PM Book (Global)

PM GUIDEBOOK
PROJECT
MANAGEMENT
AT AIRBUS
Quick Intro
Read Chapter 1, Introducing Project Management at Airbus, to get the most out of this Guidebook!
PM Foundations
PM Foundations contains the generic Project Management information and guidelines necessary to understand and perform
best Project Management for all Project Types at Airbus. It contains chapters on:
PM Lifecycle describing Project Phases and their separate Milestone Gates
PM Processes describing the Project Management processes and their constituent Task Groups. Each Task Group
contains a description of the subject as well as the associated RASCIs and ‘Inputs –> Tasks/
PM
Activities –> Outputs’ chains. Information about the Task Group outputs required for each Project
Category is also available, alongside relevant deliverable codes for additional information searches
(see below).
PM Knowledge indexed by PM Knowledge Areas, such as ‘Time Management’ and ‘Risk Management’.
PM Deliverables providing a checklist summary on what typically has to be delivered, and when, from a PM perspective.
The checklist is repeated as a fold-out map in the Guidebook rear pocket.
PM People providing details about PM jobs, skills, careers and training.
PM Tools providing introductory information on the key PM tools available to kick-off, manage and control Projects. GUIDEBOOK
Project Types
Following on from PM Foundations, the Guidebook provides the additional information required in understanding how PROJECT
specific types of Projects are managed, including Aircraft Projects, IS Projects and Business Improvement Projects. MANAGEMENT
AT AIRBUS
Quick Search
Rapid access to information on any Project Management subject is available with a keyword search in either the Table of
Contents or the Index. Use the comprehensive Glossary in the Reference chapter to get a description of all key words.
Access to useful tools and documents (such as manuals, templates and good practice examples) is available by using the
online PM Reference Library which is on the P&PM community webpage.
PM Deliverable Code
Each PM Deliverable in this Guidebook is referenced with a unique code.
This code can be used to find practical templates and examples via the PM Reference Library on the P&PM Portal on
Airbus People.
Code Example: Unique
PM Deliverable 1 3 0 5 1 A
Code
PM Knowledge chapter Task Deliverable
number Group
Applicability by Project Code Issue 1

Not all Task Groups and their PM deliverables are applicable or required for all Airbus Projects. Therefore a code structure is December 2011
applied throughout this Guidebook, specifying applicability for each Project category (i.e. Iron, Bronze, Silver, Gold, Platinum).
Code Example:
Applicability N: Not applicable for Iron Projects
Code N R R M M R: Recommended for Bronze and Silver Projects
IRON BRONZE SILVER GOLD PLATINUM M: Mandated for Gold and Platinum Projects
Foreword Foreword
The lessons learnt on our major aircraft development programmes made clear that our Project and During its lifecycle, each and every Project passes through a sequence of Project phases. If expressed in
Programme Management (P&PM) capabilities were too weak, not harmonized and could not allow us to a generic way, these phases are the same for all types of Projects (such as; Aircraft, IS, CapEx, R&T and
successfully reach our ambitious targets. Business Improvement Projects) as well as for all Project Categories (Iron, Bronze, Silver, Gold, Platinum).
This is why four years ago we decided to create a dedicated Centre of Competence P&PM in order to
develop the P&PM capabilities of our people, and to secure current and future Project and Programme However, what exactly is required by the Project Management approach to be generated and delivered
commitments. during each phase – or at each of the phases’ terminating milestones – does indeed depend on the type
and category of each Project. For people involved in Projects it can sometimes get confusing to identify
In full consistency with the EADS Programme Management Improvement Plan, the CoC P&PM has identified what exactly is required for each Project phase to ensure that the Project Management approach is applied
three main axes for improving P&PM: in a professional, yet lean and efficient way.
1. Improve the P&PM skills of those leading or contributing to Projects and Programmes
2. Establish P&PM as a profession This Guidebook has been generated to provide clarity in this regard and to provide support for those applying the Project
3. Develop and embed P&PM processes, methods and tools. Management approach. After describing in more detail the various Project Management sub-disciplines, this Guidebook provides
a framework and reference to the application of the Project Management approach for all Project phases of all the different Project
Project Management at Airbus gathers together a comprehensive body of knowledge for Airbus Project Managers and provides types and categories which there are at Airbus.
easy access to the subject matter for everyone involved in Projects and Programmes at Airbus.
I am fully committed to its implementation in all business areas of Airbus. Our objective is clear and I am convinced that Project Project Management at Airbus also describes the links to a PM Reference Library, which provides access to best practice
Management at Airbus will represent a key enabler to better manage our Projects and Programmes. examples, lessons learned reports, templates, etc. The latter are deemed to be of great help to all Project Management
practitioners at Airbus.
I therefore wish this Guidebook a wide circulation among all those employees of Airbus who are leading, contributing to or being
otherwise involved in Projects.
Fabrice Bregier
Airbus COO
Chairman of EADS Supervisory Board on Programme Management
Hans-Henrich Altfeld
Head of Airbus Centre of Competence
Project & Programme Management (CoC P&PM)
4 5
Acknowledgements
The PM Guidebook would not have been possible without the support and involvement of numerous individuals and functions
across the business.
Table of
I would like to thank all of the representatives from Airbus Military, Configuration, Engineering, Finance, ICT, HR, Operations,
Procurement, Programmes, Quality as well as the P&PM CoC team for their much appreciated contributions ensuring that this
Guidebook covers all concerned business areas within Airbus, and offers applicable guidance that can be used by the entire
Airbus community. In addition I want to thank those individuals who provided up-to-date and accurate descriptions of the different
contents
Project Types within Airbus.
I would also like to thank those individuals who shared their expert PM knowledge and experience for the PM Knowledge Areas
as well as all the Airbus employees who provided valuable feedback to ensure consistency, accuracy and readability within this
Guidebook.
Finally I wish to express my highest regards to all those in the team who worked closely with me to write, develop, edit, publish
and ultimately make this Guidebook a reality.
Mike Stead
BM1, Project Leader for the PM Guidebook - Project Management at Airbus
6
0 INTRODUCING PROJECT MANAGEMENT AT AIRBUS..................................................................................... 13 1.3.6.5 Monitor and Control Cost............................................................................................................................................................................................................................144
1.3.7 Earned Value Management Introduction ...........................................................................................................................................................................146
Chapter 1 is fundamental. Its rules apply to all Projects and must be read to understand all information given in this 1.3.7.1 Plan Earned Value Management.............................................................................................................................................................................................................148
Guidebook. 1.3.7.2 Develop Performance Measurement Baseline.............................................................................................................................................................................152
1 PM FOUNDATIONS ............................................................................................................................................................................................................................. 32 1.3.7.3 Conduct Earned Value Analyses.............................................................................................................................................................................................................154
Introduction 1.3.8 Quality Management Introduction .............................................................................................................................................................................................156
1.1 PM Lifecycle..................................................................................................................................................................................................................................................... 36 1.3.8.1 Plan Quality Management............................................................................................................................................................................................................................160
Introduction 1.3.8.2 Plan Quality Assurance Events.................................................................................................................................................................................................................162
1.1.1 Lifecycle Design............................................................................................................................................................................................................................................. 38 1.3.8.3 Perform Quality Assurance Events. .......................................................................................................................................................................................................164
1.1.2 Description of PM Lifecycle. ............................................................................................................................................................................................................ 40 1.3.9 Human Resource Management Introduction ................................................................................................................................................................166
1.1.3 PM Deliverables............................................................................................................................................................................................................................................. 50 1.3.9.1 Plan Human Resource Management. .................................................................................................................................................................................................168
1.2 PM Process ...................................................................................................................................................................................................................................................... 60 1.3.9.2 Develop Project Organisation....................................................................................................................................................................................................................170
Introduction 1.3.9.3 Develop Resources Allocation ................................................................................................................................................................................................................172
1.2.1 PM Processes Overview...................................................................................................................................................................................................................... 62 1.3.9.4 Develop Project Staffing ..............................................................................................................................................................................................................................174
1.3 PM Knowledge Areas.......................................................................................................................................................................................................................... 68. 1.3.9.5 Acquire, Manage and Release Project Team................................................................................................................................................................................176
Introduction 1.3.9.6 Monitor and Control Organisation Breakdown Structure ....................................................................................................................................................178
1.3.1 Integration Management Introduction....................................................................................................................................................................................... 72 1.3.9.7 Monitor and Control Project Resources.............................................................................................................................................................................................180
1.3.1.1 Plan Change Control Management......................................................................................................................................................................................................... 74 1.3.10 Communications Management Introduction . ...............................................................................................................................................................182
1.3.1.2 Develop Project Charter................................................................................................................................................................................................................................... 76 1.3.10.1 Plan Communications Management....................................................................................................................................................................................................184
1.3.1.3 Categorise Project................................................................................................................................................................................................................................................ 78 1.3.10.2 Manage Stakeholders.....................................................................................................................................................................................................................................186
1.3.1.4 Develop Project Dossier (inc. Project Management Plan)...................................................................................................................................................... 80 1.3.10.3 Manage Documentation. ..............................................................................................................................................................................................................................188
1.3.1.5 Direct and Manage Project Execution................................................................................................................................................................................................... 82 1.3.10.4 Report Project Performance.......................................................................................................................................................................................................................190
1.3.1.6 Perform Change Control.................................................................................................................................................................................................................................. 84 1.3.11 Risk and Opportunity Management Introduction .....................................................................................................................................................192
1.3.1.7 Close or Handover Project ........................................................................................................................................................................................................................... 86 1.3.11.1 Plan Risk and Opportunity Management..........................................................................................................................................................................................196
1.3.2 Requirements Management Introduction ............................................................................................................................................................................ 88 1.3.11.2 Identify Initial Risk Exposure........................................................................................................................................................................................................................198
1.3.2.1 Plan Requirements Management.............................................................................................................................................................................................................. 90 1.3.11.3 Agree Detailed Response Actions. .......................................................................................................................................................................................................200
1.3.2.2 Establish Top Level Requirements. .......................................................................................................................................................................................................... 92 1.3.11.4 Monitor and Control Risk Exposure......................................................................................................................................................................................................202
1.3.2.3 Develop Requirements Baseline................................................................................................................................................................................................................ 94 1.3.12 Supply Chain Management Introduction ..........................................................................................................................................................................204
1.3.2.4 Monitor and Control Requirements. ........................................................................................................................................................................................................ 96 1.3.12.1 Plan Supply Chain Management............................................................................................................................................................................................................208
1.3.2.5 Plan Verification and Validation.................................................................................................................................................................................................................... 98 1.3.12.2 Conduct Procurements.................................................................................................................................................................................................................................210
1.3.2.6 Get Requirements Compliance...............................................................................................................................................................................................................100 1.3.12.3 Monitor and Control Supply Chain........................................................................................................................................................................................................212
1.3.3 Scope Management Introduction . .............................................................................................................................................................................................102 1.3.12.4 Close Procurements........................................................................................................................................................................................................................................214
1.3.3.1 Plan Scope Management............................................................................................................................................................................................................................104 1.4 PM People........................................................................................................................................................................................................................................................218
1.3.3.2 Develop Top Level Scope Description...............................................................................................................................................................................................106 Introduction
1.3.3.3 Agree Make/Buy and Worksharing.......................................................................................................................................................................................................108 1.4.1 Project Management Jobs, Positions and Roles. ................................................................................................................................................220
1.3.3.4 Develop Work Breakdown Structure...................................................................................................................................................................................................110 1.4.2 Project Management Professional Certification....................................................................................................................................................224
1.3.3.5 Monitor and Control Scope........................................................................................................................................................................................................................112 1.4.3 Project Management Competence Management .............................................................................................................................................228
1.3.4 Configuration Management Introduction ..........................................................................................................................................................................114 1.4.4 Project Management Training.....................................................................................................................................................................................................232
1.3.4.1 Plan Configuration Management............................................................................................................................................................................................................116 1.4.5 Project Management Coaching................................................................................................................................................................................................236
1.3.4.2 Develop Product Structure. ........................................................................................................................................................................................................................118 1.4.6 Project Management Career Path Model......................................................................................................................................................................240
1.3.4.3 Monitor and Control Product Structure and Data......................................................................................................................................................................120 1.4.7 PMO Service...................................................................................................................................................................................................................................................244
1.3.4.4 Monitor and Control Configuration Conformity.............................................................................................................................................................................122 1.5 PM Tools.............................................................................................................................................................................................................................................................250
1.3.5 Time Management Introduction....................................................................................................................................................................................................124 Introduction
1.3.5.1 Plan Schedule Management.....................................................................................................................................................................................................................126 1.5.1 Unified Planning (UP) Platform. .................................................................................................................................................................................................252
1.3.5.2 Develop Schedule.............................................................................................................................................................................................................................................128 1.5.2 Microsoft Project (MSP).....................................................................................................................................................................................................................256
1.3.5.3 Monitor and Control Schedule Deviations.......................................................................................................................................................................................132 1.5.3 Active Risk Manager (ARM)...........................................................................................................................................................................................................258
1.3.6 Cost and Finance Management Introduction. ..............................................................................................................................................................134 1.6 PM Assessments....................................................................................................................................................................................................................................262
1.3.6.1 Plan Cost Management ...............................................................................................................................................................................................................................136 Introduction
1.3.6.2 Develop Financial Business Case.........................................................................................................................................................................................................138 1.6.1 Project Management Maturity Measure (PM3) .....................................................................................................................................................264
1.3.6.3 Develop Cost Breakdown Structure for Cost Accounting...................................................................................................................................................140 1.6.2 Project Management Performance Assessment (PMPA)..........................................................................................................................266
1.3.6.4 Manage Cost Targets ....................................................................................................................................................................................................................................142 1.6.3 Project Management Capability Assessment (PMCA).................................................................................................................................268
8 9
Chapter 2 contains specific details required to manage an Aircraft Project. Chapter 3 contains details specific to Project Management of Information Solutions (IS) Projects.
Throughout this chapter there are references to the PM building blocks in chapter 1 PM Foundations. Throughout this chapter there are references to the PM building blocks in chapter 1 PM Foundations.
2 AIRCRAFT PROJECTS................................................................................................................................................................................................................274 3 IS PROJECTS. ..........................................................................................................................................................................................................................................422

Introduction Introduction
2.1 Lifecycle ............................................................................................................................................................................................................................................................278 3.1 Lifecycle (GPP) .........................................................................................................................................................................................................................................424
2.2 Deliverable Checklist . .....................................................................................................................................................................................................................282 3.2 Deliverables Checklist. ...................................................................................................................................................................................................................430
2.3 Process................................................................................................................................................................................................................................................................286 3.3 Process................................................................................................................................................................................................................................................................432
2.4 Integrated Project Proposition Development..................................................................................................................................................288 3.4 Requirements Management....................................................................................................................................................................................................434
2.5 Requirements Management....................................................................................................................................................................................................290 3.5 Quality Management.........................................................................................................................................................................................................................436
2.6 Aircraft Work Breakdown Structure..............................................................................................................................................................................294 3.6 Roles and Organisation.................................................................................................................................................................................................................438
2.7 Product Identification......................................................................................................................................................................................................................300 3.7 Competence Management.......................................................................................................................................................................................................442
2.8 Offer Management...............................................................................................................................................................................................................................304
2.9 Change Process. .....................................................................................................................................................................................................................................306
2.10 Configuration Conformity Management and Documentation (CCMD). ........................................................................312
Chapter 4 contains specific details required to manage Business Improvement Projects (LBIP).
2.11 Configured Digital Mock-Up (cDMU)...........................................................................................................................................................................316
Throughout this chapter there are references to the PM building blocks in chapter 1 PM Foundations.
2.12 Aircraft Route Books.........................................................................................................................................................................................................................324
2.13 Unified Planning Schedule Management...............................................................................................................................................................326 4 BUSINESS IMPROVEMENT PROJECTS (LBIP)......................................................................................................................................446
2.14 Aircraft Business Case...................................................................................................................................................................................................................338 Introduction
2.15 Unified Planning Cost Management.............................................................................................................................................................................340 4.1 Lifecycle ............................................................................................................................................................................................................................................................450
2.16 Unified Planning Earned Value Management...................................................................................................................................................346 4.2 Deliverable Checklist........................................................................................................................................................................................................................454
2.17 Maturity Gate Reviews....................................................................................................................................................................................................................352 4.3 Process Improvement.....................................................................................................................................................................................................................456
2.18 Advanced Product Quality Planning (APQP)....................................................................................................................................................356 4.4 Change Management.......................................................................................................................................................................................................................458
2.19 Status Reporting.....................................................................................................................................................................................................................................358 4.5 Organisation.................................................................................................................................................................................................................................................460
2.20 Documentation Management...............................................................................................................................................................................................362
2.21 Global and Local Risk and Opportunity Assessment..........................................................................................................................364
2.22 Manage External Aerostructure Work Packages......................................................................................................................................366
2.23 General Requirements for Suppliers (GRESS and GRAMS)..........................................................................................................372 Chapter 5 contains specific details needed to manage Research and Technology (R&T) Projects.
2.24 Aircraft Projects Organisation.............................................................................................................................................................................................378 Throughout this chapter there are references to the PM building blocks in chapter 1 PM Foundations.
2.25 Roles and Responsibilities.......................................................................................................................................................................................................380 5 R&T PROJECTS.....................................................................................................................................................................................................................................466
2.26 Programme/Project Management Office (PMO)........................................................................................................................................384 Introduction
2.27 Series Aircraft Integrated Planning..............................................................................................................................................................................386 5.1 Organisation ................................................................................................................................................................................................................................................468
2.28 Fulfil Customer Orders (FCO)...............................................................................................................................................................................................404 5.2 Plateau. ................................................................................................................................................................................................................................................................472
5.3 Funding................................................................................................................................................................................................................................................................474
5.4 Training ...............................................................................................................................................................................................................................................................476
5.5 Work Breakdown Structure . ...................................................................................................................................................................................................478
5.6 Make/Buy Strategy .............................................................................................................................................................................................................................480
5.7 Partnerships ................................................................................................................................................................................................................................................484
5.8 Processes .......................................................................................................................................................................................................................................................486
5.9 Technology Readiness Level Methodology........................................................................................................................................................488
5.10 Technology Readiness Level Gate Reviews . ....................................................................................................................................................494
5.11 Project Planning......................................................................................................................................................................................................................................500
5.12 Status Reporting.....................................................................................................................................................................................................................................502
10 11
Chapter 6 contains specific details required to manage Buildings and Infrastructure Projects.
6 BUILDINGS AND INFRASTRUCTURE PROJECTS. ............................................................................................................................506
Introduction
6.1 Lifecycle ............................................................................................................................................................................................................................................................508
6.2 Process ..............................................................................................................................................................................................................................................................512
6.3 Project Realisation Models.......................................................................................................................................................................................................514
6.4 Project Cost Estimation ...............................................................................................................................................................................................................516
6.5 Organisation.................................................................................................................................................................................................................................................518
Chapter 7 contains specific details needed to manage Jigs and Tools Projects.
7 JIGS AND TOOLS PROJECTS. .......................................................................................................................................................................................524
INTRODUCING
Introduction
7.1 Lifecycle ............................................................................................................................................................................................................................................................526
7.2 Process ..............................................................................................................................................................................................................................................................530
7.3 Status Reporting.....................................................................................................................................................................................................................................532
Chapter 8 contains specific details required to manage other Project types in the business.
Throughout these chapters there are references to the PM building blocks in chapter 1 PM Foundations. PROJECT
MANAGEMENT
8 MORE PROJECTS..............................................................................................................................................................................................................................536
Introduction
8.1 Upgrade Services and Retrofit Projects..................................................................................................................................................................538
8.2 Engineering Methods and Tools (E-M&T)..............................................................................................................................................................540
Chapter 9 contains general details for other interesting Project Management areas of the business.
9 MORE INFORMATION. .................................................................................................................................................................................................................546

Introduction
AT AIRBUS
9.1 Capital Expenditure (CapEx) ..................................................................................................................................................................................................548
9.2 Engineering Resource Management..........................................................................................................................................................................550
Chapter 10 contains the Project Management references for documents and definitions.
10 REFERENCE...............................................................................................................................................................................................................................................554
Introduction
10.1 Key Project Management Documents ....................................................................................................................................................................556
10.2 PM Reference Library and Deliverable Code . ...............................................................................................................................................558
10.3 Glossary..............................................................................................................................................................................................................................................................560
INDEX...................................................................................................................................................................................................................................................................590
12
The
Project Management
challenge at Airbus
There is much evidence available that the application of customised Project Management methodological and people-related
methods, processes, tools, skills, competences and behaviours – in short: standards – raises the probability of delivering Complicated vs. Complex
Projects successfully. This is even more true for Projects of a complicated or complex nature, which represent the core of the
Airbus business. The distinction between complicated and complex is determined by the perceived control capabilities one has over a Project.
In order to understand which customised Project Management standards should be applied, it is important to analyse in which
Projects are called ‘complicated’ when they are:
context the Project will be executed. In recent years there has, for example, been a huge advancement in the use of Product
Lifecycle Management (PLM) tools to support highly complex product developments. In order to maximise the potential offered • structurally very dense (i.e. made up of a very large number of elements, interfaces, involved people, customers, suppliers,
by these advanced IT capabilities, Airbus has introduced significant cultural, organisational and process-related changes etc.) and/or
influencing Project Management standards. • highly dynamic (i.e. management controls established to run the Projects must not only be flexible to deal in an agile way
with ‘unknowns’ but also with bursts of ‘unknown unknowns’, tending to appear whenever as yet unproven technologies
are introduced).
With modern IT tools, rapid development techniques such as Concurrent Engineering also became a reality, offering the
potential for drastically reduced development lead-times. Paradoxically perhaps, they require drastically improved levels of An already complicated Project may be perceived as complex prior to, at or any time after, Project launch if the required control
inter-personal, direct communication between those working on a Project to ensure more rapid communication. means turn out to be beyond the available controllability horizon. The latter is defined by the combined control capabilities of all
This is because digitally managed design changes can be implemented so much faster than the classical drawing board individuals involved in the Project, plus any additional non-human resources, tools, IT systems, etc. that may push the human
control capabilities beyond their initial limits.
techniques used some twenty years ago. In highly complicated and complex Projects, with many thousands of interfaces, it
Complicated Projects rapidly emerge as complex whenever people realise that they are not fully in control of them.
becomes increasingly difficult to manage information and ensure that everyone who needs to know about design changes, for
example, is informed at the right time. Significantly improved methods of communication are therefore a mandatory pre-requisite As defined above, the Air Traffic Control system controlling thousands of aircraft is complicated, but not complex.
for complex Projects seeking rapid product development. The problem is not so much the speed of sending information, but The development of a new aircraft involving new, unproven technologies is complex.
the rate at which it can be absorbed.
This aspect is particularly important for Concurrent Engineering as it implies the necessity to balance different design maturities
at any given moment. Some designs mature earlier, others later. It is impossible to find the right balance without constantly
making certain assumptions representing new risks or unknowns that could later prove to be wrongly chosen. In highly dynamic
Projects assumptions can become obsolete quicker than the time it takes to adopt new ones. There is the danger of having to
proceed with obsolete assumptions without having established meaningful new ones in their place. The speed of learning during
a dynamic Project is therefore crucial to its success. It requires highly effective communication in an already complex product
development environment, thus rendering the management of dynamic product developments even more complex.
14 15
How to ensure Leadership
improved Ways Requirements
of Communication
The demand for improved communication drives the need for multi-functional, co-located teams. Because it is easier to Leading teams in a multi-functional and multi-cultural environment is all about generating teamwork and efficiency within a team
ensure that communication within teams is functioning, compared to between teams, these need ideally to be set up in order as well as promoting interaction with other teams. One of a team leader’s most important roles is to develop the Project team
to ensure that the most difficult or critical aspects of the product to be developed, such as complex technical interfaces, can and help it move through the various stages of its evolution. Leadership in the context of large scale, three-dimensional matrix
always be managed within the teams and the relatively simpler aspects to be dealt with between teams. The knowledge related organisations has the additional role of counter-balancing the deficiencies of the latter. Complex Projects require significantly
to interface complexities must come from experience with previous Projects. Not to have this experience would introduce a more advanced leadership from the Project teams. This is even more necessary where large scale Projects are managed in an
significant amount of additional risk into a Project. international environment, requiring significant multi-cultural experience from Project leaders and team members.
The design and establishment of office space architectures, pro-actively supporting the product development process in As professional Project leaders are a scarce resource in any company, there is the risk of companies being limited in their
general and the communication streams within and between teams in particular, become a necessity in the management of capacity to exploit the opportunities offered by the application of IT tools through a shortage of sufficiently skilled Project
complex Projects. If designed well, they represent very suitable platforms for the co-location of multi-functional teams – rather leaders. It must be strongly underlined that the lack of skilled leaders is the single biggest threat to the concept of multi-
than forcing people into an office space which happens to be available but is otherwise not suited to supporting the product functional teams supporting concurrent ways of working. The application of IT tools in complex product development not only
development process. requires well trained and experienced engineers (and other functionally experienced people), as members of Project teams
but equally, and perhaps primarily, well trained and experienced Project leaders and managers at all levels of the Project’s
The multi-functional approach requires complex Projects to be organised within a matrix structure, with one axis of the matrix organisation hierarchy.
represented by the Project and the other by the various functional departments involved in it (Engineering, Manufacturing,
Procurement, etc.). There are pros and cons of such an organisation, with the cons certainly not to be overlooked. For large More IT tool capabilities mean more (design) possibilities but less freedom in how things can be done. As IT tools are based on
scale Projects in particular, where a single multi-functional team is not sufficient to develop the product, there is a need for programmed, and therefore fixed, algorithms and codes, they can only work effectively and deliver the expected results if people
an organisational hierarchy within the matrix to manage the multiple teams. This introduces a third dimension to the matrix adhere to the processes they require.
structure, thus adding further complexity to an already complex Project. It tends to raise many concerns among those affected
by it, which need to be addressed with sensitivity and persuasion.
16 17
Leadership Customised Project
Requirements (cont’d) Management Standards
Process adherence is necessary for the organised collection and sharing of the huge amount of business and technical It should be clear that the application of classical Project Management standards, as defined by existing Project Management
information related to a complex Project or product, such as: Bodies of Knowledge, are insufficient to manage and keep complicated or complex Projects under control. These require a
• the release status of drawings much wider Project Management approach, perfectly adapted to their specific nature. Beyond methodological standards there
• the establishment and cascading of requirements for all the teams involved in the Project are in particular people-related standards which must be applied.
• Risk and Opportunities Management
• Schedule and Interdependency management Not all Projects within or under the authority of Airbus are complicated or complex however, and classical Project Management
• the correct booking of workload performed to enable meaningful Earned Value measurements. standards would still appear to be an appropriate approach for these less complex Projects, although requiring some adaptation
to Airbus’ needs in most cases. Differentiation is therefore required.
But adhering to proven processes is even more important in complex Projects where many unknowns and high rates of change
are usually encountered. In order to differentiate between the needs of different Projects and for efficient use of this Guidebook it is helpful to introduce a
few terminologies.
Accepting strict process adherence is difficult for many people, particularly engineers. It is normal that technical departments
should make use of engineering ingenuity to solve development problems, thus encouraging engineers in their creativity. But the An Airbus Project is any Multi-Project, Development Programme, Project or Sub-Project that is formally launched and managed
application of excessively high levels of creativity is contradictory to process adherence. under the authority of Airbus. To Airbus Projects the Project Management approach applies.
Unfortunately, complex Projects are not manageable to time, cost and quality without adherence to proven processes. This is This is in contrast to Airbus Programmes (i.e. entire Programmes or Series Programmes) to which the Programme Management
where Project leaders experienced in process adherence can add significant value. They should encourage creativity in their approach applies.
Project teams whilst remaining within the boundaries of process adherence. Only where extreme situations may require it should
they authorise limited diversions from proven processes to increase overall process rapidity. Keeping such diversions under Airbus Projects and Airbus Programmes are grouped together to Portfolios. The latter may contain Airbus Projects only
control is then a mandatory management and leadership requirement. Finding the right balance between process adherence or Airbus Programmes only or a mixture of the two. Those Portfolios which only contain Airbus Projects are called Project
discipline and flexibility in exceptional cases must be seen as a major leadership challenge requiring high levels of experience. Portfolios. They therefore are Airbus Projects in their own right, too.
Portfolios, Airbus Projects and Airbus Programmes together represent the entire Airbus Project and Programme Landscape
which is depicted in figure III-1.
18 19
Airbus Project and Programme Landscape.................................................................................................................
Fig. III-1
Commercial Aircraft Programmes Diversification Future Military Aircraft Programmes

Programmes Programmes
Transport
Single Aisle Long Range A380 A350 A30X A400M Military Derivatives and Mission
Pax Series Pax Series Pax Series Pax Series Series CN-235
ATR MRTT
Production Production Production Production Production
A320 NEO Freighter Series C-295
Head of Version A350-800 Hawker A400M
Production
Sharklets CJ/VIP Series Mod A350-900 Eurofighter Series Mod C-212
CJ/VIP Head of Version A350-1000 Tornado P3
Series Mod
Head of Version Series Mod Head of Version Inlet Cowl to CN-235
Series Mod
Series Mod Series Mod to C-295
Corporate Functional Research and Methods Customer Air Traffic Business Multi-Programme
IS/IT CapEx
Improvements Improvements Technology and Tools Services Management Development Projects
e.g. Optimise e.g. Cabin e.g. Services

e.g. Power 8 R&T IS/IT CapEx M&T Upgrade e.g. SESAR Connectivity e.g. MPSP
Inspection
e.g. iShare e.g. COLOSSUS e.g. Brake
e.g. SHAPE e.g. A Project e.g. Clean Sky e.g. A350 FAL Spare Parts e.g. A Project
Deployment CAE Model to Vacate
e.g. A Project e.g. A Project
Generic Perimeter Title: Portfolio Development Programme ♦ Applicable Management Approach:

Programme ★ Multi-Project ♦
★ Airbus Programme: Programme Management Approach applies
Series Programme ★ Project ♦
♦ Airbus Project: Project Management Approach applies Status: December 2011
Note: Programme Management Approach usually encompasses many,

if not all aspects of the Project Management Approach.
20 21
For more detailed definitions please refer to Reference Chapter 10. However, figure III-2 provides a quick overview into the Note, that the classification of a perimeter of activities can change, for example because:
classification of a perimeter of activities as an Airbus Project (covering Projects, Multi-Projects and Development Programmes) - the perimeter around a set of activities is drawn differently (e.g. Head of Version (Project) versus fleet of aircraft with the same
or Airbus Programme (covering entire Programmes or Series Programmes). customised features as designed for the Head of Version (Programme))
-T he activities have evolved along the lifecycle (e.g. a Development Programme gradually converts into a Series Programme).
Airbus Project Landscape.................................................................................................................................................... Figure III-1 representing the Airbus Project and Programme Landscape can therefore only be a snapshot in time (here:
Fig. III-2 December 2011).
It is important to understand that this Guidebook is about Airbus Projects to which the Project Management approach applies.
Perimeter Horizon Perimeter Revenues*£# For these Projects, Project Management at Airbus offers an overview of the Project Management standards to be applied,
Only as part of customised by Projects Type.
Full Lifecycle Span Current Focus None at all a larger, specific Directly
Perimeter Airbus Projects can be allocated to different Project Types, such as:
Single Deliverable* $
The Deliverable* $
project project project • Aircraft Projects (see Chapter 2)
• IS/IT Projects (see Chapter 3)
Perimeter Scope*
Many Deliverables*$ (First few or)

N/A
(Development) (Development) • Lifecycle Business Improvement Projects (LBIP) (see Chapter 4)
(in Series Mode) 1st Delivery*$ programme programme • R&T Projects (see Chapter 5)
Many Deliverables*$ Many Deliveries*$
N/A
(Series) (Series) • Buildings and Infrastructure Projects (see Chapter 6)
(in Series Mode) (in Series Mode) programme programme • Jigs and Tools Projects (see Chapter 7)
Many Deliverables*$ Many Deliveries*$ • Upgrade Services and Retrofit Projects (see Chapter 8).
multi-project multi-project programme
(in Non-Series Mode) (in Non-Series Mode)
Airbus Projects can also belong to different Project Categories. The five Categories, IRON, BRONZE, SILVER, GOLD and
Airbus Programme: Programme Management Approach applies PLATINUM, describe the different levels of complexity, risk and challenge which characterise Airbus Projects (see Chapter
Delivery
1.3.1.3).
Perimeter
Airbus Project: Project Management Approach applies

