#1782: Marine Links MI-3 Serco Security Professionals, Wi-Fi Starwood Westin Asiana Crash

Plum City – (AbelDanger.net). United States Marine Field McConnell has linked Serco agents in the MI-3 Security Professionals Livery Company to Starwood-Westin Hotel Wi-Fi devices allegedly used to hack the Boeing 777 auto-throttle of Asiana Airlines Flight 214 for the final-approach crash at San Francisco International Airport on July 6, 2013.

McConnell claims his MI-3 founder sister Kristine Marcy conspired with Serco director Maureen Baginski to procure Wi-Fi hijacking devices for Serco’s Security Professionals so that they could pose as Starwood-Westin guests near crash scenes suitably manipulated to support Wag the Dog stories of pilot error or design flaws.


MI-3B = Livery Company patent-pool supply-chain users of Privy Purse and Forfeiture Fund
Marcy (Forfeiture Fund – KPMG Small Business Loan Auction – Con Air Medical JABS)
+ Inkster (Privy Purse – KPMG tax shelter – RCMP Wandering Persons – Loss Adjuster fraud)
+ Interpol (Berlin ‘41-‘45 – Operation Paperclip Foreign Fugitive – William Higgitt – Entrust)
+ Intrepid (William Stephenson – GAPAN, Mariners patent pools – Wild Bill Pearl Harbor 9/11)
+Baginski (Serco Information Technologists Skynet sodomite mesh, KPMG Consulting Tillman)

MI-3 = Marine Interruption Intelligence and Investigation unit set up in 1987 to destroy above

McConnell’s Book 12 www.abeldanger.net shows agents in his Marine Interruption, Intelligence and Investigations (MI-3) group mingling in various OODA exit modes with agents of the Marcy Inkster Interpol Intrepid (MI-3) Livery protection racket based at Skinners’ Hall, Dowgate Hill.

Prequel 1: #1780: Marine Links MI-3 Innholders to Paulson Onion Router Trigger, L’Eau Berge Lac Mégantic

San Francisco airport crash: Asiana flight 214 crash reconstructed

Ignition of incendiaries to vaporize evidence of Westin Wi-Fi hack?

Asiana Airlines Flight 214 was a scheduled transpacific passenger flight from IncheonSouth Korea, that crashed on final approach to San Francisco International Airport in the United States on July 6, 2013. Of the 307 people aboard the Boeing 777, two passengers died at the crash scene (one from being run over by an airport crash tender), and a third died in a hospital several days later. 181 others were injured, 12 of them critically. Among the injured were three flight attendants who were thrown onto the runway while still strapped in their seats when the tail section broke off after striking the seawall short of the runway.”

“Asiana Crash Probe Focuses on Pilots, Cockpit Automation
By Alan Levin  Dec 9, 2013 9:35 AM PT 
The Boeing Co. (BA) 777 wide-body aircraft struck a seawall short of the runway, had its tail torn off and skidded down the runway, killing three teenage girls. It was the first U.S. airline accident to claim a passenger’s life since 2009.

While information released so far by the U.S. National Transportation Safety Board has focused on why the pilots allowed the plane to get almost 40 miles (64 kilometers) an hour slower than their target approach speed, the hearing also explore the design of Boeing’s auto-throttle, according to the agency’s agenda.

“There are a variety of ways things can go wrong that people can’t anticipate,” David Woods, an engineering professor at Ohio State University who specializes in how humans interact with technology. Woods hasn’t participated in the investigation.

Woods helped author a U.S. Federal Aviation Administration study released last month that found the growing reliance on automation in the cockpit has led to occasional confusion and new safety risks.

The NTSB’s two-day hearing, designed to probe broad safety issues raised in the accident without determining its cause, beginstomorrow in Washington.

The pilots believed they had set the auto-throttle system to hold their desired speed, NTSB Chairman Deborah Hersman said in briefings after the accident. While Hersman said the system was “armed,” she hasn’t said which of several available modes the pilots had set it to.

Idling Engines

Ki Won Suh, an Asiana spokesman, declined to comment about the hearing in an e-mail. The airline has increased the hours of flight-simulation training its pilots receive and taken other steps to make a “fundamental improvement” in safety, Akiyoshi Yamamura, senior executive vice president of safety and security management, said Dec. 3.

