Additional
meetings will be
held to ensure that
communication is
established and
maintained
between the
participants. In
case of
emergency, the
Steering
Committee will
Status
open
open
open
open
53
hold special
meetings to take
decisions.
INTERACTION
solutions are
not in line with
stakeholders
needs
The proposed
solutions do not
improve the
current situation
and the aim of
this project will
not be fulfilled
All/
Project
Coordin
ator and
WP,
SWP
and
Task
leaders
The regulatory
framework has
restrictive
effects on the
solutions
proposed by
INTERACTION
The proposed
solutions cannot
be implemented
All/
Project
Coordin
ator and
WP,
SWP
and
Task
leaders
Field trials
cannot be
performed.
The prototype
cannot be fully
validated and
consequently
could not be
implemented
WP5/
WP,
SWP
and
Task
leaders
Difficulties to
integrate
prototypes and
platforms
Potential delays
and impossibility
of
implementation
WP4,
WP5/
WP,
SWP
and
Task
leaders
Three working
sessions will be
organized with the
advisory group
composed of
expert
stakeholders. This
will ensure that
stakeholders
needs are taken
into account.
All partners are
involved in the
airport industry and
are experts in
dealing with the
impacted airport
regulatory
framework. For this
reason, before the
design of any
solution a
regulatory analysis
will be performed
to ensure that all
solutions are
aligned with
current regulations.
This activity is
contemplated
within SWP1.2.
Instead of field
trials a second real
time human-in-theloop simulation
campaign will be
performed.
All the
stakeholders
involved in WP4
and WP5 will
participate in the
different Sub-WP
to ensure
integration is
straightforward and
on time.
open
open
open
open
Table 23: Risks
54
5.3.3
Risk Handling and Mitigation Actions
After risk identification and assessment, the first choice will always be to eliminate the risk, but this action will
rarely be achievable. If a risk cannot be eliminated, then it will have to be handled properly. Actions must be
taken to keep it to an acceptable level of uncertainty. Mitigation actions need to be foreseen if the risks
materialize. Resources and time must be foreseen for this handling process.
5.3.4
Risk Monitoring and Control
The following actions will be put in place for guaranteeing risk monitoring and control:
Checking that execution of the planned actions is having the desired effect on the risks identified;
Watching for the early warning signs that a risk is developing;
Modelling trends, predicting potential risks;
Checking that the overall management of risk is being applied effectively;
Reporting on risk status, especially on risks with extra-project impact;
Risk management control means taking action to ensure that the events of the plan really happen.
5.4
Actions Management
ALG will maintain an Action Item Lists (AIL) recording all actions agreed with the European Commission. The
action list will be updated regularly and will be accessible to all project partners as well as to the European
Commission focal point via electronic means.
The objective of action item control is not limited to formal administration of recording, monitoring and
accounting but has to be concentrated on the satisfaction of the actual information content.
Action items have to be closed in an appropriate and efficient way to avoid further questions from former AIs
as well as unnecessary details. Action Items (AIs) will only be closed and deleted from the action item list by
mutual agreement between the originator and the actioner.
The Action Item Control procedure defines how to establish, distribute, monitor, report, and close action
items in order to:
Provide a formal mean to establish and agree to action items;
Ensure unique numbering of AI with reference to the relevant minutes;
Allow complete documentation & distribution of agreed AIs;
Record & monitor & report on status of agreed AIs;
Track AIs until satisfactory closure is provided by the originator;
Allow the use of common AI form sheet throughout the project;
Allow the usage of a computer programme to list AIs.
The Action Item Status report will be provided in conjunction with every progress report. Actions will be
tracked in a centralised action list, according to the specific details as outlined in the following table, which
constitutes the Action List updated at the day of releasing this document.
The following table presents the current AIL:
55
No
Action
Origin
Resp.
Date
Status
Send Grant Agreement Form A

to the European Commission
Europe
an
Commi
ssion
Project
Coordin
ator
Befor
th
e 25
Dece
mber
2013
Open
Assign persons to the Data

controller and external Ethics
advisor
Europe
an
Commi
ssion
Project
Coordin
ator
Open
Comments
Gather signatures
from all partners
Table 24: Current Action Items List
5.5
Knowledge and communication Management
Dissemination and exploitation activities are under the Dissemination and Exploitation Managers
responsibility, described in WP6 (see 3.6). INTERACTION will pay particular attention to achieving a wide
impact through the project results. For this reason a set of dissemination and exploitation activities has been
planned, in order to increase its potential impact.
5.5.1
Communication and Dissemination Plan

st
Within WP6, a Communication and dissemination plan will be developed and delivered on 31 December
2013. It will include the definition and planning of all the dissemination activities.
st
It has to be mentioned that a dedicated public website will be set up before 31 December 2013. It will
consist of one part open to the public and one internal to the project for continuous exchange of results and
information. The private area will allow sharing of confidential information among partners and facilitating the
collaboration of the consortium. The public area will ensure sharing non-confidential project results with
interested groups
All substantial communication actions, including any written material, are subject to approval by all partners.
The European Commission will be previously informed of all these actions. Material must be sent for
approval to the European Commission only when these dissemination actions will take place outside Europe.
56
6 References
th
[1] INTERACTION Consortium Agreement, 17 September 2013

th
[2] INTERACTION Grant Agreement Annex I Description of Work, 19 September 2013
57
Annex I List of Members of the Consortium and its Governance Bodies