Scope
Perimeter Customer
(*) from/to Customer external to Perimeter How the content of any aspect stated in Project Management at Airbus is applied to an Airbus Project depends on its Type
T0 Revenue ($) inc all ‘After Delivery’ activities associated with it
(£) As seen for full lifecycle span
and/or Category, respectively. In terms of Project Types, Project Management at Airbus differentiates between:
Perimeter Horizon
(#) Not only at delivery, but possibly at any time before (e.g. via down payment) • PM Foundations, covering generic standards generally to be applied for each Project Type (see next page)
• PM Methodologies to be applied in order to fully cater for the needs of specific Project Types on top of and beyond the
Note: Programme Management Approach usually encompasses many, if not all aspects of the Project Management Approach
application of the generic standards (see Chapters 2 to 8).
22 23
PM Foundations
PM Foundations include the following aspects: • Depending on the PM processes, there are certain IT-based PM Tools (see Chapter 1.5 for an overview and also the specific
• Airbus Projects evolve along a PM Lifecycle (see Chapter 1.1) from initial identification of potential business opportunities chapters for more detail) to be applied as part of the PM standards at Airbus.
through a formal Project Launch up to the final closure of the Project. The PM Lifecycle consists of individual Lifecycle • People-related aspects are based on the identification and description of Project Management-specific PM Jobs (see
Phases, separated by Milestone Gates. Chapter 1.4).
• During the individual phases of PM Lifecycles dedicated PM Processes (see Chapter 1.2) are to be applied. They consist of • Managers seeking to fill open positions need to identify the skills and competences required by that position and to compare
Tasks clustered in Task Groups. them with what candidates can offer. At Airbus, this is governed by the ECM Process (EADS Competence Management, see
• Task Groups generate PM Deliverables (see Chapter 1.1.3 as well as the fold-out at the end of this Guidebook) that need to Chapter 1.4.3) which also includes roles with a PM content.
be produced during PM Lifecycle phases or for dedicated Milestone Gates. They demonstrate that the Project Management • Project Managers as the individuals leading or managing Airbus Projects following Project Launch are required to possess:
standards have been applied correctly. - adequate behaviours
• Task Groups also belong to PM Knowledge Areas (see Chapter 1.3). Those identified by EADS as relevant for the - a track record of achievement of objectives
management of Projects comprise: - adequate technical or other competences required by the Project
- Integration Management (see Chapter 1.3.1) - minimum required Project Management skills and experience demonstrated through the possession of the appropriate level
- Requirements Management (see Chapter 1.3.2) of PM Certification (see Chapter 1.4.2).
- Scope Management (see Chapter 1.3.3) • A irbus is also pro-actively supporting a PM Career Path (see Chapter 1.4.6) model for interested individuals. It is based on the
- Configuration (Product) Management (see Chapter 1.3.4) conviction that only personal experience gained through managing increasingly complex Projects ultimately leads to the level
- Time Management (see Chapter 1.3.5) of sophistication in Project Management needed at Airbus to successfully deliver its Projects.
- Cost and Finance Management (see Chapter 1.3.6) • Both PM Certification and the PM Career Path can be supported by PMO Services (see Chapter 1.4.7), PM Coaching (see
- Earned Value Management (see Chapter 1.3.7) Chapter 1.4.5) and an extensive PM Training Curriculum (see Chapter 1.4.4), from which individual training modules can be
- Quality Management (see Chapter 1.3.8) selected.
- Human Resources Management (see Chapter 1.3.9)
- Communications Management (see Chapter 1.3.10)
- Risk and Opportunity Management (see Chapter 1.3.11)
- Supply Chain Management (see Chapter 1.3.12).
24 25
Governing
PM Standards
The content of Project Management at Airbus is fully governed by the governance pyramid depicted in Figures III-3 and III-4 Airbus Project Management Governance Pyramid..................................................................................................
Fig. III-3
consisting of:
• the EADS PM Steering Board, defining the PM improvement roadmap for EADS and setting the priorities for the EADS PM
Council. The Steering Board is composed of the Senior Executives from all EADS Divisions and Business Units (BU)
• the EADS PM Council, leading the EADS PM improvement initiative through the generation of dedicated EADS PM Policies.
It is, thus, in charge of creating an EADS Common Programme Management Framework (EADS-CDS-005) that represents Members
EADS Sponsor nominated at BU
an EADS wide common referential, approved by the EADS PM Steering Board. Prior to approval, the policies are discussed, CEO level
EADS PM
commented upon and endorsed by the EADS PM Network, consisting of executive Project Managers from all Divisions and Steering Board
Business Units of EADS. The Framework is therefore not only based on international standards but also on the combined
knowledge and best practice from across the business Members nominated
EADS Lead EADS by each EADS BU
• the Airbus P&PM Council, securing Airbus’ responsibility as an EADS Business Unit to deploy the EADS Policies across the PM Council
various Functions within the company following formal EADS PM Steering Board approval. The Airbus P&PM Council has
representation from different Functions. Its purpose is to: Members nominated by
Sponsor - F Bregier
- sponsor and promote P&PM performance improvements across Airbus using the Airbus P&PM Network BM Lead Airbus P&PM Council Head of Programme/
CoE/CoC/Function
- align an Airbus position for input into the EADS PM Council and ensure the EADS policy implementation
- identify the cooperation required between different Functions to deliver an Airbus P&PM vision and act as a decision making
forum on key topics Airbus P&PM Network Transverse PM
BM Lead Network
- share and coordinate developments and improvements in Project Management standards across the wider Project and
Programme Management scope.
26 27
Cont’d PM Procedural Documentation Cascade.......................................................................................................................
Fig. III-4
• the CoC Project & Programme Management, ensuring that the principles contained in the various EADS Policies are
encompassed in the current Airbus procedural documentation or in new procedural documents if and wherever necessary.
Figure III-4 describes how the Project Management procedural documentation within Airbus is linked to the EADS Common
Programme Management Framework and EADS PM Policies respectively. For Airbus, PM procedural requirements are
contained in the Airbus Directive A1002 which is comprised of 2 modules:
EADS
- A1002.0 Airbus PM Policy and General Requirements – applicable to all types and sizes of Projects EADS
Common PM
- A1002.1 Airbus PM Requirements for Aircraft Development Projects – applicable to all aircraft development Projects.
Framework
• the implementation of Project Management Performance Assessments (PMPA) ensuring that Projects fulfil the requirements Directives
Airbus A1002.0
EADS PM
and expectations as described in Directives A1002.0 and A1002.1 (see Chapter 1.6). Policies
PMPA A1002.1
PM3
Processes
Manuals
Applicable Documents
Type Title Reference Access

RMP PMP SoW
Policy EADS Common PM Framework EADS-CDS-005 MyDoc Risk Prog. Projects ...to suit
Statement Report Projects
Mngt Mngt of Work
Plan Plan
Directive Airbus PM - Policy and General Requirements A1002.0 MyDoc
Operating Level Document examples
Directive Airbus PM Requirements for Aircraft Development A1002.1 MyDoc
Projects
28 29
1 PM Foundations
PM
Foundations
1
30
1 PM Foundations
1.1 PM Lifecycle................................................................................................................................................................................... 36
1.2 PM Processes............................................................................................................................................................................... 60
1.3 PM Knowledge Areas............................................................................................................................................................... 68
1.4 PM People.................................................................................................................................................................................... 218
1 PM FOUNDATIONS 1.5 PM Tools........................................................................................................................................................................................ 250
Introduction 1.6 PM Assessments...................................................................................................................................................................... 262
1 PM Foundations
1 PM Foundations
The PM Foundations Chapter is designed to provide the reader with the fundamentals necessary to perform Project PM Foundations..........................................................................................................................................................................
Fig. 1-1
Management (PM) across the business. It is divided into six sub-chapters (Figure 1-1).
PM Lifecycle
PM Knowledge Areas contain Task Groups. The Task Groups are the heart of the Guidebook as they describe which Tasks
and (lower level) Activities to do and when. Each Task Group is described over a two-page layout containing Overview, Inputs, DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER
Tasks/Activities, Outputs, PM Deliverables, Golden Rules as well as RASCI guidelines. Identify and Confirm Generate Validate Negotiate Execute Close
Understand Business Proposal for Proposal Proposal Implementation Project
PM Processes allocate the Task Groups to the classical Project Management processes; Initiating, Planning, Executing, Business Opportunity Solution and and Deliver
Opportunity Implementation Solution
Monitoring and Controlling as well as Closing.
Together with the PM Knowledge Areas, this arrangement provides a structured approach to the Tasks, showing how they are
grouped and interlinked. 10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed
The description of a PM Lifecycle enables the reader to understand the life of a typical Project with its key Phases and
Milestone Gates. A checklist can also be found in this chapter indicating when to perform the Task Groups and produce the PM Processes
PM Deliverables. In both the PM Lifecycle checklist and the PM Processes there are references to the Task Groups.
This chapter provides a mapping of the lifecycles of specific Airbus Projects, as applied in the business, with the PM Lifecycle. IN IN
IN IN
IN
ACT ACT
Information about PM jobs, training and careers in Project Management is available in PM People. PM Tools contains a ACT OUT
ACT
ACT OUT
OUT
description of some of the generic tools applied in Project Management at Airbus. OUT Processes Processes OUT Processes
Processes Processes
PM Knowledge Areas/Task Groups
Input Task Output Input Task Output Input Task Output Input Task Output
Input Task Output Input Task Output Input Task Output
PM People
PM Tools
PM Assessments
32 33
1 PM Foundations
PM
FOUNDATIONS
lifecycle
1.1
34
1 PM Foundations
1 PM Foundations
1.1.1 Lifecycle Design. ......................................................................................................................................................................... 38
1.1 PM Lifecycle 1.1.2 Description of PM Lifecycle.................................................................................................................................................. 40
Introduction 1.1.3 PM Deliverables........................................................................................................................................................................... 50
1 PM Foundations
1 PM Foundations
The life of an Airbus Project is often represented by a series of phases (or stages) through which the Airbus Project passes from
creation to closure.
These phases are usually interconnected by Milestone Gates. These either represent the conclusion and termination of a
preceding phase or the kick-off of the subsequent phase or both.
They are thus used to perform a health check of the Airbus Project at given points in time during its life. Each Milestone Gate
calls for certain deliverables to enable decisions to be made about the progress, direction and next steps of the Airbus Project.
The phases, together with their interconnecting Milestone Gates, are called ‘lifecycle’.
36 37
1 PM Foundations
1.1 PM Lifecycle
1.1.1 Lifecycle Design
1 PM Foundations
1 PM Foundations
The design of a Lifecycle is typically driven by the needs of any of the following: PM LIFECYCLE VS. EXISTING LIFECYCLEs AT AIRBUS...........................................................................................................
Fig. 111-1
(1) The steps it takes to design, develop, produce, test, operate, maintain, support, and finally retire a hardware/software
deliverable (a product, system, service). PM Lifecycle
(2) The levels of maturity or improvement to be achieved. DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER
Phase
(3) The needs of Project Management where the lifecycles help to organise the work, reduce complexity and drive delivery Group
performance in order to meet objectives. Identify and Confirm Generate Validate Negotiate Execute Close
and Deliver Phase
Business Opportunity Solution and
Lifecycles very often encompass a mixture of these drivers (1 to 3). This can be seen clearly with the applicable lifecycles in Solution
Opportunity Implementation
existence at Airbus, depending on Project Type, for example:
Mile-
• PDP (DARE) for Aircraft Development Projects [drivers (1), (2), (3)] 10 20 30 40 50 60 70 stone
• GPP for IS/IT Projects [drivers (1), (2), (3)] Opportunity Project Proposal Proposal Customer Solution Project Gate
• TRL for R&T Projects [drivers (2), (3)]
• LBIP for Lifecycle Business Improvement Projects [driver (3)].
Existing Lifecycles at Airbus
It is important to note that the needs of Project Management are in fact reflected in all of these lifecycles. As such, driver (3) has
Note: ATO
a major influence on how a specific lifecycle should be designed. Aircraft is part of MG3
Projects MG1 MG2 Final MG3 ATO MG4 MG5 6 7 8 9 10 11 12 MG13 14 15 MG16
DSR
A lifecycle entirely shaped by driver (3) is called a PM Lifecycle. It is depicted in Figure 111-1. As with any other lifecycle, it
IS Projects
includes the generic phase groups, the phases and Milestone Gates required to manage an Airbus Project in a robust manner. (GPP)
M1 End of M3 ‘End of RDA’ Work Spec. (BRD) M5 7 9 10 11 12 M13 M14
project
Figure 11-1 also includes the mapping of the main Airbus applicable lifecycles against the PM Lifecycle. Please note, however, Business ‘scoping’
Improvement
that not all phases and Milestone Gates of the PM Lifecycle may be required for some specific Airbus Projects. Projects (LBIP)
G1 G2 G3 G4 G5 67 G8 G9 G10
In the following (Chapter 1.1.2), the PM Lifecycle is described in more detail. Chapter 1.1.3 summarises the PM Deliverables Jigs and
which are to be generated for the different PM Lifecycle Milestone Gates. Tools
Projects M1 M2 M3 M4 M5 M7 8 9 10 11 12 M13 M14
Buildings and
Infrastructure
Projects Basic Cap Ex Implementation Specification Tender & Inspection Practical
Evaluation Approval Planning Agreed Awarding of Building Completion
Works Certificate
Research
Development
Projects
(R&T) TRL TRL Handover to
“n” “n+1” Programme
38 39
1 PM Foundations
1.1 PM Lifecycle
1.1.2 Description of PM Lifecycle
1 PM Foundations
1 PM Foundations
The PM Lifecycle consists of three phase groups.

IMPLEMENT & DELIVER
DEVELOP OPPORTUNITY During the phase group ‘Implement and Deliver’ the Project is executed in order to implement and deliver the defined Solution.
The Solution is delivered when it is confirmed by the customer as meeting all requirements.
During the initial phase group ‘Develop Opportunity’, identified business opportunities are assessed and any risks or possible Once the Solution is delivered, there is still the task – most often neglected – of closing the Project down. It includes the
show stoppers to achieving the opportunity are identified. They are subsequently elaborated to a sufficient level of detail to effective ramp-down of resources, the capturing of lessons learnt as well as any handover to non-Project-related lifecycle
confirm the formal launch of a Project. phases or stages.
The launch also requires, amongst other things, a description of the Top Level Requirements, a High Level Business Case and This phase group consists of the phases ‘Execute Implementation and Deliver Solution’ as well as ‘Close Project’.
the confirmation of availability of sufficient resources necessary for the next Phase Group.
Through the formal launch act Airbus Management is declaring its commitment to make available the resources required by the
Project and confirming its intention to capture the business opportunity.
This phase group consists of the phases ‘Identify and Understand Business Opportunity’ as well as ‘Confirm Business
Opportunity’.
PLAN IMPLEMENTATION
The subsequent phase group, ‘Plan Implementation’, covers all tasks required to identify and plan the activities, steps,
deliverables, etc. – i.e. the Project Proposal – required to capture the business opportunity within the timeline, the budget and
the quality requirements as stated at Project Launch. It is therefore a crucial preparatory phase group for the subsequent phase
group, ‘Implement and Deliver’. It is here that Project Management can contribute most to a Project by driving through an
adequately detailed proposal.
However, the Project Proposal as proposed by the Project Team shall be validated by the sponsor(s) of the project. It shall also
be successfully negotiated with the Project’s customers so that they can commit to fund it. Note that a Project’s sponsor(s) may
also be its customer(s), and vice versa.
Once this commitment has been achieved, the major phase group, ‘Implement and Deliver’, is launched with significant ramp-
up of work and costs.
‘Plan Implementation’ consists of the phases ‘Generate Proposal for Solution and Implementation’, ‘Validate Proposal’ and
‘Negotiate Proposal’.
40 41
1 PM Foundations
1.1 PM Lifecycle
1.1.2 Description of PM Lifecycle (cont’d)
1 PM Foundations
1 PM Foundations
The PM Lifecycle consists of seven phases.
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER
Identify and Confirm Generate Validate Negotiate Execute Close Identify and Confirm Generate Validate Negotiate Execute Close
Understand Business Proposal for Proposal Proposal Implementation Project Understand Business Proposal for Proposal Proposal Implementation Project
Opportunity Solution and and Deliver Business Solution and and Deliver
Business Opportunity
Implementation Solution Opportunity Implementation Solution
Opportunity
20 30 40 50 60 70 10 30 40 50 60 70
10 Project Proposal Proposal Customer, Solution Project Opportunity
20 Proposal Proposal Customer, Solution Project
Opportunity launched ready validated Supplier delivered & closed assessed Project ready validated Supplier delivered & closed
assessed committed accepted launched committed accepted
Identify and Understand Business Opportunity Confirm Business Opportunity

This phase includes the activities that identify business opportunities and formally describe them to allow their prioritisation. This phase includes the activities that develop a Launch Dossier, which comprises the Solution Overview (with its Top Level
Product Structure, if applicable) as well as the Project Charter with the following deliverables to support the commitment to
• Identify business opportunities. launch the Project:
• Establish business benefits related to the opportunities (e.g. supports company strategy, compliance, risk mitigation).
Ph a se
Ph a se
• Establish feasibility of pursuing business opportunities (e.g. resource feasibility, technology readiness). • Establish Top Level Requirements. • Stakeholder Register. • Initial Make/Buy and Worksharing.
• Prioritise and select business opportunities to be pursued through a Project. • High Level Business Case. • Top Level Scope Description. • Initial Risk Exposure and their
• Develop Top Project Objectives for each business opportunity. •M aster Schedule. • Top Level Resources Allocation Profile. Resource Needs.
• Top Level WBS and OBS. • Top Level Cost Targets.
M ile s to n e
M ile s to n e
10
Gate
Gate
Opportunity assessed 20 Project Launched (via Company Commitment)
The Milestone can be passed when the successful opportunities have been described to a level where the top objectives to
The Milestone can be passed when a Project has been described to a level where the Solution Overview and the Final Project
meet the business opportunity are clear, the potential benefits are identified and the principal possibility to capture the business
Charter are established, the Project has been Categorised, the Project Leader has been nominated, the availability of resources
opportunity by means of a Project is demonstrated.
has been confirmed and the company has expressed its commitment to implement the Project.
42 43
1 PM Foundations
1.1 PM Lifecycle
1 PM Foundations
1 PM Foundations
Business Opportunity and Deliver Business Opportunity Solution and and Deliver
Solution and
Opportunity Solution Opportunity Implementation Solution
Implementation
10 20 40 50 60 70 10 20 30 50 60 70
Opportunity Project
30 Proposal Customer, Solution Project Opportunity Project Proposal
40 Customer, Solution Project
assessed launched Proposal validated Supplier delivered & closed assessed launched ready Proposal Supplier delivered & closed
ready committed accepted validated committed accepted
Generate Proposal for Solution and Implementation Validate Proposal

This phase includes the activities that develop a detailed Project Proposal for the (technical, process improvement, etc.) Solution This phase includes the sponsor* validation of the Project Proposal prior to presentation to the customer.
as well as the Project’s implementation. This includes the Solution Definition (compliant with Customer Requirements), as well as
the Project Dossier. • Secure sponsor approval of Project Proposal (including any approval by Works Councils/Unions, where required).
• Prepare Authorisation to Offer.
Ph a se
Ph a se
• Establish detailed Requirements for the Project’s team(s).
• Develop detailed Project Business Case.
• Develop detailed Schedules. *Note: Where sponsor and customer are identical (e.g. for some internal Projects) the ‘Validate Proposal’ phase and the
• Develop detailed WBS, OBS and CBS. ‘Negotiate Proposal’ phase should be done concurrently. Milestone Gates 40 and 50 overlap in this case.
• Secure resource availability.
• Develop detailed risk responses.
• Prepare Project Proposal.
M ile s to n e
Mi le s t on e
Gate
G ate
30 Proposal Ready 40 Proposal Validated (by sponsor)

The Milestone can be passed when a Solution Definition and the Project Dossier describing the implementation scenario has The Milestone can be passed when the sponsor commits to the Project Proposal and authorises to offer the Project’s intended
been proposed with a sufficiently detailed description demonstrating that the Business Case and Project Requirements can deliverables to the customer.
be met.
44 45
1 PM Foundations
1.1 PM Lifecycle
1 PM Foundations
1 PM Foundations
Business Opportunity Solution and and Deliver Business Opportunity Solution and and Deliver
Opportunity Implementation Solution Opportunity Implementation Solution
10 20 30 40 60 70 10 20 30 40 50 70
Opportunity Project Proposal Proposal
50 Solution Project Opportunity Project Proposal Proposal Customer,
60 Project
assessed launched ready validated Customer, delivered & closed assessed launched ready validated Supplier Solution closed
Supplier accepted committed delivered &
committed accepted
Negotiate Proposal Execute Implementation and Deliver Solution

This phase includes the activities to negotiate the Project Proposal with the customers and secure enough buy-in to justify the This phase includes all the activities to deliver the Solution and secure customer acceptance.
implementation launch. This phase also involves any of the following possibly recurring activities: monitoring and controlling, detailed planning,
It also includes the activity to develop and negotiate agreements with internal or external suppliers. However, signing legally as well as managing change, documentation, training, design, manufacture, assembly, test and deployment.
binding contracts with suppliers may not necessarily be part of this phase.
Ph a se
Ph a se
This phase may necessitate updates to the Solution Definition, and/or Project Dossier. • Monitor Project against baseline and agree corrective actions where required.
•M anage changes to the Project in an integrated manner (e.g. integrating changes to the project’s scope considering cost,
• Negotiate Project Proposal with customer • Plan the phase group ‘Implement and Deliver’ in detail schedule, resource and risk impacts).
(internal or external). (scope, work packages, schedule, cost, organisation, • Conduct audits and assessments.
• Secure customer orders resourcing, risks and opportunities). • Monitor and control suppliers.
• Secure resources for ‘Implement and Deliver’ phase. • Communicate Project status to stakeholders.
• Validate deliverables against the Project requirements and scope.
• Manage customer acceptance of interim and final Project deliverables.
M ile s to n e
M ile s to n e
Gate
Gate
50 Customer, Supplier Committed 60 Solution Delivered and Accepted
The Milestone can be passed when the customer commits to funding the Solution (i.e. customer orders are secured) and/or the The Milestone can be passed when the delivered Solution is confirmed by the customer as meeting all requirements.
supplier(s) have demonstrated their commitment to participate in the Project.
46 47
1 PM Foundations
1.1 PM Lifecycle
1 PM Foundations
1 PM Foundations
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER
Identify and Confirm Generate Validate Negotiate Execute Close

Business Opportunity Solution and and Deliver
10 20 30 40 50 60
Opportunity Project Proposal Proposal Customer, Solution
70
assessed launched ready validated Supplier delivered & Project
committed accepted closed
Close Project
This phase includes the handover of tasks to operational teams as well as tasks to close the Project and capture all Lessons
Learnt
• Manage handover to operational teams (including transfer of any residual tasks).

Ph a se
• Conduct final Lessons Learnt activity.

• Archive Project documents.
• Ramp-down remaining Project resources.
• Close supplier contracts.
• Conduct Project financial closure.
M ile s to n e
Gate
70 Project Closed
The Milestone can be passed as soon as any ongoing tasks have been terminated or handed over to non-Project phases or
stages, all Project resources have been released and Lessons Learned are captured.
48 49
1 PM Foundations
1.1 PM Lifecycle
1.1.3 PM Deliverables
1 PM Foundations
1 PM Foundations
During each of the PM Lifecycle Phases deliverables need to be generated in order to satisfy the requirements set forth by the Whereas in Chapter 1.3 ‘PM Knowledge Areas’ the codes are provided at their full length (e.g. 13051A), they are split in
Project Management methodology. These are hereafter called PM Deliverables. two parts in the PM Deliverables table in order to save text space.
At each of the Milestone Gates terminating a PM Lifecycle Phase the Project team needs to demonstrate that the PM Example: The PM Deliverable ‘Schedule Management Plan’ as described in Chapter 1.3.5.1 is attributed with the
Deliverables, which were planned to be produced during this Phase, have indeed been generated, approved, delivered, PM Deliverable code ‘13051A’.
communicated and accepted by their customers. In the PM Deliverable table one finds on the right hand side the first part of the code (here:’13051’), with the second
part of the code added behind the PM Deliverable title (here: ‘Schedule Management Plan [A]’.
The aspect of ‘acceptance by the customers’ is particularly important. It is one of the traps often encountered when managing
Projects that deliverables are delivered on time but not at a maturity level which is acceptable to the customers of these • A sequence number indicating for a given PM Lifecycle Phase the recommended PM Deliverable-sequence for a
deliverables. PM Deliverable. The PM Deliverable-sequence is a direct consequence of the interdependencies which there are
between the different PM Deliverables – as described in Chapter 1.3.
It is therefore highly recommended to agree with the identified customers of a future deliverable, what the expected maturity
level at delivery should be like. Only if all PM Deliverables are accepted by their respective customer(s), the PM Lifecycle Example: A PM Deliverable X with a sequence number of 3 should be available before a PM Deliverable Y with the
Milestone Gate can be declared as ‘passed’. As such, the Project team must present evidence that the PM Deliverables have sequence number 4 becomes available, because X is needed as an input for the generation of Y.
been accepted by their respective customers.
• The applicability code which defines for each of the five Project Categories (i.e. Iron, Bronze, Silver, Gold, Platinum, see
In Chapter 1.3 ‘PM Knowledge Areas’ it will be described which PM Deliverable is to be generated within which PM Knowledge Chapter 1.3.1.3) whether a PM Deliverable is:
Area and for which Milestones Gate. It can also be found here who the customers for the PM Deliverables are, and which inputs N: Not applicable
– and from where – are needed to generate them. R: Recommended
M: Mandated
The below table, also available as an enlarged fold-out, summarises for each PM Knowledge Area (and Task Group thereof) the
Code Example:
PM Deliverables which are to be generated for the different PM Milestone Gates.
Applicability N: Not applicable for Iron Projects
The table also provides the following information: Code N R R M M R: Recommended for Bronze and Silver Projects
• The chapter number in this Guidebook, where the inputs, RASCIs, Golden Rules and tasks are described to generate the IRON BRONZE SILVER GOLD PLATINUM M: Mandated for Gold and Platinum Projects
PM Deliverable
Please note that it is not necessarily the Project Category of the Project under consideration, which is of interest for the
• The unique code with which each PM Deliverable is referenced, enabling easy search for practical templates and/or best applicability code. If this Project belongs to a larger Project (such that it for example represents a Work Package of the WBS
practice examples via the P&PM Portal on Airbus People
of the larger Project), than it is the Category of the larger Project which is to be considered here.
Code Example: Unique
1 3 0 5 1 A Please also note that this PM Deliverables table is to be taken as a guide for all Airbus Projects, as the procedural
PM Deliverable
Code documentation for the different Airbus Project Types has yet to be updated to correctly reflect the statements, findings,
conclusions and PM Deliverables of Chapter 1.3 ‘PM Knowledge Areas’. As such, the PM Deliverables table as presented
PM Knowledge chapter Task Deliverable here is not yet auditable (Status December 2011).
number Group
50 51
1.1.3 PM Foundations
PM Deliverables
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT and DELIVER
Identify and Understand Confirm Business Generate Proposal for Execute Implementation
Validate Proposal Negotiate Proposal Close Project
Business Opportunity Opportunity Solution & Implementation and Deliver Solution
10 20 30 40 50 60 70
Opportunity assessed Project launched Proposal ready Proposal validated Customer, Supplier committed Solution delivered and accepted Project closed
PM10 PM20 PM50 PM60 PM70 Deliverable

PM30 PM40
MG1, M1, G1 MG3, M3, G2 MG5, M5, G5 MG13, M13, G8 MG16, M14, G9 Codes
1.3.1 Integration Management
1.3.1.1 Plan Change Control Management 1 Change Control R R M M M 13011

Management Plan* [A]
1 PM Foundations
1 PM Foundations
1.3.1.2 Develop Project Charter 6 Initial Project Charter [A] R R M M M 14 Final Project Charter [B] M M M M M 13012
1.3.1.3 Categorise Project 15 Project Category [A] M M M M M Approved changes to Project Cat. M M M M M 13013
1.3.1.4 Develop Project Dossier 11 Proposed Project Dossier [A] M M M M M 8 Validated Project Dossier [A] M M M M M 11 Committed Project Dossier [A] M M M MM Approved changes to Project Dossier M M M M M 13014
1.3.1.5 Direct and Manage Project Execution Project Deliverables [A] M M M M M 13015
1.3.1.6 Perform Change Control Change Request Feedback [A] M M M M M 13016
1.3.1.7 Close or Handover Project 2 Project Closure Report [A] R M M M M 13017
1.3.2 Requirements Management
1.3.2.1 Plan Requirements Management 1 Requirements R R M M M 13021

1.3.2.2 Establish Top Level Requirements 2 Top Objectives Statement [A] R R M M M 2 Top Level Requirements [B] M M M M M 13022
1.3.2.3 Develop Requirements Baseline 5 Proposed Project Team R R M M M 2 Validated Project Team R R M M M 5 Committed Project Team R R M MM 13023
Requirements Document [A] Requirements Document [A] Requirements Document [A]
1.3.2.4 Monitor and Control Requirements Requirements Change Requests [A] M M M M M 13024
1.3.2.5 Plan Verification and Validation 17 Proposed V&V Agreements [A] M M M M M 15 Validated V&V Agreements [A] M M M M M 6 Committed V&V Agreements [A] M M M MM 13025
Compliance Corrective Actions [A] M M M M M

1.3.2.6 Get Requirements Compliance 13026
10 Requirements Compliance M M M M M
Statement [B]
1.3.3 Scope Management
1.3.3.1 Plan Scope Management 1 Scope Management Plan* [A] R R M M M 13031
1.3.3.2 Develop Top Level Scope Description 3 Initial Scope Description [A] M R M M M 3 Top Level Scope Description [B] M M M M M 13032
1.3.3.3 Agree Make/Buy and Worksharing 7 Initial Make/Buy M M M M M 7 Proposed Make/Buy R R M M M 3 Validated Make/Buy R R M M M 7 Committed Make/Buy R R M MM 13033
and Worksharing [A] and Worksharing [B] and Worksharing [A] and Worksharing [B]
1.3.3.4 Develop Work Breakdown Structure 10 Top Level WBS [A] M M M M M 9 Proposed Detailed WBS [B] R R M M M 4 Validated Detailed WBS [A] R R M M M 8 Committed Detailed WBS [B] R R M MM 13034
1.3.3.5 Monitor and Control Scope Project Scope Corrective Actions [A], M M M M M 13035
Change Requests [B]
1.3.4 Configuration Management
1.3.4.1 Plan Configuration Management 3 Configuration R R M M M 13041

1.3.4.2 Develop Product Structure 5 Top Level Product Structure [A] M M M M M 4 Proposed Detailed R R M M M 1 Validated Detailed R R M M M 4 Committed Detailed R R M MM 13042
Product Structure [B] Product Structure [B] Product Structure [B]
52 53
PM Deliverables
(cont’d) Identify and Understand Confirm Business Generate Proposal for

Validate Proposal Negotiate Proposal
Execute Implementation
Close Project
10 20 30 40 50 60 70

PM30 PM40
Monitor and Control Product Configuration Corrective Actions [A], M M M M M

1.3.4.3 13043
Structure and Data Change Requests [B]
1 Configuration Conformity Report [A] M M M M M
1 PM Foundations
1 PM Foundations
Monitor and Control Configuration

1.3.4.4 Conformity Corrective Actions [B], M M M M M 13044
Conformity
Change Requests [C]
1.3.5 Time Management
1.3.5.1 Plan Schedule Management 8 Schedule Management Plan* [A] R R M M M 13051
1.3.5.2 Develop Schedule 1 Key Dates [A] M R M M M 12 Master Schedule [B] M M M M M 16 Proposed Detailed Schedule [C] R M M M M 7 Validated Detailed Schedule [C] R M M M M 12 Committed Detailed Schedule [C] R M M M M 13052
4 Actual Schedule [A] M M M M M

Monitor and Control Schedule
1.3.5.3 Project Schedule Corrective Actions [B], M M M M M 13053
Deviations
Change Requests [C]
1.3.6 Cost and Finance Management
1.3.6.1 Plan Cost Management 1 Cost Management Plan* [A] R R M M M 13061
1.3.6.2 Develop Financial Business Case 5 9 1 Proposed Detailed R R M M M 1 Validated Detailed R R M M M 3 Committed Detailed R R M M M 13062
Initial Financial Assessment [A] M R M M M High Level Business Case [B] M M M M M Business Case [C] Business Case [C] Business Case [C]
1.3.6.3 Develop CBS for Cost Accounting 14 Proposed CBS [A] R R M M M 9 Validated CBS [A] R R M M M 13 Committed CBS [A] R R M M M 13063
1.3.6.4 Manage Cost Targets 4 6 Top Level Cost Targets R M M M M 15 Proposed Detailed R R M M M 11 Validated Detailed R R M M M 18 Committed Detailed R R M M M 13064
Estimated ROM Costs [A] M R M M M (Top down) [B] Cost Targets [C] Cost Targets [C] Cost Targets [C]
3 Cost Control Report [A] M M M M M
1.3.6.5 Monitor and Control Cost Cost Control Corrective Actions [B], M M M M M 13065
Change Requests [C]
1.3.7 Earned Value Management**
1.3.7.1 Plan Earned Value Management 1 Earned Value R R R M M 13071

Develop Performance Measurement Proposed Performance R R R M M Validated Performance R R R M M 19 Committed Performance R R R M M
1.3.7.2 17 14 13072
Baseline Measurement Baseline [A] Measurement Baseline [A] Measurement Baseline [A]
7 Earned Value Performance R R R M M

Report [A]
1.3.7.3 Conduct Earned Value Analyses Performance Measurement Baseline 13073
Corrective Actions [B], R R R M M
Change Requests [C]
1.3.8 Quality Management
1.3.8.1 Plan Quality Management 1 Quality Management Plan* [A] R R M M M 13081
1.3.8.2 Plan Quality Assurance Events 12 Proposed QA Agreements [A] M M M M M 5 Validated QA Agreements [A] M M M M M 9 Committed QA Agreements [A] M M M M M 13082
5 QA Event Deliverables [A] MMMMM

1.3.8.3 Perform Quality Assurance Events 13083
QA Change Requests [B] M M M M M
1.3.9 Human Resource Management
1.3.9.1 Plan Human Resource Management 1 Human Resource R R M M M 13091

1.3.9.2 Develop Project Organisation 11 Top Level OBS [A] M M M M M 10 Proposed Organisation Note [B] R R M M M 6 Validated Organisation Note [B] R R M M M 10 Committed Organisation Note [B] R R M M M 13092
1.3.9.3 Develop Resource Allocation 13 Top Level Resource M M M M M 17 Proposed Detailed Resource R R M M M 10 Validated Detailed Resource R R M M M 16 Committed Detailed Resource R R M M M 13093
Allocation Profile [A] Allocation Profile [B] Allocation Profile [B] Allocation Profile [B]
54 55
PM Deliverables
(cont’d) Identify and Understand Confirm Business Generate Proposal for

Validate Proposal Negotiate Proposal
Execute Implementation
Close Project
10 20 30 40 50 60 70

PM30 PM40
1.3.9.4 Develop Project Staffing 18 Proposed Project R R M M M 13 Validated Project R R M M M 17 Committed Project R R M M M 13094
Staffing Agreement [A] Staffing Agreement [A] Staffing Agreement [A]
Acquire, Manage and Release
1 PM Foundations
1 PM Foundations
1.3.9.5 N/A
Project Team
1.3.9.6 Monitor and Control OBS OBS Change Requests [A] M M M M M 13096
2 Project Resources Status Report [A] M M M M M

1.3.9.7 Monitor and Control Project Resources 13097
Project Resources Corrective M M M M M
Actions [B], Change Requests [C]
1.3.10 Communications Management
1.3.10.1 Plan Communications Management 1 Communications R R M M M 130101

1.3.10.2 Manage Stakeholders 1 Stakeholder Register [A] M M M M M 2 Proposed Stakeholder R R M M M 1 Validated Stakeholder R R M M M 2 Committed Stakeholder R R M M M Stakeholder Corrective Actions [C] M M M M M 130102
Engagement Plan [B] Engagement Plan [B] Engagement Plan [B]
1.3.10.3 Manage Documentation 1 Proposed Project Document R R M M M 1 Validated Project Document R R M M M 1 Committed Project Document R R M M M Documentation Change Requests [B] M M M M M 130103
Management System [A] Management System [A] Management System [A]
1.3.10.4 Report Project Performance 9 Project Status Report [A] M M M M M 130104
1.3.11 Risk and Opportunity Management

Plan Risk and Opportunity Risk and Opportunity R R M M M
1.3.11.1 1 130111
Management Management Plan* [A]
4 Initial Risk Exposure [A] M M M M M

1.3.11.2 Identify Initial Risk Exposure 130112
Resource Needs for
8 R&O Response Actions [B] M M M M M
1.3.11.3 Agree detailed Response Actions 13 Proposed R&O Register [A] M M M M M 12 Validated R&O Register [A] M M M M M 15 Committed R&O Register [A] M M M M M 130113
8 Risk Exposure Report [A] M M M M M

1.3.11.4 Monitor and Control Risk Exposure Risk Exposure Corrective Actions [B], M M M M M 130114
Project R&O Change Requests [C]
1.3.12 Supply Chain Management
1.3.12.1 Plan Supply Chain Management 6 Supply Chain R R M M M 130121

19 Request for Proposal [A] M M M M M 16 Request for Proposal [A] M M M M M 14 Request for Proposal [A] M M M M M Request for Proposal [A] M M M M M
1.3.12.2 Conduct Procurements 130122
Supplier Contracts [B] M M M M M Supplier Contracts [B] M M M M M Supplier Contracts [B] M M M M M Supplier Contracts [B] M M M M M
6 Supplier Performance Reports [A] M M M M M
1.3.12.3 Monitor and Control Supply Chain Supplier Corrective Actions [B], M M M M M 130123
Change Requests [C]
1.3.12.4 Close Procurements 1 Contract Closure Report [A] M M M M M 130124
Deliverable Code: Suggested PM Deliverable Sequence Number: Applicability Code: Comments:

