From one perspective, the ATM Project managerial frameworks which is ‘lightest’ in terms of reporting structure (there is no Project Steering Group), could be considered heaviest in terms of the responsibilities falling directly on the Terminal Airspace design team. One of the greatest advantages this type of managerial framework is, however, that it is usually possible for implementation time-scales to be decided only by the Terminal Airspace design team.
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1.3.1 IMPACT OVERVIEW
It is not surprising that the differences between managerial frameworks can be substantial in terms of the project planning.
In order to appreciate the impact of these differences, a tabular overview is provided below followed by para. 1.3.2 which introduces the impact of Type differences on Project Planning
– thus setting the scene for Chapter 2.
Note 1: Readers’ attention is drawn to the fact that some of these differences will become clearer after reading the remainder of the Chapters in Part B.
DIFFERENCES AND SIMILARITIES BETWEEN SAMPLE PROJECT ‘TYPES’ 
Terminal Airspace Project –  Major Infrastructure project  External Directive projects  ATM Project 
(1) …Initiated by  Policy by (national or regional) government, realised by Project Steering Group  Policy by (regional/municipal) government, or court ruling i.e. ‘external’ party  ATM operational requirements/ User requirements identified by/submitted to the Terminal Airspace design team 
(2) .. Management Structure decided by  Project Steering Group  Operational Manager or Terminal Airspace Design team  Operational Manager or Terminal Airspace Design team 
(3) …Implementation date selected by  Project Steering Group in consultation with Policy makers, usually as a function of scope.  Decided at policy level/court ruling i.e. external party, enforced by Operational Manager (or equivalent), (often) despite the scope.  Decided by Terminal Airspace Design team as a function of Scope and objectives after scope and objectives set 
(4) .. Strategic Scope & Objectives selected by  Project Steering Group.  ‘External’ party.  Determined by the Terminal Airspace design team before deciding implementation date 
(5) .. design objectives selected by  Terminal Airspace Design Team  Terminal Airspace Design Team  Terminal Airspace Design Team 
(6) Dependencies  Project Steering Group,  Operational Manager or Terminal  Operational Manager or Terminal 
with other projects  Operational Manager (and  Airspace Design Team  Airspace Design Team 
Identified by  Terminal Airspace Design Team, at specialist level) 
(7) Reference Scenario agreed by (Part C, Chapter 2)  Terminal Airspace Design Team  Terminal Airspace Design Team  Terminal Airspace Design Team 
(8) Safety and  Terminal Airspace Design Team  Terminal Airspace Design Team in  Terminal Airspace Design Team in 
Performance  in accordance with Regulatory  accordance with Regulatory-or  accordance with Regulatory
Criteria selected by  Requirements  external requirements  Requirements 
(Part C, Chapter 3) 

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本文鏈接地址：EUROCONTROL MANUAL FOR AIRSPACE PLANNING 1(110)