BEAUVAL_Olivier_PAUMARD_rapport de stage

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By Olivier BEAUVAL

Product Lifecycle Management

Program Management & Communication

Internship Report 2010 / 2011

Product Life cycle Management: Program Management & Communication

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Abstract

Kathleen Winsor As student at the Ecole Supérieure de Commerce de Pau (ESC Pau, France), I had the opportunity to complete, after my MBA program, my final year internship at Airbus Operation in Toulouse, France for six months from November 22nd 2010 to May 20th 2011. The aim of this internship is for me the opportunity to apply all the knowledge that I learned at school and to extend my knowledge of the aeronautic industry from the leading aircraft manufacturer side. Airbus mission statement is to be a top-performing enterprise making the best aircrafts through innovation, integration, internationalization and engagement. At Airbus Operation in Toulouse, France, I worked for the Product Life Cycle Management department which is in charge of the sustainability of the product lifecycle: A380/A320 family/A330-340. The stake of the internship was to focus on the Product Life Cycle Management department internal communication practices with their different stakeholders, more precisely the other programs and department within Airbus. During this internship, I was in charge of analysing, rationalizing and optimizing all the information flows around the Product Life Cycle Management department.


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Thank You Note I would like to thank Anders ROMARE, Luc JEAN for welcoming me within the Information Develop department at Airbus Operation in Toulouse.

I would like also to especially thank Henrik Weimer, my internship adviser for providing me this opportunity to realize this internship within the Product Lifecycle Management Department and also for his implication during this six-month experience within his department.

Huge thanks to Cecile DELAHAYE and Marie-Pierre BAYLAC for their welcome and for their support and direct contribution to the success of this internship.

I would like to thank the entire external actors of the Product Lifecycle Management department: Sandy LECUREUR, Gaetan LEGRAIS, Nicolas REY and Pierre- Alexandre WAREMBOURG for their help and advices during this internship.

I would like to thank also all fellow employees of the Information Develop department, for their welcome and the time they dedicated to all of my requests.

I would like to thank Pr Pascal PAUMARD from the Ecole Supérieure de Commerce de Pau for his support and follow up during this internship.


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Summary!Abstract ..............................................................................................................................................3!Thank You Note ..................................................................................................................................4!Executive Summary ............................................................................................................................6!The Airbus Company ..........................................................................................................................8!

1.1.! Activity .................................................................................................................................9!1.1.1.! Airbus history ...................................................................................................................9!1.1.2.! European Co-operation ....................................................................................................9!1.1.3.! Airbus First partners ....................................................................................................... 10!1.1.4.! ................................................................................................ 10!1.1.5.! Launching the Long-range family ................................................................................... 11!1.2.! Airbus Products ................................................................................................................. 12!Airbus philosophy ......................................................................................................................... 16!1.3.! Airbus Culture .................................................................................................................... 16!1.4.! Airbus Global Market context in 2010/2011 ........................................................................ 17!

Project Business Context .................................................................................................................. 18!2.1! Airbus process ................................................................................................................... 19!2.2! Engineering ....................................................................................................................... 20!2.3! Programmes ...................................................................................................................... 20!2.4! Information & Communication Technology ......................................................................... 21!2.5! Information Develop Department........................................................................................ 22!2.6! Product Life Cycle Management Department ..................................................................... 23!

Internship Project .............................................................................................................................. 24!3.1! Mission of the Internship .................................................................................................... 25!3.2! Phase 1: Assessing existing communication practices around Product Life Cycle Management Department ............................................................................................................. 25!3.3! Phase 2: Identification of new needs and solutions............................................................ 33!3.4! Phase 3: Setting up the communication plan ...................................................................... 39!

Release Unit Monitoring review ......................................................................................................... 51!Operation meeting ............................................................................................................................ 51!PLM Suite Core team review ............................................................................................................. 51!Other Missions .................................................................................................................................. 53!

4.1! Airbus Product Lifecycle Management industrial exchange presentation. ........................... 53!4.2! IDDV Gallup Survey ........................................................................................................... 54!

Conclusion ........................................................................................................................................ 55!Bibliography ...................................................................................................................................... 56!Appendix .......................................................................................................................................... 57!Glossary ........................................................................................................................................... 62!Illustration Table ............................................................................................................................... 63!

http://file:///I:/internship%20report%20V4%20.docx%23_Toc293317130




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Executive Summary Introduction In the frame of my final year of master degree at the Ecole Supérieure de Commerce de Pau (ESC Pau, France) and after having completed my MBA degree in Bangalore (India) at the National School of Business. I had the opportunity to complete my final year internship at Airbus Operation in Toulouse, France. Airbus is a leading aircraft manufacturer making the best aircraft through innovation, integration, internationalization and engagement. . Based in Toulouse, France, Airbus is an EADS company. During my internship, I worked for the Product Life Cycle Management department which is in charge of the sustainability of the product lifecycle: A380/A320 family and A330-340. The Product Life Cycle Management Department main missions are to design & implement in consistency Product Life Cycle Management services for the A380, A320 Family & A330/A340 program. Issue This internship consisted in building an integrated communication plan for the customers of A380, A320, A330, A340 product lifecycle management. The purpose of this internship was to have an external point of view on their current communication practices and organization of the Product Lifecycle Management department. According to the department manager there is a need to look for best practices in order. Objectives The objective of my internship mission was to focus on the Product Life Cycle Management department internal communication practices with their different stakeholders, more precisely the other programs and department inside Airbus. During the internship, I was in charge of analysing, rationalizing and optimizing all the information flows around the Product Life Cycle Management department in order to meet efficiency in the decision making process. Methodology In order to lead this project, I have decided to set up the backbone of my internship roadmap around three main phases: Phase 1: Assessing existing communication practices around the Product Life Cycle Management Department Phase 2: Identification of new needs and solutions Phase 3: Setting up the communication plan In order to complete this analysis, my methodology was based on building an integrated communication plan for the customers of product lifecycle management. First, I initiate a stakeholder mapping, to identify and categorize the different consumers of information and meetings related to the A380 product lifecycle management projects and solutions. Then I analyzed the needs of information by stakeholder category, as well as throughout the projects and the organization by driving a workload analysis in order to identify issues coming from the meetings, more precisely it helped me to see the process in detail and at list to streamline it.


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Results Regarding the communication practices around the A380, A320, A330, A340 Product Life cycle Management department, the recommendation I could make are the following:

Establish a new organization for the recurrent meetings.

Merge meetings in order to reduce the existing workload on the recurrent meetings

Look for synergies and common deliverables

Initiate a new template for the Release Unit Monitoring template, with a new view on the monitoring process of the project around Product Life cycle Management suite.

Set up a detailed communication plan into detailing the communication practices around the A380 /A320 family & A330/340 Product Life Cycle Management.


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Part 1

The Airbus Company


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The Airbus Company 1.1. Activity

Airbus is a leading aircraft manufacturer that consistently captures around half of all orders

for airliners with more than 100 seats. Based in Toulouse, France, Airbus is an EADS company, incorporated under French law as a simplified joint stock company or "S.A.S." (Société par Actions Simplifiée). It employs directly some 52, 000 people of over 80 nationalities. Airbus' design and production sites are grouped into four wholly-owned subsidiaries, Airbus France, Airbus Deutschland, Airbus Spain and Airbus UK. An Executive Committee of ten members, led by Airbus President and Chief Executive Officer Tom Enders, and including the heads of each core business function, is responsible for managing all Airbus activities. Airbus mission is to be a top-performing enterprise making the best aircraft through

innovation, integration, internationalisation and engagement. In 2010 Airbus achieved a turnover of around US$ 74 billion (54 Billion Euros) 1 and provided support for the highly reliable operation of more than 6,194 Airbus aircraft currently in operation with more than 338 operators. Up to day, Airbus has received more than 10,060 orders from some 323 customers. The company product portfolio, covers a full spectrum of four aircraft families from a 100-seat single-aisle to the largest civil airliner ever, the double-deck A380, defines the scope of its core business.

1.1.1. Airbus history

1.1.2. European Co-operation

The co-operation between the different entities that make up Airbus today goes back to the 1920s. Construcciones Aeronauticas S.A. (CASA) of Spain built seaplanes under licence from German company Dornier and worked with the French on the Bréguet XIX. Then in the 1950s, a number of Franco-German aviation projects saw the light of day. The 1960s saw the first real co-operative effort between French and German aircraft manufacturers on the Transall, followed by the Concorde 1 Source : Airbus 2010 Results (Jan 2011)

Figure 1: Airbus European Organization


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adventure between the French and the British. This was also a time of close contacts between CASA and Messerschmidt-Bölkow-Blohm (MBB). MBB formed the core of DaimlerChrysler Aerospace AG (DASA) in 1989 and then CASA, Dasa and Aerospatiale Matra S.A. together formed EADS in 2000. The Airbus GIE (or Groupement d'Intérêt Economique), a form of consortium under French law, was officially created at the end of 1970 to establish a formal co-operation among the GIE's partners and to provide a single sales, marketing and support interface for Airbus customers.

1.1.3. Airbus First partners The two full partners in the original consortium were Aerospatiale for France and Deutsche Aerospace for Germany. Hawker Siddeley and Fokker were also associated with the programme and CASA of Spain became a full member of the GIE in 1971. Initially headquartered in Paris, the GIE moved to Toulouse in 1974. British Aerospace became a full partner in 1979.

unched at the 1969 Paris air show. It was the first wide body twinjet and could carry 226 passengers in a comfortable two-class lay-out. A stretched 250 seat version, the A300B2, requested by launch customer Air France, went into full scale production. By 1974, the A300 had been certified on budget and ahead of schedule a major first for European companies at the time. By the end of 1975, Airbus had 10 per cent of the market and a total of 55 aircraft on order. The company then went through a dark period, during which it failed to secure any new orders.