Code Example: Unique Example: Code Example: Applicability N: Not applicable for Iron Projects * for smaller Projects, the contents of these separate
PM Deliverable 1 3 0 5 1 A A PM Deliverable X with a sequence number of 3 should be available (and, N R R M M Management Plans should be included in the Project
Code R: Recommended for Bronze and Silver Projects
Code of course, customer accepted) before a PM Deliverable Y with the sequence IRON BRONZE SILVER GOLD PLATINUM M: Mandated for Gold and Platinum Projects Management Plan (PMP) document (as subject
number 4 becomes available, because X is needed as an input for the generation of Y. chapters in the body of the document). For larger
PM Knowledge chapter Task Deliverable The applicability code applies to stand-alone Projects. For Embedded Projects take the category of the highest level of the Work Breakdown Structure Projects (e.g. Gold and Platinum), where there
number Group (WBS), i.e. of the Project, to which the Embedded Project belongs. The applicability code applies for this category. Example: A ‘level 2’ Embedded Project is more complexity and therefore more detail to
Abbreviations: will not necessarily need to deliver its own Project Management Plan, however, it must adhere to the Project Management Plan for the highest level Project.
Use the Deliverable Code in the right hand column of the checklist (here:’13051’) and add code letter in the describe, the Management Plans should be issued as
CBS: Cost Breakdown Structure R&O: Risk and Opportunity For uncategorised Projects, all PM Deliverables are recommended. individual documents. In this case, the individual PM
brackets behind the PM Deliverable title (e.g.: ‘Schedule Management Plan [A]’ to create the full Deliverable
OBS: Organisational Breakdown Structure ROM: Rough Order of Magnitude Please also note that this PM Deliverables checklist is to be taken as a guide for all Airbus Projects, as the procedural documentation for the different Knowledge Area Management Plans and the PMP
Code (i.e. 13051 + [A] = 13051A)
QA: Quality Assurance Airbus Project Types has yet to be updated to correctly reflect the statements, findings, conclusions and PM Deliverables of Chapter 1.3 ‘PM Knowledge shall cross-reference each other for optimum clarity.
WBS: Work Breakdown Structure Areas’. As such, the PM Deliverables checklist as presented here is not yet auditable (Status December 2011). ** EVM applicable for Aircraft Projects only
56 57
1 PM Foundations
PM
FOUNDATIONS
process
1.2
58
1 PM Foundations
1 PM Foundations
1.2 PM Process
Introduction 1.2.1 PM Processes Overview......................................................................................................................................................... 62
1 PM Foundations
1 PM Foundations
Following the standards set out by the Project Management Institute (PMI®) there are five different PM Processes. They are Application of PM Processes along the PM Lifecycle............................................................................................
Fig. 12-2
listed and described below.
PM Processes ensure the effective flow of an Airbus Project throughout its PM Lifecycle (Chapter 1.1) by integrating Tasks
across the different PM Knowledge Areas (Chapter 1.3). This is depicted in Figure 12-2.
Phase
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER Group
However, the application of the PM Processes is iterative, and many of them are repeated a number of times throughout
the lifecycle of an Airbus Project. Thus the level of work associated with the execution of PM Processes varies along the Implementation
Understand Business Proposal for Proposal Proposal Project
PM Lifecycle. This is also depicted in Figures 12-1 and 12-2. and Deliver Phase
Business Opportunity Solution and
On the following pages, PM Processes are described by their associated Sub-Processes and Tasks. Note that Tasks are Mile-
presented in the traditional sequence in which they are performed. However, in some cases they can be conducted in parallel, 10 20 30 40 50 60 70 stone
or may require several iterations. For example, the ‘Develop Work Package Schedule’ Task in the process ‘Planning’ may Opportunity Project Proposal Proposal Customer, Solution Project Gate
require several iterations before a Project Baseline can be finalised. assessed launched ready validated Supplier delivered & closed
committed accepted
In addition, the Task Groups and PM Knowledge Areas to which the individual Tasks belong are provided.
Periodical replanning activity

Typical level of PM activity and PM Processes overlaps.................................................................................... ➊ Initiating
Fig. 12-1
PM Processes
Level of Executing and
➋ Planning
activity Controlling Phase
➌ Executing
Planning
Phase
➍ Monitoring and Controlling
Feasibility Closing
Phase Phase
= level of PM work
➎ Closing
Time
60 61
1 PM Foundations
1.2 PM Process
1.2.1 PM Processes Overview
1 PM Foundations
1 PM Foundations
➊ Initiating ➌ Executing
Defines a new Project and obtains authorisation to launch the Project. Manages the work described in the Project Baseline to satisfy the Project objectives. This process is active throughout the
This process is active until Project Launch. Project Lifecycle with a level of activity largely related to the number of resources being managed. Consequently, the activity
which is relatively small during the ‘Develop Opportunity’ phase increases during the ‘Plan Implementation’ phase group and
peaks during the ‘Implement and Deliver’ phase group.
➋ Planning
Establishes the scope of the Project, defines the actions required to achieve the Project objectives, and sets the Project
Baseline. This process is active throughout the Project Lifecycle, as successive Project phases are planned in detail within ➍ Monitoring and Controlling
a rolling time horizon (known as ‘Rolling Wave’ planning). Monitors the performance of the Project against the Project Baseline and controls the Project through corrective actions,
Typical Planning activities include: risk responses and integrated change control. This process is active throughout the Project’s Lifecycle with a level of activity
largely related to the number of resources being managed. As for the Executing process, the activity is relatively small during
• A t the start of the ‘Develop Opportunity’ phase group: the ‘Develop Opportunity’ phase group, increasing during the ‘Plan Implementation’ phase group and peaking during the
- Plan the ‘Develop Opportunity’ phase group.
‘Implement and Deliver’ phase group.
•W
ithin the ‘Develop Opportunity’ phase group:
- Draft the Project Master Plan and plan the ‘Plan Implementation’ phase in detail.
➎ Closing
•W
ithin the ‘Plan Implementation’ phase group: Finalises the Project. The Project closure planning should be conducted early in the Project. The capture of Lessons Learnt
- Finalise the Project Master Plan and plan the ‘Implement and Deliver’ phase group in detail. Note that this is normally
and closure of work packages can be conducted on an ongoing basis throughout the Project. However, the main closing
the major planning activity for the Project.
tasks are usually between major phases and towards the end of the Project.
• Within
the ‘Implement and Deliver’ phase group:
- Continue ‘Rolling Wave’ planning. Re-planning may also be required to incorporate authorised changes, or where
variances to the Project Baseline are so large that it is no longer effective for monitoring Project performance.
62 63
1 PM Foundations
1.2 PM Process
1.2.1 PM Processes Overview (cont’d)
1 PM Foundations
1 PM Foundations
PM Processes and their Task Groups.............................................................................................................................

Fig. 121-1
PM Processes PM Processes
Initiating Planning Executing Monitoring & Controlling Closing

Develop Project Charter Plan Change Control Management Direct and Manage Project Execution Perform Change Control Close or Handover Project
Integration Management
Categorise Project Develop Project Dossier
Establish Top Level Requirements Plan Requirements Management Monitor and Control Requirements
Requirements Management Develop Requirements Baseline Get Requirements Compliance
Plan Verification and Validation
Develop Top Level Scope Description Plan Scope Management Monitor and Control Scope
Scope Management Agree Make/Buy and Worksharing Agree Make/Buy and Worksharing
Develop WBS Develop WBS
Develop Product Structure Develop Product Structure Monitor and Control Product Structure and Data
Configuration (Product) Management
Plan Configuration Management Monitor and Control Configuration Conformity
PM Knowledge Areas
Develop Schedule Develop Schedule Monitor and Control Schedule Deviations

Time Management
Plan Schedule Management
Develop Financial Business Case Develop Financial Business Case Monitor and Control Cost
Manage Cost Targets Manage Cost Targets Manage Cost Targets
Cost and Finance Management
Plan Cost Management
Develop CBS for Cost Accounting
Plan Earned Value Management Conduct Earned Value Analyses
Earned Value Management
Develop Performance Measurement Baseline
Plan Quality Management Perform Quality Assurance Events Perform Quality Assurance Events
Quality Management
Plan Quality Assurance Events
Develop Project Organisation Develop Project Organisation Acquire, Manage and Release Project Team Monitor and Control OBS
Develop Resources Allocation Plan Develop Resources Allocation Monitor and Control Project Resources
Human Resource Management
Plan Human Resources Management
Develop Project Staffing Plan
Manage Stakeholders Manage Stakeholders Manage Stakeholders Manage Stakeholders
Communications Management Manage Documentation Manage Documentation Manage Documentation
Plan Communications Management Report Project Performance
Identify Initial Risk Exposure Plan Risk and Opportunity Management Monitor and Control Risk Exposure
Risk and Opportunity Management
Agree Detailed Response Actions
Supply Chain Management Plan Supply Chain Management Conduct Procurements Monitor and Control Supply Chain Close Procurements
CBS: Cost Breakdown Structure OBS: Organisational Breakdown Structure WBS: Work Breakdown Structure
64 65
1 PM Foundations
1 PM Foundations
1.3 PM
FOUNDATIONS
Knowledge Areas
66
1.3.1 Integration Management............................................................................................................................. 72
1.3.2 Requirements Management...................................................................................................................... 88
1.3.3 Scope Management..................................................................................................................................... 102
1.3.4 Configuration Management. ................................................................................................................... 114
1.3.5 Time Management........................................................................................................................................ 124
1.3.6 Cost and Finance Management............................................................................................................ 134
1.3.7 Earned Value Management...................................................................................................................... 146
1.3.8 Quality Management.................................................................................................................................... 156
1 FOUNDATIONS 1.3.9 Human Resource Management. ........................................................................................................... 166
1.3.10 Communications Management............................................................................................................. 182
1.3 PM Knowledge Areas 1.3.11 Risk and Opportunity Management.................................................................................................... 192
Introduction 1.3.12 Supply Chain Management...................................................................................................................... 204
1 PM Foundations
1 PM Foundations
There are twelve different PM Knowledge Areas to cover Project Management subjects (or ‘disciplines’). The following symbols are used throughout the PM Foundations chapter:
A general introduction is provided for each PM Knowledge Area, including a table of applicable documents and other relevant
information.
Task
This is followed by individual 2-page descriptions for each Task Group within the respective PM Knowledge Area.
The Task Group format is the same for each Task Group throughout the Guidebook. It contains the following information:
Recurring Task
• An overview
• Inputs to the Task Group
• The Tasks/Activities of which the Task Group is constituted Deliverable
• Outputs (Deliverables) from the Task Group
• The timing for when Inputs, Tasks/Activities and Outputs have to be received/performed/delivered in relation to the Recurring Task with recurring Deliverable
PM Lifecycle (Figure 13-2 shows the Input/Output mapping)
• A ‘Golden Rules’ section highlighting rules to be applied, best practices as well as any lessons learnt
i Input
• RASCI guidelines. See Figure 13-1 for definitions.
RASCI definition...........................................................................................................................................................................
Fig. 13-1
R Is Responsible Performs an activity or does the work while working within corporate rules. Is the one to
whom the Support contributor delivers. In other words, the Responsible must sign off
(approve) on work that the Support contributor provides.
A Is Accountable Has the ultimate ownership of the correct and thorough completion of the deliverable or task.
Takes the last decision, i.e. has Yes/No/Veto right.
Carries the risk if anything goes wrong.
Is the one to whom the Responsible is accountable. In other words, the Accountable must
sign off (approve) on work that Responsible provides.
There shall be only one Accountable specified for each task or deliverable.
S Must Support Elaborates overall or part of a deliverable.
C Must be Consulted Must be consulted to get view or opinion in order to establish a deliverable, or before a
decision/action is taken, i.e. there must be a two-way communication.
I Must be Informed Must be kept up-to-date on progress or about establishing a deliverable, or must be informed
after a deliverable or a decision has been taken, i.e. there must be a one way communication.
Needs to know about progress, activities, decisions, deliverables.
68 69
1 FOUNDATIONS
1.3 PM Knowledge Areas
Introduction (cont’d)
1 PM Foundations
1 PM Foundations
Figure 13-2 demonstrates why the Project Dossier (containing the Management Plans and Baselines) is necessary to prepare for PM FOUNDATIONS interaction overview............................................................................................................................
Fig. 13-2
Project execution. The Monitoring and Controlling tasks then create feedback loops to keep the Project on track – via Change
Control Management as appropriate. PROJECT DOSSIER
PM Knowledge Area ‘Integration Management’ only (Chapter 1.3.1.4)
The interactions in this chart are fundamental to the understanding and performing of chapter 1.3.
Project Baseline Baseline Type B

Baseline Type A Baseline
BaselineType
Baseline TypeCCC
Type
PM Knowledge Area XY:
PM Knowledge Area XY: Project Baseline PM
PMKnowledge
PM KnowledgeArea
Knowledge AreaXY:
Area XY:
XY:
Project References
Project Plan Project
ProjectObjectives
Project Objectives
Objectives
‘What actions need to
‘When to do which action’ consider’ ‘What
‘What to
to achieve’
achieve’
‘What to achieve’
Project Governance
DIRECT AND MANAGE
Organisation Note PROJECT EXECUTION
PM Knowledge Area ‘Integration
Management’ only (Chapter 1.3.1.5)
Change PM Knowledge Area XY: Project
Execute
Baseline Management Plan Deliverables
Tasks
‘How to perform actions’
Project Management Plan
Change
N Request
Feedback CHANGE CONTROL
Change MANAGEMENT
CCB to
Request Y Approved? PM Knowledge Area
Decide
Feedback ‘Integration Management’ only
(Chapter 1.3.1.6)
MONITORING AND CONTROL Corrective Get Project

Various PM Knowledge Areas Y N Performance
Actions
(including for ‘Integration Data
Management’)
Changes to Project Project Status
Change Recovery Report
Dossier from external N Y Deviations?
Request possible?
sources
Analyse
Variances
CCB: Change Control Board Project Deliverable
70 71
1.3.1.1 Plan Change Control Management.............................................................................................................................. 74
1 PM Foundations 1.3.1.2 Develop Project Charter..................................................................................................................................................... 76
1.3.1.3 Categorise Project................................................................................................................................................................. 78
1.3 PM Knowledge Areas 1.3.1.4 Develop Project Dossier (inc. Project Management Plan). ............................................................................ 80
1.3.1.5 Direct and Manage Project Execution. ...................................................................................................................... 82
1.3.1 Integration Management 1.3.1.6 Perform Change Control.................................................................................................................................................... 84
Introduction 1.3.1.7 Close or Handover Project................................................................................................................................................ 86
1 PM Foundations
1 PM Foundations
Integration Management is the PM Knowledge Area that coordinates all aspects of a Project.
The Task Groups are concerned with integration to accomplish Project Objectives and ensure that the Project runs smoothly.

Manual Project Categorisation Manual M20014 MyDoc
Applicable TOOLS
Title Description Reference Access

RISE The Airbus application for the capture and reuse of Airbus People/
Lessons Learnt myHR/RISE
Applicable LEARNING SOLUTIONS

Project To develop a common approach to Project J06XAIW00005 Airbus People/
Management - Management within Airbus and to be able to myHR/Learning
Into Practice implement the basic PM Process and methods
to ensure project success.
Project To be able to perform Project architecture and J06XAIW00012 Airbus People/

Management - integration activities within large Projects. myHR/Learning
Advanced
72 73
1 FOUNDATIONS
1.3.1 Integration Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.1.1 Plan Change Control Management Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes the development of the Change Control system necessary to control and manage changes to and assessed launched ready validated committed delivered closed
within the Airbus Project in an integrated way. Change Control typically encompasses the specific elements involved in ultimately
making the decision to approve, reject, or postpone changes.
i ii iii
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Final Project Charter 1.3.1.2
I N P UT S
• Final Project Charter • Identify Airbus Business • Integrated Change Control ii Project Category 1.3.1.3
• Project Category Knowledge Management Plan iii Airbus Business Knowledge 1.3
• Airbus Business Knowledge • Write ICC Management Plan
evelop Integrated Change Control Management

D
Change Control Management typically includes the following activities: 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
OVERVIEW
• Reviewing the requested changes by analysing incoming Change Requests starting with Decision Gate DG1, see Figure 1311-1 that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
• Managing the flow of requested changes and their possible interdependencies contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
• A pproving requested changes, while documenting the specific Change Control Management process and the foreseeable learnt and best practice examples from similar Airbus Projects to complement the business standards. Use the
impact of the requested changes Project Charter to understand the specific details (type, scope, etc.) of the Airbus Project.
• Maintaining the integrity of baselines by releasing only approved changes for incorporation 2. Write Change Control Management Plan: Develop components and set-up of the Change Control
• Securing that approved changes – and only changes which are Change Control Management approved – are implemented Management system to include the following:
TA S K S
with their foreseen repercussions on, for example, scope, cost, budget, schedule and quality, by coordinating changes across • Change Register (document)
the entire Airbus Project. (For example, a proposed schedule change will often affect cost, risk, quality, and staffing). • Change Request Template (document)
• Change Control Board (Names, Nominations, etc.)
............................................................................................................................................................................................................ • Change Control Meetings (Instruction, Appointments, Agenda, etc.).
Fig. 1311-1 Define if the details for this PM Knowledge Area need to be documented as part of the overall Airbus Project
Management Plan, or within a separate Change Control Management Plan. Write Change Control Management
Plan. Validate the Change Control Management Plan with the Airbus Project’s key stakeholders.
Initialisation DG1 Evaluation DG2 Investigation DG3 Implementation
code
The earlier a change is addressed, the less the cost, risk and schedule repercussions.
Change This deliverable consists of: 13011A
G O LDE N
RULES
Control
Development of a Change Control system just after launch of the Airbus Project increases the likelihood Management General Contents:
that unfavourable repercussions of potential changes are spotted as early as possible. Plan • Introduction
• Management System/Approach
OUTP U T S
The Change Control Management Plan could be incorporated into the Project Management Plan. • Management Responsibilities
• Processes
• Measurements, Control, Analysis, Improvement.
Responsible PMO Specific contents:
RAS CI
Accountable P ro j e c t L e a d e r • Change Register

Supporting Configuration Manager • Change Request Templates
Consulted S p o n s o r, S t e e r i n g , C o st M a n a g e r, R i s k M a n a g e r • Change Control Board details
Informed P ro j e c t Te a m • Change Control Meetings timetable.
74 75
1 FOUNDATIONS
L I F ECYC L E
1.3.1.2 Develop Project Charter Opportunity Implementation Solution
10 20 30 40 50 60 70
The Project Charter document captures the data that supports launch of the Airbus Project, i.e. its formal authorisation. assessed launched ready validated committed delivered closed
It establishes the Airbus Project’s rationale, feasibility and assumptions, together with a high level description of its requirements,
scope, schedule, costs, risks, organisation and financial business case. v vi vii
i ii iii iv
viii ix x xi chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Top Objectives Statement 1.3.2.2

• Many different inputs from • Identify Airbus Business • Initial Project Charter ii Initial Scope Description 1.3.3.2
a variety of PM Knowledge Knowledge • Final Project Charter iii Initial Financial Assessment 1.3.6.2
Areas • Write Project Charter iv Key Dates 1.3.5.2
I N P UT S
v Top Level Requirements 1.3.2.2
The Project Charter contains all the details to enable the Airbus Project to be understood and a Go/NoGo decision to be made vi Top Level Scope Description 1.3.3.2
for Project Launch. Projects should be authorised by someone external to the Airbus Project, such as the Airbus Project’s Master Schedule 1.3.5.2
vii
Sponsor or Steering Group.
High Level Business Case
OVERVIEW
viii 1.3.6.2
The Project Charter is replaced by the Project Dossier after Milestone PM20 (see Chapter 1.3.1.4).
The Project Charter will provide an understanding of the Airbus Project, the reason why it is being conducted and how it can be ix Top Level OBS 1.3.9.2
justified. x Initial Risk Exposure 1.3.11.2
Project Charter Key elements.......................................................................................................................................... xi Top Level Resource Allocation Profile 1.3.9.3
Fig. 1312-1
evelop Project Charter
D
Scope 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
TA S K S
Major participants contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
Project charter Objectives 2. Write Project Charter: Based on the identified knowledge, define the suitable structure, contents and
depth of detail required for the Charter for the Airbus Project. Write Project Charter and validate it with the
Airbus Project’s key stakeholders.
Key Dates
code
Initial Project The initial Project Charter defines the following typical contents: 13012A
Charter • Introduction and Executive Summary
• Description of business opportunity
Assumptions and restrictions Measurements • Stakeholder/sponsor requirements
• Project purpose and objectives
GO LDE N
• Deliverables (product or service) description

R U LE S
O U TP U T S
• Initial cost estimates
A Project Charter is necessary to formally authorise any Airbus Project and begin to assign resources.
• Key Dates
• Assumptions, constraints
• Conclusion for PM10 Milestone review meeting.
Final Project The Final Project Charter typically includes the initial definitions – now more fine-tuned – 13012B
Responsible PMO Charter and the following additional contents:
RAS CI
Accountable Business Opportunity Leader • Top Level Requirements list

Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r • Master Schedule
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r • Top Level Resource Allocation Plan
Informed P ro j e c t Te a m • Conclusion for PM20 Milestone review meeting.
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1.3.1.3 Categorise Project Opportunity Implementation Solution
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This Task Group describes how to perform Project Categorisation. Project Categorisation is a structured assessment assessed launched ready validated committed delivered closed
of a Project using 16 weighted criteria clustered into 3 main criteria groups (Complexity, Risk and Challenge) giving a
Categorisation score.
i ii iii iv v
INPUTS TASKS OUTPUTS chapter
1 PM Foundations
1 PM Foundations
i Final Project Charter 1.3.1.2

• Final Project Charter • Categorise Project • Project Category Assigned
I N P UT S
ii High Level Business Case 1.3.6.2
• High Level Business Case • Update Project Category
• Initial Risk Exposure iii Initial Risk Exposure 1.3.11.2
• Project Dossier iv Project Dossier 1.3.1.4
• Change Request Feedback v Change Request Feedback 1.3.1.6
The Categorisation score differentiates between 5 different levels and determines if the Project is Iron, Bronze, Silver, Gold
ategorise Project
C
OVERVIEW
or Platinum. Projects not meeting the entry threshold of ≥ 5 million Euros (total estimated Non-Recurring Expenditure) are
considered as ‘uncategorised’ unless the sponsor specifically requests categorisation. 1. Prepare Categorisation Information: Using all the available sources including the Project Charter, Financial
Project Categorisation is used to drive individual proficiency requirements, processes, methods, tools and standards, Business Business Case and risk exposure. Compile the relevant information to support the categorisation. Use a multi-
Case approval and signature rules, size and set-up of the Project Management Offices for the Airbus Project and its team(s). functional team approach to ensure robustness of the data.
In addition, it will help identify where special measures and support could be useful including audits and assessments. 2. Assess Category: By utilising the Categorisation toolkit available on the P&PM channel, as well as the
A Categorisation toolkit is available via Airbus People on the P&PM channel and a dedicated i-share. The result must be supporting user guide (M5424) and manual (M20014), assess the Airbus Project’s Category.
validated by the Airbus Project’s sponsor and the local business coordinator for Project Categorisation. 3. Validate Categorisation Results: Get categorisation results validated by the Airbus Project’s sponsor and
the local business coordinator for Project Categorisation.
Weighted criteria Project Assessed Categorisation score range
Update Project Category
Finance 1041-1300 Platinum
Organisation Once any major changes to the Airbus Project’s Baseline have been decided by Change Control Management
801-1040 Gold (see Chapter 1.3.1.6), re-do Project Categorisation. The Project Category with the latest changes incorporated
TAS K S
Technology Complexity score
Product 50 %
Customer 591-800 Silver is the Applicable Project Category.
Project Environment
and supply chain 411-590 Bronze
Risk 30 % Risk score 260-410 Iron

Project Targets Projects not
Business Criticality 20 % Challenge score uncategorised meeting the entry
Customer Opinion threshold
TOTAL SCORE
It is essential to provide objective evidence when assessing each of the categorisation criteria.
G OL D E N
R U LE S
A multi-functional team approach involving Project, Procurement, Finance, etc. is highly recommended.
Project Categorisation shall only be undertaken upon formal request from the Airbus Project’s sponsor and shall
only comprise the Remain-to Do perimeter of the Airbus Project at the time of Categorisation/Re-Categorisation. code
Project Project Category assigned. 13013A
OUT PUT S
Responsible B u s i n e s s O p p o r t u n i t y L e a d e r, B u s i n e s s C o o rd i n a t o r, P M O Category
RAS CI
Accountable P ro j e c t S p o n s o r
Supporting F i n a n c e M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r, P ro c u re m e n t M a n a g e r
Consulted S p o n s o r s , S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r
Informed P ro j e c t Te a m
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1.3.1.4 Develop Project Dossier (inc. Project Management Plan) Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes the compilation of the Project Dossier and the generation of the Project Management Plan (PMP) assessed launched ready validated committed delivered closed
which is a key element of the Dossier.
i ii iii iv v iii v iii v vi
1 PM Foundations
1 PM Foundations

• Final Project Charter • Identify relevant Airbus • Project Dossier
ii PM Knowledge Area Management Plans 1.3.1.4
I N P UT S
• Airbus Business Knowledge Business Knowledge
• PM Knowledge Area • Compile/write Project iii PM Knowledge Area Baselines 1.3.x.x
• Management Plans and Dossier and get it agreed iv Airbus Business Knowledge 1.3
Baselines • Implement approved v Organisation Note(s) 1.3.9.2
• Organisation Note(s) changes
vi Change Request Feedback 1.3.1.6
• Change Request Feedback
OVERVIEW
Develop Project Dossier

While essentially being a more detailed version of the Project Charter, the scope of the Project Dossier is also larger as it 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
includes the following: that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
• The Project Management Plan, representing the aggregation and compilation of the Management Plans for each PM contractual requirements) as well as the Airbus Project’s Category (if applicable). Identify and make use of all
Knowledge Area applicable for the Airbus Project (see Chapters 1.3.x.1). It describes how the tasks of each individual applicable PM Knowledge Area information, in particular the Management Plans and validated Baselines. Finally,
PM Knowledge Area are to be executed. If a PM Knowledge Area Management Plan does not exist for a specific subject identify and use lessons learnt and best practice examples from similar Airbus Projects to complement the
(e.g. Communications) because there is not sufficient detail to warrant an individual Management Plan, then the Project business standards.
Management Plan should nevertheless include a chapter to describe that PM Knowledge Area, albeit in less detail. 2. Compile/Write Project Dossier: Based on the identified knowledge, define the suitable structure, contents
• A description of the Airbus Project’s Governance, which in turn is constituted by the Project Management Plan as well as the and depth of detail required for the Project Dossier for the Airbus Project. Define whether the details for the
Organisation Note(s) for the Airbus Project (see Chapter 1.3.9.2). If an Organisation Note does not exist because there is not Project Dossier need to be written at all (in cases where no individual PM Knowledge Area Management Plans
TA S K S
sufficient detail to warrant an individual document, then the Project Dossier should nevertheless include a chapter to describe and Baselines exist) or whether the Project Dossier can ‘just’ represent the compilation and aggregation of the
those Governance aspects which otherwise would be described in the Organisation Note(s). individual PM Knowledge Area Management Plans and Baselines as well as the Organisation Note(s). Compile/
• All Baselines as described in the different PM Knowledge Areas, covering: write Project Dossier.
- the agreed references of what is intended to be achieved by the Airbus Project (e.g. as expressed in Requirements Get Project Dossier agreed: In cases where the Project Dossier is not already based on individual PM
Documents) Knowledge Area Management Plans and Baselines and thus has to be established as an individual document
- the schedule plans defining which activity to do when (e.g. Master Schedule and Detailed Schedules) for the Airbus Project, get the validation of the Project Dossier by the Airbus Project’s sponsor(s) and possibly by
- Any framing and constraining aspects (e.g. Make/Buy and Worksharing, WBS,CBS, Product Structure, etc.). the customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed, the detailed
Project Dossier represents the fully described Airbus Project’s Governance and Baseline for the ‘Implement and
Deliver’ phase.
Implement Approved Changes to Project Dossier: Once any changes to the Project Dossier have
GO LDE N
R U LE S
been decided by Integrated Change Control (see Chapter 1.3.1.6), implement changes in the Project Dossier
Use communication sessions to ensure that the content of the Project Dossier is well understood and the
and communicate the change to the relevant Airbus Project team(s). The Project Dossier with the latest changes
desired way of working expressed therein is activated by the Airbus Project team.
incorporated is the Applicable Project Dossier.
code
Project Dossier The typical contents for the Project Dossier are as follows (see Figure 13-2): 13014A
OUT PUT S
Responsible PMO • The Project Management Plan
• A description of the Airbus Project’s Governance
RAS CI
Accountable P ro j e c t L e a d e r
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r • All Baselines as described in the different PM Knowledge Areas.
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r
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1.3.1.5 Direct and Manage Project Execution Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group defines the steps to be taken to execute the work defined in the Project Dossier to achieve the Airbus Project’s assessed launched ready validated committed delivered closed
objectives while respecting requirements and constraints. The Project Leader directs the planned activities and, with the Airbus
Project team, manages the various Project Management and technical interfaces within the Airbus Project.
i ii
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1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Project Dossier 1.3.1.4
I N P UT S
• Project Dossier • Direct Project Execution • Project Deliverables ii Corrective Actions (from all ‘Monitoring and Controlling’ Chapters of each PM Knowledge Area) 1.3.x.x
• Corrective Actions • Implement Corrective
Actions
For example, the Project Leader must secure that: Direct and Manage Project Execution
1. Direct Project execution: Direct and manage the work as defined and planned in the Project Dossier.
OVERVIEW
• the processes, methods, tools defined by the Management Plans for each PM Knowledge Area applicable for the Airbus This includes:
Project (see Chapters 1.3.x.1) are implemented and in use
• Identify the requirements applicable to the Airbus Project
• the agreed references of what is intended to be achieved by the Airbus Project’s deliverables (e.g. as expressed in • Define the Airbus Project’s deliverables
Requirements Documents) are professionally described, documented and communicated
• Manage the Airbus Project team
• the initial baselines as defined by each PM Knowledge Area (e.g. Risks and Opportunities, Detailed Business Case, Resource • Obtain other resources such as materials, tools, facilities and equipment
Allocation Plan, etc.) are established and communicated to each applicable level of the Airbus Project’s organisation, and
possible changes to them are subject to Integrated Change Control
• Secure implementation of the planned processes, methods and tools
• Manage and implement approved changes as described in the Change Request Feedbacks into the Project
• Corrective actions are implemented as soon as possible to keep the Airbus Project on track.
Dossier
• Establish the internal and external communications channels for the Airbus Project
• Generate Project performance data, such as cost, schedule, quality and technical status
TAS K S
• Manage risks and implement risk response actions
• Manage supply chain
• Document lessons learnt and implement process improvement activities.
2. Implement Corrective Actions: Throughout the Airbus Project, receive and implement the Corrective
Actions from the different PM Knowledge Areas.
GO LD E N
RULES
Direction and management of the Airbus Project will require the use of deliverables from all PM Knowledge
Areas.
code
Responsible P ro j e c t L e a d e r Project Intermediate and end-deliverables produced by the Airbus Project and approved by their 13015A
OUT PUT S
Accountable P ro j e c t L e a d e r Deliverables internal and/or external customers, such as:
RASC I
• Documents
Supporting P M O , C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r, K e y F u n c t i o n a l
• Enabling facilities and products
R e p re s e n t a t i v e s i n t h e A i r b u s P ro j e c t ’s t e a m
• End-Products
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r • Services.
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L I F ECYC L E
1.3.1.6 Perform Change Control Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how to assess and approve the Change Requests that are created throughout the Airbus Project. assessed launched ready validated committed delivered closed
Change management is concerned with the general management of the overall Project and its changes. Approved changes
influence the necessity to update the Project baseline.
i ii iii
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1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Change Control Management Plan 1.3.1.1
I N P UT S
• Integrated Change Control • Assess Proposed Changes • Change Request Feedback ii Internal Change Requests (from all ‘Monitoring and Controlling’ Chapters of each PM Knowledge Area) 1.3.x.x
Management Plan • Manage ICCB meetings iii External Change Requests (e.g. from customer)
• Internal Change Requests • Communicate on Change
• External Change Requests Request status
• Feedback ICCB decision
• Secure Change Perform Change Control
1. Apply Integrated Change Control Management Plan
OVERVIEW
Implementation
2. Assess Proposed Changes: Receive formal Change Request forms and ensure descriptions are complete,
accurate and at the right level of granularity. Register each Change Request in the Change Control Management
Internal Change Requests are received from the output of the various Monitor and Control Task Groups. External Change system. Assess the impact of Change Requests on the Airbus Project (covering, among others, schedule,
Requests may be received directly from any of the Airbus Project’s customers, sponsors and stakeholders (refer to Figure 13-2). financial, quality, customer satisfaction, etc. repercussions). In doing so, apply an integrated approach because
All Change Requests are reviewed by a formal and integrated Change Control Board (ICBB) at dedicated Decisions Gates (DG). a change in one area of the Airbus Project could adversely affect the other areas.
The final decision at the last DG in the process could be to approve or reject the Change Request, or to send it back to request 3. Manage Change Control Board Meetings: Plan and invite CCB members. Hold the meeting, document
more information. and communicate all CCB meeting decisions. Ensure the decisions are based on expert judgment and an
integrated outlook covering the entirety of the Project.
Where appropriate, the Change Control should be managed in conjunction with the Configuration Management PM Knowledge 4. Communicate on Change Request status: Continuously communicate the Change Requests’ status
TAS K S
Area (Chapter 1.3.4). during the Change Control Management process back to the requestor, in particular at DG1 and DG2.
5. Feedback Change Request decision: Communicate the final CCB’s decision of DG3 on the Change
Requests’ status back to the requestor.
6. Secure Change Implementation: Secure that approved changes – and only changes which are CCB -
approved – are implemented with their foreseen repercussions on, for example, scope, cost, budget, schedule
and quality, by coordinating changes across the entire Airbus Project.
GO LD E N
RULES
Coordination of all Change Requests across the Airbus Project requires professional control.
The Change Control Management system must be robust and mature – this in turn allows the best decisions
to be made quickly.
code
Change Carries the decision by the CCB whether the requested change shall be implemented or not. 13016A
Responsible C h a n g e C o n t ro l M a n a g e r, P M O
OUT PUT S
Request The Change Request status must be either:
Accountable P ro j e c t L e a d e r Feedback • Accepted (Approved)
RASC I
Supporting A l l l e a d e r s f ro m k e y P ro j e c t M a n a g e m e n t d i s c i p l i n e s ( e . g . C o s t , S c h e d u l e , S c o p e ) , • Rejected
Customer • Returned for further information.
Consulted S p o n s o r, S t e e r i n g Also includes a description of the changes to be implemented as well as a description of the
Informed P ro j e c t Te a m expected repercussions.
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L I F ECYC L E
1.3.1.7 Close or Handover Project Opportunity Implementation Solution
10 20 30 40 50 60 70
When all of the Airbus Project’s planned and/or corrective activities are finalised, the Airbus Project is closed. This Task group assessed launched ready validated committed delivered closed
describes the key elements to cover in the Project Closure Report. The activity to complete this Task Group should begin early
to ensure that the closure conditions are understood and any handover details and lessons learnt are described and available at i ii iii
the close.
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Project Dossier 1.3.1.4
I N P UT S
ii Project Status Report 1.3.10.4
• Project Dossier • Plan Handover to Operations • Project Closure Report iii Requirements Compliance Statement 1.3.2.5
• Project Status Report • Implement Handover to
• Requirements Compliance Operations
Statement • Capture lessons learnt
• Perform administrative Close or Handover Project
closure 1. Plan Handover to Operations: Where applicable, plan the transition of the Airbus Project into lifecycle
phases beyond PM70. Write any necessary instructions for and to those in charge of the take-over and
OVERVIEW
continuation into lifecycle phases beyond PM70.

