NAS Performance Metrics Begin with the End in

NAS Performance Metrics: Begin with the End in Mind Norm Fujisaki Metron Aviation AVIATION AND THE ENVIRONMENT: ISSUES & METHODS September 27 -28, 2007 George Mason University First presented at NEXTOR NAS Performance Symposium Asilomar, September 2007

Metrics Taxonomy Passive Active Metrics 2

Metrics Space Accuracy What is happening? Coverage, Data c a p U a m i lt te Im t How do we make things happen? 3

Understanding Underlying Mechanisms Service Provider • People • Procedures • Finances • Technology • Etc. Input Output Customers • People • Procedures • Finances • Technology • Etc. Must be willing to address complexity of stakeholder interests and behaviors 4

Connecting Everybody’s Economics Airline Economics Pax Economics Airline Behaviors Pax Behaviors Fleet mix Schedules Fares Shop Buy Fly NAS Behaviors NAS Economics You folks in aviation are encouraging the inefficient consumption of valuable, limited resources. – Vernon Smith, 1 st NEXTOR Wye River Conf. 5

Controllers and Throughput Positive Incentives Natural Interest in Higher Throughput + + - - Behaviors Output Consequences of OEs Natural Interest in Not Working Too Hard Need to address safety and efficiency – together. Consider adding incentives. 6

Environmental Forces at Work Suppliers, Emitters Market Economics Technology Environmental Consequences Metrics Industry PR Public Perceptions & Behaviors Public Awareness Public Policy Politicians Public Activism Public perception and behaviors may be pivotal to our future 7

Psychology of Change Behaviors Performance Outcomes Taking Actions People Motivation & Incentives Formulation of Change Actions Metrics Perception/ Interpretation of Metrics: could be much more than just measures 8

Begin with the End in Mind Q Think “active” metrics Q Tackle complexity of stakeholder interests and motivations Q Integrate metrics and everything else ultimately needed to achieve improved performance • Close critical feedback loops; think “economic signaling. ” Think “cash bar”; connect consumption and payment for consumption. • Deliberately address safety, efficiency, environment -- together • Reward desired behaviors; think “motivation” and “incentives” • Include human perception, interpretation, action formulation, and action. Think “human element” and the psychology of metrics. 9