A Boeing spokesman, Marc Birtel, said in an e-mail that the company wouldn’t comment before the hearing.

Three former 777 pilots said in interviews that the plane’s auto-throttle, which normally sets its speed, can at times become dormant, leaving a poorly trained or distracted pilot in trouble if it isn’t noticed soon enough.

In one mode, known as Flight Level Change, the auto-throttle may leave engines in idle even as a plane becomes so slow its wings can’t keep it aloft, Kenneth Musser, of Roswell, Georgia, said. Musser flew the 777 for Asiana and other airlines.

Automation Downside

“It was something that could bite you,” said Musser, who called the plane the best-designed aircraft he has flown. “It’s great as long as you use it properly.”

It’s important in accidents such as Asiana that investigators don’t stop with blaming the pilots, Woods said.

“It is neither purely equipment or purely human,” he said. “You should respond in both directions.”

Auto pilots, automatic throttles and computerized navigation systems have helped improve safety in recent decades, the FAA study concluded. The price for that is occasional confusion because the systems, which sometimes interact with each other, may be improperly set or act in ways crews don’t anticipate, it said.

Pilots accustomed to having automation handle mundane flying tasks may also lose basic manual flying skills, the report said.

Manual Approach

Musser and another Asiana pilot, Vic Hooper, said Asiana pilots they worked with weren’t as confident hand-flying their planes as U.S. pilots.

Planes landing on that runway in San Francisco on the day of the accident required a manual approach because the airport’s instrument landing system was switched off during a construction project, according to the NTSB.

The interaction between pilots and cockpit automation has come up in several previous accident investigations involving planes made by different manufacturers.

Boeing 737 also lost lift and almost crashed while on approach to Hampshire, England, on Sept. 23, 2007, after its auto-throttle disconnected for undetermined reasons, the U.K.’s Air Accidents Investigation Branch concluded. The pilots recovered and none of the 137 people aboard were hurt.

Investigators weren’t able to determine what caused the auto-throttle to switch off, allowing the plane to lose speed, according to the report.

‘Not Unusual’

Such auto-throttle failures were “not an unusual event,” the investigation concluded. The AAIB found another case on a 737-300 in June 2007 in which the auto-throttle shut off while the plane was approaching BelfastNorthern Ireland. The pilots lost 300 feet of altitude before recovering, it said.

In a survey of data from more than 2,300 flights, the AAIB found that in 2.5 percent of them pilots had gotten an auto-throttle warning for more than 9 seconds, an indication that pilots hadn’t noticed it.

After the AAIB recommended further study, the FAA issued a mandatory directive to improve the 737’s warning system when the auto-throttle disconnects, according to AAIB’s 2013 annual report.

Automation-related accidents have also occurred in Airbus SAS planes, according to crash reports. On Feb. 14, 1990, an A320 operated by Indian Airlines crashed short of the runway in Bangalore, India, killing 92 of the 146 aboard, according to AviationSafetyNetwork, an accident-information website.

The plane descended too rapidly because it was in an automation mode that kept the throttles at idle, the investigation concluded, according to AviationSafetyNetwork. Investigators couldn’t determine why the pilots selected that mode, it said.

The NTSB hearing will also examine how Asiana’s pilots were trained, the airport’s emergency response to the crash and how well seat belts and other cabin safety features performed, according to the safety board.

To contact the reporter on this story: Alan Levin in Washington at alevin24@bloomberg.net
To contact the editor responsible for this story: Bernard Kohn at bkohn2@bloomberg.net

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MDA [Wi-Fi hack team with Serco FAA Contract Towers] Wins Key U.S. Aviation Contract
Richmond, B.C. – MacDonald, Dettwiler and Associates Ltd. (TSE: MDA) announced today the company has been awarded a contract by the United States Air Force to develop a system to be used by specialists at Air Force bases to design Instrument Approach Procedures (IAPs).

IAPs are published instructions to pilots specifying a series of aircraft maneuvers that must be executed for the aircraft to transition safely from an en route airway to a runway final approach when flying by instruments. MDA’s system ingests digital terrain and elevation data, air navigation data (such as the locations of navigation aids, runways, buildings and towers) to build and display a virtual model of the physical environment surrounding an airport. It then develops the complex surfaces that define a safe approach corridor for any of the dozens of IAP variants, and determines whether any of the defined surfaces are penetrated by terrain or man-made obstacles. It flags these incursions to the operator, who can quickly modify the approach procedure through a drag-and-drop user interface [to hotel Wi-Fi hot spots].