The Project Closure Report describes the conditions to close the Airbus Project and provides an overview of the evidences 2. Implement Handover to Operations: Formally handover the responsibility and accountability of the Airbus
produced to prove that it can be closed. Project to the receiving leader of the lifecycle phases beyond PM70.
Airbus Projects may require a handover to lifecycle phases beyond PM70. This could be a component handover for assembly or 3. Capture lessons learnt: Collect the key information that can highlight the areas for improvement (e.g. risks,
TA S K S
software handover to a sales team. Although the Airbus Project is going to be closed as such, there is a responsibility to ensure issues, delays, failures, weaknesses, etc.). Where feasible, prioritise the information into a dossier containing
the delivery is well received and can be used by whomever is in charge to lead the lifecycle phases beyond PM70. several key areas of focus. It should be incorporated into the Project Closure Report.
It is very important to capture lessons learnt and best practice from the experience of the management of the Airbus Project: 4. Perform administrative closure: Summarise in a Project Closure Report the achievements of the Airbus
Project and the completion of all activities and deliveries. Indicate the Airbus Project’s overall performance as
• Gaps between an expected situation and the real situation. E.g. a mistake not to be re-done, etc. well as major issues, risks or ongoing parallel activities. Where applicable, provide a dossier of supplementary
• What could have been done better or faster, etc.? information that will describe and prove the completion, delivery and acceptance of the closure of the Airbus
• Was there any re-work? How could it have been avoided? Project, including any contracts closure (see Chapter 1.3.12.4).
• Was there any deviation to the original plan (schedule, cost, objective, etc.)? Could it have been avoided?
• Did the team work well together from the start? How could it have been improved?
• How did the communication within the team and between team and Management work?
• How were changes managed? Are there ideas for improvement? code
• Did the Airbus Project team get the necessary support? What kind of additional support could have helped the team? Project Closure The Project Closure Report typically includes: 13017A
• Remaining Opportunities: opportunities/ideas for improvement not yet implemented. Report • Closure Report
- Summary of the Airbus Project conclusions including the delivery status
- Customer acceptance criteria and results
- Assumptions (where necessary, such as ‘this Airbus Project is closed with any exceptions
GO LDE N
It is necessary to plan for Project Closure in the earlier phases of the Airbus Project and to collect lessons
R U LE S
noted’)
O U TP U T S
learnt throughout its lifecycle (and not just at the end).
- Closure of contracts
Highlight the positive elements that could become a reference, such as a particularly successful method - Closure of booking codes
that deserves to be shared with other Projects. - Release of resources and demobilisation of Airbus Project team
- Communication of closure of the Airbus Project to all stakeholders.
• Handover Report/Plan
Responsible P ro j e c t L e a d e r ( s u p p o r t e d b y P M O ) - Summary of the deliverable handover
RAS CI
Accountable P ro j e c t L e a d e r, S p o n s o r - Plan of tasks to secure handover.

Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r • Lessons Learnt Report
Consulted S t e e r i n g , P ro j e c t t e a m - Key cases/Conclusions
Informed R e c e i v i n g P ro j e c t t e a m - Evidences and advice.
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1 PM Foundations 1.3.2.1 Plan Requirements Management.................................................................................................................................. 90
1.3.2.2 Establish Top Level Requirements............................................................................................................................... 92
1.3 PM Knowledge Areas 1.3.2.3 Develop Requirements Baseline.................................................................................................................................... 94
1.3.2.4 Monitor and Control Requirements............................................................................................................................. 96
1.3.2 Requirements Management 1.3.2.5 Plan Verification and Validation...................................................................................................................................... 98
Introduction 1.3.2.6 Get Requirements Compliance................................................................................................................................... 100
1 PM Foundations
1 PM Foundations
Requirements Management enables stakeholders to formally define their expectations as requirements (in agreement with Applicable Documents
the Airbus Project team) and ensures that the final deliverable (and Airbus Project performance) fully complies with the agreed
expectations. The identification of the requirements is a prerequisite for all estimating, planning and assessment activities. Type Title Reference Access
Policy EADS Policy on Requirements Mgt EADS-CDS-002 Airbus People/P&PM Management
The scope of Requirement Management covers the following objectives: Community/EADS link
• To ensure that all the customers and stakeholders needs are well described, understood and agreed Directive PM General Requirements A1002.0 MyDoc
• To ensure that changes to those needs are controlled
• To ensure the definition and validation of requirements against the customer and stakeholder needs Directive Systems Engineering AP1054 MyDoc
• To ensure that each Airbus Project team has its individual set of validated requirements
• To ensure the verification of the design, sub-deliverables and final deliverables against the requirements
• To ensure the validation of the sub-deliverables and final deliverables against the customer and stakeholder needs Applicable Tools
• T o facilitate the trade-off between the requirements on the one hand and the Airbus Project’s time, cost and quality objectives
on the other Title Description Reference Access
• To ensure that the Airbus Project reviews are conducted based upon a clear list of requirements.
DOORS RBE Requirements Based Engineering tool. Airbus People/ Engineering/eSites/
Requirements can apply to both the Airbus Project’s deliverable(s) on the one hand and any management aspects to be Database of Requirements. Functions include, develop_requirements_and_
respected during Airbus Project execution on the other. baseline, tracking, linking and access control. technical_management
• Deliverable Requirements: express stakeholder needs regarding the intermediate and final deliverables to be delivered
by the Airbus Project. Deliverables may not only include ‘deliverables of interest’ (e.g. an aircraft) but also any ‘enabling Applicable Learning Solutions
deliverables’ (e.g. an industrial system). Where deliverables are products, requirements are allocated to individual elements
of the Product Structure (PS). Otherwise they are allocated to individual elements of the Work Breakdown Structure (WBS). Title Description Reference Access
For an Aircraft Project, these are known as Product Requirements and are allocated to the ‘As Defined’ Product Breakdown Project To develop a common approach to Project J06XAIW00005 Airbus People/
Structure (PBS). Management - Management within Airbus and to be able to myHR/Learning
• Management Requirements: express stakeholder needs regarding the methods, processes, tools, dates, objectives, etc. to Into Practice implement the basic PM Process and methods
be applied during the Airbus Project’s Lifecycle until its closure. Management Requirements are allocated to modules of the to ensure project success.
Work Breakdown Structure (WBS) as they are related to the way the Airbus Project work is performed. For an Aircraft Project,
these are known as Project and Process Requirements. Requirements Airbus People/
Management myHR/Learning
(Write Good
Requirements)
Systems TN-06A03SEBT Airbus People/

Engineering Basic myHR/Learning
Training (SEBT)
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1.3.2 Requirements Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.2.1 Plan Requirements Management Opportunity Implementation Solution
10 20 30 40 50 60 70
The Requirements Management Plan forms part of the overall Project Management Plan. This plan describes how to establish assessed launched ready validated committed delivered closed
the documents, timing, roles as well as applicable principles for the entire scope of Requirements Management in order to
manage requirements.
i ii iii
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1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Final Project Charter 1.3.1.2
I N P UT S
• Final Project Charter • Identify Airbus Business • Requirements Management ii Project Category 1.3.1.3
• Project Category Knowledge Plan iii Airbus Business Knowledge 1.3
• Airbus Business Knowledge • Write Requirements
Management Plan
OVERVIEW
The purpose of the Requirements Management Plan is to ensure that the way of working to plan, manage and control the evelop Requirements Management Plan
D
requirements is state of the art, fit for the Airbus Project type, and understood and agreed by the whole Airbus Project team as 1. Identify relevant Airbus Business Knowledge: Identify existing business standards, tools and templates
well as by the Airbus Project’s stakeholders, in particular the customer(s). The Requirements Management Plan also includes all that are relevant for the Airbus Project type. Identify and use lessons learnt and best practice examples from
the Verification and Validation (V&V) aspects (for V&V see Chapter 1.3.2.5). similar Airbus Projects to complement the business standards.
With regards to the latter, the Requirements Management Plan is a contract or agreement between the Airbus Project team and 2. Write Requirements Management Plan: Based on the identified Knowledge, define the suitable structure,
the customers describing how the requirements process will be deployed and managed. It should include: contents and depth of detail required for the Requirements Management Plan for the Airbus Project. Define if the
details for this PM Knowledge Area need to be documented as part of the overall Project Management Plan or
TA S K S
• Definition of the documentary referential: Requirements Documents Breakdown Structure within a separate Requirements Management Plan. Validate the Requirements Management Plan with the Airbus
• Requirements Management roles and responsibilities Project’s key stakeholders
• Definition of key Requirements Management milestones which must be achieved during the Airbus Project’s Lifecycle
• Definition of Requirements Management tools and administration principles (access, security rules etc.)
• Identification of applicable methods, training and data model
• Monitoring processes for Requirements Management activities (KPIs, periodicity etc.).
code
Requirements The plan defines the management of requirements. It will typically contain the following: 13021A
Management
Plan General Contents:
G O LDE N
• Introduction
RULES
Always check to find out about the most recent Requirements Management state of the art methods, • Management System/Approach
• Management Responsibilities
OU T P U TS
processes and tools, and learn these best practices before starting.
• Processes
Specific Contents:
• Requirements Documents Breakdown Structure
Responsible R e q u i re m e n t s M a n a g e r ( f o r D e l i v e r a b l e R e q u i re m e n t s ) , P M O • Requirements Management roles and responsibilities
RAS CI
Accountable P ro j e c t L e a d e r • Requirements Management activity roadmap (inc milestones)

Supporting P M O , C o n f i g u r a t i o n M an a g e r • Requirements Management tools
Consulted S p o n s o r, S t e e r i n g • Applicable methods, training and data model
Informed P ro j e c t Te a m , R i s k a n d O p p o r t u n i t y M a n a g e r, C o s t M a n a g e r • Requirements Management monitoring processes.
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1.3.2.2 Establish Top Level Requirements Opportunity Implementation Solution
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This Task Group covers the collection, formalisation and analysis of stakeholder needs as well as the subsequent elaboration assessed launched ready validated committed delivered closed
and validation of the Top Project Requirements. It is critical for Airbus Project success because the Top Level Requirements
form the basis for all subsequent Airbus Project planning activities (e.g. Scope definition, Work Breakdown Structure (WBS),
i ii
Costing, Scheduling) as well as the definition and cascading of more detailed requirements (where necessary).
chapter
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1 PM Foundations
i Initial Project Charter 1.3.1.2

INPUTS TASKS OUTPUTS
I N P UT S
ii Airbus Business Knowledge 1.3
• Initial Project Charter • Establish Top Project • Top Objectives Statement
• Airbus Business Knowledge Objectives • Top Level Requirements
• Stakeholder Register • Write and validate Top Level
Requirements
Establish Top Project Objectives

OVERVIEW
Describe and issue the Top Project Objectives in the form of a Top Objectives Statement.
To develop the Top Level Requirements it is recommended to start with the writing of a Top Objectives Statement (TOS). The
latter expresses what the Airbus Project is aiming to achieve, expressed in clear, and ideally quantifiable, statements. However, Establish Top Project Objectives
the TOS do not need to respect the formal rules for requirements expression and should be limited in the number of statements 1. Write Top Level Requirements: Interpret Top Project Objectives and formalise them in requirements.
mentioned (no more than 10-20). Review the requirements to ensure they meet applicable quality standards (e.g. application of ‘Simplified
The Top Level Requirements (TLR) are formalised requirements that conform to standard rules for requirements expression. The Technical English’). Ensure requirements cover all relevant Deliverable Requirements and Management
TLR are based on stakeholder needs and can be structured accordingly (for example, a section for Deliverable Requirements, Requirements. Ensure all customer needs are covered.
and another for Management Requirements). They should later be allocated to the elements of the Product Structure and Work 2. Validate Top Level Requirements: Validate the requirements with stakeholders to ensure that they really
Breakdown Structure respectively, where applicable. represent an adequate starting point – in terms of Requirements Management – for the Airbus Project.
Any changes to the TLR should be traceable, explained and documented.
TA S K S
Note: Any subsequent changes to the TLR should be traceable, explained and documented.
GO LDE N
TLR should be written from the stakeholder point of view – not from the final or enabling deliverable’s point of
R U LE S
view.
Sufficient time should be allowed to define and validate the TLRs. Errors in the TLRs can have significant impact code
on Airbus Project performance.
Top Objectives Document containing a list of Airbus Project Objectives Statements to demonstrate that the 13022A
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Statement business opportunity has been understood,
Responsible R e q u i re m e n t s M a n a g e r ( f o r D e l i v e r a b l e R e q u i re m e n t s ) , P M O
RAS CI
Accountable Business Opportunity Leader Top Level Validated list of the Airbus Project’s Top Level Requirements. Supports the Airbus Project 13022B
Supporting PMO, Configuration Manager Requirements Launch.
Consulted S p o n s o r, S t e e r i n g
Informed P ro j e c t Te a m , R i s k a n d O p p o r t u n i t y M a n a g e r, C o s t M a n a g e r
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1.3.2.3 Develop Requirements Baseline Opportunity Implementation Solution
10 20 30 40 50 60 70
Most Airbus Projects are split into hierarchical structures (e.g. the Work Breakdown Structure (WBS), the Product Structure assessed launched ready validated committed delivered closed
(PS)). This Task Group includes the tasks to define detailed requirements for each element of the WBS and PS, where
applicable. It also includes the validation of these requirements, their allocation to the Airbus Project Teams as well as the
i ii iii iii iii iv
creation of the Requirements Baseline.
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i Requirements Management Plan 1.3.2.1

I N P UT S
ii Top Level Requirements (TLR) 1.3.2.2
• Requirements Management • Define Requirements • Project Team Requirements iii Detailed Product Structure (where applicable) 1.3.4.2
Plan • Ensure Requirements Document iv Change Request Feedback 1.3.1.6
O V E RV I E W
• Top Level Requirement Traceability

• Detailed Product Structure • Get Requirements Agreed
• Change Request Feedback and Allocated
• Implement Changes to evelop Detailed Requirements
D
Requirements Baseline 1. Define Requirements: For each module of the PS (where applicable) collate all allocated requirements on
the next higher module-level (i.e. the TLR at the highest level) as well as other stakeholder needs, expectations
and requirements (i.e. those not allocated from an upper level). Possibly write or re-write requirements so
that they meet the needs of and can be understood and interpreted by the Airbus Project team. Review the
Requirement Validation is an essential step for both Deliverable and Management Requirements as it assures that the
requirements to ensure they meet applicable quality standards.
requirements are:
2. Ensure Requirements Traceability: In whichever way the requirements have been established for a
• appropriate and necessary given module of the PS (where applicable) (that is either by strict cascading of higher level requirements, or by
• well expressed re-formulating higher level requirements, or by ‘inventing’ requirements), there must be consistency and full
• agreed by all stakeholders traceability of requirements across all levels of the PS, respectively. The collection of all requirements on the PS’
• coherent across the full set of requirements (e.g. no “clashes”). lowest level should aggregate exactly to the TLR of the Airbus Project, such that the perimeter described by the
TA S K S
lower level requirements is not larger or smaller compared to the perimeter of the TLRs.
Get Requirements Agreed and Allocated
Get the validation of the requirements on each level of the PS (where applicable) by the Airbus Project’s
It is vitally important to enable effective Airbus Project change control that traceability is retained from the sponsor(s) and possibly by the customers and/or other key stakeholders. This may require additional fine-tuning
Top Level Requirements to the detailed requirements for each module of the PS respectively.
of the requirements. Once agreed, the detailed and entire set of requirements represents the fully described
The structure of the PS needs to be defined in good time. Any changes after the requirements cascade work Requirements Baseline for the ‘Implement and Deliver’ phase. Allocate requirements such that each Airbus
GO L DE N
Project Team contributing to the Airbus Project has its individual set of validated requirements.
RULES
has been launched will be very costly in administration.

Implement Approved Changes to Requirements Baseline
For very complex systems (e.g. aircraft), the requirements applicable to sub-modules of the PS are often
populated from existing product implementations. If so, it is critical that a robust traceability and validation Once any changes to the Requirements Baseline have been decided by Change Control (see Chapter 1.3.1.6),
still takes place to assure integrity of the set of requirements for the Airbus Project. implement changes in the Requirements Documents and communicate the change to the relevant Airbus
Project team(s). The Requirements Baseline with the latest changes incorporated is the Applicable Requirements
The Develop Detailed Requirements and Get Requirements Agreed tasks are performed iteratively until the Baseline.
lowest levels of the PS (where applicable) are allocated with requirements.
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Project Team List of validated and therefore applicable requirements for any Airbus Project Team 13023A
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Responsible R e q u i re m e n t s M a n a g e r ( f o r D e l i v e r a b l e R e q u i re m e n t s ) , P M O Requirements contributing to the Airbus Project.
Document
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Supporting PMO, Configuration Manager
Consulted Sponsors, Steering
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1.3.2.4 Monitor and Control Requirements Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group is about monitoring and controlling the Airbus Project’s requirements against the Requirements Baseline as assessed launched ready validated committed delivered closed
described in Chapter 1.3.2.3. Although change in Airbus Projects is inevitable, Airbus Projects are still expected to meet their
time, cost and quality objectives. Therefore, unexpected or unapproved changes in requirements can affect the success of
i ii
the Airbus Project. One of the main benefits of monitoring and controlling Airbus Project requirements is to avoid uncontrolled
chapter
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changes in a Airbus Project’s set of requirements that can lead to budgetary increases and time delays.
I N P UT S
ii Project Team Requirements Document 1.3.2.3
• Requirements Management • Apply Requirements • Requirements Change
Plan Management Plan Requests
• Project Team Requirements • Analyse Scope data
Document • Propose Change to
Monitor and Control Project Requirements
Requirements Baseline
1. Apply Requirements Management Plan: Use the Requirements Management Plan to ensure that the
OVERVIEW
agreed best way of working with regards to the management of the Airbus Project’s requirements is followed
across the Airbus Project.
Requirements control is one of the keys to effective Project Management. This requires managing requirements in such a way 2. Analyse Scope data: Monitor which variances in Airbus Project scope must lead to requirements change.
that the goals of the Airbus Project can be achieved. Conclude with definitions of any issues, consequences, risks or opportunities.
3. Propose Change to Requirements Baseline: Where necessary, propose to Integrated Change Control
changes to the Airbus Project’s Requirements Baseline, i.e. to the individual Airbus Project Teams’ Requirements
Documents.
TA S K S
GO LDE N
R U LE S
Where Airbus Project deliverables are products, it is often necessary to perform design work for the current
level and then to verify the design against the requirements before the requirements can be cascaded to the
next level down.
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Requirements The Change Requests may include requirements’ change, reduction or expansion. The 13024A
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Responsible R e q u i re m e n t s M a n a g e r, P M O Change documentation must clearly state which area(s) (i.e. which work package(s) and which
Requests statements of work) are affected by the change, and in which way and to what extent. It must
RAS CI
also include used analyses and assumptions as well as a description of the proposed solution
Supporting PMO, Configuration Manager
post change.
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1.3.2.5 Plan Verification and Validation Opportunity Implementation Solution
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Conformity to requirements is achieved by implementing Verification and Validation (V&V). This Task group is about planning the assessed launched ready validated committed delivered closed
V&V methods, criteria and events.
i ii iii ii iii ii iii iv
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I N P UT S
• Requirements Management • Ensure Bi-lateral V&V • V&V Agreements ii Master Schedule 1.3.5.2
Plan Agreements
iii Project Team Requirements Document 1.3.2.3
• Master Schedule • Get V&V Events agreed
• Project Team Requirements • Implement approved iv Change Request Feedback
Document changes
Ensure Bi-lateral V&V Agreements
OVERVIEW
Identify deliverable(s) and type of V&V method to be applied. Arrange bi-lateral agreements between customer
All V&V Events are based on V&V Agreements between both the supplier and the customer of an intermediate and/or end- and supplier of intermediate and/or end-deliverable(s) about the requirements to be met, as well as the dates at
deliverable. This includes agreements about the requirements to be met, the quality characteristics of the deliverable(s) to be which V&V events should occur. Use these V&V Agreements during the Airbus Project’s Lifecycle to help keep
achieved, the criteria according to which V&V can be performed and decisions can be taken, as well as the dates at which they on track.
should occur. V&V Agreements have to be reached and documented and it is important for both the supplier and customer to
Get V&V Events Agreed
refer to their V&V Agreement during the lifecycle of the Airbus Project.
Get the validation by the Airbus Project’s sponsor(s) and possibly the customer(s) of the deliverable(s) and/or
V&V Events provide a forum where compliance to the V&V Agreements and requirements can be demonstrated.
other key stakeholders. This may require additional fine-tuning. Once agreed, the V&V Agreements become part
Verification & Validation (V&V) includes:
of the Airbus Project’s Baseline.
• Verification of the Design: ‘Virtual testing’ of the design of the deliverable under development to predict performance and Implement Approved Changes to V&V Agreements
TA S K S
check compliance against relevant requirements (e.g. Simulation, Wind tunnel tests, Mockups and prototypes, Analysis etc.) Once any changes to the V&V Agreements have been decided by Integrated Change Control (see Chapter
• Verification of the Sub-Deliverable or Deliverable: Physical testing of sub-deliverable or the deliverable under development to 1.3.1.6), implement changes to the V&V Agreements and communicate the change to the relevant Airbus
check compliance against relevant requirements (using e.g. test benches, flight tests, iron bird, ‘beta’ tests for software, etc.) Project team(s). The V&V Agreement Baseline with the latest changes incorporated is the Applicable V&V
• Validation of the Sub-Deliverable or Deliverable: Evaluation of sub-deliverable or the deliverable by the customer against his Agreement Baseline.
originally expressed needs (e.g. in-service simulation flights with airline crew).
GO LD E N
RULES
Define and agree the scope and planning of the V&V activities early in the Airbus Project (with Airbus Project
sponsor and customers).
code
V&V Covers for each intermediate deliverable the requirements to be met, quality of the 13025A
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Responsible R e q u i re m e n t s M a n a g e r, P M O Agreements characteristics to be achieved, the criteria according to which V&V can be performed and
RASC I
Accountable P ro j e c t L e a d e r decisions can be taken, as well as the dates at which V&V Events should occur.
Supporting P M O , C o n f i g u r a t i o n M a n a g e r
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1.3.2.6 Get Requirements Compliance Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how any design, sub-deliverables, enabling and final deliverables are verified against their assessed launched ready validated committed delivered closed
requirements, and then validated against stakeholder needs in order to come to a compliance statement with regard to the
applicable requirements (note that this Task Group does not include requirement validation, as this is covered in Chapter 1.3.2.3).
i ii iii iv
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INPUTS TASKS OUTPUTS i Requirements Management Plan 1.3.2.1
I N P UT S
ii V&V Agreements 1.3.2.5
• Requirements Management • Apply Requirements • Compliance Corrective
iii Project Team Requirements Document 1.3.2.3
Plan Management Plan Actions
• V&V Agreements • Collect Project Performance • Requirements Compliance iv Project Performance Data
• Project Team Requirements Data Statements
Document • Analyse Project Performance
• Project Performance Data Data
Perform Verification and Validation
OVERVIEW
• Agree corrective actions

1. Apply V&V Agreements: Use the Requirements Management Plan and V&V Agreements to ensure that the
• Verify against requirements.
agreed best way of working with regards to the Airbus Project’s intermediate and end-deliverables is followed
• Validate against stakeholder
across the Airbus Project.
needs
2. Collect Project Performance Data.
3. Analyse Project Performance Data: Use Airbus Project Performance Data to help identify where deviation
from the agreed Applicable Requirements Baseline is taking place. Determine the root causes and degree of
As seen in Chapter 1.3.2.5, Verification & Validation (V&V) includes: variance relative to the agreed Applicable Requirements Baseline. Conclude with definitions of any issues, risks
• v erification of the Design: ‘Virtual testing’ of the design of the deliverable under development to predict performance and or opportunities.
check compliance against relevant requirements (e.g. Simulation, Wind tunnel tests, Mockups and prototypes, Analysis etc.) 4. Agree Compliance preventative and/or corrective actions: Based on the conclusions, develop
• v erification of the Sub-Deliverable or Deliverable: Physical testing of sub-deliverable or the deliverable under development to solutions. Propose preventative and/or corrective actions as necessary. Agree and plan actions to implement.
TA S K S
check compliance against relevant requirements (using e.g. test benches, flight tests, iron bird, ‘beta’ tests for software, etc.) 5. Verify against requirements: Verify the design, sub-deliverables, deliverables as well as the applied
• v alidation of the Sub-Deliverable or Deliverable: Evaluation of sub-deliverable or the deliverable by the customer against his management methods, processes, tools against the Applicable Requirements Baseline and V&V Agreements,
originally expressed needs (e.g. in-service simulation flights with airline crew). using, for example:
• design reviews with developers and Airbus Project team
• capture and review of simulations and analyses
• creation of mockups and running reviews with developers and Airbus Project team
• physical testing of components
• flight testing
• running trials.
GO LD E N
6. Support Validation: Support key stakeholders, in particular the customer(s), to validate the sub-deliverables
RULES
Feedback of the V&V status is a key enabler for effective Project Management. Project Managers must
recognise that the information contained in this feedback represents a significant proportion of the added and deliverables against their stakeholder needs.
value of using Requirements Management.
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Compliance The deliverable documents must typically contain: 13026A
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Corrective • Evidence of analysis and conclusions
Responsible R e q u i re m e n t s M a n a g e r, P M O Actions • Solutions and corrective detailed actions (owners and target dates).
RASC I
Supporting P M O , C o n f i g u r a t i o n M a n a g e r Requirements Statement of the compliance of the design, sub-products, products, and processes against 13026B
Consulted S p o n s o r, S t e e r i n g Compliance their requirements and stakeholder needs.
Informed P ro j e c t Te a m , R i s k a n d O p p o r t u n i t y M a n a g e r, C o s t M a n a g e r Statement
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1.3.3.1 Plan Scope Management................................................................................................................................................ 104
1.3 PM Knowledge Areas 1.3.3.2 Develop Top Level Scope Description. ................................................................................................................... 106
1.3.3.3 Agree Make/Buy and Worksharing. .......................................................................................................................... 108
1.3.3 Scope Management 1.3.3.4 Develop Work Breakdown Structure and Description................................................................................... 110
Introduction 1.3.3.5 Monitor and Control Scope. .......................................................................................................................................... 112
1 PM Foundations
1 PM Foundations
Scope Management ensures that an Airbus Project has precisely identified all the work that is required and needs to be done to
meet stakeholder expectations and to deliver the Airbus Project successfully.
The Airbus Project scope includes a description of both:
• The Airbus Project’s deliverable(s)

• The work which needs to be completed to deliver them.
The Airbus Project’s scope is agreed early during an Airbus Project’s Lifecycle (i.e. before the ‘Implement and Deliver Phase’),
and it is then developed into the detailed Work Breakdown Structure where it is monitored, verified and controlled throughout Type Title Reference Access
the remainder of the Airbus Project’s Lifecycle.
This PM Knowledge Area also covers the Make/Buy and Worksharing trade-offs. They determine whether particular work can Requirements Airbus Project Management A1002.0 MyDoc
best be accomplished by internal Airbus Project Teams (and which ones) or should be procured from an external supplier. Policy and General Requirements
Process Make or Buy for Aerostructures AP2569 MyDoc
APPLICABLE LEARNING SOLUTIONS


Advanced
Scope eLearning Airbus People/

Management P&PM
Management
Community/EADS
PM eLearning
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1.3.3 Scope Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.3.1 Plan Scope Management Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how to develop the Scope Management Plan that details how the Airbus Project scope will be assessed launched ready validated committed delivered closed
defined, verified and controlled.
i ii iii iv
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1 PM Foundations

• Final Project Charter • Identify relevant Airbus • Scope Management Plan
I N P UT S
ii Project Category 1.3.1.3
• Project Category Business Knowledge
• Airbus Business Knowledge • Write Scope Management iii Airbus Business Knowledge 1.3
• Top Level Scope Description Plan iv Top Level Scope Description 1.3.3.2
The Airbus Project Scope Management Plan is a formalised document that is used for the purpose of exactly detailing how the evelop Scope Management Plan
D
OVERVIEW
Airbus Project Scope will be defined, developed, managed, monitored and controlled. This includes a description of how the 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
components of the Work Breakdown Structure (WBS) will be created and defined. that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
The Scope Management Plan should typically detail how the scope of an Airbus Project is: learnt and best practice examples from similar Airbus Projects to complement the business standards.
• verified and accepted by the customer 2. Write Scope Management Plan: Based on the identified knowledge, define the suitable structure, contents
• decomposed into the Airbus Project’s Work Breakdown Structure (WBS) and depth of detail required for the Scope Management Plan for the Airbus Project. Define if the details for this
TAS K S
• change controlled (including WBS control). PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or within a
separate Scope Management Plan. Define basic WBS architecture philosophy, e.g. deliverable oriented, Make/
The degree of formalism for Scope Management depends on the complexity and criticality of the Airbus Project. Low category Buy oriented, PS oriented, OBS oriented, or a mixture of the aforementioned. Write Scope Management Plan.
Airbus Projects may outline the Scope Management activities within the main Airbus Project Management Plan, while high Validate the Scope Management Plan with the Airbus Project’s key stakeholders.
category Airbus Projects usually require a separate Scope Management Plan.
code
Scope The plan is to be used to define the management of Scope. It will typically contain the 13031A
Management following:
Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this Plan
General Contents:
GO LD E N
PM Knowledge Area: either as an independent Scope Management Plan or as contents integrated in the overall
RULES
• Introduction
Project Management Plan (see Chapter 1.3.1.4). • Management System/Approach
OU T P U TS
It is very important that the Scope Management Plan is used as inputs to all the subsequent Task Groups. This
• Processes
ensures that the agreed way of working is performed consistently across the Airbus Project team(s).
Specific Contents:
Responsible PMO •D etermination to what degree the Airbus Project’s deliverable(s) should be described
RAS CI
Accountable P ro j e c t L e a d e r and on which deliverable(s) to concentrate

Supporting R e q u i re m e n t s M a n a g e r • Description of how the Airbus Project Scope will be decomposed into the WBS
Consulted S p o n s o r, S t e e r i n g , C o st M a n a g e r, R i s k M a n a g e r • Description of how the scope of the Airbus Project will be managed and change controlled.
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1.3.3.2 Develop Top Level Scope Description Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes the development of a high level description of the Airbus Project’s scope. The process is iterative, assessed launched ready validated committed delivered closed
progressively developing an Initial Scope Description (within the Project Charter) into the Top Level Scope Description required
for Airbus Project Launch.
i ii iii
chapter
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INPUTS TASKS OUTPUTS i Top Objectives Statement 1.3.2.2
I N P UT S
ii Top Level Requirements 1.3.2.2
• Stakeholder Register • Define and describe Project • Initial Scope Description
• Top Objectives Statement Scope • Top Level Scope Description iii Initial Project Charter 1.3.1.2
• Top Level Requirements • Define Assumptions
O V E RV I E W
• Initial Project Charter • Get Project Scope agreed
evelop Scope Description

D
A clear definition of Airbus Project scope is critical to Airbus Project success as it provides the basis for the Airbus Project’s
1. Define and describe Project Scope: Describe the Airbus Project’s deliverable(s). For some Projects
Work Breakdown Structure (WBS) as well as the final verification whether the Airbus Project’s deliverable(s) are as specified.
a Product Structure (PS) may be used to define the product scope. Describe the work that needs to be
The scope is strongly based on the Top Airbus Project Objectives.
completed to deliver the Airbus Project’s deliverable(s).
2. Define Assumptions: Define and get agreed Airbus Project scope exclusions, constraints and assumptions.
3. Get Project scope agreed: By the Airbus Project’s sponsor(s).
TA S K S
Scope Descriptions always cover the full perimeter of an Airbus Project and not the one of a specific
contributor or subcontractor.
The scope should include the acceptance criteria where relevant (e.g. what level of maturity is required for
G OL D E N
RULES
each deliverable).
Any exclusions from the Airbus Project scope should be identified in order to manage customer
expectations.
Any Airbus Project constraints or assumptions that have a bearing on the Airbus Project scope should be
identified (e.g. contractual constraints, assumptions regarding the scope of linked projects or the maturity
of project inputs).
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Initial Scope Initial, high-level description of the Airbus Project’s top deliverable(s) and the work required to 13032A
O UT PUT S
Description ensure their delivery.
Responsible Business Opportunity Leader
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Accountable P ro j e c t S p o n s o r Top Level Description of the Airbus Project’s top deliverable(s), and the work required to ensure their 13032B
Supporting R e q u i re m e n t s M a n a g e r Scope delivery, at a level of detail in line with the needs to enable Airbus Project launch decision.
Consulted S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r Description
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1.3.3.3 Agree Make/Buy and Worksharing Opportunity Implementation Solution
10 20 30 40 50 60 70
The Agree Make/Buy (MoB) and Worksharing Task Group determines which particular activity of the Airbus Project should assessed launched ready validated committed delivered closed
be accomplished from which internal or external supplier. The starting point for this analysis is Airbus’ Core/Non-Core policy
(distinguishing between ‘core’, ‘non-core’ and ‘intermediate core’). Whether a work package is to be considered core,
i ii iii iv iv v iv v iv v
non-core or intermediate core can be identified with the help of existing processes, such as the Core Competence Analysis
chapter
1 PM Foundations
1 PM Foundations
Process (CCAP). All core work is strategically kept in-house, i.e. it is categorised as ‘Make’ (Exception: where there is a need to
increase capacity or to procure material, work may even be subcontracted under ‘Make’). However, not all of the non-core or i Airbus Business Knowledge (here: Core/Non-Core Policy, among other) 1.3
I N P UT S
intermediate core work necessarily becomes ‘Buy’. Additional aspects need to be considered, such as cost, benefits, financing ii Top Level Requirements 1.3.2.2
needs, capacity constraints, access to technology, requirements for flexibility, offsets, political requirements, availability of iii Top Level Scope Description 1.3.3.2
healthy and capable suppliers, among others. iv Product Structure 1.3.4.2
v Project Team Requirements Document 1.3.2.3
ompile Initial Make/Buy and Worksharing
C
• Airbus Business Knowledge • Compile and detail Initial • Initial Make/Buy and
Consult Airbus Core/Non-Core policy and check its opportunities and consequences for the Airbus Project.
OVERVIEW
• Top Level Requirements and Make/Buy and Worksharing Worksharing Document

Identify those potential work packages of the Airbus Project which are clearly ‘core’, and, thus, to be
Scope Description • Get it agreed • Detailed Make/Buy and
categorised as ‘Make’. Taking other aspects into account, such as cost, benefits, financing needs, capacity
• Product Structure Worksharing Document
constraints, access to technology, requirements for flexibility, offsets, political requirements, availability of
• Project Team Requirements
healthy and capable suppliers, among others, make proposal for the Make vs. Buy split for ‘non-core’ and
Documents
‘intermediate core’ work packages. This should result in an overall view of which work packages of the WBS
could be ‘Make’, which ones ‘Buy’. Make suggestion for the Worksharing of the ‘Make’ part. Have ‘Make/Buy’
and Worksharing described to a level of detail which satisfies the needs to enable Airbus Project launch.
Once Make and Buy have been agreed, it remains to identify which Airbus-internal organisational unit and which external
Detail and Fine-Tune Make/Buy and Worksharing
supplier, respectively, will be entrusted with the respective work packages. The former activity leads to ‘Worksharing’ (described
TA S K S
Continuously elaborate and fine tune the Initial Make/Buy and Worksharing. This includes proposing the Make/
in this Task Group), the latter to ‘Conduct Procurements’ (see Chapter 1.3.12.2).
Buy and Worksharing for work packages on the lower levels of the future WBS as well as a higher level of detail
In summary, the definitions of Make versus Buy are as follows:
in the description of the various Make/Buy and Workshare proposals.
Make: Airbus keeps the work in-house in order to keep or increase its competences. This may, however, include a degree of
sub-contracting. Get Make/Buy and Worksharing Agreed
Buy: Airbus outsources the work as there is no interest to develop its competences. However, this may not necessarily mean Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
that the cost of the work is carried by another company. stakeholders. This may require additional fine-tuning. Please note that during the life of the Airbus Project there
is rarely a change in the Make/Buy and Worksharing, once finalised (as opposed to the life of a Programme,
where changes do occur).
G OL D E N
Before any Make/Buy decision, the compliance with the overall Airbus Core/Non-Core strategy or policy as
R U LE S
well as with the Airbus Project’s objectives has to be verified.
The basis for the internal cost (Make) to be compared with the external market price (Buy) is the approved code
AOP resource planning for the Make/Buy period in question.
Initial This document describes which of the Airbus Project’s deliverables are ‘Make’ and which 13033A
O UT PUT S
Make/Buy and ones are ‘Buy’. For the ‘Make’ part, an initial Airbus internal Worksharing is proposed.
Responsible Industrial Manager or PMO Worksharing
RAS C I
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r
Supporting R e q u i re m e n t s M a n a g e r, P M O Detailed This document details which of all the Airbus Project’s deliverables are ‘Make’ and which 13033B
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r Make/Buy and ones are ‘Buy’. For the ‘Make’ part, the agreed Airbus internal Worksharing is described.
Informed P ro j e c t Te a m Worksharing
108 109
1 FOUNDATIONS
L I F EC YC L E
1.3.3.4 Develop Work Breakdown Structure Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group covers the development of the Airbus Project’s Work Breakdown Structure (WBS) and associated Work assessed launched ready validated committed delivered closed
Package Statements of Work (SoW). The WBS subdivides the total Airbus Project scope into smaller, more manageable,
pieces of work, with each lower level representing an increasingly detailed definition.
i ii iii ii iii ii iii ii iii iv
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Top Level Scope Description 1.3.3.2
I N P UT S
ii Product Structure (where applicable) 1.3.4.2
• Top Level Scope Description • Develop Top Level WBS • Top Level WBS
• Product Structure (PS) • Develop Detailed WBS • Detailed WBS iii Make/Buy and Worksharing 1.3.3.3
• Make/Buy and Worksharing • Get WBS Baseline agreed iv Change Request Feedback 1.3.1.6
• Change Request Feedback • Implement approved
changes
OVERVIEW
Develop Top Level WBS

Decompose the Airbus Project scope into more manageable work packages. For each work package, write
The WBS covers the Airbus Project’s work to be completed as described in the Airbus Project’s scope statement. The highest an initial SoW. The decomposition and degree of description detail should be to a level commensurate with the
WBS component (i.e. at “Airbus Project-level”) represents the overall Airbus Project (the aggregation of all the lower levels). management needs for the initial project phase(s) following Airbus Project Launch. Ensure 100% of the Airbus
The basic “building blocks” of the WBS are the work packages, covering a specified part of the Project’s scope. Project’s scope is covered by the Top Level WBS.
The WBS evolves throughout the Airbus Project Lifecycle as the Airbus Project becomes progressively more detailed over time. Develop Detailed WBS
The description of the work ‘contained’ in the work packages is captured by what is called Statements of Work (SoW). The Use the Top Level WBS to develop a detailed WBS. Further decompose the breakdown, and check logic
latter also describe the applicable requirements and assumptions, the main inputs and outputs (deliverables), the key risks and and links to the OBS/PS throughout the structure and proceed through iterative loops as required. Create
opportunities, as well as the main contributors (e.g. CoC, CoE, functions, suppliers). assumptions annex. Develop Statements of Work (SoW), and use existing SoW templates to define and
TAS K S
Once the detailed WBS with all its work packages and detailed SoWs has been established, it represents the full description of describe work package details.
the Airbus Project Scope. Get WBS Baseline agreed
Get the validation of the WBS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other
key stakeholders. This may require additional fine-tuning. Once agreed, the detailed WBS with its SoWs
represents the fully described Airbus Project Scope Baseline for the ‘Implement and Deliver’ phase.
Develop Top Level WBS
Once any changes to the WBS Baseline have been decided by Integrated Change Control (see Chapter 1.3.1.6),
The size of the work packages should be decided with care. Too large and it will be difficult to determine implement changes in the Detailed WBS and communicate the change to the relevant Airbus Project team(s).
status due to the volume of work involved. Too small and it may require excessive effort to define, monitor The WBS Baseline with the latest changes incorporated is the Applicable WBS Baseline.
GOLDEN
and keep updated.

