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FAA System Safety Handbook, Chapter 17: Human Factors Principles & Practices
August 2, 2000
17 - 6
·  Manage the human factors program
·  Establish human factors requirements
·  Conduct human factors integration
·  Conduct human factors test and evaluation
17.2 Managing the Human Factors Program
The Human Factors Program establishes the approach for applying human factors engineering to the
system being acquired to increase total system performance and reduce developmental and lifecycle
costs (especially in the areas of staffing, personnel, operations and training). The Human Factors
Program focuses on the human performance produced when the system is operated and maintained in
an operational environment by members of the intended target population.
Establishing a Human Factors Program for a given program or project requires focusing on the tasks
the humans (operators, maintainers, and support personnel) will perform on the system, and the
program activities that must be undertaken to allow early identification and resolution of human
performance issues. Figure 17-1 illustrates the steps to be taken in developing the Human Factors
Program.
DEVELOPING THE HUMAN
FACTORS PROGRAM
STEP 1
Designate Human
Factors Coordinator
STEP 2
Review Operation/
Maintenance Concepts
STEP 3
Describe the
User
STEP 4
ID User
Tasks
STEP 5
ID Human
Factors Issues
STEP 6
Describe HF
Program Tasks
STEP 7
Devise HF
Program Strategy
STEP 8
Tailor and
Refine Program
Figure 17-1: Steps in developing a Human Factors Program
Because each project or program is unique in its pace, cost, size, complexity, and human interfaces, the
Human Factors Program should be tailored to meet program demands. As the system progresses
through the lifecycle phases of the acquisition process, changes will occur. The Human Factors
FAA System Safety Handbook, Chapter 17: Human Factors Principles & Practices
August 2, 2000
17 - 7
Program must be structured and maintained to change iteratively with the project. To aid in the
management of the Human Factors Program, a Human Factors Working Group may be established.
There is a strong link between the program documentation and the planning, management, and
execution of the program. The documentation that supports a program defines the performance
requirements and capabilities the program is to meet, the approach to be taken, and the specific tasks
and activities that must be performed during design, development, and implementation of the program.
Similarly, the human factors inputs to the program documentation accomplish the same result
regarding the Human Factors Program. Human factors inputs define human performance requirements
and criteria, identify human performance and resource trade-offs, specify human performance
thresholds, establish an approach to ensure human performance supports project performance, and
define the specific tasks and activities to be conducted.
Without such input, the capabilities and limitations of the designated operators and maintainers will not
adequately influence the design, and may result in lower levels of operational suitability, effectiveness,
and safety.
17.3 Establish Human Factors Requirements
For human performance and safety considerations to effectively influence the design, project
specifications must accommodate the following essential ingredients for all users:
·  Staffing constraints
·  System operator and maintainer (user) skills
·  Training time available and cost limitations for formal, informal, and on-the-job skill development
·  Acceptable levels of human and system performance when operated and maintained by members of the
target population
Human-system performance considerations are embedded into the project by incorporating human
factors requirements in project specifications. The formulation of draft human performance
requirements is initiated during the early project phases and continues through implementation of the
project.
By identifying and defining human resource and human performance considerations, inputs are
provided to the development of project concepts for functional allocation, hardware and software,
operations and training, and organizational structure. Through the process of assessing these concepts
and the related human resource and human performance trade-offs of various alternatives, the project
concepts (e.g., for requirements, design, and implementation) iteratively evolve. This process applies
　
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