Finally, US airline Eastern Airlines decided to lease four A300B4s. This was a turning point, and from then on, Airbus never looked back. Within two years, Airbus had 133 firm orders and market share had risen to 26 per cent by value. By the end of 1979, Airbus had 256 orders from 32 customers and 81 aircraft in service with 14 operators.

1.1.4. !In July 1978, Airbus launched the A310, a shortened version of the A300 seating 218 passengers in a standard, two-class configuration. The aircraft featured the first ever two-man cockpit equipped with six cathode ray tubes displays replacing the older dials.

No longer was Airbus a one-aircraft manufacturer, it was set to expand and to create a complete range of airliners. Following this bold stroke, British Aerospace - which had taken over Hawker-Siddeley - became a full partner in the Airbus consortium in 1979. All the major European manufacturers were now firmly united and ready to challenge the U.S. industry. That same year, Airbus decided to incorporate the 130-170 seat single aisle aircraft, on which the partners had been working outside the consortium, into its aircraft family. This project became the A320, which filled out the Airbus product


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line and allowed Airbus to compete for replacements of ageing U.S.-built aircraft in that category, in service worldwide at the time. The A320, launched in 1984, was the first all-new design in its category in 30 years. Incorporating new technologies, the aircraft provided better operating efficiency, better performance and - above all - greater passenger comfort thanks to a wider fuselage cross-

-by-set the standard for all subsequent Airbus cockpits and indeed for the industry as a whole. The introduction of fly-by-wire also enabled Airbus to develop a family of aircraft sharing the same cockpit and the same flight handling characteristics.!Today, it is -selling aircraft, popular with passengers and carriers alike.

1.1.5. Launching the Long-range family

By 1987, it was clear to Airbus that the time was ripe to launch not one, but two larger aircraft in a single programme. The market was ready for a twin engine, medium-haul aircraft as well as a long range, four engine, airliner. When the four-engine A340 entered service in 1993, it was the first entirely new, long-haul

aircraft to start commercial operations for more than 20 years. The twin-engine A330 which joined it a year later combined some of the lowest operating costs of any aircraft ever designed with maximum flexibility for a wide range of route structures. Two additional versions of the A340, the A340-500 and the A340-600, have been developed in close collaboration with airlines. The A340-600 achieved certification in May 2002

and entered airline service in August while its sibling, the A340-500, achieved certification in December 2002. In December 2000, Airbus launched the 555-seat A380 programme at the top end of the spectrum. This all-new double-decker aircraft is the most advanced, spacious and efficient airliner ever conceived, and the solution to growing traffic between major hubs. The A380 will provide 15 to 20 per cent lower operating costs, 10 to 15 per cent more range, lower fuel burn, less noise and lower emissions than the largest aircraft flying today. The first A380 was revealed for the first time in the Jean-Luc Lagardere Final Assembly Line hall at the Airbus factory in Toulouse on the 18th January. The A380 (MSN01) made its first flight of 3 hours 54 minutes on the 27th April. In January 26th, Airbus Military launched production of the first major airframe component for the A400M with the milling of the first lower fuselage frame at the Varel facility of Airbus Germany. The A400M made its first flight on 11th December 2009 in Sevilla, Spain.


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1.2. Airbus Products

!"#$%&'()))*+,$-#./&"0&*%"12(345646577( Airbus proposes a broad product range and in particular three categories of aircrafts: airliners, freighters and military aircraft. . Airliners

With over 6.900 sold, over 4.000 in service, the A320 Family is the best selling aircraft family ever. Since introducing the benefits of fly-by-wire, non-stop innovation has continually improved performance, reducing fuel burn, emissions and noise levels across the A320 Family.

The widest single-aisle fuselage allows wider seats for more comfort, wider aisles for faster turnarounds, more cabin stowage and wider under floor holds enabling the use of cargo containers.

The A320 Family is one aircraft in four sizes, with the same wide cross-section: the A318, A319, A320 and A321 have the same systems, cockpit, operating and maintenance procedures and pilot type rating.

Covering the 100-220 seat market and flying up to 3.700nm/6.850km, the A320 Family has wide market appeal and unparalleled worldwide success.

Source: www.airbus.com


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The A330 is Airbus' best selling wide-body with over 2,068 orders and is the most popular 220-330 seat aircraft family on medium to long-haul routes today. It is operated by over 80 operators to over 300 airports every week.

The versatile A330 allows unbeatable economics for all carrier from low-cost and charter to the biggest network carrier. Passengers enjoy the spacious, quiet and comfortable cabin supplied with the most up-to-date passenger services flying.

With nearly 400 aircraft sold, the A340 Family offers a true long-haul solution to over 45 customers & operators. The three members of the A340 Family can carry from 300 to 400 passengers in a high comfort cabin on long to ultra-long haul routes.

The A340 Family is present on the most demanding routes thanks to its excellent performance out of challenging airfields and is performing the longest sectors operated today.

Source: www.airbuspeople.com

The A350 XWB is a brand new, state-of-the-art, long-range aircraft Family that addresses the needs of the 270 to 350- seat market. The A350 XWB combines advanced materials with the most modern systems to provide unequalled efficiency and unprecedented levels of passenger comfort. Low fuel burn and reduced operating costs keep the A350 XWB a step ahead of the 787 and a generation beyond the 777. Environmental impact is kept to a minimum by the extremely low emissions and noise characteristics of the A350 XWB, thus ensuring a sustainable future for aviation.

The A380 is the most spacious airliner ever conceived. Its cross section provides flexible and innovative cabins on two decks, offering wider seats, broader aisles and more floor space. The ultra quiet cabin, with wider seats for all passengers, refreshing air quality and mood sensitive lighting, sets new standards in passenger comfort.


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Meeting the most demanding noise and emissions regulations, compatible with existing airport infrastructures and with the lowest fuel consumption per seat in the large aircraft class, the A380 defines new economic and environmental standards. Since entry into service in October 2007, the A380 has proved to be a remarkable passenger magnet, boosting traffic. This is the A380 effect which airlines talk about: higher cabin load factors and higher profits. The A380 has become the new icon in aviation, the flagship of the XXI st century.

Source: www.airbuspeople.com Corporate jet

For customers seeking exceptional space and comfort in their corporate jets, the Airbus Corporate Jetliner (ACJ) Family offers a tremendous variety of size and range to meet the needs of companies, individuals and governments. The ACJ Family is the most comprehensive, modern and spacious top-of-the-line corporate jet group in its class. Ranging from the A318, the original A319 based ACJ and the A320 Prestige, to the widebody A330 and A340, the Xtra widebody A350 and the A380, these aircraft are powerful tools to help customers make best use of their time.

Source:www.airbuspeople.com Freighter

Launched in January 2007, the A330-200F is the only new mid-size long-haul freighter and is aimed at replacing ageing 50 to 70 tonne payload aircraft such as DC8Fs and DC10Fs. To meet the differing requirements of express and general freight carriers, it features a versatile main deck accommodating both pallets and containers. The range of the A330- 200F will offer airlines the opportunity to increase services in low frequency markets currently served with larger aircraft, develop new routes and respond to market growth.

Source:www.airbuspeople.com


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Military Aircraft

While remaining with the tip of the production of civilian aircrafts, Airbus was able to develop

In addition to its engagement in the development of the multi-purpose military transport of the A400M, Airbus has an important role in the manufacturing of Multi Rôle Tanker Transport (MRTT) of aircraft. This equipment offers new solutions to answer the various requirements of the air forces of the world of the aircraft of refuelling and transport, based on two platforms of success of Airbus, the A330-200 and the A310-300.

Source :MARVEL Airbus People

The Need for a New Generation of Tankers and recent conflicts have demonstrated the ever-increasing need for a new generation of modern tankers that are more capable and more versatile. Maintaining an adequate air refuelling capability is critical to the success of any military intervention. However, Air Forces and Governments now need their tankers to be able to perform more than their dedicated refuelling operations, and need role flexibility to increase the scope of their missions, and also maximise the value to taxpayers of these assets.

Airbus Military Designs, Manufactures and Commercialises a complete family of tactical airlifters, covering from 3 to 9 tonnes of payload, to meet all the needs of any tactical or logistic transport mission, or humanitarian and peacekeeping operations. And all these missions are performed in the most adverse environment: in extreme climates, in remote and unprepared airfields, as well as at night. Key parameters of the aircraft design are:

Rear ramp that allows easy load and unload procedures Hardened cabin floors to with stand concentrated loads Robust landing gear to operate on soft and unpaved terrain


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Airbus philosophy With the listening of its customers from always, Airbus never ceased answering their requirements. Innovative ideas, new techniques and innovating materials made it possible Airbus to constantly conquer new market shares, by producing aircraft higher in terms of

comfort and profitability, and complying with expectations of the passengers and to the requirements of the companies. The creativity of Airbus shows through in its organisation, and the aircraft and services which the company offers customers and with the users. One can quote only one example, that of the families of aircraft, a concept specific to Airbus which is translated for the

companies by a rise of their operational flexibility and their profitability. Success did not change anything with this philosophy. Airbus continues to function while being based on the listening of the customers, the passengers and the personnel, as well as on the anticipation of their requirements. These principles remain determining in the future for its success. Nothing is ever gained in advance .

1.3. Airbus Culture The culture of Airbus Company is based on the innovation, the creativity and the freedom of thought. Its organisation reinforces the transnational diagrams of work while preserving cultural and linguistic diversity, of the assets which proved to be essential in the development and the growth of the company. In 30 years of activity, crowned success, Airbus learnt how to constitute effective teams with highly productive persons of various nationalities, and with the experiences and skills varied. English is the working language at Airbus. This cultural diversity and linguistics enabled him to work with a very broad pallet of customers, to understand their culture and of speaking their language. The spirit of cooperation between the cultures and the functions which led to the creation of Airbus, continuous to animate the employees, who share the same objectives and the same vision while preserving their creativity, their energy and their enthusiasm.


