Collaborative Decision Making (CDM) – History and current practice
On 09/02/2010, in CDM, by steve
HISTORICAL PERSPECTIVE
The concept of Collaborative Decision Making (CDM) was originally defined in the United States by a group of airlines, led by US Air, in response to what the airlines perceived as inadequate co-operation between airports, the FAA and the airlines themselves. They formed the so called CDM Group, members of which visited several airports with traffic flow problems and analysed the reasons.
Significantly, they discovered that in many cases the reasons were in fact quite trivial. In one case, a missing telephone connection between the FAA tower and the Delta ramp controller was found to be at the root of major departure delays; in another case the “secret” nature of cancelled flights was found to be the cause of unused slots at an otherwise seriously congested airport.
The CDM Group in its original reports had actually established three of the most basic rules of CDM which remain valid to this day even if, unfortunately, in some cases they are being ignored. The three rules are:
• Most problems have simple causes with simple solutions
• Better information sharing eliminates a very large proportion of the problems
• CDM can only be successful if trust is established between the partners as the first step
Although the CDM Group did at first address problems at airports (Atlanta and Philadelphia) when the FAA embraced the concept, they focused on applying it in the en-route environment. This was a natural consequence of the US scene where capacity constraints were present en-route while airports were almost all free flow at the time. Nevertheless, US airports got involved in CDM early as a result of the FAA’s ground-delay concept. The value of information sharing was shown right from the start. Just by being better informed, airlines were able to respond to the restrictions in a much more efficient manner. The initiative in the early 1990s called FAA/Airline Data Exchange (FADE), supported among others by Northwest Airlines, can be seen as the direct forerunner of what evolved into the US CDM project of to-day.
TITAN Kicks into high gear
On 08/12/2009, in CDM, by steve
After several months of careful preparation, TITAN, a project in the EU’s Seventh Framework Programme, kicked
into high gear on 3 December 2009 when the TITAN Consortium held the kick-off meeting at INECO’s premises in Madrid.
The name TITAN stands for “Turn-round Integration in Trajectory and Network”. The project will analyze the aircraft turn-round process with a view to identifying opportunities for improvements as well as to pinpoint the influence of external actors and processes like passenger flow and baggage handling. The improved turn-round process will be modeled and validated and a decision support tool will be developed suitable for use by different partners, enabling them to manage the turn-round process more efficiently. This will be achieved primarily by providing predictive, common awareness of all the relevant influences, including those coming from the airport land-side.
BluePower CDM Toolbox– The perfect tool for airport Collaborative Decision Making
On 31/10/2009, in CDM, by steve
Originally Collaborative Decision Making (CDM) was a simple concept indeed. Realizing that a lot of problems in air traffic management came from the simple fact that many of the partners simply did not talk to each other, it was easy to reach the conclusion: make them work together, stop decisions being made in isolation, improve decisions by making them the result of a collaborative endeavor.
It was not easy at first and people invented all kinds of reasons for not doing it… most of the reasons given were simply not valid. We will be bringing you a short history of CDM later and you will see why I am saying this. To a large extent thanks to a small group of enthusiasts (the famous original CDM group in the US), more and more airlines and airports realized that working together was far more beneficial than hiding behind ill-defined concepts of commercial sensitivities.
New directions for Airport Collaborative Decision Making (CDM) – a detailed example
On 13/10/2009, in CDM, by steve
If you have read my article on the New Directions for Airport Collaborative Decision Making (CDM), you will be interested in this narrative description of the envisaged working of the expanded CDM concept. I do strongly recommend that you read the New Directions article first!
The example used is that of a departing flight. It is not a formal use-case as such and it focuses on the most important new features only. The scenario does not aim to be all-encompassing but sufficient detail is provided to enable readers to get a better understanding of the novel applications of CDM. A number of new services are mentioned in this scenario which are in addition to those mentioned in the original article. Their role is self explanatory but if you have any question, please write a comment and I will explain things in more detail.
Click here to read the full article
New directions for Airport Collaborative Decision Making (CDM)
On 07/10/2009, in CDM, by steve
What exactly is CDM?
Collaborative Decision Making (CDM) is not a new concept. It is being practiced to a certain degree both in the US and in Europe, focus being on en-route in the former and airports in the latter. Mature as the concept may be, surprisingly we still see experts who seem to believe that CDM is little more than a few wise men sitting together and deciding things for the benefit of the community… Little wonder that they see a role for CDM that is strictly limited to the strategic planning phases. They seem to hang on to this view even in the face of actual CDM implementations at some airports (e.g. Munich) which are anything but limited to the strategic phase. So, what is CDM?
The concept of CDM is very simple. Decisions on all levels must be made not in isolation but based on a shared, common view of the state of the ATM network with full awareness of the consequences of the decisions on every aspect of the operation. Collaborative in this context does not necessarily imply people sitting together or working together remotely. A single person can also make a collaborative decision if the decision is based on the shared information provided by the partners and if it takes into account the impact of the decision on those partners and the ATM network as a whole.
