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© Luigi Macchi 200823/11/08
A systemic approach to HRA: a FRAM modelling of Overflight Control activity
L. Macchi
luigi.macchi@crc.ensmp.fr
© Luigi Macchi 200823/11/08
Outline
Research context
FRAM theoretical assumption
Modelling executive controller activity
Performance variability
Conclusion and perspectives
© Luigi Macchi 200823/11/08
Research contextComplex socio-technical systems:
1. Elements are tightly coupled
2. Low manageability
Methods should account for:
1. Dynamic nature of interactions
2. Non-linearity of events that lead to accidents
Systemic vs. linear perspective
Performance variability vs. Performance deviation
Functional Resonance Analysis Method
© Luigi Macchi 200823/11/08
Outline
Research context
FRAM theoretical assumption
Modelling executive controller activity
Performance variability
Conclusion and perspectives
© Luigi Macchi 200823/11/08
FRAM theoretical assumptionsPrinciple of equivalence of success and failures
Successes due to the ability of an organisation to anticipate, recognise and respond to risks
Failures happen when the ability is temporarily or permanently lost
Principle of approximate adjustment
Humans need to adjust to current conditions
Adjustments are achieved varying their performance
Principle of emergence
Normally variability is not an harm to safety
Variability from multiple functions could combine and result in accidents
Principal of functional resonance
Variability of a function could be reinforced by others functions variability
Variability could spread in the system
I
R
O
CT
P
© Luigi Macchi 200823/11/08
Outline
Research context
FRAM theoretical assumption
Modelling executive controller activity
Performance variability
Conclusion and perspectives
© Luigi Macchi 200823/11/08
System identification
ExecutiveController
Pilot
Planner
P1/ATACAS
IDVS/Omega
Adjacent sector
© Luigi Macchi 200823/11/08
Executive controller tasks
1. Ensure correct radar display by adjusting equipment
2. Provide radar service to controlled aircraft
identify aircraft and maintain identification
radar vector aircraft to provide separation
issue clearance and instructions to ensure that radar separation minima are not infringed
document clearance, instruction and coordination results, update them
monitor the progress of flights
issue information to aircraft
Manual of operations for air traffic control services. Ed. November 2007
© Luigi Macchi 200823/11/08
10 functions Monitoring
Planning
Issue clearance to pilot
Coordination
Strip marking
Update Flight Data Processing System
Provide met. data to controller
Provide flight and radar data to controller
Controller-Pilot communication
Sector-Sector communication
© Luigi Macchi 200823/11/08
Functions description6 parameters:
Input (I): that which the function processes or that which starts the function
Output (O): that which is the result of the function, either an entity or a state change
Preconditions (P): conditions that must exist before a function can be executed
Resources (R): that which the function consumes to produce the output
Time (T): temporal constraints affecting the function (with regard to starting time, finishing time, or duration)
Control (C): how the function is monitored or controlled
© Luigi Macchi 200823/11/08
Issue clearance to pilotInput Clearance plan
Output Clearance issued = [regulate speed; heading change; climb; descend; adjust vertical rate; intermediate level off; holding instruction]
Time
Control
Clearance proceduresLetter of agreementRT standardsWarning by safety net
Precon.
Aircraft identifiedandRadio contact establishedandSector capacity = [sector capacity satisfied] and Flight position = [entering the sector] or Request from pilot = [regulate speed; heading change; climb; descend ] orRequest from next sector = [flight level; speed; route; heading; flight not accepted]
Res.
Situation data display equipmentTouch input deviceFlight progress stripRT equipment
© Luigi Macchi 200823/11/08
FRAM model
I
R
O
CT
P
Monitoring
I
R
O
CT
P
Planning
I
R
O
CT
P
Issue clearance to
pilot I
R
O
CT
P
Strip
marking
I
R
O
CT
P
Coordination
I
R
O
CT
P
Update FDPS
I
R
O
CT
P
Provide met. data
to controller
I
R
O
CT
P
Provide flight and radar data
to controller
I
R
O
CT
P
Sector-sector communication I
R
O
CT
P
Controller-pilot communication
© Luigi Macchi 200823/11/08
I
R
O
CT
P
Monitoring
I
R
O
CT
P
Planning
I
R
O
CT
P
Issue clearance to
pilot
I
R
O
CT
P
Strip
marking
I
R
O
CT
P
Coordination
I
R
O
CT
P
Update FDPS
I
R
O
CT
P
Provide met. data
to controller
I
R
O
CT
P
Provide flight and radar data
to controller I
R
O
CT
P
Sector-sector communication
I
R
O
CT
P
Controller-pilot communication
FRAM instantiation
© Luigi Macchi 200823/11/08
Outline
Research context
FRAM theoretical assumption
Modelling executive controller activity
Performance variability
Conclusion and perspectives
© Luigi Macchi 200823/11/08
Performance variabilityCommon Performance Conditions
evaluation
Control Mode
Scrambled Opportunistic Tactical Strategic
Performance variability evaluation
Contextual conditions
Human error
HERA Database
© Luigi Macchi 200823/11/08
Common Performance Conditions
HighNoticeableSmallQuality and support of organisation HighNoticeableSmallCrew collaboration qualityHighNoticeableSmallCircadian rhythm, stress
Very highHighSmallAvailable time, time pressure
HighHighSmallNumber of goals and conflict resolutionHighNoticeableSmallConditions of work
HighNoticeableSmallAvailability of procedures and methods
HighNoticeableSmallAdequacy of HMI and operational support
HighNoticeableSmallQuality of communication (team, organisation)
HighHighSmallTraining and experience (competence)
HighNoticeableSmallAvailability of resources (personnel, materials, equipment)
UnpredictableInadequateAdequate
© Luigi Macchi 200823/11/08
Outline
Research context
FRAM theoretical assumption
Modelling executive controller activity
Performance variability
Conclusion and perspectives
© Luigi Macchi 200823/11/08
Perspectives
Definition of functional resonance
Shortcuts (adjustments) within the system
Change in the Common Performance Conditions
Variability combination changes function’s output
Identification of potential barriers
Variability should not be eliminated
Barriers need to damp variability to prevent functional resonance that can lead to unwanted outcomes
© Luigi Macchi 200823/11/08
Thank you for your attention
© Luigi Macchi 200823/11/08
© Luigi Macchi 200823/11/08
Variability Possible sources of variability:
Inherent variability due to physiological and/or fundamental psychological characteristics. E.g. fatigue, circadian rhythm, vigilance and attentionVariability due to higher level psychological phenomena e.g. adaptability in overcoming temporal constraints and underspecification.Organizationally induced variability, e.g. meeting external demands (quality, quantity), stretching resources, substituting goals.Socially induced variability e.g. meeting expectations of colleagues, complying with informal work standards.Contextually induced variability, e.g. working conditions too hot, too noisy, too humid. Performance variability induced by the unpredictability of the domain, e.g., weather conditions, number of flights, pilot variability, technical problems, etc.
© Luigi Macchi 200823/11/08
Variability and Failure modes ExecutionPlanningInterpretationObservation
Erroneous action
Timing
Duration
Sequence
Object
ForceDirection
Speed Distance
Too early, too late, omission
Reversal, repetition,
commission, intrusion
Too long, too short
Wrong direction
Too fast, too low
Too far, too short
Too much, too
little
Wrong action, wrong
objectFailure mode
Missed action
Action out seq
Action wrong object
Action wrong time
Action wrong type
Inadequate plan
Priority error
Delayed interp
Decision error
Faulty diagnosis
Obsnot made
Wrong identif
Wrong object
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