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1.4. Airbus Global Market context in 2010/2011

On a global perspective, 2010 was a good year for Airbus. Indeed, this year was remembered by the resumption of the market better than planned with to the key for Airbus a number of delivery and an order book 50% greater than the forecasts announced at the beginning of year 2010.These achievement will keep Airbus at its leading position on the market right in front of its major competitor Boeing which faced difficulties and delays on its 787 Dream liner program. On the whole positive prospects are also confirmed for the next twenty years in accordance with the forecasts announced in The Global Market Forecast 2009 - 2028 .This report provides an industry outlook for the 20-year period of 2010-2029, during which Airbus anticipates a 4.8 per cent annual increase in overall world passenger traffic. The document evaluates how the air transport sector will meet this rising demand detailing

such factors as fleet growth, aircraft size, emerging markets, innovation and the reduction of its environmental impact. Airbus expects the importance of air transportation to only grow stronger with a demand for 26,000 new commercial jetliners and cargo aircraft (valued at US$3.2 trillion) and passenger traffic which exceeds previous forecasts. 2 According to Airbus, the demand primarily will be driven by replacement of aircraft with new eco-efficient models in mature markets, dynamic growth in new emerging markets, low-cost carriers particularly in Asia, further market liberalisation and capacity growth on existing routes. In this booming context in Asia², Airbus signed with its Indian Customer Indigo, the main low-cost airline in India, a General agreement concerning 180 A320 eco-efficient of Airbus, including 150 A320neo and 30 A320, and becomes thus one of the customers of launch of A320neo.This is order is the largest in terms of number of aircraft in the history of civil aviation. As mentioned just below, 2010 was the year for the launch of a new program for Airbus: the A320 neo. The A320neo, will be available in 2016, and will provide new more efficient engines, and of sharklets, large devices of ends of wing, allowing savings in fuel which can reach 15 percent, which represents up to 3,600 tons of CO2 emission in less per annum and per aircraft. Moreover, A320neo allows a reduction of the sound level of the engines. In the coming two decades, Airbus will continue its leading role in driving innovative solutions that allow more people to share the benefits of air travel, while minimising the environmental impact. That means the right technology at the right time with new-generation aircraft like

engine option, leading the way.

2 Global Market Forcast 2009-2028 :source http://www.airbus.com/company/market/gmf2010/


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Part 2

Project Business Context


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Project Business Context 2.1 Airbus process

The Airbus processes are organizes around four pillars: Sell, Develop, Fulfil and Support. the first step of the process starting with the definition of the customer

needs , with the signature of a contract representing the commitment of Airbus to deliver to its customer the product requested. Then the Develop phase is an important phase before the industrial phase (Fulfil) because at this level the Airbus will look at the feasibility on the project in terms of development and technical requirements that will be requested during the Fulfil phase. The role of this step is to deploy solutions and define the level of capacity in order to fulfil the needs coming from the manufacturing side. Regarding the fulfil phase, its match with the manufacturing phase when the solution specify during the development phase are deployed. At the end of the manufacturing and after the delivery of the aircraft to the customer, Airbus provide support to it customer (Crew training and maintenance programmes, and flight operation support).

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Airbus major processes map

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Sell

Source

Enable

FulfilDevelop Support

Manage Facilities & Real Estate Human Resources Information Systems

Engage Suppliers

Sell A/C & Associated Services

Sell Services Develop Requirements & Technical ManagementDesign the Overall A/C Config

Design the Overall Systems

Define the Physical A/C

Test the Overall A/C

Industrial Strategy

Supply & Demand

Industrialise

Produce & Deliver

Manage Customer Services Programmes

Provide Customers with Engineering & Maintenance Solutions & ServicesProvide Customer Applications

Provide Customer Support & Services

Provide Spares & Services

Provide Training & Flight Operations Support

ManageCorporate

ManageProg

Manage Customer Relationships

Define Company Strategy Manage Finance

Manage Quality

Manage Comp. Perfo& Cont. Improvement

Manage Product Safety

Manage Risks Manage Research & Develop New Techno

Define Policy & Organisation

Manage Integrated Planning Manage FCO Manage A/C

Configuration

Supply & Control

Manage Communications

Manage A/C Projects

Integrated Development Process

Figure 2: Airbus Major Processes Map


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2.2 Engineering

The mission of the engineering department within airbus is to lead the process, define Engineering strategy and the associated deployment plan. The engineering division is in charge of establishing standards of development processes, methods & tools and resource plans applicable to give product [development enabling] plans .This department has to lead Engineering Risk Management and assess the feasibility of product plans individually and as a whole. Inside Airbus, the engineering department delegate Develop process owner and define the Product Development Process and lead the Engineering Methods & Tools program.

2.1.1. Engineering Methods & Tools

This subdivision of the Engineering department is in charge of managing the Methods & Tools projects and support activities in line with process owner directives and financial target. The Methods & Tools deliver the overall strategy and a 5-year Master Plan for Engineering Methods & Tools in line with process owner directives and policies, provide a short term project plan and Manage portfolio of Methods & Tools across engineering ensuring return on investment, consistency, optimization and delivery on Time, cost, quality. ! The method and tools organize with the Information & Communication Technology department collection of technical facts and overall satisfaction of Methods & Tools users; initiating corrective and curative actions of the corresponding method & tools It organizes the acceptance of the new versions and solutions to validate Entry into Service readiness of aircraft. In a nutshell, the Methods & Tools is in interface with Information & Communication Technology department on behalf of Engineering.

2.1.2. Process Owner

The Process owner must ensure that the process is applicable and applied on the project. He arbitrates any issue related to his process

2.3 Programmes

In Airbus, the Programme division refers to the total life of a product and coordinates a set of technical, administrative and financial tasks, intended to design, develop, produce and support the product for the benefit of the stakeholders. Stakeholder are individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion such as engineering and Information Communication Technology department. The Programmes also exert influence over the project and its results.


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2.4 Information & Communication Technology

Vision

Information & Communication Technology Department is recognised as the Information System Partner to the Airbus business, sharing common targets and goals, providing an in-depth knowledge of the Airbus Business combined with Information Services -expertise. Mission The mission of the Information & Communication Technology Department is to provide robust & efficient Information System and guide Airbus in optimising and aligning its business processes in order to address current and future challenges, enabling Airbus to be more efficient, faster and greener. In order to lead these actions the Information & Communication Technology department will have to translate Business Processes into an effective Information System Solution. The Information & Communication Technology department will be in charge of driving standardisation and re-use through a harmonised and unique sustainable Enterprise Architecture. The Information & Communication Technology Department enable innovation through effective use of State of the Art Information System Technologies. Strategy The Information & Communication Technology Department Strategy is to enable the Extended Enterprise and Airbus Services Development, to reduce the company complexity by converging applications, transform and increase their ability to deliver

them.

Figure 3: Airbus ICT Organization


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2.5 Information Develop Department

The Information Develop Department has the mission to develop, to improve the tools, the processes and methods relating to the aircraft A350, A380, 400M.

Vision

The Information Develop Department main vision is to build a landscape integrated for the development process (not only for the Product Life Cycle Management)

Mission

In terms of mission, the Information Develop Department is a partner of businesses of confidence which allows the development of process Information System. The Information Develop Department is recognised as the partner of Information Service for Airbus business, sharing common objectives and goals, by providing a thorough knowledge of the combined activity of Airbus with an expertise of Information Service.

Role

The role of the Information Develop Department is to ensure the integration and the standardisation: design of the tools systems of the Information Develop department in a simplified and effective way and to manage the integration between the systems and to reduce complexity thanks to standardisation. The Information Develop Department is responsible of Nonspecific design of solutions: to conceive, build, deploy and support solutions Non Specific Design and also in terms of Configuration management & Solutions A350/A400: To conceive, build and deploy solutions Product Lifecycle Management for the fields of configuration management with the responsibility for A350/A400M/A 30X of the customer relationship.

Aircraft design and system integration, Digital Mock-up & A380 solutions are part of the scope of the Information Develop department: to conceive, build and deploy solutions for the design of the aircraft and system integration.

The Information Develop Department provide services application: Support of existing applications for the Product Lifecycle Management, field for Non Specific Design and operational support: effective methods, directives, assemblies of tools of support to guaranty an optimal working environment for all the users of Airbus.

Figure 4: ID Organization


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2.6 Product Life Cycle Management Department

Role The Product Life Cycle Management Department is accountable on behalf of the Information Division for the commitment for product life cycle Management deliveries for A380, A320, and A330-340 Family programs. The department delivers the plan for Product Life Cycle Management in line with information Communication & Technology harmonization and standardization and serves as key point of contact to programs. The Product Life Cycle Management Department is also accountable for Product Lifecycle Management operational roadmap of related programs, including change management.

Mission The main missions of the Product Life Cycle Management Department are to design & implement in consistency Product Life Cycle Management services for the A380, A320 Family & A330/A340 program. This department is in charge of provide functional Product Lifecycle Management solutions enabling business process improvements Robustness and sustainability improvements enabling operability, scalability, maintainability. The department is also in charge of stabilizing the Product Lifecycle Management environments throughout the production ramp-up A380 and ensuring long-term sustainability of PLM on series program.

Activities

The Product Life Cycle Management Department Activities are related to all evolutions of Product Life Cycle Management solutions and internal process improvements relevant to above program regarding operational support, data operations, and non-evolutive maintenance of Product lifecycle Management.

Figure 5: Product Lifecycle Management Process

Sources: IDDV Workshop Sep 2010.ppt / Airbus Poeple.com


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Part 3

Internship Project


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Internship Project During this six-month internship at Airbus Operation in Toulouse, I worked for the Product life cycle Management department. The Product Life Cycle Management Department s main mission is to design & implement in consistency the Product Life Cycle Management services for the A380, A320 Family & A330/A340 program. More precisely, the Product Life Cycle Management Department is in charge of providing functional Product Lifecycle Management solutions enabling business process improvements robustness and sustainability improvements enabling operability, scalability, and maintainability of the programs.