Role
Company
Person
Project Coordinator
IBC
Project Manager
ALG
Rubn Martnez
Administrative Manager
ALG
Nria Alsina
Scientific Coordinator
ALG
Rubn Martnez
WP1 Leader
IBC
WP2 Leader
INECO
Francisco Javier Fernndez de Lger
WP3 Leader
AIB
Diego Alonso Tabares
WP4 Leader
INDRA
Juan Francisco Garca
WP5 Leader
AIA
Nikolaos Papagiannopoulos
WP6 Leader
ALG
Rubn Martnez
Table 25. INTERACTIOM List of Members
Steering Committee
Company
Person
IBC
INDRA
Juan Francisco Garca
AEE
Harris Markopoulos
AID
Axel Dengler
AIA
Nikolaos Papagiannopoulos
AH
Maurits Beerepoot
INECO
Laura Serrano
PLD
Daniel Martinez
TK
Javier Sesma
TLD
Laurent Decoux
UAB
Miquel Angel Piera Eroles
AIB
Diego Alonso Tabares
ALG
Rubn Martnez
Table 26. Steering Committee members
The INTERACTION Data Controller will be Martin Dacal from the INDRAs LOPD office.
58
Annex II Risk Register
INTERACTION Risk
Register
59
Rubn Martnez
rmartinez@alg-global.com
www.alg-global.com
BARCELONA
Tanger 98, 3 planta
08018 Barcelona (Spain)
Tel: (+34) 93 430 4016
Fax: (+34) 93 363 0623
alg@alg-global.com
BEIJING
BILBAO
BUENOS AIRES
CARACAS
DUBAI LIMA LISBON
LONDON
MADRID
MEXICO CITY MILANO PARIS
RABAT
SAO PAULO

Interaction d1.1 PMP - v2.0

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Interaction d1.1 PMP - v2.0

Загружено:

Авторское право:

Доступные форматы

INTERACTIONINnovative TEchnologies and

Researches for a new Airport Concept towards

Revision status ...................................................................................................................................9

Structure of the document ..................................................................................................................9

Management Structure ..............................................................................................................................11

Contact details ..................................................................................................................................11

Consortium Members .......................................................................................................................11

Indra Business Consulting ............................................................................................................11

Indra Sistemas ..............................................................................................................................12

Airbus Operations GmbH .............................................................................................................12

Athens International Airport ..........................................................................................................13

Aviapartner Holding ......................................................................................................................13

Ingeniera y Economa del Transporte .........................................................................................14

Pildo Labs .....................................................................................................................................15

Universitat Autnoma de Barcelona .........................................................................................16

Airbus SAS ...............................................................................................................................16

Advanced Logistics Group ........................................................................................................17

Project Coordinator .......................................................................................................................18

Project Manager/Scientific Coordinator ........................................................................................19

Administrative Manager ................................................................................................................19

Steering Committee ......................................................................................................................19

Management Body .......................................................................................................................20

Management Roles and Governing bodies ......................................................................................17

Ethics roles .......................................................................................................................................20

Ethics Advisor ...............................................................................................................................21

Work packages, tasks and deliverables description .................................................................................22

WP1 Project Management.............................................................................................................22

Description of work .......................................................................................................................22

WP1 Initial Plan ............................................................................................................................23

WP1 Deliverables and deadlines..................................................................................................23

WP1 Leaders and Contributors ....................................................................................................24

Description of work .......................................................................................................................24

WP2 Initial Plan ............................................................................................................................26

WP2 Deliverables and deadlines..................................................................................................26

WP2 Leaders and Contributors ....................................................................................................26

Description of work .......................................................................................................................27

WP3 Initial Plan ............................................................................................................................28

WP3 Deliverables and deadlines..................................................................................................28

WP3 Leaders and Contributors ....................................................................................................29

Description of work .......................................................................................................................30

WP4 Initial Plan ............................................................................................................................32

WP4 Deliverables and deadlines..................................................................................................32

WP4 Leaders and Contributors ....................................................................................................33

WP5 Concept Validation ...................................................................................................................33

Description of Work ......................................................................................................................33

WP5 Initial Plan ............................................................................................................................36

WP5 Deliverables and deadlines..................................................................................................36

WP5 Leaders and Contributors ....................................................................................................37

WP6 Communication, Dissemination and Exploitation of results .....................................................37

Description of work .......................................................................................................................37

WP6 Initial Plan ............................................................................................................................38

WP6 Deliverables and deadlines..................................................................................................39

WP6 Leaders and Contributors ....................................................................................................39

WP3: Identify and Propose New Solutions .......................................................................................27

WP2 Current Situation Analysis ....................................................................................................24

Deliverables structure .......................................................................................................................40

Progress reports elaboration procedures .....................................................................................40

Deliverables elaboration procedures ............................................................................................40

Work plan & schedule ...............................................................................................................................42

Project Deliverables ..........................................................................................................................42

Project Milestones ............................................................................................................................44

Progress reports ...............................................................................................................................45