This initial award, valued at $2.9 million (CDN), consists of a fixed price element to develop, integrate, and test the system. The next phase will include installation, government testing, and operator training. The contract includes an option for the U.S. Federal Aviation Administration (FAA) to adapt the system for their needs. The U.S. Air Force also has options to field the successful system at up to 108 air bases around the world, and to award T&M support contracts for up to 8 years. MDA plans to team up with Air Navigation Data (AND) of Ottawa to offer a custom solution, based on AND’s “Final Approach” product.
MDA President and CEO Daniel Friedmann said: “This is a significant project for MDA that has the potential to improve the safety of air transportation for many other air forces and civil aviation authorities world wide.”

Related web sites:
For more information, please contact:
Ted Schellenberg
Media Relations
MacDonald Dettwiler
Telephone: (604) 231-2215
E-mail: teds@mda.ca
Thursday, May 3, 2001
Source: MacDonald, Dettwiler and Associates Ltd.

 “Telecommunications Serco has supported various elements of the SKYNET programme since the 1980s, and are today a major part of the consortium delivering a secure global military satellite communications (SATCOM) [and WiFi onion router] infrastructure under a PFI framework till 2020.”

Support Services for Starwood Hotels Group Starwood Hotels Group, owner of some of the [Innholders] world’s most prestigious hotels, has appointed Serco as preferred bidder for a £7m contract to provide a range of support services to the Sheraton Grand in Edinburgh, the Westin in Dublin and the 5 star Turnberry resort on Scotland’s west coast. The contract, which has a 5 year term, is an extension to services already provided to other [Innholders] hotels in the Starwood Group and includes buildings maintenance and security, engineering support and [WiFi] help desk services.”

IT projects are key to delivering various services across the Defence Academy, creating a network and server infrastructure to support the different, and often conflicting, business requirements of the various groups of users at the DA. A major focus is on the delivery of Wi-Fi and security at the Defence Academy.

The IT Project Manager is responsible to the Head of IT Change and Development for the delivery of the various projects and specifically supporting the New Network Solutions (NNS) project within budget and agreed timescales. This is a full on project management role requiring a technical appreciation of current IT security, Wi-Fi and associated networking technology. 

Working closely with the other ICT project managers, the IT PM will need to manage and support their projects to align with other important projects, managing the impact of dependencies to ensure timely delivery whilst maintaining quality and meeting budget requirements.

Delivery of the projects within the time, quality and budget constraints.

Undertake effective management of the project working to Serco`s established methodology based on Prince 2 and in line with Serco`s Project Delivery Governance (PDG) framework.
Work closely with stakeholders agreeing the business requirements and scope for the project, developing effective working relationships and on-going management processes for the project.

Manage stakeholder expectations and gain agreement on conflicting requirements.
Production and maintenance of project plans and regular reports to the Head of IT Change and Development and the relevant Project Board advising on progress and issues.
Immediately bring to the attention of the Head of IT Change and Development any requests for change and risks to the project.

Work closely with the Head of IT Operations who is also chair of the Technical Architecture Group (TAG) and other relevant department heads to ensure delivery of a fit for purpose solution that aligns to the DA ICT strategy and can be supported and maintained going forward.

Analyse business requirements, working with the TAG to identify how these can be resolved through appropriate processes and relevant technology.

Ensure the network systems and support processes are fully documented as part of the handover process. 

Ensure adequate on site management, including induction, of any third parties or sub contractors who may be involved in the delivery of IT systems projects.

Self-starter with the ability to work individually and as part of a team
Excellent communication and interpersonal skills at all levels
Experience of project management, Prince 2 Practitioner
The ability to interface with the customer at all levels, to understand and interpret their requirements, analyse business requirements and manage the delivery of appropriate technical solutions
Flexible and adaptable to change
An understanding of ITIL would be an advantage
Ability to manage conflicting requirements and prioritise workloads, working to exacting standards

Degree or equivalent in an appropriate subject or demonstrated equivalent working experience.

An experienced manager with excellent people management skills ideally gained in a technical environment.

Strong technically, with an appreciation of systems and network management, in particular MS Windows, TCP/IP networking and W-Fi

Previous proven experience in an IT project management role.”

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