3.1 Mission of the Internship

The internship focusses on building an integrated communication plan for the customers of A380, A320, A330, A340 product lifecycle management. The different missions consisted in being responsible for designing a stakeholder mapping, analyzing the needs for information by stakeholder category, and building a communication plan detailing how these consumers of information can be served. Depending on time available, a second phase of the internship could address the set up of new communication platforms, to align the new communication plan. Current Issues (AS IS) During this internship I worked in total autonomy in terms of planning, and methodology so during the two first weeks of the internship, I started thinking about the different ways to cover all of the scope of the mission. So I set up the backbone of my internship roadmap around three main phases:

Phase 1: Assessing existing communication practices around the Product Life Cycle Management Department

Phase 2: Identification of new needs and solutions Phase 3: Setting up the communication plan

Figure 6: Internship Mission Roadmap edited by Olivier BEAUVAL

3.2 Phase 1: Assessing existing communication practices around Product Life Cycle Management Department

As described just before, the first step of my internship was to understand the global environment and context of the Airbus Product life cycle department.


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I began to harvest the maximum of information about the existing communication practices around the department. More precisely, identifying the different process and workflows used to share the information and to determine who are the consumers and the owners of the information. It is important to understand that projects management policy distinguish the Suite Level from the Project level organisation.

At airbus the project management policy is described through a document: the Global Project Plan for Suite Toolkit. As part of the Information Communication Technology transformation roadmap, the Global Project Plan provides pre-defined Global Project Plan families, including a harmonized Suite Lifecycle to standardize suite management across the Information & Communication Technology Product Lifecycle Management. If we look at the projects side, we can notice that a Suite is defined with a certain number of projects in the scope of the Suite.

Figure 7: Airbus GPP for Suite

So during these first two weeks I worked in collaboration with a Product Manager Assistant on the different workflows observed and the existing relation between actors inside the Information Develop department. Based on the different information flows harvested, I was able to identify two levels of workflows: the project workflows level & the recurrent workflows level. The project workflows level refers to the communication from the Product Lifecycle department to its stakeholders the Sub domains department. Three level of project meeting were identified: the Airbus Operational Plan preparation, the Milestone suite review and the Change control board. On the one hand, the role of the Airbus Operational Plan preparation is to prepare, define and prioritize the different topics and budget that need to be deployed in the different projects.


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On the other hand, the Milestones Suite Review refers to the definition or update of the different milestone of a Suite that needed to be deployed at a Suite level. And then the Change Control Board refers to the different change or definition of new needs coming from the Business side. To sum up the project workflows meetings are organized with a large frequency (At least once in the year) compared to the recurrent workflow meeting level which are organized on short term frequency (monthly and bi weekly).

Figure 8: A380 PLM Suite Data Flow


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Regarding recurrent workflow, they refer to all the meetings impacting directly the program lifecycle management department activities. If we look at the illustration just on top, five meeting are conducted by the Product Lifecycle Management Team:

1. The Release Unit Monitoring which is a bi weekly meeting when all the projects and solutions deployed are monitored in order to follow their health status and identify the risk of that can impact the suite. It is important to mention that the release unit is the moment when each of the five domain leader can discuss about their progress and difficulties.

The objective is clearly for the program lifecycle department to plays its monitoring role for the sustainability of the projects.

2. The Project progress review operates on the continuity of the Release Unit Monitoring in order to update the scope of the project regarding the finance point of view coming from the finance Review meeting led by the finance division and from the Airbus Operational Plan and milestone suite review decision taken at the project level that we described before.

3. The Finance Review is a monthly meeting when the domain leader shares and discusses about their financial status with finance representative. At the end the meeting a finance status is established and it is used during the Project Progress Review meeting.

4. The DARE-S is the meeting when the Aircraft Program division discusses from a

business side about their needs and the objectives that need to be reached.


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5. The Business bi weekly meeting refers to the meeting with people from the business side more precisely from the engineering method and tools department. During this meeting the method and tools share their view on the project deployed and they validate the decision to deploy those projects in conformity with the expectations of the Program Division.

So I highlighted that the communication workflow around the Product life cycle Management department is organized around two levels: the Project level and the recurrent communication workflows. Each level does not have the same frequency, but they are linked together. Indeed, I have noticed that some decisions taken for the Suite Management workflow (Project Workflow) are used during the project management workflow. The best illustration of this link is the Project progress review because we have seen just before that the output from the Airbus Operational Plan and milestone suite review decision are used during the Project Progress Review. Regarding this, I was able to produce the Workflows Mapping Overview, which the first output of my internship.

The information flow mapping referenced on figure 10 was the beginning of my analysis on the Product Lifecycle Management Department communication practises. Now the objective was for me to identify and categorize the different stakeholder and consumer of information related to the A380 Product Lifecycle Management. The stakeholders are all the people in relation with the Product Lifecycle Management Department: the direct contributors, and other internal organisations.



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The consumers of information of The Product Lifecycle Management (internal customer) are the end users of information that collect and use the information, like the Engineering Method & Tools department, the Programme Department, the Process and internal collaborator from the Information Develop department. As we can see, it is important to provide to the Product Lifecycle Management an efficient way and method to better communicate with its stakeholders, because this department plays a major role of interface in the whole Airbus processes (ref p17: The Airbus Processes). The next step of the analysis consisted in setting up a stakeholder mapping and start a workload analysis in order to identify the population and the workflows (meetings) mobilized around the allocated resources. In preparation to this workload study, my first step was to determine the real number of workflows (meetings) impacting the A380 Product Lifecycle Management. However, because the Product Lifecycle Management department also covers the A320 Family and the A330/A340 activities, the decision was made to extend the scope of the analysis to all the activity of the Product lifecycle Management department and to focus the analysis on the Recurrent Workflow level. So after one month (from December 2010 to mid January 2011) of investigation and discussion with all the Product lifecycle Management department team about the meeting around their activity (A380/A320 Family/A330/340), the following complete list of meetings was established: Meeting Name Frequency A380 Operation meeting Weekly A320 Operation meeting Monthly A380 Suite core team meeting Weekly A320 Suite core team meeting Weekly A380 PLM Suite progress meeting (obsolescence & robustness) Biweekly A380 Progress meeting Biweekly A380 PLM Workstream suite progress review Monthly A320 Suite progress review Monthly Finance Review Monthly ID Board Biweekly A320/330/340 ID Project review (PPR) Monthly PPR A380 Biweekly Release Unit Monitoring A320/330/340 Monthly Release Unit Monitoring A380 Biweekly Figure 11: IDDV Meeting list

As we can see, this table highlights that by extending the overview to all the activities of the Product Lifecycle Management department (A380/A320/A330/340) the number of meeting organized on a monthly basis was important.


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Indeed, we notice that some new meetings appear on the list because they were not referenced yet. Six groups of meetings were clearly identified because each group refer to a specific population of stakeholder:

The orange group refers to the Program level describes previously.

The purple group represents the Suite core Team meeting with the Product Lifecycle Management team member and collaborators.

The blue group, refers to the Business bi weekly meeting with the Engineering

Method and Tools describe in the previous workflows mapping study (ref.p27)

The turquoise group corresponds to the monthly meeting with the Information Communication and Technology Finance division: the Finance Review meeting with the Information Develop Sub domains and the Product Lifecycle Department.

Followed by the red group, representing the Information Develop Management Team

meeting. During the meeting named ID Board, the Information Develop team management can follow the status and performance for all the Information System deployed for the entire aircraft programme from the A320 to the A400M and the new comer the A350.

To finish on the green group we can find the Release Unit meeting and the Project

Progress Review. The targeted population refer to all the actors from Information Communication Technology side (Information Develop Domains leader, Infrastructure division, Operational support division.

To sum up this meeting list description, six groups of populations were identified around the Product lifecycle Management department communication practices. In order for the Product lifecycle Management department team to have a synthetic view of the actor gravitating around them, I created a schema providing a global picture of the Product lifecycle Management department stakeholder and the meeting related to them. Figure 12: IDDV Stakeholder Mapping


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Department Name Role Department Name Role A320 - A330 - A340

A380 Status

Duration (hour)

FrequencyProcess

Owner

Location File formatNumber of actors

Support BackupTarget

population

IDDV - PLM Programme Workload (AS-IS)

Activity Delivrable name

Outputs from Inputs to

A320 - A330 - A340 - A380

Workload ( Man hour, Monthly basis)

On this mapping , the Yellow group refers to IDDV external and internal contributor (team mates). After identifying and categorizing the different actors and population gravitating around the Programme lifecycle management department through the stakeholder mapping, the next steps of the study was to identify for each meeting listed previously, which are those who are heaviest in terms of workload, frequency, and deliverables (input and output documentation and information). This analysis appears relevant to me, because the objective of my internship was clearly to look for solutions or new ideas in order to analyze, optimize and rationalize the information flowing around the Product lifecycle Management department and its stakeholders, like publications, information flow and the storage of the information. In order to optimize the communication workflow, it was important to describe in detail each process of each activity related to meeting. The role of a workload analysis was to measure the contribution of one person during a certain period of time for a specific task. To measure this contribution we will compare the workload of each meeting. The workload will be expressed in Man unit per month. I chose a monthly basis because all the meetings are organized during a monthly basis. It will give a detailed view for each level of activities and at least a global view of the monthly workload. To make this comparison, I set up a template in Excel in order to harvest and compare information for the different meetings that we identified previously. So I will give a global description of the organization of the template:

The template referenced all the meeting and the population listed on the meeting and stakeholder mapping. In order to go deeper in the analysis, I described all the activity composing the meeting process and identified the different deliverables (outputs from the input); then I categorize the owner of the information, the number of actors involved and the most important factors: the duration and the frequency of each process. It took me two months to harvest all the information in order to fulfil the template, because for each activity, I had to meet the people who contribute directly to the process, collect the information about their role, task, duration and frequency of their job or tasks. I also checked if the information harvested seems correct and feasible. With all those detailed information, I was able to analyze precisely the different phases of the information flows (the preparation phase, the meeting phase and the reporting phase). Indeed, by distinguishing the different phases it helped me to better identify if the workload was concentrated on the preparation phase or during the meeting or the reporting steps. If needed the detailed table is available on the appendix section of the report.