RULES
The WBS should preferably be aligned with other project structuring elements (e.g. PS, CBS, OBS etc).
code
The WBS should be created by those who will perform the work, with technical input from subject matter Top Level Contains the definition of the higher level work packages and their SoWs that must be 13034A
experts, and other appropriate stakeholders. WBS performed to achieve the entire Airbus Project scope. The Top Level WBS anticipates lower-
OUT P UT S
level work packages without detailing them, so that the latter, once assembled, aggregate
to the higher level work packages.
Responsible PMO Detailed Represents the WBS, containing the fully developed breakdown structure with all work 13034B
RAS C I
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r WBS packages on its lowest level as well as all SoWs. Each work package is allocated to a
Supporting R e q u i re m e n t s M a n a g e r, C o n t r i b u t o r s responsible person or organisation unit. Once agreed, the Detailed WBS represents the
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r baseline for the Airbus Project, which is subject to Integrated Change Control and against
Informed P ro j e c t Te a m which any changes are to be monitored and controlled.
110 111
1 FOUNDATIONS
L I F EC YC L E
1.3.3.5 Monitor and Control Scope Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group is about monitoring and controlling the scope of the Airbus Project against the Scope Baseline as described by assessed launched ready validated committed delivered closed
the agreed Detailed WBS. Although change in Airbus Projects is inevitable, Airbus Projects are still expected to meet their time,
cost and quality deadlines. Therefore, unexpected and unapproved changes in scope (‘scope creep’) can affect the success
i ii iii
of the Airbus Project. One of the main benefits of monitoring and controlling Airbus Project Scope is to avoid ‘scope creep’ (i.e.
chapter
1 PM Foundations
1 PM Foundations
uncontrolled changes in a Airbus Project’s scope that can lead to budgetary increases and time delays).
i Scope Management Plan 1.3.3.1
I N P UT S
ii Agreed Detailed WBS 1.3.3.4
INPUTS TASKS OUTPUTS iii Project Performance Data
• Scope Management Plan • Apply Scope Management • Corrective Actions
• Agreed Detailed WBS Plan • Internal Change requests
(Project Scope Baseline) • Collect Project Performance
• Project Performance Data Data
onitor and Control Project Scope
M
OVERVIEW
• Analyse Scope data

• Agree Scope corrective 1. Apply Scope Management Plan: Use the Scope Management Plan to ensure that the agreed best way
actions of working with regards to Airbus Project Scope is followed across the Airbus Project. Collect Airbus Project
• Propose Scope Baseline performance variances data.
changes 2. Collect Project Performance Data.
3. Analyse Scope data: Use Airbus Project Performance Data to help identify where deviation from the agreed
Airbus Project Scope Baseline is taking place. Determine the root causes and degree of variance relative to the
Scope control is one of the keys to effective Project Management. Good Project Management requires managing scope in such Scope Baseline. Conclude with definitions of any issues, risks or opportunities.
a way that the goals of a project can be obtained without leaving out resolution of items that are critical to the Project’s success. 4. Agree Scope preventative and/or corrective actions: Based on the conclusions, develop solutions.
Propose preventative and/or corrective actions as necessary. Agree and set actions to implement.
TA S K S
Good scope control allows the changing and adding of critical tasks without adding in unnecessary items that could cause an 5. Propose Scope Baseline changes: Where necessary, propose to Integrated Change Control changes to
Airbus Project to miss its critical deadlines. the Airbus Project Scope Baseline, i.e. to the Detailed WBS.
Determining which items need to be addressed during a successful Airbus Project is crucial to successful scope control and
positive Project outcome. It is imperative that a Project Manager maintains flexibility by changing and adding tasks that will
make or break a Project’s success. However, items that are not critical to a successful delivery or that may be better suited to
a phase two release or follow up version should be avoided in the current Airbus Project scope, especially if completion of the
items threatens an on time delivery or the success of the Airbus Project.
G OL D E N
Scope creep is a term which refers to the incremental expansion of the scope of a Project, which may
RULES
include and introduce more requirements that may not have been a part of the initial planning of the Project,
while nevertheless failing to adjust schedule and budget. It is essential that changes to scope are subject to code
change control. Project Scope The deliverable documents must typically contain: 13035A
OUT P UT S
Actions • Solutions and corrective detailed actions (owners and target dates).
Responsible PMO Project Scope The Change Requests may include scope change, reduction or expansion. 13035B
RAS CI
Accountable P ro j e c t L e a d e r Change The documentation must clearly state which area(s) (i.e. which work package(s) and which
Supporting R e q u i re m e n t s M a n a g e r, C o n f i g u r a t i o n M a n a g e r Requests SoW(s)) are affected by the change, and in which way and to what extent. It must also
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r include used analyses and assumptions as well as a description of the proposed solution
Informed P ro j e c t Te a m post change.
112 113
1 PM Foundations
1.3 PM Knowledge Areas 1.3.4.1 Plan Configuration Management............................................................................................................................... 116
1.3.4.2 Develop Product Structure. ........................................................................................................................................... 118
1.3.4 Configuration Management 1.3.4.3 Monitor and Control Product Structure and Data............................................................................................ 120
Introduction 1.3.4.4 Monitor and Control Configuration Conformity................................................................................................. 122
1 PM Foundations
1 PM Foundations
Configuration Management (CM) is only applicable where the Airbus Project deliverables are a product, and not, for example, a
business improvement. The main objective of CM is to define physical baseline characteristics of a product, to control changes
to this baseline, to record and report change processing and implementation, and to verify the product’s compliance with the
applicable baseline. In doing so, CM also satisfies contractual and legal requirements.
CM also enables all parties involved in the Project, at any given time in the lifecycle, to use identical data in the same controlled
status. This is a major enabler for concurrent engineering practices.
CM applies appropriate processes and tools to establish and maintain consistency between the product and its characteristics.
A disciplined CM process helps ensure that a product conforms to its physical baseline characteristics and is identified and
documented in sufficient detail to support the product lifecycle. Applicable Documents
CM assures accurate product configuration information and enables product interchangeability, safe product operation and Type Title Reference Access
maintenance to be achieved.
Policy EADS Configuration Management Policy EADS-CDS-001 AirbusPeople/
P&PM
Configuration changes to the product have to be managed using Airbus’ change control processes. For Aircraft Projects
Management
there is a well defined Configuration Change Process (see Chapter 2.9). There is also a well defined Configuration Conformity
Community/
Management process that includes a “Delta-Measurement” methodology to ensure the follow-up of the aircraft conformity all
EADS link
along the steps of the Airbus industrial process (see Chapter 2.10).
Organisation Configuration Management Organisation Manual A10-EDC MyDoc
Manual
Directive Aircraft Configuration Management Rules (ACMR) A1080 MyDoc

Configuration J01XAIW00013 Airbus People/
Management Basics myHR/Learning
114 115
1 FOUNDATIONS
1.3.4 Configuration Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F EC YC L E
1.3.4.1 Plan Configuration Management Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group develops the Configuration Management (CM) Plan describing how: assessed launched ready validated committed delivered closed
• the Product (Breakdown) Structure (PS/PBS) will be developed and utilised on the Airbus Project
• the Product Configuration and the Configuration Conformity will be managed i ii iii
• changes to the above will be controlled. chapter
1 PM Foundations
1 PM Foundations

I N P UT S
• Final Project Charter • Identify relevant Airbus • Configuration Management iii Airbus Business Knowledge 1.3
• Project Category Business Knowledge Plan
• Airbus Business Knowledge • Write Configuration
Management Plan
evelop Configuration Management Plan
D
1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
OVERVIEW
The CM Plan is established to describe the implementation of the CM process, i.e. the process and resources for managing that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
the configuration of the product(s) to be delivered by the Airbus Project in a controlled and traceable manner throughout its contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
lifecycle. Note that an additional document may be required to plan for CM for post-Project lifecycle phases (not covered in learnt and best practice examples from similar Airbus Projects to complement the business standards.
this Guidebook). 2. Write Configuration Management Plan: Based on the identified knowledge, define the suitable structure,
TA S K S
The CM approach described in the CM Plan shall be compliant with any corporate requirements (e.g. CM policies and contents and depth of detail required for the Configuration Management Plan for the Airbus Project. Define if the
procedures) or Project requirements (e.g. contractual requirements). details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
For subcontractors, CM requirements are issued by the configuration manager, and are imposed on subcontractors in the Plan or within a separate Configuration Management Plan. Write Configuration Management Plan. Validate the
Request for Proposal (RfP) and/or the Statement of Work (SOW) and contract to the extent required based on the complexity Configuration Management Plan with the Airbus Project’s key stakeholders.
of the items supplied. The system and the procedures used to comply with CM requirements are described in a subcontractor
CM plan.
code
Configuration The plan is to be used to define the management of the Airbus Project deliverable’s 13041A
Management configuration. It will typically contain the following:
Plan
General Contents:
• Introduction
Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this PM • Management Responsibilities
G OL D E N
O U TP U TS
Knowledge Area: either as an independent CM Plan or as contents integrated in the overall Project Management
R U LE S
• Processes
Plan (Chapter 1.3.1.4). • Measurements, Control, Analysis, Improvement.
It is very important that the CM Plan is used as inputs to all the subsequent Task Groups. This ensures that the Specific Contents:
agreed way of working is performed consistently across the Airbus Project team(s). •T he CM organisation for the Airbus Project
• The CM processes and tools to be deployed
Responsible C o n f i g u r a t i o n M a n a g e r, P M O • How the CM processes will be managed (KPIs, audits, status reporting etc.)
RAS C I
Accountable P ro j e c t L e a d e r • How the Configuration Baseline will be established

Supporting Te c h n i c a l P ro d u c t M a n a g e r s ( e . g . E n g i n e e r i n g ) • How changes will be managed (including Change Control Board membership)
Consulted S p o n s o r, S t e e r i n g , R i s k M a n a g e r, Q u a l i t y • How Configuration Conformity will be demonstrated
Informed P ro j e c t Te a m • How CM will be performed in the Extended Enterprise (if applicable).
116 117
1 FOUNDATIONS
L I F EC YC L E
1.3.4.2 Develop Product Structure Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group develops the Product Structure. The Product Breakdown Structure (PBS) is a hierarchical view of the Product assessed launched ready validated committed delivered closed
Structure.
i ii iii iv
1 PM Foundations
1 PM Foundations
i Top Level Requirements 1.3.2.2
I N P UT S
• Configuration Management • Develop Top Level Product • Top Level Product Structure ii Top Level Scope Description 1.3.3.2
Plan Structure • Detailed Product Structure
iii Configuration Management Plan 1.3.4.1
• Top Level Requirements • Develop Detailed Product
• Top Level Scope Description Structure iv Change Request Feedback 1.3.1.6
• Change Request Feedback • Get Product Structure
agreed
• Implement changes
evelop Top Level Product Structure
D
OVERVIEW
Analyse the Top Level Requirements and Top Level Scope Description. Reuse existing Product Structures from
similar Airbus Projects as initial blueprints. Beware of the potential consequences of the PS for the definitions
The Product Structure (PS) is the hierarchical breakdown of the end product into successive levels of individually identified
of the WBS and OBS.
subsets (hardware, software) for the purpose of controlling their development, production, qualification/certification, delivery and
usage. Develop Detailed Product Structure
The Product Structure should be developed in accordance with the standards applicable for the Project Type. For example, the The detailed PS is a refinement of the Top Level Product Structure. It is developed through the reuse
Aircraft Product Structure is composed of Layers, Views and Extracted Views. Product Structure Views and Extracted Views of existing detailed Product Structures for similar products. Up to PM50 the detailed Product Structure
can support specific deliverables for different customers. For example, for Aircraft Projects there is an “As Designed” view for supports the development of the detailed WBS and OBS. However, it is further detailed during the
Engineering and an “As Planned” view for Manufacturing. ‘Implement and Deliver’ phase.
The Configuration Item (CI ) selection process is based on the Product Structure. Only items selected as CIs are subject to Get Product Structure Baseline agreed
TAS K S
Configuration Management . Get the validation of the PS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other
The Product Structure is also a major input for the development of the Work Breakdown Structure (WBS) and Organisation key stakeholders. This may require additional fine-tuning. Once agreed, the Detailed PS represents the fully
Breakdown Structure (OBS) as it defines the end-deliverables to be produced by the Airbus Project and (indirectly) the work to described PS Baseline for the ‘Implement and Deliver’ phase of the Airbus Project.
be performed. Further Detail and Implement Approved Changes to Product Structure
1. Further Detail Product Structure: Beyond PM50, the PS is further detailed following the necessities of
detailed product design.
2. Implement Approved Changes to Product Structure: Once any changes to the PS Baseline have been
decided by Change Control (see Chapter 1.3.1.6), implement changes in the Detailed PS and communicate
the change to the relevant Airbus Project team(s). The PS Baseline with the latest changes incorporated is the
A baseline of the Product Structure must be established each time it is necessary to define a reference point Applicable PS Baseline.
G OL D E N
RULES
for further activities (e.g. for the development of the WBS).

The different Product Structure views can help in structuring different areas of the WBS. For example, the
“As Designed” view can be used to structure design activities, while the “As Planned” view can be used to
structure manufacturing and assembly activities. code
Top Level The Top Level Product Structure describes the structure of the product to a level of detail 13042A
OUT P UTS
Product defined by the needs to have sufficient information available to launch the Airbus Project.
Responsible Te c h n i c a l P ro d u c t M a n a g e r s ( e . g . E n g i n e e r i n g ) , P M O Structure
RAS C I
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r Detailed The detailed Product Structure should be defined according to the standards for the Project 13042B
Supporting Configuration Manager Product Type. It is refined throughout the ‘Plan Implementation’ and ‘Implement and Deliver’ phases.
Consulted S p o n s o r, S t e e r i n g , R i s k M a n a g e r, Q u a l i t y Structure
118 119
1 FOUNDATIONS
L I F EC YC L E
1.3.4.3 Monitor and Control Product Structure and Data Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes the monitoring and controlling of a product’s Configuration Baseline. The latter is defined by both assessed launched ready validated committed delivered closed
the Product Structure Baseline as well as the Product Data Baseline (drawings, documents, other technical data) which is
attached to the Product Structure Baseline. Monitoring and controlling a product’s configuration therefore means monitoring
i ii iii iv
and controlling individually and together both the Product Structure as well as the Product Data.
chapter
1 PM Foundations
1 PM Foundations
i Configuration Management Plan 1.3.4.1

I N P UT S
ii Detailed Product Structure (i.e. Product Structure Baseline) 1.3.4.2
iii Product Data Baseline (not described in this Guidebook)
• Configuration Management • Apply Configuration • Configuration Corrective
Plan Management Plan Actions iv Project Performance Data (here: Actual Product Data)
• Product Structure and Data • Collect Product Data • Configuration Change
Baselines Baseline and Product Request
• Project Performance Data Performance Data
onitor and Control Configuration
M
(Actual Product Data) • Analyse Configuration
1. Apply CM Plan: Use the CM Plan to ensure that the agreed best way of working with regards to CM is
OVERVIEW
variances
followed across the Airbus Project. Collect Airbus Project performance variances data.
• Agree corrective actions
2. Collect Product Data Baseline: Collect the applicable technical baseline for the product data.
• Propose changes to
3. Collect Project Performance Data: Collect the actual product data.
configuration
4. Analyse Configuration Variances: By comparing the Actual Product Data with both the Product Structure
Baseline (i.e. the Detailed Product Structure) and the Product Data Baseline, identify where deviation from the
agreed Product Structure Baseline and/or Product Data Baseline is taking place. Determine the root causes and
In this Guidebook only the changes to the Product Structure are dealt with as they may have onward repercussions for other
degree of variance relative to the Baselines. Conclude with definitions of any issues, risks or opportunities.
PM Knowledge Areas. Changes to the Product Data Baseline are not further considered in this Guidebook. However, as the
5. Agree Configuration preventative and/or corrective actions: Based on the conclusions, develop
latter may initiate changes in the Product Structure, they must be taken into account as an input for the change control of the
TA S K S
solutions. Propose preventative and/or corrective actions as necessary. Agree and plan actions to implement.
Product Structure also.
6. Propose Configuration Changes: Where necessary, propose to Change Control changes to the Airbus
Project’s Product Structure Baseline and/or Product Data Baseline.
G OL D E N
R U LE S
As the Airbus Project progresses, the degree of change that can be accepted should become reduced.
Major changes late in the Airbus Project can result in unacceptable cost and schedule impacts. code
Configuration The deliverable documents must typically contain: 13043A
OUT P UTS
Responsible C o n f i g u r a t i o n M a n a g e r, P M O Configuration The Change Requests may include scope change, reduction or expansion. The documentation 13043B
RAS C I
Accountable P ro j e c t L e a d e r Change must clearly state which area(s) (i.e. which work package(s) and which SoW(s)) are affected
Supporting Te c h n i c a l P ro d u c t M a n a g e r s ( e . g . E n g i n e e r i n g ) Request by the change, and in which way and to what extent. It must also include used analyses and
Consulted S p o n s o r, S t e e r i n g , R i s k M a n a g e r, Q u a l i t y assumptions as well as a description of the proposed solution post change.
120 121
1 FOUNDATIONS
L I F EC YC L E
1.3.4.4 Monitor and Control Configuration Conformity Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group monitors and controls the conformity of the product to the technical documentation. assessed launched ready validated committed delivered closed
INPUTS TASKS OUTPUTS i ii iii iv

chapter
1 PM Foundations
1 PM Foundations
• Configuration Management • Apply Configuration • Configuration Conformity i Configuration Management Plan 1.3.4.1
I N P UT S
Plan Management Plan Reports ii Detailed Product Structure (i.e. Product Structure Baseline) 1.3.4.2
• Product Structure and Data • Collect Product Data • Conformity Corrective iii Product Data Baseline (not described in this Guidebook)
Baselines Baseline and Actual Actions
iv Project Performance Data (here: Actual Physical Product Data)
• Project Performance Data Physical Product Data • Conformity Change
(Actual Physical Product • Analyse Configuration Request
Data) Conformity Status
• Agree preventative/ onitor and Control Configuration Conformity
M
corrective actions 1. Apply CM Plan: Use the CM Plan to ensure that the agreed best way of working with regards to CM is
OVERVIEW
• Propose Configuration followed across the Airbus Project. Collect Airbus Project performance variances data.
Baseline changes 2. Collect Product Data Baseline: Collect the applicable technical baseline for the product data.
3. Collect Project Performance Data: Collect the actual product data.
4. Analyse Configuration Conformity Status: Identify the Applicable Configuration Baseline, i.e. the
Monitoring and controlling Configuration Conformity provides the means by which the achieved built status of the product Applicable Product Structure Baseline and Product Data Baseline. Comparing this with the Actual Physical
is verified against the approved design standard and the customer/authorities requirements, ensuring to the customer the Product Data, identify where deviation from the Configuration Baseline is taking place. Determine the root
conformity of the delivered product to the contract and any applicable civil or military regulations. causes and degree of variance relative to the Configuration Baseline. Conclude with definitions of any issues,
TAS K S
risks or opportunities.
The management of Configuration Changes involves the proposal, justification, prioritisation, evaluation, coordination, approval 5. Agree Configuration Conformity preventative and/or corrective actions: Based on the conclusions,
or rejection and implementation of all approved changes or deviations to the configuration baseline. develop solutions. Propose preventative and/or corrective actions as necessary. Agree and plan actions to
Any change or deviation to the Configuration Baseline should be identified, documented, described, justified and classified implement.
by the requesting party, then submitted to the Configuration Control Board, (see Chapter 1.3.1.6) for review and approval. 6. Propose Conformity changes: Where necessary, propose changes to the product’s conformity (which in
essence means to the Configuration Baseline, i.e. to the Product Structure Baseline and/or the Product Data
Baseline) to the Change Control Task Group (see Chapter 1.3.1.6) to ensure that any changes to the product’s
configuration are correctly reflected in the integrated baseline (e.g. scope, schedule, cost etc.) of the Airbus
Project.
G OL D E N
R U LE S
code
As the Airbus Project progresses, the degree of change that can be accepted should be reduced. Major
changes late in the project can result in unacceptable cost and schedule impacts. Configuration These demonstrate the conformity of the product to its intended configuration. 13044A
Conformity
Report
OUT PU T S
Conformity Not further described in this Guidebook. 13044B
Responsible C o n f i g u r a t i o n M a n a g e r, P M O Corrective
RAS C I
Accountable P ro j e c t L e a d e r Actions
Supporting Te c h n i c a l P ro d u c t M a n a g e r s ( e . g . E n g i n e e r i n g ) Conformity Has the same implications as a Configuration Change Request (see Chapter 1.3.4.3). 13044C
Consulted S p o n s o r, S t e e r i n g , R i s k M a n a g e r, Q u a l i t y Change
Informed P ro j e c t Te a m Request
122 123
1 PM Foundations
1.3.5.1 Plan Schedule Management......................................................................................................................................... 126
1.3.5 Time Management 1.3.5.2 Develop Schedule................................................................................................................................................................ 128
Introduction 1.3.5.3 Monitor and Control Schedule Deviations............................................................................................................ 132
1 PM Foundations
1 PM Foundations
The PM Knowledge Area Time Management covers Task Groups that ensure the timely completion of the Project. These Task
Groups not only focus on the Airbus Project’s schedule development and control, but also include resource needs estimations
for the scheduled activities. Applicable Tools

Unified Planning Airbus PM System used for A/C Projects and Airbus People/
Portfolio Projects. P&PM
Management
Community/
UPe-site
Microsoft Project Commonly used Scheduling/Planning tool.
Applicable Learning Solutions

Applicable Documents Management - Management within Airbus and to be able to myHR/Learning
Type Title Reference Access Into Practice implement the basic PM Process and methods
to ensure Project success.
Policy EADS Common Programme Management EADS-CDS-005 Airbus
framework People/P&PM Project To be able to perform Project architecture and J06XAIW00012 Airbus People/
Management Management - integration activities within large Projects. myHR/Learning
Community/ Advanced
EADS link
Time Management eLearning Airbus People/
Directive Airbus Project Management - Policy and General A1002.0 MyDoc P&PM
Requirements Management
Community/EADS
Manual PM Schedule Management Manual M2454 MyDoc PM eLearning
124 125
1 FOUNDATIONS
1.3.5 Time Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F EC YC L E
1.3.5.1 Plan Schedule Management Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group covers the creation of the Schedule Management Plan that describes how the Airbus Project’s schedule shall assessed launched ready validated committed delivered closed
be developed and controlled.
i ii iii iv
1 PM Foundations
1 PM Foundations
• Final Project Charter • Identify relevant Airbus • Schedule Management Plan i Final Project Charter 1.3.1.2
I N P UT S
• Project Category Business Knowledge ii Project Category 1.3.1.3
• Airbus Business Knowledge • Write Schedule iii Airbus Business Knowledge 1.3
• Master Schedule Management Plan iv Master Schedule 1.3.5.2
The degree of formalism for schedule management depends on the Airbus Project’s Category. Lower category Airbus Projects
may outline the schedule management activity within the main Project Management Plan and use basic schedule management evelop Schedule Management Plan
D
OVERVIEW
tools. 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
However, higher category Aircraft Projects usually have a Schedule Management Plan that includes the schedule management contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
processes and use dedicated schedule management tools (e.g. Unified Planning, see Chapter 2.13). learnt and best practice examples from similar Airbus Projects to complement the business standards.
TA S K S
The Schedule Management Plan should define the following: 2. Write Schedule Management Plan: Based on the identified knowledge, define the suitable structure,
contents and depth of detail required for the Schedule Management Plan for the Airbus Project. Define if the
• Schedule management organisation i.e. who is in charge of schedule management at each level within the Airbus Project’s details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
organisation Plan, or within a separate Schedule Management Plan. Write Schedule Management Plan. Validate the
• Type of schedule to be used, possibly differentiated by the level of organisation (see Chapter 1.3.5.2) Schedule Management Plan with the Airbus Project’s key stakeholders.
• T arget schedule cascade to work packages
• Synchronisation of milestones between work packages
•C lassification of milestones to enable filtering and support the schedule analysis
• Process to create the baseline schedule including: activity definition, sequencing, resource estimating, duration estimating code
and schedule optimisation Schedule The plan is to be used to define the management of the schedule. It will typically contain the 13051A
• Process to monitor the schedule inc. the schedule performance analysis techniques and Key Performance Indicators (KPIs) Management following:
to be used Plan General Contents:
• Process to control the schedule and manage schedule changes • Introduction
• rocess for periodical reporting, synchronised with the schedule status.
P • Management System/Approach
• Processes
Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this
OU T P U T S
G OL D E N
PM Knowledge Area: either as an independent Schedule Management Plan or as contents integrated in the
R U LE S
overall Project Management Plan (see Chapter 1.3.1.4). Specific Contents:

• Activity definition
It is very important that the Schedule Management Plan is used as inputs to all the subsequent Task Groups • Activity sequencing
of this PM Knowledge Area. This ensures that the agreed way of working is performed consistently across the • Activity resource estimating
Airbus Project team(s). • Activity duration estimating
• Activity Schedule optimisation
Responsible P l a n n i n g M a n a g e r, P M O • Type of schedule to be used
RAS C I
Accountable P ro j e c t L e a d e r • Process to cascade Master Schedule to Work Packages

Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r • Synchronisation of milestones between work packages
Consulted S p o n s o r, S t e e r i n g , C o st M a n a g e r, R i s k M a n a g e r • Classification of milestones
Informed P ro j e c t Te a m • Process for periodical reporting, synchronised with the schedule status.
126 127
1 FOUNDATIONS
1.3.5 Time Management
1.3.5.2 Develop Schedule
A schedule is required to determine the complete timescale for the Airbus Project, its resources requirements and - ultimately - The Airbus Project’s Master Plan provides the targets for the Detailed Schedule(s). It is based on a “top-down” schedule
costs for the Make part. A more detailed schedule is required to manage and control the Airbus Project. A schedule is also exercise, that must be reconciled later with the “bottom-up” schedules from the Airbus Project’s work packages. The latter
necessary to capture lessons learnt to be better prepared for any future Airbus Projects. include detailed activities, durations and workload estimation. The Schedule Baseline is the agreed, clash-free, detailed
schedule for the entire WBS of the Airbus Project.
1 PM Foundations
1 PM Foundations
Typical schedule development steps are shown in figure 1352-1.

• Top Level Requirements • Identify Key Dates • Key Dates
O V E RV I E W
• Top Level Scope Description • Develop Master Schedule • Master Schedule

Schedule development steps..............................................................................................................................................
• WBS • Develop Detailed Schedule • Detailed Schedule Fig. 1352-1
• Change Request Feedback • Get Schedule Baseline
agreed
• Implement approved Input for scheduling
Work Breakdown Structure
changes
Project XY
A B
B1
B2
B
2 Activity Sequencing A
C
OVERVIEW (cont’d)
D
NETWORK DIAGRAM
1 Activity Definition 3 Activity Resource
ACTIVITY LIST and Cost estimating
A. Initiation
B. Planning Analysis
B.1 Project Management 4 Activity Duration Estimating RESOURCE HISTOGRAM
B.2 Project Scoping
B.2.1 Scope Statement
B.2.2 WBS
GANTT CHART
The level of detail embedded in the schedules should be decided with care. Too much detail – more effort
to keep the schedule updated. Too little detail – delegation and tracking will be difficult. 5 Optimise Schedule and Resolve
Resource Allocations
Avoid using very long duration activity bars in the schedule. Longer term activities should not hide
sub-activities and should be broken-up with interim Milestone Gates as appropriate.
G OL D E N
RULES
When assessing the critical path, use risk exposure to analyse the risk based critical path.
For Airbus Projects of high category or where the duration of the Airbus Project is very long, a ‘rolling wave’
planning technique is recommended where planning is done in waves or stages. The schedule is then
detailed for, say, the next period only and with only a lower level of detail further in the future.
It helps to identify the longest lead-time activities as these tend to drive the Critical Path in the early stages
of the Airbus Project.
Responsible P l a n n i n g M a n a g e r, P M O
RAS C I
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r
128 129
1 FOUNDATIONS
L I F EC YC L E
1.3.5.2 Develop Schedule (cont’d) Opportunity Implementation Solution
10 20 30 40 50 60 70
chapter assessed launched ready validated committed delivered closed

I N P UT S
ii Top Level Scope Description 1.3.3.2 i ii iii iii iii iii iv
1 PM Foundations
1 PM Foundations
iii WBS 1.3.3.4

iv Change Request Feedback 1.3.1.6
Get Schedule Baseline agreed
Get validation of the completeness and maturity of the Detailed Schedule from the sponsor and possibly the
customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed, the Detailed
Identify Key Dates Schedule(s) represents the fully described Airbus Project Schedule Baseline for the ‘Implement and Deliver’
Identify those key dates which are of high relevance for the Airbus Project (e.g. Must meet date for Entry into phase.
Service). Implement Approved Changes to Schedule Baseline
Develop Master Schedule Once any changes to the Schedule Baseline have been decided by Change Control (see Chapter 1.3.1.6),
Develop the top-level schedule that provides an overview of the Project timeline to support communication implement changes in the Detailed Schedule(s) and communicate the change to the relevant Airbus Project
with key stakeholders of the Airbus Project. It also represents the framework (target) for the detailed team(s). The Schedule Baseline with the latest changes incorporated is the Applicable Schedule Baseline.
scheduling task. Required to launch the Airbus Project.
TA S K S
Develop Detailed Schedule
1. Cascade and Elaborate Schedule: Cascade of the Master Schedule target dates to the individual work
packages.
2. Develop Detailed Work Package Schedule:
I. Activity definition: what activities are required to produce the end deliverables.
II. Activity sequencing: in what order must these activities be conducted, and what are the interfaces with
other work packages.
III. Activity workload estimation: how many resources (human and other) are required (see Chapter 1.3.9.3),
TA S K S
and what is the cost of these resources.

IV. A ctivity duration estimating and schedule optimisation: how long will the activities take, what is the critical
path, and the overall duration.
3. Make Schedule Feasible: Any significant clashes within and/or between the work package schedules must
be removed (e.g. by means of re-scheduling, solving interdependency issues, changing resources constraints, code
etc.). Once the aggregation of all detailed work package schedules yields the Master Schedule without clashes Key Dates 13052A
and overlaps, the schedules supporting the WBS is feasible. Where clashes cannot be eliminated, establish an
action plan.
Master The Master Schedule typically contains the following: 13052B
Schedule • Key dates, lead-times and critical paths
OU TP U TS
• Workload estimates
• Applicable PM Lifecycle Milestone Gates
• Gantt chart format.
Detailed The Detailed Schedule(s) typically contains the following: 13052C

Schedule • All deliverables and activities
• Lead-times and critical paths
• Workload estimates
• Breakdown by work package to the appropriate level.
130 131
1 FOUNDATIONS
L I F EC YC L E
1.3.5.3 Monitor and Control Schedule Deviations Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group includes the tasks necessary to monitor the Airbus Project’s performance against its schedule, assessing assessed launched ready validated committed delivered closed
proposed schedule changes and proposing and implementing approved schedule changes.
i ii iii
chapter
1 PM Foundations
1 PM Foundations
i Schedule Management Plan 1.3.5.1
I N P UT S
• Schedule Management Plan • Collect Schedule data • Actual Schedule Plan ii Detailed Schedule 1.3.5.2
• Detailed Schedule • Analyse Schedule data • Corrective Actions
iii Project Performance Data
• Project Performance Data • Propose Corrective Actions • Internal Change Requests
• Propose Change Requests
OVERVIEW
An example of a schedule control method is the milestone S-Curve tracking shown in Figure 1353-1.
onitor and Control Project Schedule
M
1. Apply Schedule Management Plan: Use the Schedule Management Plan to ensure that the agreed best
............................................................................................................................................................................................................
Fig. 1353-1 way of working is followed across the Airbus Project.
2. Collect Schedule data: Keep live schedule up to date.
3. Analyse Schedule data: Analyse the Airbus Project’s work performance information in view of any potential
Average
variances to the schedule baseline.
Delay 4. Agree Schedule preventative and/or corrective actions: Develop solutions based on the conclusions
Missed from the analysis of the schedule dates. Propose preventative and/or corrective actions as necessary. Agree and
Milestones
TAS K S
Milestones
plan actions to implement.
5. Propose Schedule Baseline changes: Where necessary, propose to Integrated Change Control changes
to the Airbus Project Schedule Baseline, i.e. to the Detailed Schedule(s).
Baseline
Forecast
Achieved Milestones
Time
Update the Schedule Baseline only if it is no longer useful as a reference.

