configuration control board CCB Glossary

CM is a necessary and critical process to assure an orderly and stable evolution of any Architectural Description and also to ensure that the DoDAF remains current in the face of evolving methods and techniques of Architectural Description creation and management. Terminal 1 and Terminal 2 can be reached by bicycle because one of the roads that run north of the airport passing the terminals can legally be used by bicycle. The airport authority has confirmed that the newly built terminal 3 will also be reachable by bicycle.

Hesse was first governed by the CDU under Walter Wallmann during 1987–1991, replaced by a SPD-Greens coalition under Hans Eichel during 1991–1999. From 1999, Hesse was governed by the CDU under Roland Koch (retired 2010) and Volker Bouffier (incumbent as of 2020). Frankfurt during the 1960s to 1990s developed into one of the major cities of West Germany. As of 2016, 12% of the total population of Hesse lived in the city of Frankfurt. The Landgrave Frederick II (1720–1785) ruled Hesse-Kassel as a benevolent despot, from 1760 to 1785. These soldiers, commonly known as Hessians, fought under the British flag.

Change Control Board vs Change Advisory Board: What’s the Difference?

The eCAB may include some or all individuals from the CAB, and this group will meet outside the normal schedule to review the necessary emergency change(s). Consistent with the federated architecture approach described in Section 3, essential architectural information must be registered with DARS so that discovery of reusable architectural data can be accomplished throughout the Department. Individual data entities and other artifacts are similarly registered in the DMR. Each Architectural Description effort must establish a CM process and document it in a CM Plan.

TWGs provide the subject-matter expertise necessary to ensure that documents, the DM2, and other products under configuration control of the CCB are maintained in a responsible manner. TWGs, when tasked by the CCB, provide detailed and comprehensive technical review of proposed changes and recommendations to the CCB on action(s) to be taken that result from recommended changes. In 2011, a large office building called The Squaire (a blend of square and air) opened at Frankfurt Airport. It was built on top of the Airport long-distance station and is considered the largest office building in Germany with 140,000 m2 (1,500,000 sq ft) floor area. After the beginning of World War II in 1939, all foreign airlines left the airport, and control of air traffic was transferred to the Luftwaffe.

Runways

Organizations may choose to have a single CCB handling change requests across multiple projects. A low-level CCB could handle lower priority change requests, for instance non-customer-facing features or changes with low/no cost impact. A higher-level CCB could tackle major change requests that have significant impact on costs or customer. The Change Control Board and the Change Advisory Board are similar organizational structures play vital roles in decision making. Both are comprised of teams whose role is to collectively help the organization make the right decisions of balancing need and risk of changes to technology that supports business processes, but they’re not the same.

In 2000, a task force presented their conclusion which generally approved a new runway, but of shorter length (only 2.8 kilometres compared to the other three 4-kilometre-long runways), which would serve as a landing-only runway for smaller aircraft. Additional requirements included improved noise protection arrangements and a strict ban on night flights between 11 pm and 5 am across the whole airport. In 2001, Fraport applied for approval to build the new runway, with three possible options. The conclusion was that a runway north-west of the airport site would have the least impact on local residents and the surrounding environment.

Terminals

In the coming years, the new airport was the home base for the two largest German airships, LZ 127 Graf Zeppelin and LZ 129 Hindenburg. In 1938, Frankfurt was a central distribution point for the transport of airmail to North America. A two-storey station building with a six-storey tower originated in 1935 on the northern part of the airport, as well as other operating and outbuildings for maintenance and storage of aircraft. The CCB may, from time to time, establish technical working groups (TWG), as required, to oversee, review, and make recommendations to the board on specific technical aspects of the CM Program, or configuration items.

With its opening in 1994, Frankfurt Airport increased its terminal capacity to 54 million passengers per year. Along with the terminal opening, a people mover system called Sky Line was established to provide a fast connection between Terminal 2 and Terminal Mitte (now renamed Terminal 1). In 1962, it was decided to build an even larger terminal with a capacity of 30 million passengers per year.

Airport City

Regardless of differences, the structure for both change bodies must be clear, effective, and efficient. Without these components, companies will fall behind competitors who make changes quickly and safely. In most organizations, the Change Manager chairs the Change Advisory Board. Depending on the typical activity in your IT department, your CAB may meet as often as twice weekly. No matter the frequency of meetings, the Change Manager should communicate the scheduled change required well in advance of meetings, so individuals on the CAB are prepared to make the best decisions.

Gateway Gardens is a former housing area for the US Air Force personnel based at the Rhein-Main Air Base, close to Terminal 2. Since then the area is being developed into a business location for airport-related companies. Lufthansa moved its airline catering subsidiary LSG Sky Chefs to Gateway Gardens, Condor and SunExpress are headquartered here. DB Schenker, the logistics company of Deutsche Bahn, have built a 66 m (217 ft) high-rise building.

Typical Hesse’s Products

The A5 becomes as wide as four lanes in each direction near the city of Frankfurt am Main, and during the rush-hour, it is possible to use the emergency lanes on the A3 and A5 motorway in the Rhine-Main Region, adding additional lanes. Other major leading Hesse highways are the A4, the A44, the A45, the Federal Highway A66 and the A67. There are also a number of smaller motorways and major trunk roads, some of which are dual carriageways.

• During normal operation the two outer parallel runways (07L/25R and 07R/25L) are used for landings and the central parallel runway (07C/25C) and the Runway West (18) for take-offs.
• Hesse-Darmstadt expanded further in the resulting mediatisation, absorbing numerous small states (including Hesse-Homburg and much of the territory of the Houses of Solms [de], Erbach [de] and Sayn-Wittgenstein).
• On a length of about 300 metres the so-called MiniMetro system with its two cabins can carry up to 1,300 passengers per hour.[10] The constructor of the system was the Italian manufacturer Leitner.
• There are also a number of smaller motorways and major trunk roads, some of which are dual carriageways.
• In 1938, Frankfurt was a central distribution point for the transport of airmail to North America.
• TWGs provide the subject-matter expertise necessary to ensure that documents, the DM2, and other products under configuration control of the CCB are maintained in a responsible manner.

Frankfurt Airport regional station (Frankfurt Flughafen Regionalbahnhof) at Terminal 1, concourse B, provides access to the S-Bahn commuter rail lines S8 and S9. The new terminal, called Terminal Mitte (Central Terminal, today known as Terminal 1) is divided into three concourses (A, B and C) with configuration control board 56 gates and an electric baggage handling system. It was assumed that the terminal capacity would be sufficient for the next 30 years. Along with the new terminal a railway station (Frankfurt Airport station) was opened, the first airport railway station in the Federal Republic of Germany.

Air transport

An internal CCB comprising developers and technical managers is formed to deal with changes in design approaches that will not be visible to the customer or impact costs and delivery dates. Joseph is a global best practice trainer and consultant with over 14 years corporate experience. His passion is partnering with organizations around the world through training, development, adaptation, streamlining and benchmarking their strategic and operational policies and processes in line with best practice frameworks and international standards. His specialties are IT Service Management, Business Process Reengineering, Cyber Resilience and Project Management. The Change Control Board and Change Advisory Board share a similar focus of reviewing and making decisions for change requests, though their scopes vary widely.