Figure 13: Workload Analysis Table Structure


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3.3 Phase 2: Identification of new needs and solutions

After completing the table, with all the information about the organization of all the meetings around the Product Lifecycle Department, the objective was for me to publish graphics to measure the workload status of the meetings deployed around the Product Lifecycle Management department. In order to have the most relevant view on the results, I decided to show two views on the workload. On the one hand, I focused the results only on the Product Lifecycle Management department side and on the other hand, I extended the workload comparison to the Information Communication and Technology department level (it concern all the other department of the Information Develop Division excluded Product Lifecycle Management department). If we look at the Product Lifecycle Management department workload results, we can see that there is a cluster of meetings for which the workload figures are high (see the red square). Indeed, we notice (figure15) that the workload is concentrated around the recurrent meeting: the Project Progress Review represent 8% of the total workload (429 Men hour per month) (6% for A380 and 2% for the A320), the Release Unit Monitoring 38 % (16% for A320 and 22% for A380), the ID Board 9% and 14% for the Finance Review.

Figure 14: IDDV Workload Representation Duration (hour)

127

302


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If we cumulate these figures, the recurrent workflow workload represent 302 Men hours/month in total. By analysing the global total of 429 Men hour/month highlighted on figure 16, we can see that at Information Communication and Technology level, the monthly workload represents 70% of the total workload compared to the 30% workload coming from communication of information outside the Information Communication and Technology sphere (Engineering Method and tools, Aircraft Programme).

Figure 16: IDDV Global Workload Representation

75%

25%

Figure 15: IDDV & ICT Workload comparison

68% IDDV 32% ICT


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Now, if we look now at the workload comparison graphics between the Product Lifecycle Management and the Information Communication and Technology department (figure17 and 18), on the same scope of analysis (Red square), there is a huge contribution coming from the Product Lifecycle Management side with a result of 302 Men Hours/month compared to 143 Men hours for the other actors from the Information Communication and Technology side.(Its include the Infrastructure division, Activity Domains, the Team Management and the Finance division). If we focus represents a total of 445 Men hours/month for the Product Lifecycle Management and Information Communication and Technology participants, based on that it represent around 68% for the Product Lifecycle Management side compared to 32% for the other Information Communication and Technology participants. Now if look at the global picture illustrated on figure 17 and 18, the total of Men hour mobilized during a month is 592 Man hours. More precisely during a month, the Product Lifecycle Management allocated around 75% of the total time compared to the other 25% coming from the other actors.

To sum up this workload analysis, the four workload representations demonstrate that there is a huge level of workload around the product life Cycle Department during a month with global total of 592 Men hours identified on figure 17 & 18. The results highlighted a real need for the Product Lifecycle department to reduce its workload in order to be more efficient in terms of communication and organization. According to the results of the workload analysis, the decision was made by the Product Life Cycle Management Manager to streamline the organization and new communication practices and to look for new propositions. My first proposal was to streamline the meeting planning organization.

Figure 18: IDDV & ICT Workload comparison

592


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Indeed, I identified that at the recurrent meeting level, we have identical meetings dealing with different topics such as the A380 and the A320 Project Progress Review and as well, the Release Unit Monitoring. I appeared to me that my recommendations would be articulated around two major axis: First I recommend the merger of recurrent meeting list and secondly to work on the improvement on the Release unit Monitoring template in order to obtain clarity on the project follow up. So on the one hand, I proposed to merge the meetings that have the same purpose but with different topics (for example the A380 & A320 Release Unit Monitoring) in a single one because they have the same preparation phase and it is relevant to look for synergies from a unique meeting with a single preparation phase. In order to illustrate this first reflection I set up a roadmap to describe the meeting planning organization around the Project Life Cycle Management.

By merging them it will contribute to reduce the workload for the Project Progress Review that consume around 31% of the recurrent meeting (workload red square figure 17) and 23% for the Release Unit Monitoring. To describe figure 19 and 20, we can see how each meeting is scheduled during a month. We find our meeting list (ref 12) and each triangle represents a meeting. For example, if we look at the A320/330/340 Release Unit there is one meeting organized for this topic whereas there are two meetings split on Thursday and on Friday for the A380 Release Unit. The black arrows represent the relations between the meetings. Indeed, an arrow between meetings demonstrates that the information in output coming from the previous meeting is reused as an input for the next meeting. For example, regarding the recurrent meeting represented in the green square on figure 16 & 17, there is a links between the Release unit monitoring, the Project Progress Review and the ID Board.

Figure 17: Meeting organization planning


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Indeed the decisions taken during a Release Unit Monitoring meeting will directly impact the project status discussed during the Project Progress Review meeting. We notice also that the output from the Project Progress Review impact the ID Board meeting when the ID team Management discuss about the trend of each projects. Nevertheless, the Finance review meeting contribute as an input to the ID Board in order to provide the financial view to the ID managers. So those arrows confirm the necessity to improve the organization of the meetings at the recurrent meeting level on which we decided to focus on. By merging the A380 & the A320 Family Release Unit Monitoring and the Project Progress Review it will create some synergies between the recurrent meetings level in terms of inputs and outputs information. If the workload can be reduced at one step of the loop, it will benefit to all the recurrent meetings. According to the workload analysis my first recommendation axis consists in merging the recurrent meetings as identified on figures18. In order to reduce the workload, it is also important to focus on the meeting process itself. More precisely, the improvement can be driven through the deliverables use during the different phases of the meeting process: the preparation, meeting and the report phase.

Indeed, to streamline and improve the recurrent meeting efficiency, actions need to be leaded on the deliverables to find synergies. So I decided to work on the improvement of the data flows identified on Figure 9: A380 PLM Suite Data Flow. I set up a new data flow mapping to describe exactly the way that the recurrent meeting data flows are organized. As we can see on figure 19, there is a strong relation between meetings and the deliverables coming from them as input and output information.

Figure 18: Meeting organization improvement planning


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Figure 19: Recurrent Workflow mapping improvement

Indeed, we can see that most of the main deliverables used in the recurrent workflow level, come from the Release Unit Monitoring. If we look at the deliverables in output (purple boxes) the most important deliverable coming from the Release Unit Monitoring is the Dashboard. The Dashboard is synthetic document providing synthetic view on the project to the project leader and the ID management. It deals with issues and risk faced during the Release Unit Monitoring it enable the Management to track the project progress. The Dashboard derivable is reused during the Project Progress Review and also during the ID Board meeting when the ID Management team deals with the project follow up and discussed about the forecast on projects. This previous deliverable is the most relevant example to illustrate the dependency toward meetings. In my point of view, in order to streamline the meeting organization, the most efficient way to perform it is to act at the beginning of the cycle. In other words, my second improvement recommendation will be focused on the of the Release Unit Monitoring data flows. In order to implement and deploy these recommendations axis, a new communication plan needs to be set up. The stake of the following communication plan is to describe on the one hand the new action plan deployed around the Release Unit Monitoring, from the As Is status: its genesis to its implementation.


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Then on the other hand, the new meeting improvement recommendation will be integrated into the Monitoring and control section of the A380 & A320 Family Product lifecycle Management Project Plan. This document is used as a booklet to guide the project team on the procedure and practices.

3.4 Phase 3: Setting up the communication plan

Release Unit Monitoring Action Plan The first identified axis of the communication plan is the establishment of a new action plan around the Release Unit Monitoring meeting. More precisely, as we can see in the former meeting organization that in input to the Release Unit monitoring meeting appears one performance indicators that is mandatory during this meeting: the 4 Boxes. The 4 Boxes is a power point presentation providing to the Release Unit Manager and the ID Domain a view on the progress status of each Release Unit .This deliverable deal also with the risks and issues faced for each release unit. However, the problem of this document is that it does not provide to its user: the Release Unit Manager and the Suite Manager a detailed view on each Release Unit level more precisely in term of risk and issues. Indeed, after studying this template, it appears that all lot of information was missed or not mentioned or misunderstands by the Release Unit managers. So after discussion with the all Product Lifecycle Management team, we all committed on setting up a new template in order to replace the former template. The objective of this new template is to provide to the release unit manager an efficient document that will give them a complete view on the follow up and the organisation of their release unit. The other objective is to keep the 45° curves in order to provide to the release unit manager. This indicator to track the progress of their release unit. Just at the preparation, three levels of information are necessary to provide a clear view to the release Unit Manager, the ID Domain leader and the Suite leader and the project leader. This action plan around the new Release Unit Monitoring template was organized in three main steps. The first step was to create this template with the contribution and the expertise of all the Product lifecycle Management team. Indeed, the objective were to clearly listen to their needs and their feedbacks and opinions on the previous 4 Boxes template. In order to harvest this precious information, several team meeting were conduct to harvest the different proposition and suggestion for the new template set up. According to the team suggestions, I started thinking of an efficient presentation to that would keep the spirit of the previous 4 Boxes. The creation phase was led with the support of the Suite Architect and the Suite leader which are the most relevant people to contribute to the best implementation of this template. Their


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expertise on technical aspects and on Airbus process organisation was helpful for me during this conception phase.

The decision was made to set up an Excel template instead of a Power point presentation Slide because by using an Excel worksheet it would be easier to generate formulas and macros in order to generate key indicator like an automatic integrated 45° Curves based on the data fulfilled by the release unit manager. In order for all the contributors of the Release Unit Monitoring to prepare their release unit regarding each project milestone specified in the Global Project Plan (ref figure 20) from the milestone 9 (M9) to the milestone (M14).