GOL D E N
code
RULES
Milestone ‘S-Curves’ are built from achievable and measurable milestones taken from the Schedule Baseline. Actual Represents the live schedule plan at a given point in time. 13053A
(Milestones produced by the Airbus Project’s team shall be included in the S-Curves. Supplier milestones Schedule
may also be included in the S-Curves.)
The number of milestones (achieved/missed), the phasing to make the link with relevant Master Schedule Project The deliverable documents must typically contain: 13053B
OUT P U T S
and the major milestones to explain the curve trend should be clearly identified on the diagram. Schedule • Evidence of analysis and conclusions
Corrective • Solutions and corrective detailed actions (owners and target dates).
Actions
Responsible Planning Manager Project The Change Requests may include scope change, reduction or expansion. 13053C
RAS C I
Accountable P ro j e c t L e a d e r Schedule The documentation must clearly state which area(s) (i.e. which work package(s) and which
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r Change SoW(s)) are affected by the change, and in which way and to what extent. It must also
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r Requests include used analyses and assumptions as well as a description of the proposed solution
132 133
1 PM Foundations
1.3.6.1 Plan Cost Management. .................................................................................................................................................. 136
1.3 PM Knowledge Areas 1.3.6.2 Develop Financial Business Case.............................................................................................................................. 138
1.3.6.3 Develop Cost Breakdown Structure for Cost Accounting. ......................................................................... 140
1.3.6 Cost and Finance Management 1.3.6.4 Manage Cost Targets........................................................................................................................................................ 142
Introduction 1.3.6.5 Monitor and Control Cost............................................................................................................................................... 144
1 PM Foundations
1 PM Foundations
Project Cost and Finance Management is a permanent activity during the life of an Airbus Project. It begins early with a Rough Applicable Documents
Order of Magnitude (ROM) Financial Assessment, eventually leading to the development of target costs and target benefits
documented in a Financial Business Case (BC). The latter is a crucial document that supports the Airbus Project launch Type Title Reference Access
decision. Manual Cost Management Manual AM2455 MyDoc
A more detailed, final Financial Business Case is then established during the ‘Plan Implementation Phase’, to support the
implementation of the Airbus Project. It serves as the basis for the establishment of Cost Targets. Manual Monitoring and Control Manual AM2453 MyDoc
Cost and Finance Management monitors the cost performance against these Cost Targets, analyses any variances, and
proposes and ensures implementation of actions to secure recovery.
Cost and Finance Management includes accounting, monitoring and controlling activities to ensure that an Airbus Project is
completed within the approved Cost Targets. It thus ensures that only the “available” money is spent, and that no risks coming
from the Airbus Project affect Airbus’ financial results.
APPLICABLE TOOLS

SAP The tool used for all Cost and Finance interactions Airbus People/
in the Business ICT Community/
Workplace Link/
Quick Access/
Client Software
Catalogue Link
UP Cost and This module of the UP platform manages the cost, Airbus People/
Workload workload and resources ICT Community/
Workplace Link/
Quick Access/
Client Software
Catalogue Link
Airbus Business Excel based Generic Business Case template C1_Business_Case_ Airbus People/
Case template Template Finance
community/
Business
Controlling/
Business Case
134 135
1 FOUNDATIONS
1.3.6 Cost and Finance Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F EC YC L E
1.3.6.1 Plan Cost Management Opportunity Implementation Solution
10 20 30 40 50 60 70
Planning Cost Management is about outlining the criteria and activities which must be carried out as part of the Airbus assessed launched ready validated committed delivered closed
Project’s cost control. This includes the formal way of working and criteria for estimating, planning, budgeting, monitoring and
controlling Airbus Project costs. This also includes the requirements for a Cost Breakdown Structure, on the basis of which Cost
i ii iii iv
Management shall be done (see Chapter 1.3.6.3).
chapter
1 PM Foundations
1 PM Foundations
I N P UT S
Project Category 1.3.1.3
INPUTS TASKS OUTPUTS ii
iii Airbus Business Knowledge 1.3
• Final Project Charter • Identify relevant Airbus • Cost Management Plan iv High Level Business Case 1.3.6.2
• Airbus Business Knowledge • Agree Cost Management
• High Level Business Case Plan structure
OVERVIEW
• Develop, validate and issue evelop Cost Management Plan

D
Cost Management Plan 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
2. Write Cost Management Plan: Based on the identified knowledge, define the suitable structure, contents
and depth of detail required for the Cost Management Plan for the Airbus Project. Define if the details for this
PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or within a
separate Cost Management Plan. Write Cost Management Plan. Validate the Cost Management Plan with the
Airbus Project’s key stakeholders.
TA S K S
The Cost Management Plan shall generally be integrated in the Project Management Plan (see Chapter 1.3.1.4),
GOL D E N
either as a sub-chapter or as an appendix. For Airbus Projects of Gold or Platinum category, it is recommended
RULES
to create a separate detailed Cost Management Plan. They require dedicated Cost Management methods and
processes, whereas for Airbus Projects of lower categories standard methods and processes are to be applied.
code
Lessons learnt from similar projects should be used to set up the Cost Management Plan. Cost Typical contents: 13061A
Management • Introduction
OUT P UTS
Plan • Controlling processes
• Responsibilities for planning, managing and reporting costs (including for change control)
Responsible C o s t C o n t ro l l e r o r P M O • Levels and granularity of costs control
RAS C I
Accountable P ro j e c t L e a d e r • Key Performance Indicators to be monitored

Supporting R e s o u rc e M a n a g e r, U P C o s t a n d Wo r k l o a d p l a n n e r, R i s k M a n a g e r • Formats and tools for capturing and analysing costs
Consulted S p o n s o r, S t e e r i n g • Requirements for setting up the Cost Breakdown Structure
Informed P ro j e c t Te a m • Change control process for CBS (in relation to WBS).
136 137
1 FOUNDATIONS
L I F EC YC L E
1.3.6.2 Develop Financial Business Case Opportunity Implementation Solution
10 20 30 40 50 60 70
The approval of an Airbus Project is dependent on its financial viability, which is demonstrated by means of a Financial Business assessed launched ready validated committed delivered closed
Case (hereafter referred to as Business Case). The latter details all the economical aspects of the Airbus Project, either to
provide evidence that it is in the financial interest of the company or to provide information to judge whether the Airbus Project
i ii iii iv v v vi
can be afforded, or both. From the Business Case, targets for benefits (e.g. revenues, savings) and effort (e.g. costs, cash
chapter
1 PM Foundations
1 PM Foundations
consumption) can be derived for allocation to the Airbus Project’s team(s).

i Top Objectives Statement 1.3.2.2
ii Initial Project Charter 1.3.1.2
I N P UT S
INPUTS TASKS OUTPUTS iii Initial Risk Exposure 1.3.11.2
iv Resources Needs for Risk and Opportunity Response Actions 1.3.11.2
• Top Objectives Statement • Perform Initial Financial • Initial Financial Assessment
v Project Dossier (e.g. for PM40 use Project Dossier of PM30) 1.3.1.4
• Initial Project Charter Assessment • High Level Business Case
OVERVIEW
• Initial Risk Exposure • Establish High Level • Detailed Business Case vi Change Request Feedback 1.3.1.6
• Resources Needs for R&O Business Case
Response Actions • Develop Detailed Business erform Initial Financial Assessment Initial Financial Assessment is to be performed to identify whether
P
• Project Dossier Case the Airbus Project promises to be viable and will deliver adequate Return on Investments. This assessment is
• Change Request Feedback • Get Business Case agreed done in a simplified way providing orders of magnitude only. It is a key document to provide preliminary evidence
• Implement approved that there is a business opportunity.
changes to Business Case Establish High Level Business Case Utilise all available Airbus Project and other data to develop the
financial Business Case to a level of maturity that can support Airbus Project launch decision.
Develop Detailed Business Case Use the High Level Business Case to develop a detailed one. The level
TA S K S
The Business Case is a living document. It first needs to achieve an adequate level of maturity (depending on the Airbus of detail must be such that targets for Airbus Project’s work packages can be derived from it.
Project’s category), so that it can serve as an important piece of information for decision making and as a baseline reference. Get Business Case agreed Get the validation for Business Case by the Airbus Project’s sponsor(s) and
It subsequently needs to be change controlled and updated according to the Airbus Project’s evolution, replacing planned possibly by the customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed,
figures by actual figures whenever available. the Detailed Business Case represents the Baseline for the ‘Implement and Deliver’ phase. It is often called the
There are various approaches to calculate the Business Case at Airbus, however, they are all based on the principles embodied (Industrial) Launch Business Case.
in the standard Financial Business Case template.
Implement Approved Changes to Business Case In case any changes to the Business Case Baseline
have been decided by Change Control (see Chapter 1.3.1.6), implement changes and communicate the change
to the relevant Airbus Project team(s). The Business Case Baseline with the latest changes incorporated is the
Applicable Business Case Baseline.
A clear description of the Airbus Project’s deliverables and lifecycle is a sound basis for estimating costs code
and benefits to establish the Business Case.
GO L DE N
Initial Financial This deliverable contains some financial justification to support the business opportunity 13062A
RULES
Assessment which is assessed at the PM10 Milestone Gate.

A Business Case is mandatory if the Airbus Project’s Non-Recurring Expenditure (NREs) exceed 2,5 M€.
High Level The Business Case demonstrates at a sufficient level of maturity the financial viability of the 13062B
Business Case Airbus Project. Among others, it includes:
The validated Business Case provides the Target Cost set as the baseline and is the reference for Project • Assumptions
OU TP U T S
monitoring and controlling throughout the Project lifecycle. • Operational Expenditure (OpEx), such as NRC or RC
• Capital Expenditure (CapEx) for all expenditures to be capitalised
• Streams of revenues, fundings
• Cash flow curve
Responsible C o s t C o n t ro l l e r a n d / o r C o s t i n g E s t i m a t o r • Net Present Value, Return on Investment and Internal Rate of Return
RAS C I
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r • Profitability evolution

Supporting R e s o u rc e M a n a g e r, R i s k M a n a g e r, P M O , C o s t i n g E s t i m a t o r • Sensitivity scenarios.
Consulted S p o n s o r, S t e e r i n g Detailed Same as High Level Business Case, but possibly with more refinement and details. Validated by 13062C
Informed P ro j e c t Te a m Business Case the Airbus Project’s sponsor(s). Represents the reference for monitoring and controlling purposes.
138 139
1 FOUNDATIONS
L I F EC YC L E
1.3.6.3 Develop Cost Breakdown Structure for Cost Accounting Opportunity Implementation Solution
10 20 30 40 50 60 70
Project Cost Accounting, i.e. the collection of actual costs and commitments, is based on the Airbus Project’s Cost Breakdown assessed launched ready validated committed delivered closed
Structure (CBS).
i ii iii iv i ii iii iv i ii iii iv v
chapter
1 PM Foundations
1 PM Foundations
i Work Breakdown Structure 1.3.3.4
I N P UT S
• WBS • Get the needs for Cost • CBS (Set of CPNs) ii Product Structure 1.3.4.2
• PS Accounting
iii Organisation Breakdown Structure 1.3.9.2
• OBS • Allocate Corporate Booking
• Cost Management Plan Number (CPNs) iv Cost Management Plan 1.3.6.1
• Change Request Feedback • Get CBS agreed v Change Request Feedback 1.3.1.6
OVERVIEW
• Implement approved
changes evelop CBS
D
1. Get the needs for Cost Accounting: Identify which axes of cost monitoring, controlling and reporting
should be possible for the Airbus Project, defining what Cost Accounting must be capable of delivering. Typical
The CBS reflects the way in which Airbus Project costs are subdivided, both for cost targeting and cost collection. It is constituted axes to be taken into account include:
by Corporate Project Numbers (CPN) (and their local cost accounts) against which costs incurred can be booked. For each • Work Breakdown Structure (WBS)
work package in the Work Breakdown Structure with individual cost accountability, there is at least one CPN. • Product Structure (PS) (e.g. to provide a reference for estimation of work to be done on future products)
Actual costs incurred, as well as commitments, are collected by the Airbus accounting system using the CPNs: • Cost Chapters
• The Actual Costs (Actuals) represent the costs that are booked against the Airbus Project. This includes invoices for external • Contributors (i.e. the Functions, departments, entities, etc. contributing to the Airbus Project, i.e. the OBS)
charges booked on the Airbus Project’s CPNs, or the costs of ‘direct people’ captured via the company’s hours booking system. • Make vs. Buy
• The Committed Costs (Commitments) result from Purchase Orders (PO) sent to suppliers, but not yet invoiced, as well as • Customer
Purchase Requests (PReq) which are not yet turned into POs. • Capitalised vs. Non-capitalised items
TA S K S
Actual and Commitments are collected every month into the accounting system (the Finance reference). They can then be • Non-Recurring vs Recurring Costs
consolidated along the CBS, WBS, the contributor axis, etc. • Cost natures (cost element groups)
• Period (e.g. Year, month).
2. Allocate CPNs: Establish sufficient individual CPNs in such a way that the needs of 1) can be satisfied for
each WBS element where costs are to be controlled. Allocate them to the respective WBS elements.
Get CBS agreed
The granularity of the CBS must be commensurate with the transparency needs required by the Airbus Get the validation for the CBS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other
Project and the business. key stakeholders. This may require additional fine-tuning. Once agreed, the CBS represents the Baseline for the
GO L DE N
RULES
‘Implement and Deliver’ phase.

The CBS should be aligned to the WBS, PS and OBS. Implement Approved Changes to CBS
Once any changes to the CBS Baseline have been decided by Change Control (see Chapter 1.3.1.6),
Each work package with full cost accountability should be connected to at least one CPN. implement changes in the CBS and communicate the change to the relevant Airbus Project team(s). The CBS
Baseline with the latest changes incorporated is the Applicable CBS Baseline.
code
Cost Represented by the set of chosen CPNs (and their local cost accounts by entity), allocated 13063A
OUT PUT S
Breakdown to the workpackages of the WBS.
Responsible C o s t C o n t ro l l e r Structure
RAS C I
Supporting R e s o u rc e M a n a g e r, R i s k M a n a g e r, U P C o s t a n d Wo r k l o a d p l a n n e r, P M O
140 141
1 FOUNDATIONS
L I F EC YC L E
1.3.6.4 Manage Cost Targets Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group is about establishing the Cost Targets for every work package in the WBS (with cost accountability) as well as assessed launched ready validated committed delivered closed
for every contributor to the Airbus Project in order to provide references against which costs can be monitored and controlled.
A Cost Target can be both a periodical target or an individual Target Cost at Completion (TCAC).
i ii iii iii iv iii iv v iii iv v vi
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Initial Scope Description 1.3.3.2

ii Top Objectives Statement 1.3.2.2
I N P UT S
• Initial Scope Description • Identify ROM Costs • Estimated ROM Costs iii Business case 1.3.6.2
• Top Objectives Statement • Establish Top Level Cost • Top Level Cost Targets
iv Work Breakdown Structure 1.3.3.4
• WBS/CBS Targets • Detailed Cost Targets
• Change Request Feedback • Establish and get agreed v Cost Breakdown Structure 1.3.6.3
OVERVIEW
• Business case Detailed Cost Targets vi Change Request Feedback 1.3.1.6

changes Identify ROM Cost Costing Department (for Gold and Platinum Airbus Projects) or the Airbus Project itself
(for other Airbus Project Categories) derive the Rough Order of Magnitude (ROM) costs for the Airbus Project
based on initial assumptions and on the inputs provided by the Airbus Project as well as on other business
information (e.g. historical data, risks and opportunities, market information, etc.).
Establishing the Cost Targets by work package and contributor is a complex process involving, among others:
Establish Top Level Cost Targets
• a shared view between the Airbus Project and its contributors about which work needs to be done and by when 1. Identify Target Cost at Completion (TCAC): In the Financial Business Case.
• the challenging of teams to take cushions and contingencies out of their cost estimations, while allowing them to receive the 2. Identify Agreement Level: Identify the level in the WBS and the contributors’ organisations (‘agreement
funds they really need to do the work level’) to which TCACs should be allocated. Take the CBS into account.
• the analysis to remove double accounting, missing costs, etc. 3. Cascade Cost Targets: Cascade cost targets to a level to provide a framework for the bottom-up
• the negotiation towards an agreement between the Airbus Project and its contributors forecasting so that each work package and contributor on this level has its individual TCAC.
• there is also a definite link to be taken into account between the Cost Targets and the company’s annual AOP process. Establish Detailed Cost Targets
1. Estimate Forecasts: Estimate Forecast Cost At Completion (FCAC) per work package and contributor
TAS K S
through bottom-up analysis and forecasting. To be done bottom-up, up to ‘agreement level’.
2. Analyse Gaps to Cost Targets: Between TCACs and FCACs.
Get Detailed Cost Targets agreed
1. Run Convergence Process: Converge to an agreement between Airbus Project and contributors for each
pair of TCACs/FCACs.
Usually the Target Cost is lower than the Forecast Cost. As a result, the gap has to be closed during a 2. Cascade TCACs: Subsequently, cascade detailed TCACs to all those work-packages in the WBS below the
convergence process, which can be lengthy and time-consuming until an agreement is reached. Sufficient ‘agreement level’, which have cost accountability.
3. Establish Cost Targets: Get the validation for the Detailed Cost Targets by the Airbus Project’s sponsor(s)
GO L DE N
time for the convergence process should therefore be taken into account.
RULES
and possibly by the customers and/or other key stakeholders. This may require additional fine-tuning. Once
In order to speed up the convergence process, it is essential to have an early view of the work to be done, agreed, the Detailed Cost Targets represent the Cost Target Baselines for the ‘Implement and Deliver’ phase.
and to have this view shared between the Airbus Project and its contributors. Implement Approved Changes to Cost Target Baseline Once any changes to the Cost Target
Baseline have been decided by Change Control (see Chapter 1.3.1.6), implement changes and communicate
Work should not have progressed too much before an agreement has been reached. the change to the relevant Airbus Project team(s). The Cost Target Baseline with the latest changes
incorporated is the Applicable Cost Target Baseline.
code
Estimated ROM Document with the initial estimate of the ROM costs for the Airbus Project. Must include 13064A
OUT P UTS
Responsible C o s t C o n t ro l l e r o r P M O Costs the set of assumptions used.
RAS C I
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r Top Level Cost Document with the top level TCACs for the Airbus Project, taking into account more detailed 13064B
Supporting U P C o s t a n d Wo r k l o a d p l a n n e r, P M O , R e s o u rc e M a n a g e r Targets (top down) Airbus Project requirements. Includes assumptions used.
Consulted S p o n s o r, S t e e r i n g Detailed Cost Validated and committed Cost Target for each work package with individual cost accountability. 13064C
Informed P ro j e c t Te a m Targets
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1 FOUNDATIONS
L I F EC YC L E
1.3.6.5 Monitor and Control Cost Opportunity Implementation Solution
10 20 30 40 50 60 70
Monitoring and Controlling Costs aims at monitoring cost progress versus cost target and versus work progress, analysing assessed launched ready validated committed delivered closed
variances and their causes as well as proposing corrective actions.
i ii iii iv
chapter
1 PM Foundations
1 PM Foundations
i Cost Breakdown Structure 1.3.6.3
I N P UT S
• CBS • Apply Cost Management • Cost Control Reports, ii Cost Targets 1.3.6.4
• Cost Targets Plan Corrective Actions
iii Project Performance Data (here: Actual Costs and Commitments based on CBS)
• Actual Costs and • Collect Actuals and • Change Requests
Commitments Commitments iv Performance Measurement Baseline 1.3.7.2
• Performance Measurement • Analyse Cost Variances
Baseline • Agree Cost preventative
and/or corrective actions
onitor and Control Costs
M
OVERVIEW
• Propose Cost Baseline

1. Apply Cost Management Plan: Use the Cost Management Plan to ensure that the agreed best way of
changes
working is followed across the Airbus Project. In particular, ensure that costs are booked/allocated to the correct
CPNs.
2. Collect Actual Costs and Commitments: Get cost actuals and commitments from CBS-based Cost
Cost Monitoring has the objective to report the cost situation of the Airbus Project, including: Accounting. Aggregate to levels in the WBS where comparisons with Cost Targets are possible.
• level of cost actuals and commitments versus target (TCAC) 3. Analyse Cost Variances: Compare actual costs and commitments with Cost Targets and Performance
TA S K S
• level of the forecasted or re-forecasted cost (FCAC) versus target and versus actuals and commitments Measurement Baselines (see Chapter 1.3.7). Identify route causes, risks and opportunities.
• analysis of variances and reasons for evolutions 4. Agree Cost preventative and/or corrective actions: Propose, get agreed and plan corrective actions.
• level of financial risks and opportunities (short term and at completion). 5. Propose Cost Baseline changes: Where necessary, propose to Change Control changes to the Cost
Targets (see Chapter 1.3.6.4).
The analysis is performed along multiple axes in line with the constraints imposed by the CBS (see 1.3.6.3).
Cost Controlling has the objective to:
• propose and get agreed corrective actions
• to implement them
• to follow them up.
code
Cost Control Must contain facts and figures which are accurate and up-to-date. Is issued periodically and 13065A
Report covers the details described in the Overview.
The agreed reporting format must be used across the Airbus Project’s perimeter to ensure
GO LD E N
Be aware of accounting requirements and accounting system constraints when negotiating the reporting timing. the messages are clear and the data can be consolidated to higher levels where necessary.
RULES
Cost Control The deliverable documents must typically contain: 13065B
OU TP U T S
Airbus Project Leader must quickly take actions, or escalate to sponsors, in case of important gaps. Corrective • Analyses and conclusions
Cost Control Change Requests must document the rationale for change of any of: 13065C
Change • Detailed Business Case
Responsible C o s t C o n t ro l l e r o r P M O Requests • Cost Breakdown Structure (CBS)
RAS C I
Accountable P ro j e c t L e a d e r • Cost Targets.

Supporting R e s o u rc e M a n a g e r, R i s k M a n a g e r The rationale may include change, reduction or expansion of scope. In order to maintain
Consulted S p o n s o r, S t e e r i n g control, the documentation must clearly state which Airbus Project areas and which
Informed P ro j e c t Te a m documents are impacted by the change.
144 145
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1.3.7.1 Plan Earned Value Management................................................................................................................................. 148
1.3.7 Earned Value Management 1.3.7.2 Develop Performance Measurement Baseline................................................................................................... 152
Introduction 1.3.7.3 Conduct Earned Value Analyses................................................................................................................................. 154
1 PM Foundations
1 PM Foundations
Earned Value Management (EVM) is a methodology for integrating scope, schedule, resources and costs of an Airbus Project in Applicable Documents
order to objectively measure its performance.
While in “traditional” management analyses there are normally two data sources for cost (i.e. the budget and the actual spent), Policy EADS Earned Value Management Policy EADS-CDS-038 Airbus People/
EVM uses three data sources: P&PM
Management
1. B
udgeted Cost of Work Scheduled (BCWS), or Planned Value (PV): What has been planned to do (the BCWS to be Community/
completed until Time Now). The time-phased profile of BCWS is also called the Performance Measurement Baseline (PMB). EADS link
2. A
ctual Cost of Work Performed (ACWP), or Actual Costs (AC): The actual cost booked until Time Now.
3. B
udgeted Cost of Work Performed (BCWP), or Earned Value (EV) (i.e. the value of the completed work expressed in terms Policy EADS Common Programme Management EADS-CDS-005 Airbus
of the budget assigned for that work): What has been actually done (the BCWP until Time Now). framework People/P&PM
Management
EVM compares all three sources simultaneously, relating: Community/
EADS link
• work completed (progress/achievement)
• planned work (planned progress according to the baseline schedule) Directive Airbus Project Management - Policy and General A1002.0 MyDoc
• actual cost incurred. Requirements
This provides a much more accurate picture of the Airbus Project’s performance and future trends. This demonstrates the basic Manual Earned Value Management Manual Mxxxx
benefit of knowing the Earned Value – showing where the Project is in terms of achievement, rather than just seeing how much
has been spent.

EVM training eLearning Airbus People/
P&PM
Management
Community/EADS
PM eLearning

Advanced
146 147
1 FOUNDATIONS
1.3.7 Earned Value Management
1.3.7.1 Plan Earned Value Management
This Task Group develops the Earned Value Management (EVM) Plan describing: The development of the PMB is influenced by the techniques that will be used to measure the performance of the Airbus
Project. These techniques include:
• how Earned Value Management will be deployed and utilised on the Airbus Project
• how the Performance Measurement Baseline (PMB) will be developed and controlled • F ixed Formula: The Earned Value, for a given work scope, is calculated as a fixed percentage of the assigned budget
•
1 PM Foundations
how EV Analysis will be used to monitor and control the Airbus Project. at the start and at the end of the work (e.g. 50% when the work starts, and 50% at completion).
1 PM Foundations
•W
eighted Milestone: A given work scope is divided into segments, each ending with a verifiable milestone with an
assigned budget value. The Earned Value is equal to the assigned budget for the milestones once completed.
INPUTS TASKS OUTPUTS • P ercent Complete: The Earned Value is calculated as the estimated percentage completion of the planned work,
O V E RV I E W
multiplied by the budget for the planned work.

• Final Project Charter • Identify relevant Airbus • EVM Plan • S tatistical Approach: The Earned Value is equal to the budget planned for the number of EV relevant milestones
• Project Category Business Knowledge completed. This Airbus specific technique is used by the Unified Planning Development platform for Aircraft Projects.
• Top Level Requirements • Write EVM Plan It reduces the effort required to perform EVM.
• Airbus Business Knowledge
The EV approach described in the EVM Plan shall be compliant with any corporate requirements (e.g. related to Project
Category, EADS EVM Policy) or Project Requirements (e.g. Contractual Requirements).
In some cases (e.g. military contracts) the EVM Plan is a critical mandatory element of the Airbus Project Proposal.
OV E R V I E W ( c o n t ’ d )
Note that EVM is mandatory for Gold and Platinum end product deliveries Airbus Projects.
Lessons learnt and best practice from previous Airbus Projects should be integrated into the EVM Plan.
GOLDEN
Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this
RULES
PM Knowledge Area: either as an independent EVM Plan or as contents integrated in the overall Project
Management Plan (Chapter 1.3.1.4).
The Performance Measurement Technique selected can influence the planning requirements for the Airbus
Project’s work packages (e.g. the Weighted Milestone technique requires a schedule broken down into specific
milestones. A Fixed Formula or Percent Complete technique can be supported by an activity based schedule
(without milestones)).
The EVM Plan should be developed and approved by both the Airbus Project Team and the Finance organisation.
Responsible PMO
RAS CI
Supporting C o s t C o n t ro l l e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r
Consulted S p o n s o r, S t e e r i n g , P ro j e c t ’s H O F i n a n c e , R i s k M a n a g e r
148 149
1 FOUNDATIONS
1.3.7 Earned Value Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.7.1 Plan Earned Value Management (cont’d) Opportunity Implementation Solution
10 20 30 40 50 60 70
i ii iii iv
chapter
1 PM Foundations
1 PM Foundations
I N P UT S
iii Top Level Requirements 1.3.2.2
evelop Earned Value Management Plan

D
2. Write Earned Value Management Plan: Based on the identified knowledge, define the suitable structure,
contents and depth of detail required for the Earned Value Management Plan for the Airbus Project. Define if the
details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
TAS K S
Plan, or within a separate Earned Value Management Plan. Write Earned Value Management Plan. Validate the
Earned Value Management Plan with the Airbus Project’s key stakeholders.
code
Earned Value The Earned Value Management Plan typically describes: 13071A
Management
Plan • The Airbus Project structures required to support EVM (e.g. WBS, OBS, CBS mapping)
•T he techniques to link the Airbus Project schedule to a time-phased budget and create
the Performance Measurement Baseline (PMB) (see Chapter 1.3.7.2)
OUT P U TS
• The change control process for the Performance Measurement Baseline
• The techniques to be used to measure Earned Value
• The process to accumulate Airbus Project data and conduct EV analysis
• The use of EV analysis results in management decision making
• The roles and responsibilities for EVM
• The tools and training required to support the EVM process
• The links required between the Finance and Project Management processes and tools.
150 151
1 FOUNDATIONS
L I F ECYC L E
1.3.7.2 Develop Performance Measurement Baseline Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group develops the Performance Measurement Baseline (PMB). The PMB is the reference against which the Airbus assessed launched ready validated committed delivered closed
Project’s performance can be measured using Earned Value Analysis methods (see Chapter 1.3.7.3).
i ii iii i ii iii i ii iii iv
chapter
1 PM Foundations
1 PM Foundations
i EVM Plan 1.3.7.1
I N P UT S
• EVM Plan • Develop Phased Work • Performance Measurement ii Detailed Schedules 1.3.5.2
O V E RV I E W
• Detailed Schedules and Cost Package Cost Targets Baseline (PMB)

iii Detailed Cost Targets 1.3.6.4
Targets • Get Performance
• Change Request Feedback Measurement Baseline iv Change Request Feedback 1.3.1.6
agreed
changes to PMB
evelop Phased Work Package Cost Targets
D
1. Select Performance Measurement Technique: Select the technique to measure performance of the
Airbus Project. It should be selected based on the guidelines provided in the EVM Plan. For some Project types
The PMB integrates work package schedules with the associated cost targets. The result is the time-phased budget for a work (e.g. Aircraft Projects using Unified Planning) specific Performance Measurement Techniques are mandated.
package or aggregation of work packages. Some Airbus Projects may allow a range of techniques to be used depending on the nature of individual work
packages.
2. Phase Work Package Cost Targets: The phasing of the Cost Target of a work package is achieved by
the integration of its Detailed Schedule with its associated Cost Target. It is created by time-phasing the latter
using the milestones and/or activities planned in the Detailed Schedule of the work package as well as the
The creation of the PMB requires close co-operation between the Airbus Project team and the Finance
organisation. selected Performance Measurement Technique(s). As a result, it is the time-phased Budgeted Cost of the Work
TAS K S
Scheduled (BCWS).
The PMB shall be subject to formal change control. Get Performance Measurement Baseline agreed
Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
An Integrated Baseline Review (IBR) should be conducted to assess the integrity of the PMB and the associated stakeholders for the phased work package Cost Targets. This may require additional fine-tuning. Once
GOLDEN
management control processes. The IBR should confirm that: agreed, the phased work package Cost Targets represents the Performance Measurement Baseline
RULES
• The PMB covers the scope of the Airbus Project to be managed by EV (PMB) for this work package for the ‘Implement and Deliver’ phase. The PMB for higher levels of the Work
• The work is scheduled to meet the Airbus Project targets Breakdown Structure can be formed by consolidating the PMBs of the lower level work packages.
• Risks and opportunities are identified and managed
• Suitable management control processes are implemented. Implement approved changes to Performance Measurement Baseline
Once any change to the Performance Measurement Baseline has been decided by Change Control (see
Once changes to the PMB are approved the underlying phased Cost Targets and/or Detailed Scheduled must be Chapter 1.3.1.6), implement this change in the Performance Measurement Baseline and communicate
updated. However, no retrospective changes should be made to the PMB (i.e. no changes to historical data). the change to the relevant Airbus Project team(s). The Performance Measurement Baseline with the latest
changes incorporated is the Applicable Performance Measurement Baseline.
Always maintain the stability of the PMB because it is a primary tool for evaluating performance while the Airbus
Project progresses.
code
Performance The PMB is the validated, phased Cost Target of a work package (or aggregation of work 13072A
OUT PUT S
Measurement packages). It is committed in parallel with the Cost and the Schedule Baselines.
Responsible PMO Baseline
RAS CI
Supporting C o s t C o n t ro l l e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r
Consulted S p o n s o r, S t e e r i n g , P ro je c t s H e a d o f F i n a n c e , R i s k M a n a g e r
152 153
1 FOUNDATIONS
L I F ECYC L E
1.3.7.3 Conduct Earned Value Analyses Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group conducts Earned Value Analyses, including the calculation of the Airbus Project’s Earned Value, the associated assessed launched ready validated committed delivered closed
EV KPIs and the overall EV performance analysis.
i ii iii iv
1 PM Foundations
1 PM Foundations
i EVM Plan 1.3.7.1

• EVM Plan • Calculate EV • EV Performance Report
I N P UT S
ii Performance Measurement Baseline 1.3.7.2
• Performance Measurement • Perform EV Analyses • Updated PMB
Baseline • Agree corrective actions iii Cost Control Report 1.3.6.5
• Cost Control Report • Propose changes to iv Actual Schedule Plan 1.3.5.3
• Actual Schedule Plan Performance Measurement
Baseline
Conduct Earned Value Analyses

OVERVIEW
1. Apply EVM Plan: Use the EV Management Plan to ensure that the agreed best way of working with regards
The Airbus Project’s Earned Value is calculated using any of the Performance Measurement Techniques proposed in the EVM
to EVM is followed across the Airbus Project.
Plan. With the figure for the Earned Value at hand, there are several EV KPIs that can then be used. However, the Schedule
2. Calculate EV: Determine the progress of the work performed (using the appropriate Performance Measurement
Performance Index (SPI) and Cost Performance Index (CPI) are often considered to be the most meaningful EV KPIs. The SPI
Technique) and identify the budgeted cost for this work. For example, if the weighted milestone technique is
shows how efficiently the Airbus Project uses time, and the CPI shows how efficiently it uses resources.
used, the Earned Value is equal to the budgeted cost of the milestones achieved until that point in time.
..................................................................................... 3. Perform EV Analyses: This task includes the following steps:
One benefit of the SPI and CPI indices is that Fig. 1373-1
• Identify the Budgeted Cost of Work Scheduled (BCWS), or Planned Value (PV). This is the budgeted cost in
they can be used to compare performance
the Performance Measurement Baseline until the current time.
CPI > 1.0

at any level of an Airbus Project and across Under budget Under budget
TAS K S
• Identify the Actual Cost of Work Performed (ACWP), or Actual Cost (AC), i.e. the actual costs booked to date.
different Airbus Projects, regardless of the Behind Schedule Ahead
of Schedule • Calculate the EV KPIs:
different Airbus Projects’ Categories. At any trend - Schedule Performance Index (SPI): The Earned Value (EV) divided by the Budgeted Cost of Work Scheduled (BCWS).
Cost
level SPI and CPI can be used to assess 1.0 - Cost Performance Index (CPI): The Earned Value (EV) divided by the Actual Cost of Work Performed (ACWP).
overall status and to monitor trends over time.
CPI < 1.0
Over budget • Conduct the EV Analysis based on the EV KPIs (actual and trends). Figure 1373-1 is an example of a charting
Over budget
Ahead technique that can be used to support this.
EV KPIs can also be used to forecast a Project’s Behind Schedule
of Schedule 4. Agree preventative and/or corrective actions: Based on the conclusions, develop solutions. Propose
future performance.
preventative and/or corrective actions as necessary to bring performance back in line with the original baseline.
SPI < 1.0 SPI > 1.0 Agree and plan actions to implement. The EV Analysis should include these recommended corrective actions.
5. Propose Change to Performance Management Baseline: Where necessary, propose to Change Control
Schedule
changes to the Airbus Project’s Performance Management Baseline, i.e. to the individual Airbus Project Detailed
Schedules and/or phased Cost Targets.
GO LDE N
EV performance KPIs can be used to find the root causes for Airbus Project performance issues by ‘drilling
R U LE S
down’ in the Work Breakdown Structure. code

