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Portfolio Management and the Next Generation Air Transportation System

Portfolio Management and the Next Generation Air Transportation System. Kris Burnham Director, Portfolio Management Joint Planning & Development Office July 22, 2008. NextGen Overview. Comprehensive transformation of the air transportation system Meet future demand Reduce delays

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Portfolio Management and the Next Generation Air Transportation System

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  1. Portfolio Management and the Next Generation Air Transportation System Kris Burnham Director, Portfolio Management Joint Planning & Development Office July 22, 2008

  2. NextGen Overview • Comprehensive transformation of the air transportation system • Meet future demand • Reduce delays • Be safe, secure, and environmentally responsible • Goal is transformation by 2025 • Five federal agencies are partnered with the Joint Planning and Development Office • FAA/DOT, NASA, DHS, DoD, DoC

  3. NextGen Portfolio Overview • Portfolio will ultimately reflect incremental changes in operations, technology, and the roles of humans to achieve the 2025 vision. • Today, we have a baseline (more or less) and an end-state vision, with many potential alternatives for achieving it. • Investments will be required from federal, state, and local governments, and the private sector. • Near-term federal investment approaches $10B, with a large portion in research and development.

  4. Portfolio Management—Relevance to NextGen • Building Discipline • Refining the vision by measuring it and assessing alternatives • Driving decisions • Reporting progress against performance goals • Managing complexity • Translating multiple languages • Ensuring a rational basis for large investments

  5. Challenges • SCOPE!! • Number and diversity of stakeholders • Maturity of the operational and architectural visions • Leadership/decisionmaking ambiguities • Building a business case that speaks to different audiences • Lack of clarity around performance objectives • Etc.

  6. Accomplishments • Baselining the portfolio • Building funding momentum for R&D and early implementation • Assessing funding gaps and their importance • Identifying high value cross-agency activities • Establishing a framework for integrated portfolio management and analysis—a work in progress

  7. Looking Ahead • Work with architects and agencies to analyze alternatives, refine the end-state, and define roadmaps. • Build/improve feedback loops between R&D results and investment decisionmakers. • To strengthen the rationale for stakeholder investment, more fully analyze the complementary nature of investments in air traffic infrastructure, airports, and the aircraft.

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