Figure 20 Global Project plan at Release Unit level

As we can see just below this template reference the entire deliverable checklist mandatory for each release unit. These lists are aligned with Airbus Global Project Plan process and will provide to the release Unit Manager and to the ID domain leader a defined list of the applicable deliverables. Another improvement on this template is the integration of a 45° Curves that automatically provide a view into the Release Unit Monitoring (ref figure 21). This automatic template and key indicators are real benefits to the end users because it provides a clear view and a clear understanding of the status of the release unit at a specific date.

Figure 21: New Release Unit Template

After setting up the template with the support of the Product Lifecycle Management team, the objectives were to test this new template directly during a Release Unit Monitoring to see


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what is the feelings and perception of the end users on this new tool and how is it understand by them. So the template was initialized for the first time during a Release Unit Monitoring and it appears to the end users that it is a relevant template because of the deliverable checklist that enable them not to miss one deliverable or lose time to identify them. It also provides to the release unit manager the opportunity to express his need for external support to the project team. In order to have another perception from the release unit manager, it is relevant to submit this template during the second session of the Release Unit Monitoring in order to see how the template provide the information to its end users and as well , how the release unit manager will interpret the data and request assistance on identified issues. According to my managers this new template is an efficient tool that will help to have a better and precise vision on each release unit and to better identify issues that need to be treated in emergency and at least it will contribute to have a better reaction capacity regarding risk and issues highlighted by each release unit manager in this template.

Figure 22: Detailed view on the Release Unit Status worksheet

However, after its first initialization during the Release Unit Monitoring some disadvantage and advantage were highlighted by release unit managers and project leaders. Indeed one the one hand, the first negative aspect with this new template format is that the release unit manager feels more tracked during its work. The other negative perception came from the project leader side who feels that this new template could be in conflict with the project leader tracking document in order to drive the performance and follow up their release unit manager activity. In a nutshell, the first negative impression is that the release unit manager and their project leader have the perception to be monitored. On the other hand, this new template finds its legitimacy in the frame of the change of the Operating Model which is a booklet that summarizes the way of working between the


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Engineering Methods and Tools stakeholders on key points:

Golden rules and principles Interfaces (Internal / External) & Governance Work-sharing & Missions Roles & Responsibilities

So in the frame of the definition of the new operating model, this Release Unit Monitoring Template will enable to establish an official deliverable list at a Release Unit level. In terms of methodology, this template will impulse good practices during the Release Unit Monitoring and for the release unit manager. Indeed, with this new approach of the release unit, the release unit manager can request for external support. This new document has to consider as a tool that will help to lead the change on the release unit process. In order to drive change around communication processes, all communication practices need to be detailed into the A380/A320 family & A330/340 Product Life Cycle Management Suite project plan. Based on the previous version of the A320 family & A330/340 PLM suite project plan, my action will consist in update and define the communication section of the Product Life Cycle Management project plan. The final objective for me was to provide to the project actors and the stakeholders a generic booklet dedicated to the A380/A320 family & A330/340 Product Life Cycle Management Suite.


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A380 & A320 Family Product lifecycle Management Monitoring and control Project Plan. The Project Plan is used to define an exhaustive set of activities that are necessary to ensure the proper planning, organization, staffing, tracking and leadership of A380/A320 Family & A330/A340 PLM Suite. The objective isto provide adequate assurance to project members and stakeholders that the project processes and the project work products conform to their specified requirements and their established plans. The Project Plan is structured as follows: !

!!The purpose of my second recommendation was to work on the section 5 of the project plan for the A380/A320 Family & A330/A340 PLM Suite. The fifth chapter provides to the project members and stakeholder the specific communication plan describing the full list of all the Key Project Indicators (KPI) used to monitor and track the progress of the different project of the suite. According to the results of my previous analysis: the identification of the meetings, the stakeholder mapping and the workload analysis I had all the elements to implement the Monitoring and Control Section of the project plan. The purpose of the first part of the section 5 is to detail the list of the entire Key Project Indicator used in the A380 /A320 family & A330/340 Product Life Cycle Management Suite. The following Key Project Indicator describes just below provide to the project a detailed classification of KPI used by all projects actors. !!!!!!


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List of Project KPIs !"#$%&'($ )(*(&+($,%-.$/0%-.01-%2$.('3*&.($!"#$4(5-%-.-0%$$ !"#$%&'()%#*+,-(.+,$%+",%/,0#1,(.20,$%./1.*3,),*+%$+.+4$%.+%5,0,.$,%6*#+%7568%.*/%9('/43+%0,1,0%&'(%

,.3"%)#0,$+'*,$%.00%.0'*-%+",%:;<%=4#+,%:('3,$$>%?+%-#1,%.%-0'2.0%'1,(1#,@%'*%/,0#1,(.20,A%90.**#*-A%(#$B%$+.+4$%.*/%+'%(,C4,$+%$499'(+%+'%+",%=4#+,%).*.-,),*+>%

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!

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!!Than the second part of the monitoring and control section specify also a detailed list of all the meetings deployed around the product lifecycle management projects. This list was updated regarding the meeting mapping established previously on figure 11 & 12: the IDDV Meeting list and the stakeholder mapping. In order for the project members to understand the purpose of the meetings, I describe each of them in small identification cards that can be easily read by the project plan user. !

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<1(=9(%78$ I+%,.3"%).G'(%9".$,%'&%+",%9('G,3+%7,*/%'&%9".$,%(,1#,@$8%

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V9+#'*.0Z%"+",(%$+.B,"'0/,($%&(')%E4$#*,$$%.*/%?=%#*%'(/,(%+'%$,34(,%:('G,3+%9('-(,$$%%

V*%(,C4,$+Z%I*F%3'*$40+,/%'(%*,3,$$.(F%9,($'*%&'(%+"#$%),,+#*-%

!!


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Change Control Board: CCB "9130+($05$.;($'((.-%2$ ./0-1)$.,-(2,*$3,0245$..3$

!",%MME%@#00%3'*3,(*%'*0F%60(&2)$(,7'8+%.*/%+",%(,0.+,/%M".*-,%5,C4,$+%]'$$#,(%7M5]8%!",%M".*-,%5,C4,$+%]'$$#,(%)4$+%2,%)'(,%'9,(.+#'*.0%Z%#+%@#00%$499'(+%)43"%)'(,%+",%:('G,3+%<.*.-,(%#*%M5]%,0.2'(.+#'*%%

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/-%9.(+$:&*-4&.(4$68$$ =4#+,%<.*.-,(% :420#3.+#'*%+#),Z%%

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?=%=4#+,%;,./,(%%

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Release Unit Monitoring review

$ "9130+($05$.;($'((.-%2$ 9)*)0+)$:-'($#,-'(,2'-1$2);')<$=".(,%'*%/,0#1,(.20,$%./1.*3,),*+%$+.+4$%.+%5,0,.$,%6*#+%7568%.*/%9('/43+%0,1,0%&'(%,.3"%)#0,$+'*,$%.00%.0'*-%+",%:;<%=4#+,%:('3,$$>%

?+%-#1,$%.%-0'2.0%'1,(1#,@%'*%/,0#1,(.20,A%90.**#*-A%(#$B%$+.+4$%.*/%+'%(,C4,$+%$499'(+%+'%+",%=4#+,%).*.-,),*+>%!",%'2G,3+#1,%#$%+'%.+%:;<%=4#+,%0,1,0>%

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/-%9.(+$:&*-4&.(4$68$$ ?=%=;^%56<% :420#3.+#'*%+#),Z%%

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V*%(,C4,$+Z%I*F%3'*$40+,/%'(%*,3,$$.(F%9,($'*%&'(%+"#$%),,+#*-%


48 | P a g e

PLM Suite ID Projects Progress Review (PPR)

"9130+($05$.;($'((.-%2$ !"#$%&'()$=>$!2,?)8(+$!2,12)++$9);')<$@!!9A$_*$4(,%#*+,(*.0%?]%+'9D/'@*%3'))4*#3.+#'*%R%$9,3#&#3$%"#-"0#-"+$%.0'*-%:;<%=4#+,%0#&,3F30,>%

<1(=9(%78$ <'*+"0F%

>12&%-?(4$68$$ ?=%=;%

/-%9.(+$@1-..(%$68$ !'%2,%/,+,()#*,/%.+%+",%2,-#**#*-%'&%+",%),,+#*-%% :420#3.+#'*%+#),Z%6$4.00F%+",%*,H+%/.F>%

/-%9.(+$:&*-4&.(4$68$$ ?=%=;% :420#3.+#'*%+#),Z%%

S%/.F$%.&+,(%+",%(,1#,@%

A-+3&.7;-%2$05$'-%9.(+$.0$ ?=%=4#+,%;,./,(A%?=%I(3"#+,3+A%?=%],90'F),*+%).*.-,(A%?=%=4#+,%:<VA%?=%:<A%?=%?;A%?=%=;<A%E=;A%=<%

B2(%4&$ :;<%=4#+,%$+.+4$Z%N:?$A%/.$"2'.(/%

=4#+,%<#0,$+'*,$WMME%/,3#$#'*$%'(%&,,/2.3B%

E4/-,+%$+.+4$%

5#$B$%).+(#H%

=9,3#&#3$%"#-"0#-"+$%

/('6(1+$

<.*/.+'(FZ%?=%=4#+,%;,./,(A%?=%I(3"#+,3+A%?=%],90'F),*+%).*.-,(A%?=%:<A%?=%?;A%?=%=;<A%%

V9+#'*.0Z%?=%=4#+,%:<VA%E=;A%=<%

V*%(,C4,$+Z%I*F%3'*$40+,/%'(%*,3,$$.(F%9,($'*%&'(%+"#$%),,+#*-%

$PLM Suite Core team review

"9130+($05$.;($'((.-%2$ !"#$%&'()$.,2)$()06$2);')<$M''(/#*.+#'*%.+%:;<%=4#+,%0,1,0%'&%.3+#1#+#,$A%&'00'@D49%'&%/,0#1,(.20,$>%