EV Performance Includes EV Performance Indicators, performance trends and recommended corrective 13073A
EV performance forecasts represent a useful check against traditional ‘bottom-up’ Remain to Do (RtD) Report actions. Can be delivered as part of the overall Airbus Project status reporting dashboard.
estimates.
O UT PU T S
Performance The deliverable documents must typically contain: 13073B
Measurement • Analyses and conclusions
Baseline • Solutions and corrective detailed actions (owners and target dates).
Responsible PMO Corrective Actions
RAS CI
Accountable P ro j e c t L e a d e r Performance Change Requests must document the rationale for change. The latter may include change, 13073C
Supporting C o s t C o n t ro l l e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r Measurement reduction or expansion or scope. In order to maintain control, the documentation must
Consulted S p o n s o r, S t e e r i n g , P ro je c t ’s H O F i n a n c e , R i s k M a n a g e r Baseline Change clearly state which Airbus Project areas and which documents are impacted by the change.
Informed P ro j e c t Te a m Requests
154 155
1 PM Foundations
1.3.8.1 Plan Quality Management. ............................................................................................................................................. 160
1.3.8 Quality Management 1.3.8.2 Plan Quality Assurance Events.................................................................................................................................... 162
Introduction 1.3.8.3 Perform Quality Assurance Events........................................................................................................................... 164
1 PM Foundations
1 PM Foundations
Quality Management is about defining, planning and implementing everything necessary to ensure that the quality and/or Audits and assessments measure the capability of an Airbus Project’s team (internal at Airbus or in the supply chain) in a given
maturity of the end-deliverable(s) of the Airbus Project is at the expected level. This is essentially done by means of Quality discipline (e.g. Project Management), as well as its stability and control in order to achieve the Airbus Project’s objectives. They
Assurance and Quality Control. also measure the level of adherence to the required standards applicable in that discipline. Identified weaknesses and non-
conformities require action plans to deliver improvements.
Quality Assurance (QA) is the systematic monitoring and evaluation of the processes applied during an Airbus Project’s Lifecycle to
maximize the probability that the required standards of quality and/or maturity are being attained for its deliverable(s). With regards As far as the Project Management discipline is concerned, there are the following dedicated audits and assessment
to the Project Management aspects discussed in this Guidebook, QA comprises the implementation of QA Events such as: methodologies available:
• Gate Reviews • Project Management Capability Assessment (PMCA) for suppliers to Airbus Projects
• Audits and Assessments. • Project Management Performance Assessment (PMPA) for internal Airbus Project activities
• Project Management Maturity Measure (PM3)
Gate Reviews are reviews performed to check the achievement status of any of the following gate types applied during an
Airbus Project’s Lifecycle: See chapter 1.6 for further details.
• Quality Gates (QG)/Maturity Gates (MG): The objective of QGs is to ensure that the Airbus Project’s end-deliverables will be to
the expected level of quality/maturity. A series of QGs are planned prior to final delivery to continuously verify that all required
processes are applied in the specified way, leading to intermediate deliverables, the maturity of which can be checked at the
QGs/MGs.
• Decision Gates (DG): The objective of DGs is to down-select possible but alternative solutions for the intermediate and/or
end-deliverable(s) and to eventually decide for one solution to be implemented.
• Milestone Gate Reviews (MGR): MGRs must be planned for intermediate and end-deliverables to ensure they are delivered on
time. MGRs essentially are high-level, key milestones for the Airbus Project.
All Gate Reviews must demonstrate that the Airbus Project’s intermediate and/or end-deliverable(s) comply with the agreements
and meet the expectations of their customers.
156 157
1 PM Foundations
1.3.8 Quality Management
1 PM Foundations
1 PM Foundations
Quality Control (QC) comprises a system of pre-defined and planned checks applied during an Airbus Project’s Lifecycle to The Quality Management Task Groups must always be planned and delivered in accordance with the wider Airbus Quality
verify that its deliverable(s) are at the required level of quality and/or maturity. With regards to the Project Management aspects Management System and Advanced Product Quality Planning (APQP). The latter is based on up-front quality issues detection,
discussed in this Guidebook, QC comprises: prevention and avoidance. It provides specialised tools to offer the opportunity to get ahead of potential problems and solve
them before the problems affect the customer. For more details, refer to the APQP handbook, available on the Quality and Lean
• the actual Verification and Validation of the Airbus Project’s intermediate and end-deliverables against requirements (see PM Improvement portal on Airbus People.
Knowledge Area Requirements Management described in Chapter 1.3.2)
• the management of the Configuration Conformity (see PM Knowledge Area Configuration Management described in Chapter 1.3.4).
Both require preventative and corrective improvements and actions if the actual status of the deliverable is not satisfying the
requirements and specifications applicable to it.

Process Programme/Project Quality Management AP2075 MyDoc
Process Programme/Project Quality Plan AP2075.1 MyDoc
Process Implement Advanced Product Quality AP5351.2 MyDoc
Manual Airbus Advanced Quality Planning Model M20056 MyDoc
Manual Phase Gate Reviews M200014 MyDoc Applicable Learning Solutions
Requirements Quality Gate - General Requirements A1018 MyDoc Title Description Reference Access
Project To be able to perform Project architecture and XJ06XAIW0005 Airbus People/
Vision Quality Vision Quality & Lean Airbus People/Quality Management - integration activities within large Projects. myHR/Learning
Website & Lean/Quality & Lean Into Practice
Improvement Community/
About Quality & Lean Quality Performance XQ03XAIW0011 Airbus People/
Metrics myHR/Learning
Manual Perform Project Management Performance AP5350 MyDoc
Assessments (PMPA) including PM Maturity Process Maturity XQ03XAIW0004 Airbus People/
Measure (PM3) myHR/Learning
158 159
1 FOUNDATIONS
1.3.8 Quality Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.8.1 Plan Quality Management Opportunity Implementation Solution
10 20 30 40 50 60 70
The Quality Management Plan (QMP or sometimes known as the ‘Quality Plan’) describes how the quality objectives, standards assessed launched ready validated committed delivered closed
and processes for the Airbus Project will be developed and how Quality Assurance and Control are established and performed.
i ii iii
1 PM Foundations
1 PM Foundations
I N P UT S
• Final Project Charter • Identify relevant Airbus • Quality Management Plan
• Airbus Business Knowledge • Write Quality Management iii Airbus Business Knowledge 1.3
Plan
O V E RV I E W
The purpose of the QMP is to ensure that the Airbus Project stakeholders (sponsors, customers, Project team, suppliers, etc.) Develop Quality Management Plan
achieve a common understanding and agreement about overall quality expectations, methods and criteria across the Airbus 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
Project. The Project QMP must typically also include an understanding of the customers acceptance criteria. The QMP thus that are relevant for the Airbus Project type. This includes any existing methodologies for auditing and assessing
provides the basis for Quality Assurance and Quality Control. the capabilities of Airbus internal or external Project teams in a given discipline. Also identify any existing Airbus
Project requirements (including contractual requirements) as well as the Airbus Project’s Category (if applicable).
The QMP must also be aligned to the Airbus’ Quality Management System (QMS) which is based on EN9100. This includes Finally, identify and use lessons learnt and best practice examples from similar Airbus Projects to complement
TA S K S
the strategy of Advanced Product Quality Planning (APQP) and an outline of how the harmonisation of standards, procedures, the business standards.
techniques and tools across the Airbus Project scope will be achieved and agreed. 2. Write Quality Management Plan: Based on the identified knowledge, define the suitable structure,
contents and depth of detail required for the Quality Management Plan for the Airbus Project. Define if the details
for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or
within a separate Quality Management Plan. Write Quality Management Plan. Validate the Quality Management
Plan with the Airbus Project’s key stakeholders.
code
The QMP is a ‘living document’. It shall include (or refer to) the list of applicable documents for the Airbus Project. Quality The plan defines the management of quality by the Airbus Project. It will typically contain 13081A
Management the following:
Plan General Management Plan contents:
GO L DE N
Any variations to the Airbus QMS with consequences for the Airbus Project shall only be authorised through the
RULES
QMP. • Introduction
The description of the Airbus Project’s deliverable(s) should contain quality criteria, tolerances, methods • Management Responsibilities
OU T P U TS
and responsibilities. • Processes
The QMP must reflect latest Quality department strategies (e.g. APQP). Specific Contents:
•Q
uality Management System for the Airbus Project
•Q
uality policies and objectives
•Q
uality Management responsibilities (Quality responsibilities, Project Quality Organisation,
Responsible Quality Manager
Quality Management Reviews)
RAS CI
Accountable P ro j e c t L e a d e r •Q
uality Control and Assurance Plans
Supporting PMO •M
anage and Enable Processes
Consulted S p o n s o r, S t e e r i n g •M
easurements, Analysis and Improvement (QG, metrics, KPI, preventive actions,
Informed P ro j e c t Te a m dashboards).
160 161
1 FOUNDATIONS
L I F ECYC L E
1.3.8.2 Plan Quality Assurance Events Opportunity Implementation Solution
10 20 30 40 50 60 70
Quality Assurance for the Airbus Project is achieved by implementing the Quality Management Plan. This includes the assessed launched ready validated committed delivered closed
implementation of QA Events described in this Task Group.
i ii ii ii iii
1 PM Foundations
1 PM Foundations
i Quality Management Plan 1.3.8.1
I N P UT S
• Quality Management Plan • Ensure Bi-lateral QA • QA Agreements ii WBS 1.3.3.4
• WBS Agreements
iii Change Request Feedback 1.3.1.6
• Change Request Feedback • Get QA Events agreed
changes
Ensure Bi-lateral QA Agreements

OVERVIEW
All QA Events are based on QA Agreements between both the supplier and the customer of a deliverable. This includes Identify deliverable(s) and type of QA Event to be applied. Arrange bi-lateral QA Agreements between customer
agreements about the requirements to be met, the quality characteristics of the deliverable(s) to be achieved, the criteria and supplier of intermediate deliverable(s) about the requirements to be met, quality characteristics to be
according to which status checks, audits and assessments can be performed and decisions can be taken, as well as the dates achieved, criteria according to which status checks, audits and assessments can be performed and decisions
at which they should occur. QA Agreements have to be reached and documented and it is important for both the supplier and can be taken, as well as the dates at which QA Events should occur. Use the QA Agreements during the
customer to refer to their QA Agreement during the lifecycle of the Airbus Project. Airbus Project’s Lifecycle to help keep on track.
Perform QA Events regularly. Where possible merge into one QA Event (e.g. if they take place on the same date). Get QA Events Agreed
All QA Events must demonstrate compliance to the QA Agreements. They should cover all aspects of the Airbus Project Get the validation by the Airbus Project’s sponsor(s) and possibly the customer(s) of the end-deliverable(s)
(schedule, resources, financial status, industrial, supply chain, technical subjects, quality, risks and opportunities, etc.) and and/or other key stakeholders. This may require additional fine-tuning. Once agreed, the QA Agreements
the involved disciplines (Engineering, Project Management, etc.), whatever applies. This is necessary to enable integrated become part of the Airbus Project’s Baseline.
TA S K S
conclusions about the Airbus Project’s status upon which next steps are decided to ensure its successful continuation. Implement Approved Changes to QA Agreements
Once any changes to the QA Agreements have been decided by Change Control (see Chapter 1.3.1.6),
implement changes in the QA Agreements and communicate the change to the relevant Airbus Project
team(s). The QA Agreement Baseline with the latest changes incorporated is the Applicable QA Agreement
Baseline.
GO LD E N
R U LE S
Ensure agreements between customer and supplier are signed.
code
QA Covers for each intermediate deliverable the requirements to be met, quality characteristics 13082A
OUT PUT S
Agreements to be achieved, the criteria according to which checks, audits and assessments can be
Responsible Quality Manager performed and decisions can be taken, as well as the dates at which QA Events should
RAS CI
Accountable P ro j e c t L e a d e r occur.
Supporting PMO
162 163
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1.3.8.3 Perform Quality Assurance Events Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group identifies the activities required to perform Quality Assurance (QA) Events such as Gate Reviews, audits and assessed launched ready validated committed delivered closed
assessments.
i
chapter
1 PM Foundations
1 PM Foundations
i QA Agreements 1.3.8.2
I N P UT S
• QA Agreements • Perform Individual QA • QA Event Deliverables
Events • QA Agreement Change
• Propose Changes to QA Requests
Agreements
O V E RV I E W
Manage QA Events
1. Perform Individual QA Events: Based on the QA Agreements, identify dates and schedule-plan individual
QA Events on a rolling-wave basis. Develop the objectives, agenda, attendees, etc. of the QA Events. Finalise
and communicate. Coordinate QA Event meeting (as well as any potential feeder meetings). Conclude, make
decision(s) and minute actions. Follow actions up until their full closure (only then is the QA Event closed).
2. Propose Changes to QA Agreements: Where necessary, propose to Change Control changes to the QA
Agreements.
TA S K S
The agenda of the individual QA Events must be well planned and adequately communicated to ensure that
the Airbus Project teams can demonstrate their achievements and can deliver, while flagging up any issues,
risks or opportunities.
GOLDEN
RULES
Where appropriate, include independent assessors in QA Events.
For QA Events concluding with a No-Go status it is necessary to take a ‘stop and fix’ approach to allow
in-depth problem solving activities to take place.
Performing QA Events also covers Continuous Improvement activities based on the “Plan-Do-Check-Act“ code
(PDCA) concept. QA Event Covers: 13083A
Deliverables • Agenda, dates, attendees, objectives and target outcome
OUT P UT S
• Minutes
• Actions Plan.
Responsible Quality Manager QA Agreement The Change Requests may include scope change, reduction or expansion. 13083B
RAS CI
Supporting PMO Request SoW(s)) are affected by the change, and in which way and to what extent. It must also
Consulted S p o n s o r, S t e e r i n g include used analyses and assumptions as well as a description of the proposed solution
164 165
1.3.9.1 Plan Human Resource Management....................................................................................................................... 168
1 PM Foundations 1.3.9.2 Develop Project Organisation...................................................................................................................................... 170
1.3.9.3 Develop Resources Allocation Profile..................................................................................................................... 172
1.3 PM Knowledge Areas 1.3.9.4 Develop Project Staffing Plan. ..................................................................................................................................... 174
1.3.9.5 Acquire, Manage and Release Project Team. ..................................................................................................... 176
1.3.9 Human Resource Management 1.3.9.6 Monitor and Control Organisation Breakdown Structure............................................................................ 178
Introduction 1.3.9.7 Monitor and Control Project Resources................................................................................................................ 180
1 PM Foundations
1 PM Foundations
The PM Knowledge Area Human Resource Management describes how to set-up, organise and manage the teams in charge
of and/or contributing to Airbus Projects. It covers:
• Planning and matching human resources capacity and needs

• The setting-up of an Airbus Project team
• Team building induction where the agreed way of working is communicated Applicable Documents
• Team performance monitoring to meet Airbus Project objectives Type Title Reference Access
• The re-allocation of team staff during and after closing the Airbus Project.
PM Manual PM Resource Management Manual AM2456 MyDoc
General HR Policy HR Strategies and Policies A05.0 MyDoc
General HR Provide, Develop and Maintain staff to match A2595.0 MyDoc

Process internal workload
Handbook Enhancing Project Management Competencies Airbus People/

P&PM Community/
Enhancing PM
Competence

Project Project Change Management, Communications J06XAIW0006 Airbus People/
Management and Influence, People management myHR/Learning
People make the
difference

166 167
1 FOUNDATIONS
1.3.9 Human Resource Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.9.1 Plan Human Resource Management Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group defines how to develop the Human Resource Management Plan for the Airbus Project. assessed launched ready validated committed delivered closed
INPUTS TASKS OUTPUTS i ii iii

chapter
1 PM Foundations
1 PM Foundations
• Final Project Charter • Identify Airbus Business • HR Management Plan i Final Project Charter 1.3.1.2
I N P UT S
• Project Category Knowledge ii Project Category 1.3.1.3
• Airbus Business Knowledge • Write HR Management Plan
The Human Resource Management Plan is a formalised document that is used for the purpose of detailing exactly how the
management of resources will be defined, developed, managed, monitored and controlled for the Airbus Project.
The degree of formalism for HR Management depends on the complexity and criticality of the Airbus Project. Low category evelop Human Resource Management Plan
D
OVERVIEW
Airbus Projects may outline the HR Management activities within the main Airbus Project Management Plan, while high category 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
Airbus Projects usually require separate HR Management Plans. that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
2. Write Human Resource Management Plan: Based on the identified knowledge, define the suitable
TA S K S
structure, contents and depth of detail required for the Human Resource Management Plan for the Airbus
Project. Define if the details for this PM Knowledge Area need to be documented as part of the overall Airbus
Project Management Plan or within a separate Human Resource Management Plan. Write Human Resource
Management Plan. Validate the Human Resource Management Plan with the Airbus Project’s key stakeholders.
code
Human The plan defines the management of Human Resources. It will typically contain the following: 13091A
Resource General Contents:
Plan • Management System/Approach
Depending on the complexity of the Airbus Project, decide how to issue and communicate the details • Processes
G OL DE N
R U LE S
of this PM Knowledge Area: either as an independent HR Management Plan, or as contents integrated
OU T P U TS
in the overall Project Management Plan (Chapter 1.3.1.4).
Specific Contents:
It is very important that the HR Management Plan is used as inputs to all the subsequent Task Groups. •P rinciples for designing an OBS
This ensures that the agreed way of working is performed consistently across the Airbus Project team(s). • Roles and Responsibilities
• Generic Staffing strategies
• Templates for Resource Allocation Plan and Staffing Plan
Responsible HR Manager
• Methods for recruitment and release
RAS CI
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r •N ecessary ways of working to ensure that resource needs and skills are matched with the
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, P M O right availability for the durations required. Including for Make/Buy strategy and suppliers.
Consulted S p o n s o r, S t e e r i n g , C o st M a n a g e r, R i s k M a n a g e r
168 169
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1.3.9.2 Develop Project Organisation Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes the development of the Airbus Project’s organisation. This is described in dedicated Organisation assessed launched ready validated committed delivered closed
Notes covering, among others:
• The hierarchical structure of the organisation in charge of managing the work packages described in the Work Breakdown ii iii iv v vi i iv v vi i iv v vi i iv v vi vii
chapter
1 PM Foundations
Structure. This is the Organisation Breakdown Structure (OBS).
1 PM Foundations
• Roles and responsibilities: e.g. lines of reporting, RASCIs (covering, for example, the balance of power between Central Project i Human Resource Management Plan 1.3.9.1
Team and contributing functions’ teams), sigla, authority delegation as well as signature, approval and escalation rules.
ii Top Level Requirements 1.3.2.2
• Any additional desired way-of-working and care-taking within and between Airbus Project teams.
I N P UT S
iii Top Level Scope Description 1.3.3.2
iv Make-Buy and Worksharing 1.3.3.3
O V E RV I E W
v Work Breakdown Structure 1.3.3.4

• HR Management Plan • Develop Top Level OBS • Top Level OBS vi Product Structure 1.3.4.2
• Top Level Requirements and • Develop Project Organisation • Organisation Note(s) vii Change Request Feedback 1.3.1.6
Scope Description • Get Project Organisation
• Make/Buy and Worksharing agreed evelop Top Level OBS Develop Top Level OBS tree structure based on what is known about the
D
• WBS, PS • Implement Approved requirements, scope, Make/Buy, Worksharing, WBS and PS applicable to the Airbus Project.
• Change Request Feedback Changes Develop Project Organisation
1. Develop the Detailed OBS: Develop detailed OBS tree structure based on what is known about the
detailed Make/Buy, Worksharing, WBS and PS applicable to the Airbus Project.
Airbus Projects often utilise human resources from a number of different functions and departments across the company. 2. Develop Responsibility Assignment Matrix (RAM): Develop matrix defining which unit of the OBS is in
A fundamental requirement of a well managed Airbus Project is a clear people organisation that relates to the WBS (see charge of which work package of the WBS.
Chapter 1.3.3.4). This is particularly important in ‘Matrix’ management organisations such as Airbus. 3. Assign Roles and Responsibilities: Identify roles and responsibilities, inc. lines of reporting, RASCIs sigla,
authority delegation as well as signature, approval and escalation rules for each role/position in the Airbus
TAS K S
Project’s organisation.
4. Determine Ways-of-Working: Define the desired ways-of-working within and between the Airbus Project’s
teams.
5. Write Organisation Note: Covering 1. to 4.
The OBS is not the same as the functional organisation of the company.
Get Project Organisation Agreed Get the validation by the Airbus Project’s sponsor(s) and possibly
by the customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed,
It is not uncommon that people contributing to Airbus Projects have more than one reporting line (i.e. one
G OL D E N
the Project Organisation as described in the corresponding Organisation Note(s) is called the Project
RULES
into the Airbus Project and another into their Function). However, any more than two reporting lines shall be
avoided. Organisation Baseline and represents a part of the Airbus Project’s Baseline.
Implement Approved Changes to Project Organisation In case changes to the Project Organisation
Due to the close links between the WBS and OBS it is recommended to develop them in parallel. However, Baseline have been decided by Change Control (see Chapter 1.3.1.6), implement changes in the Organisation
for a variety of reasons they are not necessarily identical.
Note(s) and communicate the change to the relevant Airbus Project team(s). The Project Organisation Baseline
The roles, responsibilities and accountabilities within the Airbus Project should be clearly defined and with the latest changes incorporated is the Applicable Project Organisation Baseline.
communicated across the Project Team. code
Top Level OBS Provides a high level overview on how the Airbus Project’s organisation is expected to look. 13092A
OUT PUT S
Responsible PMO Organisation An Organisation Note covers: 13092B
RAS CI
Accountable P ro j e c t L e a d e r Note • The applicable detailed OBS

Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, H R • Responsibility Assignment Matrix (RAM)
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r • Rules for ways-of-working
Informed P ro j e c t Te a m • Roles and Responsibilities.
170 171
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1.3.9.3 Develop Resources Allocation Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how to establish the human resource needs for the Airbus Project and how to ensure that they can assessed launched ready validated committed delivered closed
be confirmed and allocated.
i ii iii iv v iii iv v vi iii iv v vi iii iv v vi vii
chapter
1 PM Foundations
1 PM Foundations

• Initial Project Charter • Develop Top Level • Top Level Resource ii Top Level Scope Description 1.3.3.2
• Top Level Scope Description Resource Allocation Allocation Profile
I N P UT S
iii Project Schedule(s) 1.3.5.2
• Project Schedule(s) • Develop Detailed Resource • Detailed Resource
• HR Management Plan Allocation Allocation Profile iv Work Breakdown Structure 1.3.3.4
• WBS, OBS • Get Resource Allocation v Organisation Breakdown Structure 1.3.9.2
• Change Request Feedback agreed vi Human Resource Management Plan 1.3.9.1
• Implement Approved vii Change Request Feedback 1.3.1.6
Changes
OVERVIEW
evelop Top Level Resource Allocation Profile Based on experience from past Airbus Projects and
D
The Resource Allocation is a key element to ensuring the success of the Airbus Project as it helps to support and determine the on OBS, scope description, schedule and work to be done, develop Top Level Resource Allocation for the
ability of the scheduled work and activities to be performed and the corresponding milestones and deliverables to be reached. Airbus Project.
Other PM Knowledge Areas (e.g. Time, Cost and Finance, Risk and Opportunity Management) may be impacted by the ability Develop Detailed Resource Allocation Profile
to secure the necessary skilled resources throughout the lifecycle of the Airbus Project. If the resources are not available then 1. Elaborate resource estimates: Based on the detailed schedule activities (workload), define the
the alternative scenarios (e.g. lower skills or external suppliers) must be considered and built into the Airbus Project Dossier. corresponding detailed resource requirements for all levels.
Thus, early planning and resource needs forecasting, as well as satisfactory negotiations with resource holders/providers is a 2. Consolidate resources: Develop the consolidated view of resource types, dates and durations for
crucial pre-requisite to ensure success of the Airbus Project. each work package and for the whole Airbus Project. Review with resource providers (functions) to match
requirements with capacity.
TA S K S
Get Resource Allocation Agreed Use top down targets, bottom-up estimates and functional resource
information to define the best workload and resource convergence for the Project. Get validation by the
Airbus Project’s sponsor(s) and possibly by the customers. This may require additional optimisation. Once
agreed, the Resource Allocation Profile becomes the Resource Allocation Profile Baseline and represents a
part of the Airbus Project’s Baseline. All required headcount and budget for resources is then approved.
Implement Approved Changes to Resource Allocation Once any changes to the Resource Allocation
Profile Baseline have been decided by Change Control (see Chapter 1.3.1.6), implement changes in the Resource
Allocation and communicate the change to the relevant Airbus Project team(s). The Resource Allocation Profile
Baseline with the latest changes incorporated is the Applicable Resource Allocation Profile Baseline.
G O LDE N
RULES
code
Top Level The Top Level Resource Allocation typically contains the following: 13093A
Resource • Resource estimates mapped to Master Schedule
O UTP U TS
Allocation • Summary table of required resources, by quantity and skills
Profile • Preliminary resource availability estimation.
Responsible P M O , P l a n n i n g M a n a g er Detailed The agreed detailed Resource Allocation typically contains the following: 13093B
RAS CI
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r Resource • Proposed resource estimates in Hours and/or Full Time Equivalents (FTE), mapped to
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, H R Allocation Detailed Schedule(s)
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r Profile • Resource histogram (‘Lasagne’ charts) and calendars showing needs and availabilities by
Informed P ro j e c t Te a m quantity and skills.
172 173
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L I F ECYC L E
1.3.9.4 Develop Project Staffing Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how to generate a plan for the staffing of the Airbus Project’s team(s). The timely acquisition of the assessed launched ready validated committed delivered closed
right resources in terms of quantity and skills is crucial for protecting the Airbus Project. An inability to acquire the necessary
resources in time will adversely impact the Airbus Project’s schedule and deliveries.
i ii i ii i ii ii iii
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Human Resource Management Plan 1.3.9.1
I N P UT S
ii Resource Allocation Profile 1.3.9.3
• Resource Allocation Plan • Establish Staffing Needs • Staffing Plan
iii Change Request Feedback 1.3.1.6
• Human Resource • Agree Staffing
Management Plan • Implement approved
• Change Request Feedback changes
Establish Staffing Needs

OVERVIEW
The Airbus Project must plan ahead, identify and request the specific resources from the (possibly different) functions. When the For each work package, discuss with contributing functions as well as with the HR department about what the
agreements are made to acquire the resources and build the team, Staffing Agreements are signed between the Airbus Project most feasible strategies for acquiring resources are to meet the quantity/skills and acquisition timing needs as
and the resource-providing functions. The Staffing Agreements also contain details regarding competence levels and duration of described in the RAP(s). This may include any of the following:
the assignment to the Airbus Project. a. Assigning Active Workforce (AFW) resources from other activities to the Airbus Project
Where necessary, resources acquisition may require resources from outside of the internal resource pool (normally due to b. Recruitment of Active Workforce (AFW) resources (from internal and/or external sources) not yet working in
capacity constraints or specific skill requirements). The contributing functions will normally ensure that the resources, which the perimeter of authority of a function contributing to the Airbus Project
could be a combination of internal and external resources, are available to cover the needs of the Airbus Project. c. Recruitment of temporary workforce
d. Identifying activities in the work package which could be off-loaded to in-situ and/or ex-situ suppliers.
For a), b) and c), and for each role/position to be filled, establish a Staffing List which lists the names of potential
TAS K S
candidates as well as their individual date at which they start working for the Airbus Project.
Agree Project Staffing
Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
stakeholders (i.e. functions as resource providers). This may require additional fine-tuning. In the case of
resource-providing Functions, Staffing Agreements are signed between the Airbus Project and the contributing
functions. Once agreed and signed, the Staffing Agreement becomes the Staffing Baseline and represents a
part of the Airbus Project’s Baseline.
Implement Approved Changes to Staffing Agreements
Once any changes to the Staffing Agreements Baseline have been decided by Change Control (see Chapter
1.3.1.6), implement changes in the Staffing Agreements and communicate the change to the relevant Airbus
Project team(s). The Staffing Baseline with the latest changes incorporated is the Applicable Staffing Baseline.
G OL D E N
R U LE S
Project Staffing Plan agreements must be correlated with available Budgets.
After securing resources, an important task is to plan and request IT equipment, access to folders
and office space for the individuals to join the Airbus Project’s team(s). code
Project Contains the Project staffing strategy for a work package as well as lists with potential 13094A
OUT PUT S
Staffing candidates to fill roles/positions needed by the Airbus Project. Also includes the timing for
Responsible PMO Agreement when these resources will be coming on board the Airbus Project.
RAS CI
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, H R
174 175
1 FOUNDATIONS
L I F ECYC L E
1.3.9.5 Acquire, Manage and Release Project Team Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how to acquire, manage and release the Airbus Project teams. assessed launched ready validated committed delivered closed
INPUTS TASKS OUTPUTS i ii

chapter
1 PM Foundations
1 PM Foundations
• HR Management Plan • Acquire and Manage Project • Committed teams i HR Management Plan 1.3.9.1
I N P UT S
• Project Staffing Team(s) Project Staffing Agreement(s) 1.3.9.4
ii
Agreement(s) • Release Resources
This Task Group is an important aspect of an Airbus Project’s leader accountability and should include:
• Observe team behaviours Acquire and Manage Project Team
• Manage conflict
OVERVIEW
1. Acquire Resources: For internal AWF, ensure that the transfers to the Airbus Project really take place at the
• Resolve issues dates agreed in the Staffing Plan(s). For external recruitments and temporary workforces use standard Airbus
• Appraise team member performance recruitment processes to acquire resources. Beware of the long lead-times to get individuals recruited.
• Coach team members 2. Launch Sub-contracts: Using standard Airbus processes, launch the sub-contracts for the workload
• Perform Performance & Development (P&D) reviews. intended to be covered by in-situ and/or ex-situ sub-contracts. Be clear on the duration of the sub-contracts.
The team members should be provided with challenging assignments and recognition for performance. Team members should
feel engaged with the Airbus Project’s objectives to ensure their commitment to them. 3. Induct Team Members: Induct new team members by communicating relevant information to them, e.g.
Management of the Project Team also involves identification of development needs and training to ensure that the team is on the Airbus Project in general and what to expect from it, the importance of their contribution to it, their
competent to perform and deliver their activities. individual roles and responsibilities, the intended ways-of-working within and between teams, their reporting
lines, the applicable methods, processes and tools, etc.
Before the end of the Project (or a phase or milestone), the release and handover of resources must be coordinated and 4. Take Care of Team Members’ Personal Development: Together with resource-providing Functions, hold
scheduled with the resource-providing contributors. initial/periodical interview for P&D, Mid Term Review, ad-hoc bi-lateral discussions, etc. with individual team
members. Ensure periodical objectives are set, agreed and monitored. Ensure job descriptions are established
and up-to-date. Analyse potential proficiency gaps and launch and implement corrective actions. Discuss any
TA S K S
issues/conflicts, opportunities and ideas for solutions. Discuss training and development needs. Discuss career
development and salary progression.
5. Perform Team Building Events: Launch initial team kick-off event(s), ideally moderated by facilitators
external to the team. Explain the cycles for a team’s evolution. Periodically perform further events where the
team status is assessed. As a team, launch corrective actions, if necessary. Finally, perform events which
further re-enforce the ‘kit’ between team members.
6. Solve Team Conflicts: Openly address conflicts between team members. Solve them using techniques
G OL D E N
such as Confrontation Problem Solving, Compromising, Smoothing, Forcing, Withdrawal.

R U LE S
Interim Performance & Development (P&D) reviews should be held.

Release Resources
Ensure each employee has a clear job description and knows his/her roles and responsibilities. As soon as a reduction in workload allows, release resources. Ensure nevertheless that the mix of skills
remains adequate for the remaining workload to be done. For a) and b), ensure responsible functions are
identifying new assignments for the released resources. For c), terminate temporary assignments.
Responsible P ro j e c t L e a d e r
RAS CI
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, H R
176 177
1 FOUNDATIONS
L I F ECYC L E
1.3.9.6 Monitor and Control Organisation Breakdown Structure Opportunity Implementation Solution
10 20 30 40 50 60 70
Due to the many changes which any Project encounters during its lifecycle, it is often necessary to adjust the OBS accordingly. assessed launched ready validated committed delivered closed
This Task Group describes how to manage deviations from the baselined OBS.
i ii
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i HR Management Plan 1.3.9.1
I N P UT S
• HR Management Plan • Monitor and Control OBS • OBS Change Requests ii Organisation Note 1.3.9.2
• Organisation Note
Monitor and Control OBS

OVERVIEW
1. Apply HR Management Plan

2. Propose changes to OBS: Where necessary, propose to Integrated Change Control changes to the OBS
baseline.
TA S K S
G OL D E N
R U LE S
code
OBS Change The Change Requests may include scope change, reduction or expansion. 13096A
OUT PUT S
Requests The documentation must clearly state which area(s) (i.e. which work package(s) and which
Responsible PMO SoW(s)) are affected by the change, and in which way and to what extent. It must also include
RAS CI
Accountable P ro j e c t L e a d e r used analyses and assumptions as well as a description of the proposed solution
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r post change.
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r, H R M a n a g e r
178 179
1 FOUNDATIONS
L I F ECYC L E
1.3.9.7 Monitor and Control Project Resources Opportunity Implementation Solution
10 20 30 40 50 60 70
Due to the many changes which any Project encounters during its lifecycle, it is always necessary to adjust resource allocation assessed launched ready validated committed delivered closed
planning accordingly. This Task Group describes how to manage deviations from the baselined resources plans.
i ii iii iv v vi
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i HR Management Plan 1.3.9.1

• Resource Allocation Profile • Apply HR Management Plan • Project Resource Status ii Resource Allocation Profile 1.3.9.3
I N P UT S
• Project Staffing • Collect resource data Report iii Project Staffing Agreement(s) 1.3.9.4
Agreement(s) • Analyse resource data • Project Resources iv Project Performance Data (here: Resource Actuals)
• Resource Actuals • Agree resource corrective Corrective Actions
v Detailed WBS 1.3.3.4
• Detailed WBS actions • Project Resources Change
OVERVIEW
• Detailed Schedule • Propose changes to Requests vi Detailed Schedule 1.3.5.2

• HR Management Plan Resource Allocation Profile
and/or Project Staffing
Monitor and Control Project Resources
Agreements
1. Apply HR Management Plan
2. Collect Resource Data: Collect actual data with regards to the resources working for the Airbus Project
(in terms of quantity and skills)
3. Analyse Resource Data: Identify variances against the Resource Allocation Profile and Project Staffing
Agreement baselines.
4. Agree Resources preventative and/or corrective actions: Use analysis conclusions to focus on issues
TA S K S
and risks. Find opportunities and define solutions. Detail, agree and plan actions.
5. Propose changes to Resource Plan: Where necessary, propose to Change Control Management
changes to the Resource Allocation Profile and Project Staffing Agreement baselines.
This Task Group must be repeated periodically throughout the Project as required.
GO L D E N
RULES
The most active phase will be the ‘Implement and Deliver’ phase where most of the workload and resource code
are focused. Project Provides actuals on the used resources by quantity and skills. 13097A
Resource
Regular communication between the Airbus Project and the resources-providing functions is clearly Status Report
important to remove resource bottlenecks in good time in order to reduce or eliminate risks. Especially so
Project The deliverable documents must typically contain: 13097B
OUT PU T S
when there is a third party supplier or sub-contracted resource.
Resources • Evidence of analysis and conclusions
Corrective • Solutions and corrective detailed actions (owners and target dates).
Actions
Responsible HR Manager Project The change requests may include scope change, reduction or expansion. The documentation 13097C
RAS CI
Accountable P ro j e c t L e a d e r Resources must clearly state which area(s) (i.e. which work package(s) and which SoW(s)) are affected
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, P M O Change by the change, and in which way and to what extent. It must also include used analyses and
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r Requests assumptions as well as a description of the proposed solution post change.
180 181
1 PM Foundations
1.3 PM Knowledge Areas 1.3.10.1 Plan Communications Management..................................................................................................................... 184
1.3.10.2 Manage Stakeholders.................................................................................................................................................... 186
1.3.10 Communications Management 1.3.10.3 Manage Documentation............................................................................................................................................... 188
Introduction 1.3.10.4 Report Project Performance...................................................................................................................................... 190
1 PM Foundations
1 PM Foundations
Communications Management ensures that stakeholder needs for information about the Airbus Project are understood and that
they are suitably informed throughout its lifecycle.
It also involves the management of documents and information, including the compilation and delivery of Project Status Reports.

