SEMPER - Part II

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As previously discussed, aircraft owners and operators are currently being pressed to accept the reality that as global air traffic control systems are modernized in order to handle the expected tripling of capacity while maintaining acceptable margins of safety, they will be forced to accept inefficient airspace routing and receive non-preferential ATC handling; undertake large scale fleet modernization programs. Recently reported by Aviation Week & Space Technology [Ed. April 9, 2007, pg. 44] NextGen, the an enterprise architecture plan for short, mid and long-term changes to the Air Transportation System, will cost aircraft operators of all types between $14-20 billion in terms of unit procurement, certification and modification manpower dollars. The question then is how best to plan, execute and realize these regulatory changes by the most efficient and scaleable means possible?

The Avionics & Systems Integration Group has evolved the concept of SEMPER during a series of upgrade planning activities for commercial, civil and government operated legacy aircraft. The SEMPER model embraces the systems engineering and business planning processes and is focused on structuring the information for the customer to use during the modification decision process. The need for an SEMPER-like process becomes more apparent with the requirement to install new capabilities on all aircraft operating in the National Airspace. For example, the congressional “mandate” to install Global Positioning System capability on all aircraft by the year 2000 resulted in a number of engineering and modifications managers with a need to incorporate these upgrades into other requirements for their respective aircraft programs. ASIG has either developed or assisted several program managers in the development of their specific and unique requirements, "throughout our experience it became clearer that the approach to avionics upgrade planning was often piecemeal, particularly among the legacy tier operators and freight haulers, with each modification evolved and funded without consideration towards the relationship of a particular modification in the context of the overall aircraft capability or intent," said Darryl Bishop, Director of Quality for ASIG. Mr. Bishop continues, "The end users (pilots & mechanics) of the aircraft were absent an overall view of how the aircraft capability would evolve due to the uncertainty of the funding approvals from executive decision makers, since airframe systems budgeting had been changed from the supporting departments such as engineering and quality to the using elements such as operations and technical services." The SEMPER model then is intended to be a process method that can yield a successful modernization program that meets the user needs and it applies current Sarbanes-Oxley and other acquisition reform policies as this has become an increasing concern for publicly held entities, government agencies as well as private organizations. The concept provides the information for an end user approval process by incorporating cost evaluation as an independent variable (CAIV) and by the utilization of COTS/Open Systems application to ease later upgrades and costs. By evaluating CAIV and current technologies in contrast to theoretical and developmental technologies owners/operators of aircraft can ensure that their current or planned retrofit programs are scaleable enough to meet future ATC requirements.

My grandfather reiterated time and again to me, "Prior Planning Prevents Poor Performance," aka: The Principle of the "5" P's. By following the SEMPER model when planning the implementation of avionics systems upgrades operators can avoid program pitfalls and developmental shortsightedness through study and fresh reflection of emerging technologies so programs can be evolved in such a fashion to minimize recurrent fiscal and out-of-service exposure.

In our next post to Wired, we will explore process elements of the SEMPER model and provide program examples of how the application of the SEMPER model has yielded broad-based acceptance of improvement programs for one legacy tier operator.

Until the next edition stay 5x5, Mission Ready & Wired!