<1(=9(%78$ @,,B0F%

>12&%-?(4$68$$ =<%

/-%9.(+$@1-..(%$68$ !'%2,%/,+,()#*,/%.+%+",%2,-#**#*-%'&%+",%),,+#*-%% :420#3.+#'*%+#),Z%6$4.00F%+",%*,H+%/.F>%

/-%9.(+$:&*-4&.(4$68$$ .++,*/,,$% :420#3.+#'*%+#),Z%%

S%/.F$%.&+,(%+",%),,+#*-%

A-+3&.7;-%2$05$'-%9.(+$.0$ =4#+,%<.*.-,(A%E4$#*,$$%=4#+,%;,./,(A%?=%=4#+,%;,./,(A%[5%

B2(%4&$ :;<%=4#+,%/,0#1,(.20,$%$+.+4$%

:0.**#*-%

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/('6(1+$

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V9+#'*.0Z%"+",(%$+.B,"'0/,($%&(')%E4$#*,$$%.*/%?=%#*%'(/,(%+'%$,34(,%:('G,3+%9('-(,$$%%

V*%(,C4,$+Z%I*F%3'*$40+,/%'(%*,3,$$.(F%9,($'*%&'(%+"#$%),,+#*-%


49 | P a g e

PLM Suite Progress review "9130+($05$.;($'((.-%2$ !"#$%&'()$!2,12)++$2);')<$

=".(,%$+.+4$%'*%:;<%=4#+,%9('-(,$$%@#+"%).#*%$+.B,"'0/,($%R%=+,,(#*-%M'))#++,,%(,9(,$,*+.+#1,$>%

MME%

<1(=9(%78$ <'*+"0F%

>12&%-?(4$68$$ =<%

/-%9.(+$@1-..(%$68$ !'%2,%/,+,()#*,/%.+%+",%2,-#**#*-%'&%+",%),,+#*-%% :420#3.+#'*%+#),Z%6$4.00F%+",%*,H+%/.F>%

/-%9.(+$:&*-4&.(4$68$$ =<A%?=%=;A%E=;% :420#3.+#'*%+#),Z%%

S%/.F$%.&+,(%+",%),,+#*-%

A-+3&.7;-%2$05$'-%9.(+$.0$ =<A%E=;A%:<A?==;A%[5A%E4$#*,$$%:('3,$$%'@*,(%

B2(%4&$ :;<%=4#+,%'1,(.00%$+.+4$Z%90.**#*-A%/,0#1,(.20,$%$+.+4$A%24/-,+%R%5#$B$W#$$4,$%

MME%%

/('6(1+$

<.*/.+'(FZ%=<A%E=;A%:<A?==;A%[5A%E4$#*,$$%:('3,$$%'@*,(%

V9+#'*.0Z%%

V*%(,C4,$+Z%I*F%3'*$40+,/%'(%*,3,$$.(F%9,($'*%&'(%+"#$%),,+#*-%

!$Operation meeting

"9130+($05$.;($'((.-%2$ BCDE$F$BCGE$H06'*IJBCCEJBCKE$$L7)20(',-$6))('-1$M'))4*#3.+#'*%'*%?]V%$,(1#3,%$+.+4$%.*/%3".*-,%90.**#*-%$$

<1(=9(%78$ <'*+"0F7%&'(%IOPQ8%W%X,,B0F%!EM%&'(%IOSQ%T.)#0F%R%IOOQWOJQ%

>12&%-?(4$68$$ =<%

/-%9.(+$@1-..(%$68$ !'%2,%/,+,()#*,/%.+%+",%2,-#**#*-%'&%+",%),,+#*-%% :420#3.+#'*%+#),Z%6$4.00F%+",%*,H+%/.F>%

/-%9.(+$:&*-4&.(4$68$$ =<% :420#3.+#'*%+#),Z%%

S%/.F$%.&+,(%+",%),,+#*-%

A-+3&.7;-%2$05$'-%9.(+$.0$ #$%!#&'(A%!E_%(,9(,$,*+.+#1,A%TI;%(,9(,$,*+.+#1,$A%!!%(,9(,$,*+.+#1,A_`<EA%?]VAM=A?YA?]]a%

)'%)*#+)*"%,-,!./0./1/234356/1%

B2(%4&$ :;<%b,.0+"%],90'F),*+%R%M".*-,%90.**#*-%%=,(1#3,%$+.+4$%7?]V8%%U,*,(.0%#*&'%W%.3+#'*$%$+.+4$%

%

/('6(1+$

<.*/.+'(FZ%=I;5A%!E_%(,9(,$,*+.+#1,A%TI;%(,9(,$,*+.+#1,$A%!!%(,9(,$,*+.+#1,A_`<EA%?]VAM=A?YA?]]a%?;A?]=W?]VAM'M%(,9(,$,*+.+#1,$%%

V9+#'*.0Z%%

V*%(,C4,$+Z%I*F%3'*$40+,/%'(%*,3,$$.(F%9,($'*%&'(%+"#$%),,+#*-%

!With these levels of details, the stakeholders can understand the organization of the communication practices around the Product Lifecycle Management for the A380/A310 Family & A330/340. They can identify the different meetings and specific requirements that are mandatory to for the suite management process. Indeed, in addition to the meeting list, I initialized a synthetic figure summarizing the A380/ A320 Family & A 330/340 Product Lifecycle Management communication plan (see figure 23).


50 | P a g e

!

! Figure 23: PLM Communication Plan Meeting Escalation$

I also detailed the A380/ A320 Family & A330/340 Product Lifecycle Management communication plan, on a table in order to give to the project plan users a synthetic view of the meeting organization and about their escalation regarding the different suite milestones ( for example the sM3 : Suite milestone 3) mentioned on the Global Project Plan on figure 20. The communication table presented just below was initialized on the basis of my workload analysis. This communication plan gives to the project actors a synthetic view of the meeting organization around the A380/ A320 Family & A330/340 Product Lifecycle Management and a short description of the communication process and practices deployed around each meeting of the A380 /A320 family & A330/340 Product Life Cycle Management Suite. Tableau 1: A380 & A320 Family/A330/A340 Communication Plan

A380 & A320 Family/A330/A340 Communication Plan Milestone meeting Activity Communication

Purpose Impacted Audience Tools/Media Frequency

sM3 sM5

PPR Ensure internal ID top-down communication & specifics highlights along PLM Suite lifecycle.

IS Suite Leader, IS Architect, IS Deployment manager, IS PM, IS IL, IS SLM,

Email (Minutes of Meeting) Power point presentation

Monthly

Change Control Board: CCB

The CCB will concern only mature topics and the related Change Request Dossier (CRD) The Change Request Dossier must be more operational : it will support much more the Project

Suite Manager IS Suite Leader Steering C.: CoC WS Leader Quality Responsible: Requestor: Change Owner of Change Request Dossier

Email (Minutes of Meeting) Power point presentation

Monthly


51 | P a g e

Manager in CRD elaboration The Change Request Dossier can get closer to a project m5 maturity

sM5 sM13

Release Unit Monitoring review

Share on deliverables advancement status at Release Unit (RU) and product level for each milestone all along the PLM Suite Process. Global overview on deliverable, planning, risk status and to request support to the Suite management.

IS Suite Leader, IS Deployment manager, IS Suite PMO, ISPM, ISIL

Excel Template Email (MoM)

Bi weekly

Operation meeting

Communication on IDO service status and change planning

SM, SALR, TBE representative, FAL representatives, TT representative, EZMB, IDO,CS,IN,IDDV IL,IDS/IDO, CoC representatives

Meetings PowerPoint presentation MoM

Monthly (for A380) / Weekly TBC for A320 Family & A330/340

sM14

PLM Suite Core team review

Coordination at PLM Suite level of activities, follow-up of deliverables

Suite Manager, Business Suite Leader, IS Suite Leader, QR

Email PowerPoint presentation Meetings MoM

Weekly

To conclude, the aim of this updated version of the monitoring and control section is to furnish to the project actors an updated version of the Project Plan with a specific section detailing the communication practices around the A380 /A320 family & A330/340 Product Life Cycle Management Suite. This communication kit will provide to the different stakeholders involved in the Product Life cycle Management projects a direct access to all the information regarding the project plan process and also understand the monitoring and control process around the A380 /A320 family & A330/340 Product Life Cycle Management Suite. This document is the output of all my works and analysis lead around the Product Lifecycle Management department. The fact that I contribute to publish my results and recommendations into the process toolkit, it gives to my work some legitimacy because contributed to improve the Product life cycle department.


52 | P a g e

Other Missions


53 | P a g e

Other Missions During my internship period, in addition to my communication process analysis, I had the opportunity to deal with two other missions. Indeed, I worked on the creation of a Communication Kit presentation of the Airbus Product Lifecycle Management and on a human resources poll in order to identify the level of commitment of the team members and their perception of their management team.

4.1 Airbus Product Lifecycle Management industrial exchange presentation.

This presentation took place in the frame of an industrial exchange between Airbus and a truck manufacturer. The stakes of this exchange is to share their experience on Product lifecycle Management and look for best practices from both industries: the aeronautic and the automotive Industry. Source: Airbus PLM Booklet edited by Olivier BEAUVAL (20/01/2011) My mission was to create a presentation of all the activity of the Information Develop Department. The first step was to harvest information from each division and services inside the department in order to cover all the activities leaded. Indeed, the presentation was organized with a brief introduction on the Airbus key processes and the stakes of Product Lifecycle Management, followed by the presentation of role of configuration Management and aircraft attestation. Then I presented the heart of activity of the Information Develop department which is the deployment of Information System for the use of 3 Dimensions mock-up. The Digital Mock up Unit is the tool used by the designer to create the aircraft and to fulfil it with equipments such as electrical wire, design and adapt specific parts on an aircraft and define the cabin configuration for the customer. As we can see all the activities are linked because the cabin configuration will depends on the modification and specific design deployed at the electrical and design checks level. The challenge of this assignment was for me to turn this technical presentation into a more executive level. Indeed it was important for the audience, who have no background in aeronautic to understand quickly the keys messages. It took me two weeks to complete this presentation on the Airbus Product Lifecycle Management. This presentation was turned into an internal communication booklet describing the stake Product Lifecycle Management at Airbus. This mission was an opportunity for me to demonstrate my competence in communication. Unfortunately due to confidential rules, I was not able to insert the presentation in this report.


