Manages a group of analysts who develop sophisticated computer models of the National Airspace System and apply these models to analytical problems involving the selection, prioritization, and evaluation of NextGen technologies and procedures. Managerial duties include planning; communicating the organization's vision and objectives; setting priorities; assigning tasks and responsibilities; monitoring and evaluating performance; coaching and developing employee capabilities; approving leave; and taking, recommending or approving corrective/disciplinary actions as appropriate.
Applies an advanced knowledge of the technical aspects of the work directed, an advanced knowledge of budget, human resource, and other administrative policies and procedures, and an advanced understanding of the objectives of the major subdivision.
Specifies requirements for new model functionality to better represent the existing and evolving NAS and works with contractors to enhance models to incorporate this new functionality.
Collects and analyzes operational data for use as model inputs and to validate model outputs and debugs new software releases.
Contacts are primarily within the organizational unit, major subdivision and the LOB/SO with subordinates, peers, and higher-level managers to discuss the status of projects/programs and to plan for the future. Has frequent contact with customers, contractors and stakeholders to interpret policies/procedures or for other project/program purposes. Has authority to make commitments for subordinate organizational units, within guidelines.
Collaborates with other FAA organizations, using models to estimate the benefits of NextGen technologies and procedures.
Develops related research plans and statements of work for contractors and universities.
Develops professional reports and presentations documenting analytical results, and present findings to senior management, aviation stakeholders, and the technical community.
Work is typically governed by established policies, procedures, and organizational objectives that frequently leave room for discretion. Resolves all but unique problems without the intervention of higher level management. Regularly called upon to identify problem areas and to develop and recommend new policies and procedures for resolution.
Individual and organizational performance is typically reviewed periodically by higher level management, usually through status reports and organizational performance measures. Has discretion to ensure the alignment of projects/programs with the tactical (short-term) objectives of the major subdivision.
Work activities typically impact directly on project/program objectives for more than one organizational unit and for the major subdivision. Work frequently affects the major subdivision's internal and external customers.