54 | P a g e

4.2 IDDV Gallup Survey

On December 2010, at the initiative of the EADS Group, an Employee Engagement Plan Report was conducted by Gallup Consulting in all the EADS Company: Airbus, Astrium, Cassidian (defence & security) and Eurocopter. The objective of this study is to measure the level of commitment and well being at work. The survey is built around 12 items that Gallup has consistently found measure the aspects of Employee Engagement that link to business outcomes. The survey statements were rated on a scale which required a response from among six response categories: Figure 24: Gallup, Inc. Airbus Employee Engagement Action Plan Report December 2011

Strongly Disagree Strongly Agree Does Not Apply Extremely Dissatisfied Extremely Satisfied or Don't Know 1 2 3 4 5 The statement or dimension averages are based on a 5-point scale, with "1" being the lowest possible average and "5" being the highest average. "Does Not Apply" or "Don't Know" responses are not scored. Your team is compared to other parts of your company. The survey was conducted inside the Information Develop department, comparing three Manager Level.

However, the result of this survey did not provide a real status of the employee engagement at a team level. In order for the Product Lifecycle Manager to have a real feedback from his team workers, I apply the same study to them. In other words to realise an internal Gallup Survey at the Product lifecycle Management department level, with feedbacks from the people working in and finally I was able to make a comparison with the first results coming from the initial survey . Based on the same structure of the EADS Gallup Survey, I submitted the 12 Topics questions to each of the internal team member in France, United Kingdom, and Germany. The survey was conducted within the Product Lifecycle Management Team, providing to their manager, a view on what are the points and things that can be changed in order to improve communication and trust within team members. Thanks to this little poll, I have the opportunity to complete a human resources activity during my internship by helping our team manager to improve its communication practices. To sum up this fourth part, except the fact that my internship statement is to improve the Product Lifecycle Management department communication practices, those two other mission I completed were for me an opportunity to learn and improve my knowledge and competence in different fields. The Corporate presentation to Volvo was very interesting because it helped me to better understand the role of the Product Lifecycle Management department and as well the global environment of the Information Develop department. About the employee engagement survey, it was very interesting to conduct it because even if the scale is very limited to a small, I realised that polls can provide to manager some output to lead changes and make a difference. It shows me as well how employees are the most important element of the value chain, and how it is important for managers and leaders to listen to their employees.


55 | P a g e

Conclusion Along this report I highlighted the way that I improved the Product Life cycle Management communication practices around projects. During the internship, my methodology was based on building an integrated communication plan for the customers of A380, A320, A330, A340 product lifecycle management. I initiated a stakeholder mapping, to identify and categorize the different consumers of information and meetings related to the A380 product lifecycle management projects and solutions. Then I analyzed the needs for information by stakeholder category, as well as throughout the projects and the organization by driving a workload analysis in order to identify issues coming from the meetings, more precisely it helped me to see the process in detail and at least to streamline it. According to the results of this workload analysis, it appeared to me that there were a need to establish a new organization for the recurrent meetings impacting the activities of the Product Life cycle department because these recurrent meeting consumed a huge part of workload spread around different project actors. Based on this analysis, I looked for opportunities to reduce the existing workload on the recurrent workload. So I recommend that a communication plan should be built to detail how these consumers of information can be served. In order to reduce the workload around recurrent meeting I recommend merging those which were dealing with the same subject in order to obtain some synergies. In order to get benefits from those synergies I recommended to identify common deliverables that are used during meeting as input or output, because if those deliverables are well prepared and escalated top down around the different recurrent meetings I can affirm that the workload can be reduce for certain meeting preparation phase. In order to implement my recommendations, I detailed my action plan through the A380 /A320 family & A330/340 Product Life Cycle Management Project Plan. This document detailed all the process around projects. I detail the new communication plan through the monitoring and control section of the Project plan detailing the communication practices around the A380 /A320 family & A330/340 Product Life Cycle Management Suite. This document is the output of all my works and analysis lead around the Product Lifecycle Management department. During this six-month internship within the Product Life cycle Management department, I had the opportunity to lead a complete analysis on communication practices around projects. I learned so many things about the aeronautic industries and how important is the role of Product Life cycle Management for a company like Airbus. It also highlighted the strategic role of communication within an organization. This work experience enables me to deal with diverse types of missions and tasks. I worked from pure communication missions to quantitative analysis, and human resources polls. All these missions contributed to make this internship such a great work experience. The fact that my results and recommendations were turned into the process toolkit, gives to my work some legitimacy because it contributed to improve the Product life cycle department. This internship reinforced my desire to work in this industry for which I have a strong passion, since I was a boy.


56 | P a g e

Bibliography Report

7* Airbus Global Market Forcast 2009 2028(( (( (((((((((((((((((

2. Philippe Malaval & Christophe Bénaroya « Marketing, aéronautique et spatial » Pearson Education. 2001 ((

(( Internet (

1. www.airbus.com (

(2. www.airbuspeople.com

((

3. www.aerocontact.com (((


57 | P a g e

Appendix Workload Analysis Table: A 380 Release Unit Monitoring

Depar

tment

Name

Role

Depar

tment

Na

meRo

le A3

20 -

A330

- A3

40A3

80

HP PP

MHP

PPM

consol

idatio

45°C

urves

IDDV

G.Leg

rais

PMA

IDDV

S.Lecu

reur

PMA

1HP

PPM

.xls

02

:00:00

4,00

RU 45

° Cu

rves

HP PP

M exp

ortRU

4 bo

xesIDD

VG.L

egrai

sPM

A1

i-share

.ppt

00

:30:00

1,00

RU 4

Boxes

RU 45

° Cu

rves

Relea

se Un

it IDD

V+

Doma

insPM

A5

i-share

.ppt

00

:30:00

5,00

Risk

presen

tation

4 Boxe

s +

MoM

(W-1)

Relea

se Un

it Mo

nitorin

gIDDV

A.Moh

amed

PMA

1i-sh

are.pp

t

02:00

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0

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AJ M

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are.pp

t

I D D O M A I N S / I N / I D O

Status

Durat

ion (h

our)

Bi we

ekly

Frequ

ency

00

:30:00

00:30

:00 00

:30:00

00:30

:00 04

:00:00

04:00

:00We

ekly

IDDV

Post

Relea

se U

nit Mo

nito

RU 4

boxes

00

:30:00

Proces

s

Relea

se Un

it Mo

nitori

ng

A380

Maste

r Pla

n &

Meetin g

Relea

se U

nit Mo

nito ring

Relea

se Un

it Mo

nitorin

g

S-Curv

es/

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d/ KP

I

RU

prepa

ratio

n

Owner

IDDV

RUM I

DDS

RUM I

DCS

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DDX

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Suite

mana

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60 | P a g e

Preparation 00:00:00

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61 | P a g e

Preparation

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62 | P a g e

Glossary ID: Information Develop ICT: Information & Communication Technology NSD: Non Specific Design PLM: Product Life Cycle Management EZ: Engineering EZMT: Engineering Methods & Tools EM: Engine Manual A/C: Aircraft DMU: Data Mock-up Unit CAD: Computer Aided Design PDM: Product Data Management CM: Command Monitor SLA: Service Level Agreement IS: Information System SA: Single Aisle LR: Long Range IDA: Architecture & standardisation IDC: configuration Management & A350/ A400M Solutions IDD: A/C Design& int. DMU &A380 Solutions IDN: Functional Design Solutions IDO: Operational Support IDS: Application Service


63 | P a g e

Illustration Table Figure 1: Airbus European Organization .................................................................................9!Figure 2: Airbus Major Processes Map .................................................................................19!Figure 3: Airbus ICT Organization .......................................................................................21!Figure 4: ID Organization .....................................................................................................22!Figure 5: Product Lifecycle Management Process ................................................................23!Figure 6: Internship Mission Roadmap edited by Olivier BEAUVAL ......................................25!Figure 7: Airbus GPP for Suite .............................................................................................26!Figure 8: A380 PLM Suite Data Flow ....................................................................................27!Figure 9: A380 PLM Suite Data Flow ....................................................................................28!Figure 10: A380 PLM Suite Data Flow ..................................................................................29!Figure 11: IDDV Meeting list .................................................................................................30!Figure 12: IDDV Stakeholder Mapping .................................................................................31!Figure 13: Workload Analysis Table Structure ......................................................................32!Figure 14: IDDV Workload Representation ...........................................................................33!Figure 16: IDDV Global Workload Representation ................................................................34!Figure 15: IDDV & ICT Workload comparison.......................................................................34!Figure 17: Meeting organization planning .............................................................................36!Figure 18: Meeting organization improvement planning ........................................................37!Figure 19: Recurrent Workflow mapping improvement .........................................................38!Figure 20 Global Project plan at Release Unit level ..............................................................40!Figure 21: New Release Unit Template ................................................................................40!Figure 22: Detailed view on the Release Unit Status worksheet ...........................................41!Figure 23: PLM Communication Plan Meeting Escalation ....................................................50!Figure 24: Gallup, Inc. Airbus Employee Engagement Action Plan Report December 2011 .54!

http://file:///E:/Stage%20Airbus/internship%20report%20V4%20.docx%23_Toc292287548










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