Policy EADS Policy on KPIs EADS-CDS-039 Airbus
used in Programmes People/P&PM
and Projects Management
Community/
EADS link
Applicable Tools

EDS (Enterprise EDS (Enterprise DMS Solution) is a DMS FileNet MyDoc
DMS Solution) (Document Management Service) that allow
the creation, storage, publishing, archiving and
distribution of electronic documents.
182 183
1 FOUNDATIONS
1.3.10 Communications Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.10.1 Plan Communications Management Opportunity Implementation Solution
10 20 30 40 50 60 70
Plan Communications Management is the Task Group that defines the Airbus Project’s stakeholder information needs and the assessed launched ready validated committed delivered closed
associated communications approach.
i ii iii
1 PM Foundations
1 PM Foundations
I N P UT S
• Final Project Charter • Identify relevant Airbus • Communications
• Project Category Business Knowledge Management Plan
• Airbus Business Knowledge • Write Communications iii Airbus Business Knowledge 1.3
Management Plan
The Communications Management Plan (CMP) states the principles concerning who needs to be informed about what, when evelop Communications Management Plan
D
OVERVIEW
and how often – and by which media (e.g. paper, email, meetings, etc.). This enables decision making and efficient collaboration 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
between the Airbus Project teams and team members. The information needs vary depending on the Airbus Project’s type, that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
Category and lifecycle phase as well as on the different stakeholders. However, the communication format needs to be contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
consistent for best practice. learnt and best practice examples from similar Airbus Projects to complement the business standards.
Poor communication planning could lead to problems such as delay in message delivery, communication of sensitive information 2. Write Communications Management Plan: Based on the identified knowledge, define the suitable
to the wrong audience, frustration, lack of clarity, “kept in the dark syndrome” or lack of communication to relevant stakeholders. structure, contents and depth of detail required for the Communications Management Plan for the Airbus
TA S K S
Efficient communication means providing only the information that is needed – and not more – to match the specific stakeholder Project. Define if the details for this PM Knowledge Area need to be documented as part of the overall Airbus
needs. Project Management Plan or within a separate Communications Management Plan. Write Communications
As far as relevant (internal and external) stakeholders are concerned, the CMP provides guidance for how to identify and map Management Plan. Validate the Communications Management Plan with the Airbus Project’s key stakeholders.
them and their level of influence on the Airbus Project. Stakeholders can be classed as:
• Champions, working within the Airbus Project and have detailed knowledge of it, support and ‘sell’ it
• Floating Voters, indifferent or uncertain about the Airbus Project
• Blockers, block the Airbus Project’s launch and/or progress, have no interest in it or even opposing interests, can endanger it
and may have the formal power to do so, and do not necessarily communicate their objections openly.
The CMP is strongly influenced by the stakeholder analysis.
code
Communica- The plan defines the management of Communications. It will typically contain the following: 13101A
tions General Contents:
Plan • Management System/Approach
G OL D E N
R U LE S
A higher category Airbus Project will require a detailed and individual Communications Management Plan • Management Responsibilities
OU TP U T S
document. Lower category Airbus Projects can include the Communications Management details in the overall • Processes
Project Management Plan. • Measurements, Control, Analysis, Improvement.
Specific Contents:
•T
ype of Information or data needed/required by the stakeholder (reports, data, etc.)
•F
requency of reporting
Responsible C o m m u n i c a t i o n s M a n a g e r, P M O
•M
anagement of information
RAS CI
Accountable P ro j e c t L e a d e r •F
ormat of media to distribute the information (e.g. paper, e-mail, etc.)
Supporting P ro j e c t Te a m •M
anagement of the feedback expected from the receiver.
Consulted Sponsor
Informed Stakeholders
184 185
1 FOUNDATIONS
L I F ECYC L E
1.3.10.2 Manage Stakeholders Opportunity Implementation Solution
10 20 30 40 50 60 70
The Airbus Project must continuously engage and manage its stakeholders especially when they have high influence on its assessed launched ready validated committed delivered closed
success. In general, stakeholders are persons who are actively involved in the Airbus Project or whose interests may be affected
by its performance and deliverable(s). Stakeholder Management includes implementing the agreed stakeholder engagement
i ii iii iv iv iv
actions and continuously monitoring their expectations.
chapter
1 PM Foundations
1 PM Foundations

I N P UT S
• Initial Project Charter • Identify and Map • Stakeholder Register iii Top Level Requirements 1.3.2.2
• Project Category Stakeholders • Stakeholder Engagement iv Communications Management Plan 1.3.10.1
• Top Level Requirements • Plan and get agreed Plan
• Communications Stakeholder Engagement • Stakeholder Corrective
OVERVIEW
Management Plan • Communicate with Actions

Stakeholders Identify and Map Stakeholders
• Monitor Stakeholder Identify all stakeholders of the Airbus Project. Map them according to the methods defined in the CMP. The
Expectations analysis should focus on aspects such as attitude towards the Airbus Project, knowledge and influence levels,
expectations, etc. The results of this analysis should be recorded for each stakeholder in a dedicated Stakeholder
An early stakeholder analysis done through a stakeholder mapping exercise is essential to identify which stakeholders to target Register.
and which strategy to adopt. However, managing stakeholders is a dynamic process and continuously changing, as new Plan Stakeholder Engagement
stakeholders appear all along the Airbus Project’s Lifecycle while others disappear. Agree the strategy to manage each stakeholder (based on the stakeholder analysis), and translate it in
The needs and expectations of stakeholders must be pro-actively identified and their issues and concerns must be addressed concrete action plans (what, when and by whom, e.g. communications, training, face-to-face meetings, etc.).
TA S K S
promptly. It must be understood that both the interest and influence of stakeholders might vary throughout the Airbus Project’s Get Stakeholder Engagement Agreed
Lifecycle. The communication strategy must be adapted accordingly. Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
One of the key elements of managing stakeholders is the use of influence (“the ability to affect the actions, beliefs and stakeholders. This may require additional fine-tuning. Once agreed, the Stakeholder Engagement Plan for
attitudes of other people”) to ensure that people give their support to the Airbus Project. Face-to-face communication with key the ‘Implement and Deliver’ phase is applicable for the ‘Implement and Deliver’ phase.
stakeholders about the Airbus Project’s progress is a good way to manage their expectations and evaluate their current position
Communicate with Stakeholders
regarding the Project.
Implement the agreed stakeholder engagement actions. This can include communications, trainings, face-to-
face meetings, workshops etc. Manage the feedback from the stakeholders.
When the benefits are all clear to everyone, a simple communication exercise is all that is needed to manage Monitor Stakeholder Expectations
a huge number of stakeholders.
Continuously monitor the expectations of current (and new) stakeholders. Beware that stakeholders may change
their position (e.g. from ‘Floating Voter’ to ‘Blocker’) and react to this. Apply corrective actions, if necessary.
GOLDEN
A pro-active management of the stakeholders’ expectations reduces the risk of failure for the Airbus Project
RULES
to reach its objectives.

code
Concentrate on stakeholders who have the desire and time to influence the Airbus Project. Stakeholder The Stakeholder Register should show: 13102A
Register • Stakeholder mapping expectations and classification
• New stakeholders (if any)
O UTP U TS
Decide which strategy to select for the different type of stakeholders, e.g. Blockers. • Engagement actions completed (and results)
• New engagement actions to be launched (if any).
Stakeholder States concretely who of the stakeholders needs to be informed/consulted when 13102B
Responsible B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r, P M O Engagement and about what.
RAS CI
Accountable B u s i n e s s O p p o r t u n i t y L e a d e r, P ro j e c t L e a d e r Plan
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r, C o m m u n i c a t i o n s M a n a g e r Stakeholder Contains suggestions for corrective detailed actions (owners and target dates). 13102C
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r, S t a k e h o l d e r s Corrective
Informed P ro j e c t Te a m Actions
186 187
1 FOUNDATIONS
L I F ECYC L E
1.3.10.3 Manage Documentation Opportunity Implementation Solution
10 20 30 40 50 60 70
Manage Documentation applies to all documents issued by or on behalf of the Airbus Project teams within the work scope assessed launched ready validated committed delivered closed
defined in the Project Dossier.
i ii iii i ii iii i ii iii iv
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Communications Management Plan 1.3.10.1
I N P UT S
• Communications • Establish Documentation • Project Documentation ii Stakeholder Register 1.3.10.2
Management Plan Management System and Management System iii Airbus Business Knowledge (here: e.g. templates and standardised processes, Collaborative Work Platform) 1.3
• Stakeholders register get it agreed • Documentation Change iv Change Request Feedback 1.3.1.6
• Airbus Business Knowledge • Manage Documentation Requests
Establish Documentation Management System (DMS)

OVERVIEW
Manage Documentation requires the establishment of a Documentation Management System to be used throughout the Airbus Using Airbus Business Knowledge and existing DMS standards, establish an Airbus Project specific DMS.
Project and all its contributing teams as defined by the Communications Management Plan (see Chapter 1.3.10.1). Establish templates and document structures. Implement the corresponding tools, user groups, access rights,
Manage Documentation also involves an effective distribution of information, where the right information is distributed to the etc. Deliver training, user advice and guidance where required (e.g. communications, handbooks etc.).
right stakeholders at the right time and where unexpected stakeholder information requests are considered. Get DMS agreed
Get the validation of the DMS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
stakeholders. This may require additional fine-tuning. Once agreed, the DMS is to be used for the ‘Implement
and Deliver’ phase.
Manage Documentation
TAS K S
1. Manage Documentation: Manage documentation related to the Airbus Project, ensuring that the DMS rules
are applied. Ensure on time delivery to stakeholders. Manage document versions.
2. Propose Changes to Document: Where necessary, propose to Integrated Change Control changes to the
current version of a document.
3. Implement Approved Changes to Document: Implement approved changes.
G OL D E N
R U LE S
Wherever the applicable procedural documents (e.g. APs/AMs/ABD’s) do not provide Document
Management rules that are directly applicable to the Project, the rules set in the Communication code
Management Plan (CMP) shall be applied. Project The Project Documentation Management System includes applicable procedural documents, 13103A
Documentation templates, tools such as the collaborative platforms, etc.
OUTP U T S
Management
System
Responsible C o m m u n i c a t i o n s M a n a g e r, P M O Documentation The Change Requests may include scope change, reduction or expansion. 13103B
RAS CI
Accountable P ro j e c t L e a d e r Change The documentation must clearly state which area(s) (i.e. which document, which work
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r Requests package(s) and which SoW(s)) are affected by the change, and in which way and to what
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r extent. It must also include used analyses and assumptions as well as a description of the
Informed P ro j e c t Te a m proposed solution post change.
188 189
1 FOUNDATIONS
L I F ECYC L E
1.3.10.4 Report Project Performance Opportunity Implementation Solution
10 20 30 40 50 60 70
The Report Project Performance Task Group includes the collection and distribution of performance data of the Airbus Project. assessed launched ready validated committed delivered closed
The main outputs are (consolidated and integrated) Project Status Reports that are used to communicate with key stakeholders,
and to support management decision making.
i ii iii iv v vi vii
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Communications Management Plan 1.3.10.1

ii Stakeholder Register 1.3.10.2
• Communications • Apply Communications • Project Status Report
I N P UT S
iii Detailed Schedule 1.3.5.2
Management Plan Management Plan
• Stakeholders Register • Get Project Performance iv Cost Control Report 1.3.6.5
• Actual Schedule Plan Data v EV Performance Report 1.3.7.3
• Cost Control Report • Consolidate and vi Resources Status Report 1.3.9.7
OVERVIEW
• EV Performance Report Communicate Project vii Project Performance Data

• Resources Status Report Performance
• Project Performance Data
Report Project Performance
1. Apply Communications Management Plan: Use the Communications Management Plan to ensure that
Reporting on the Airbus Project’s performance involves: the agreed best way of working with regards to communications is followed across the Airbus Project.
2. Get Project Performance Data: Periodically collect information about the Airbus Project’s performance,
• the regular collection and consolidation of ‘actual’ performance data
typically including:
• the comparison of this data against the Applicable Project Dossier data
• Actual Schedule Plan
• the analyses of any variances and their possible root causes
• Cost Control Report
• the forecasting of future performance
• EV Performance Report
• the production and distribution of Project Status Reports.
There may be large amounts of performance data available on some Airbus Projects. The key challenge is to turn this into useful • Resources Status Report
TA S K S
information at the right level of detail which is understandable by the report recipients. The selection and use of appropriate • Any other Project Performance Data.
Key Performance Indicators (KPI) can help decision-makers to easily understand where problems are occurring and to initiate 3. Consolidate Project Performance Data: Based on the rules set forth by the Communications
corrective actions where needed. Management Plan, consolidate and integrate Project Performance Data in factual, balanced Project Status
Reports, including:
• Review of actual performance (achievement) of the Airbus Project
• Analyses of the variances against the baselines described by the Project Dossier
Project Status Reports should be customised for the target audience. Standard templates, automated data • Forecasted Airbus Project performance, including forecasts at end of year and at completion (e.g. for schedule
consolidation and reuse of core data can minimise the administrative effort. and cost)
GOL D E N
RULES
• Overview of work completed in this reporting period, and work to be completed in the next period
The use of ‘reporting by exception’, where only deviations from the baseline are reported, can help to focus
• Other relevant information which must be analysed and discussed.
the attention on actions required.
4. Communicate Project Performance: Distribution of Project Status Reports to the Airbus Project’s team
Project Status Reports should draw attention to the ‘dynamic data’ that changes with each reporting period, and stakeholders.
rather than the ‘static data’ that provides the unchanging reporting framework. code
Project Status Project Status Reports should include: 13104A
OUT PUT S
Report • Key Performance Indicators in a summary Airbus Project ‘dashboard’
Responsible PMO • Actual performance versus the baselines
RAS CI
Accountable P ro j e c t L e a d e r • Forecast Project performance (including forecasts at end of year and at completion)
Supporting C o s t M a n a g e r, R e s o u rc e M a n a g e r, R i s k M a n a g e r • Main risks, issues and opportunities.
190 191
1 PM Foundations
1.3 PM Knowledge Areas 1.3.11.1 Plan Risk and Opportunity Management. .......................................................................................................... 196
1.3.11.2 Identify Initial Risk Exposure. .................................................................................................................................... 198
1.3.11 Risk and Opportunity Management 1.3.11.3 Agree Detailed Response Actions.......................................................................................................................... 200
Introduction 1.3.11.4 Monitor and Control Risk Exposure...................................................................................................................... 202
1 PM Foundations
1 PM Foundations
An efficient Risk and Opportunity Management process is key to the success of Airbus Projects. It should be formally RISK AND OPPORTUNITY DESCRIPTIONS..................................................................................................................................
Fig. 1311-1
structured, rather than based on chance. In addition, effective Risk and Opportunity Management is crucial to protect the
realisation of future business objectives and cash opportunities in improving Airbus Projects’ results.
Risk Management aims to ensure that risks are identified and analysed, and that suitable responses are planned to avoid risk
occurrence and to reduce risk impact. Opportunity Management is the technique by which the Airbus Project team can identify Risk Opportunity
and understand possible improvement actions to reach the Airbus Project objectives.
Definite fact about The client Technical
Both risks and opportunities are characterised by their lack of certainty. A risk, if it occurs, becomes an issue that will affect at Cause the Project or its doesn’t know architecture is still
least one objective of the Airbus Project. The complexity of Risk Management is that a risk may have one or more causes. This environment what he wants undefined
is why root cause analyses are necessary for efficient risk response planning. On the other hand, an opportunity becomes an
improvement - provided it is certain that it will occur.
RISK/ Uncertainly that could Design assumptions Re-use of existing

Figure 1311-1 illustrates the description of a Risk and an Opportunity.
OPPORTUNITY affect the Project if it may not meet client’s modules may be
occurs expectations possible
Contingent effect of Problems during Reduced

risk/opportunity on the acceptance development time
Effect
one or more Project phase and cost
objectives
192 193
1 PM Foundations
1.3.11 Risk and Opportunity Management
1 PM Foundations
1 PM Foundations
Applicable Documents Applicable Tools

Type Title Reference Access Title Description Reference Access
Policy EADS Enterprise Risk Management (ERM) Policy A11_ Airbus Active Risk The EADS ERM IT tool ARM AirbusPeople/
EADS-CDS-009 People/P&PM Manager (ARM) Finance/R&OM
Management e-site
Community/
EADS link
Policy EADS PROM Policy A11_ Airbus

EADS-CDS-044 People/P&PM Applicable Learning Solutions
Management
Community/ Title Description Reference Access
EADS link
P&PM E-Learning Risk Management eLearning Airbus People/
Top Document Airbus Enterprise Risk Management (ERM) A11 MyDoc P&PM
Management
Requirements Airbus Enterprise Risk Management (ERM) A1042 MyDoc Community/EADS
Requirements PM eLearning
Procedure Manage Risks and Opportunities A2008 MyDoc Risk & Opportunity This module will enable participants to understand XF01XAIW0051 Airbus People/
Management - the R&OM process, get familiarised with basic myHR/Learning
Policy Airbus Project Management - Policy and General A1002.0 MyDoc Fundamentals notions and use a common risk/opportunity
Requirements language.
Handbook Enterprise Risk Management Handbook AirbusPeople/ Risk & Opportunity This module will enable participants to understand XF01XAIW0061 Airbus People/
Finance/R&OM Management - why ERM is essential for Airbus business success. myHR/Learning
e-site Simulation
194 195
1 FOUNDATIONS
1.3.11 Risk and Opportunity Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.11.1 Plan Risk and Opportunity Management Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group develops the Risk and Opportunity Management (ROM) Plan which describes: assessed launched ready validated committed delivered closed
• how Risk and Opportunity Management will be deployed and used on the Airbus Project
• how risks and opportunities will be identified and assessed, and response actions agreed i ii iii iv
• how risks and opportunities will be monitored and controlled. chapter
1 PM Foundations
1 PM Foundations
I N P UT S
INPUTS TASKS OUTPUTS ii Project Category 1.3.1.3
• Final Project Charter • Identity Relevant Airbus • Risk and Opportunity iv Top Level Requirements 1.3.2.2
• Project Category Business Knowledge Management Plan
OVERVIEW
• Airbus Business Knowledge • Write Risk and Opportunity

• Top Level Requirements Management Plan
Develop Risk and Opportunity Management Plan
The Risk and Opportunity Management Plan shall be compliant with the Airbus Enterprise Risk Management (ERM) Policy as that are relevant for the Airbus Project type (e.g. A11 Top Document, ARM IT Tool, Risk Management Plan
described in the A11 Top Document. Templates). Also identify any existing Airbus Project requirements (including contractual requirements) as well as
the Airbus Project’s Category (if applicable). Finally, identify and use lessons learnt and best practice examples
The ROM Plan describes how Risk and Opportunity Management will be structured and performed on the Airbus Project. The from similar Airbus Projects to complement the business standards.
degree of formalism for Risk and Opportunity Management depends on the complexity and criticality of the Airbus Project. 2. Write Risk and Opportunity Management Plan: Based on the identified knowledge, define the suitable
structure, contents and depth of detail required for the ROM Plan for the Airbus Project. Define if the details
TAS K S
for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or
within a separate ROM Plan. Write ROM Plan. Validate the ROM Plan with the Airbus Project’s key stakeholders.
Build the ROM Plan into the Project way-of-working.

GO L DE N
Risks should be handled by the same process and the same people as opportunities.
RULES
code
Risk and Typically includes: 13111A
The ROM Plan should be started at PM10 and completed earlier than PM30. Opportunity
•M anagement system/approach for risk and opportunity identification, assessment,
Management
prioritisation, aggregation (e.g. Monte Carlo analysis), response strategy selection, action
Low category Airbus Projects may outline the Risk and Opportunity Management activities within the main Plan
planning (inc. required resources needs), action implementation, as well as risk exposure
OUT P U T S
Airbus Project Management Plan (see Chapter 1.3.1.4), while high category Airbus Projects usually require
estimation
separate Risk and Opportunity Management Plans.
• Management responsibilities (based on the RASCI rule)
• Processes
Responsible Risk Manager or PMO •M easurements, Control, Analysis and Improvement:
- Risk and opportunity key deliverables
RAS CI
Supporting C o s t M a n a g e r, P l a n n i n g M a n a g e r - Monitoring
Consulted S p o n s o r, S t e e r i n g - Improvement activities including AS IS, TO BE
- Roadmap.
196 197
1 FOUNDATIONS
L I F ECYC L E
1.3.11.2 Identify Initial Risk Exposure Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group identifies the initial risk exposure of the Airbus Project as well as the resources needs for the implementation assessed launched ready validated committed delivered closed
of risk and opportunity response actions. Both will have to be considered by the High Level Business Case required to launch
the Airbus Project. In fact they drive the reserves and contingencies that must be provided. The acceptance of the resourced
i ii iii
response actions as well as the initial risk exposure represents in fact an agreement for the level of net risk deemed acceptable
chapter
1 PM Foundations
1 PM Foundations
for the Airbus Project.

I N P UT S
INPUTS TASKS OUTPUTS ii Key Dates 1.3.5.2
iii Initial Financial Assessment 1.3.6.2
• Top Level Requirements • Identify and assess initial • Resource needs for risk
• Key Dates risks and opportunities and opportunity response
• Initial Financial Assessment • Select response strategy actions
and quantify their need for • Initial risk exposure
resources
OVERVIEW
Identify Initial Risk Exposure

• Estimate the initial risk 1. Identify Initial Risks and Opportunities: Identify top level risks and opportunities through regular reviews
exposure with relevant stakeholders.
2. Assess Initial Risks and Opportunities: Assess the potential impact of the identified risks and
opportunities as well as their probability of occurrence in accordance with the principles laid down in the ROM
Response Actions can follow any of four strategies Risk and Opportunity Response Strategies. .................. Plan.
Fig. 13112-1
(see Figure 13112-1): 3. Decide upon Risk and Opportunity Response Strategy: For each initial risk and opportunity, decide
upon the most adequate response strategy to reduce/improve impact and/or probability in accordance with
• Exploit or Avoid: total elimination of the uncertainty. Exploit Avoid the principles laid down in the ROM Plan.
• Share or Transfer: transfer the liability or ownership 1
4. Quantify resource needs for Response Actions: Quantify the resource needs (funding, people, CapEx,
of the uncertainty to 3rd party (e.g. supplier).
Decision Steps
TA S K S
etc.) for all the response actions to be implemented to deliver the selected response strategies.
• Enhance or Mitigate: reduce for a risk (or increase Share Transfer
2 5. Estimate the Initial Risk Exposure: Assume resources for response actions will be made available.
for an opportunity) impact and/or probability
Enhance Mitigate Further assume response strategies will work as expected. In accordance with the principles laid down in the
of occurrence.
ROM Plan, estimate the remaining Initial Risk Exposure.
• ccept: Take no response action but continue
A 3
to monitor and review. Accept
4
Risks should be kept at “local team level” - only report significant risks upwards from sub-Project to
Project level (to be defined by the ROM Plan)
GOL D E N
RULES
Risk reviews can be integrated into other Airbus Project reviews. This can help if it is difficult to get all team
members together in the same meeting. Ensure the ROM agenda item is not skipped.
A root cause analysis is important to develop effective and appropriate Response Actions. code
Initial Risk Estimated initial risk exposure of the Airbus Project, net of response actions which are 13112A
OUT PUT S
Exposure assumed to be successful and net of any opportunities.
Responsible Business Opportunity Leader Resource Estimation of needed resources (funding, people, CapEx, etc.) to enable implementation and 13112B
RAS CI
Accountable P ro j e c t S p o n s o r Needs for Risk execution of response actions.

Supporting ERM Expert and Opportunity
Consulted Finance Response
Informed TBD Actions
198 199
1 FOUNDATIONS
L I F ECYC L E
1.3.11.3 Agree Detailed Response Actions Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group develops the response actions to be implemented in each work package of the Airbus Project’s WBS in order assessed launched ready validated committed delivered closed
to reduce its overall risk exposure to agreed levels.
i ii iii iv
chapter
1 PM Foundations
1 PM Foundations
INPUTS TASKS OUTPUTS i Risk and Opportunity Management Plan 1.3.11.1
I N P UT S
• Risk and Opportunity • Plan Detailed Response • Risk and Opportunity ii Work Breakdown Structure 1.3.3.4
Management Plan Actions Register iii Initial Risk Exposure 1.3.11.2
• WBS • Get Detailed Response iv Change Request Feedback 1.3.1.6
• Initial Risk Exposure Actions Agreed
• Change Request Feedback • Implement approved
OVERVIEW
changes Plan Detailed Response Actions

1. Identify Risks and Opportunities: Identify risks and opportunities on all levels of the WBS. Capture them in
the Airbus Project’s Risk and Opportunity Register. The identification should take account of lessons learnt from
past experience and feedback from similar Airbus Projects, best practices, etc.
2. Assess Risks and Opportunities: Assess the potential impact of the identified risks and opportunities as
well as their probability of occurrence in accordance with the principles laid down in the ROM Plan.
3. Prioritise between Risks and Opportunities: Identify those risks and opportunities which need to be
taken care of with high priority in accordance with the principles laid down in the ROM Plan.
4. Decide upon Risk and Opportunity Response Strategy: For priority risks and opportunities, decide
upon the most adequate response strategy to reduce/improve impact and/or probability in accordance with the
principles laid down in the ROM Plan.
5. Quantify resources needs for Response Actions: Quantify the resources needs (funding, people, CapEx,
TAS K S
etc.) for all the response actions to be implemented to deliver the selected response strategies.
6. Ensure Total Risk Exposure is inferior to the Initial Risk Exposure: Assume resources for response
actions will be made available. Further assume response strategies will work as expected. In accordance with
the principles laid down in the ROM Plan, estimate the total risk exposure of the Airbus Project (e.g. by using
Monte Carlo analyses). Adapt response strategies/actions where necessary to ensure that the overall risk
exposure is inferior to the Initial Risk Exposure.
Get Detailed Response Actions Agreed Get the validation by the Airbus Project’s sponsor(s) and possibly
Only Risks and Opportunities with an impact (either positive or negative) on business objectives are relevant by the customers and/or other key stakeholders for the selected response strategies/actions and their resource needs.
and must be reported. This may require additional fine-tuning. Once agreed, the Risk and Opportunity Register with its list of resourced
GOLDEN
Response Actions is an integral part of the overall Airbus Project baseline for the ‘Implement and Deliver’ phase.
RULES
It is important that detailed Risk and Opportunity Response Actions are included in the Project Dossier with Implement Approved Changes to Risk and Opportunity Register Once any changes to Airbus
an agreed cost, resources and owner. Project Dossier have been decided by Change Control (see Chapter 1.3.1.6) implement possible changes to the
Implementation of a response plan may sometimes introduce a new “secondary” risk. risk exposure by implementing the changes in the detailed Risk and Opportunity Register. Also communicate
To ensure overall efficiency, the possible impact and probability of a secondary risk should be considered the changes to the relevant Airbus Project team(s). The Risk and Opportunity Register with the latest changes
prior to implementation of the original response plan. incorporated is the Applicable Risk and Opportunity Register.
code
Risk and List of risks and opportunities with their: 13113A
OUT P UT S
Responsible Risk Manager or PMO Opportunity
• Assessments (impact, probability)
Register
RAS CI
Accountable P ro j e c t L e a d e r o r Wo r k P a c k a g e L e a d e r • Priorities
Supporting ERM Expert • Response Strategies’ actions including the action owner name, response costs and
Consulted Finance schedule as well as implementation status.
Informed TBD
200 201
1 FOUNDATIONS
L I F ECYC L E
1.3.11.4 Monitor and Control Risk Exposure Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group explains the monitoring and controlling of the Airbus Project’s risk exposure which must always stay at or assessed launched ready validated committed delivered closed
below agreed levels.
i ii iii
1 PM Foundations
1 PM Foundations
• Risk and Opportunity • Monitor Risk Exposure • Risk Exposure Report i Risk and Opportunity Management Plan 1.3.11.1
I N P UT S
Management Plan • Control Risk Exposure • Risk Exposure Corrective ii Risk and Opportunity Register 1.3.11.2
• Risk and Opportunity • Propose Baseline changes Actions iii Project Status Report 1.3.10.4
Register • Change Requests
• Project Status Report
Two kinds of interlinked control activities are used. 1. Monitor Risk Exposure: Regularly check the level of risk exposure of the Airbus Project. Changes are
OVERVIEW
possible due to:

• Controls which are process risk responses. These can be manual, automated, preventive or detective and are embedded • adjustments to the assessments originally made for the risks and opportunities
throughout the organisation encompassing a range of different activities like approvals, authorisations, verifications,
• inadequate selection or infeasibility of selected response strategies
operational performance reviews, segregation of duties etc.
• inadequate or delayed response actions
• Controls are established and implemented to help ensure the risk responses are effectively carried out e.g. risk and action • non-availability of resources required for response actions’ implementation
reviews.
• new risks and opportunities.
2. Agree Risk Exposure preventative and/or corrective actions: Update existing or get new Response
Regular Risk and Opportunity (R&O) reviews shall be organised with relevant stakeholders of a business area (minimum every
TAS K S
Actions agreed up to the point where risk exposure of the Airbus Project is back to agreed levels. Plan updated
3 months). They are essential for:
or new Response Actions.
• Identification, validation and assessment of new R&Os 3. Propose Baseline changes: Where necessary, propose to Change Control changes to the Airbus Project
• A lignment and challenge baseline to get the required resources needs and/or to accept different levels of risk exposure.
• Check of the quality of R&O data
• V alidation of Top R&Os
• Decision upon the adequate response strategy
• D ecision and validation of the target risk criticality (probability, impact) and ‘time to impact’
• Tracking of the response plan achievements and re-assessment of residual impact
• A lignment of schedule with the current R&O assessment
• Drumbeat of report.
code
Risk Exposure Must contain facts and figures which are accurate and up-to-date. Is issued periodically and 13114A
G OL D E N
Report covers the details described in the Risk and Opportunities Management Plan.
RULES
R&O reviews must be organised and well prepared by the Head of Risk Management and chaired by The agreed reporting format must be used across the Airbus Project’s perimeter to ensure
the Head of Programme/Function. the messages are clear and the data can be consolidated to higher levels where necessary.
OUT P U TS
Risk Exposure The deliverable documents must typically contain: 13114B
Corrective • Analyses and conclusions
Responsible Risk Manager or PMO Project Risk The Change Requests may include scope change, reduction or expansion. 13114C
RAS CI
Accountable P ro j e c t L e a d e r o r Wo r k P a c k a g e L e a d e r and Opportunity The documentation must clearly state which area(s) (i.e. which work package(s) and which
Supporting C o s t M a n a g e r, P l a n n i n g M a n a g e r Change SoW(s)) are affected by the change, and in which way and to what extent. It must also
Consulted S p o n s o r, S t e e r i n g Requests include used analyses and assumptions as well as a description of the proposed solution
202 203
1 PM Foundations
1.3 PM Knowledge Areas 1.3.12.1 Plan Supply Chain Management............................................................................................................................. 208
1.3.12.2 Conduct Procurements................................................................................................................................................. 210
1.3.12 Supply Chain Management 1.3.12.3 Monitor and Control Supply Chain......................................................................................................................... 212
Introduction 1.3.12.4 Close Procurements....................................................................................................................................................... 214
1 PM Foundations
1 PM Foundations
Supply Chain Management (SCM) covers the Task Groups for planning, conducting, monitoring and controlling procurements Fig. 1312-1 Overview of the Procurement Process and AP2131...........................................................................
Fig. 1312-1
during the lifecycle of an Airbus Project through to contract closure.
Depending on the Airbus Project and its deliverables, it is necessary to engage with the Procurement department. Procurements
follow clearly defined processes (see Figure 1312-1) and are generally managed through commodity streams: Market
Define Supplier
Assessment and Supplier Order and
• EADS General Procurement (EGP) Procurement
Identification Selection and
Monitoring Supplier
Receive
• Aerostructures Strategy and Contract Control
of Potential Contracting Products
and Policy Management
• Materials Suppliers
• Equipment and Systems
• Cabin
AP2131.1 AP2131.2 AP2131.3 AP2131.4 AP2131.5 AP2131.6
• Propulsion.
204 205
1 PM Foundations
1.3.12 Supply Chain Management
1 PM Foundations
1 PM Foundations
Applicable Tools

Sup@irWorld Sup@irWorld is a Procurement collaborative Airbus People/channels/
platform which connects Airbus and its Suppliers Procurement/e-sites/
supairworld
BuySide The e-procurement ordering process for General Procurement Airbus People/channels/
goods and services from requisition to payment approval Procurement/e-sites/
supairworld
eSourcing The shared space for Airbus and its Suppliers supporting the Airbus People/channels/
Sourcing process from potential Supplier identification to awards Procurement/e-sites/
supairworld
eSupplyChain The platform where all relevant SupplyChain information (any flying Airbus People/channels/
products) is shared between Airbus and its Suppliers Procurement/e-sites/
supairworld

Process Procurement Strategy and Policy AP2131 MyDoc
Process Claims Process AP5252 MyDoc
Manual Generic PM Manual - Supplier Management AM2458 MyDoc Procurement Y02XAIW0010 Airbus People/myHR/Learning
Awareness for
Policy EADS Policy for Collaboration with key EADS-CDS-059 Airbus other functions
suppliers in extended enterprise People/P&PM
Management Procurement XY02XAIW0011 Airbus People/myHR/Learning
Community/ Induction for
EADS link Newcomers
206 207
1 FOUNDATIONS
1.3.12 Supply Chain Management Understand Business Proposal for Proposal Proposal Implementation Project
L I F ECYC L E
1.3.12.1 Plan Supply Chain Management Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group develops the Supply Chain Management (SCM) Plan describing the applicable principles, rules and processes assessed launched ready validated committed delivered closed
for managing the supply chain from supplier analysis and selection to contracts closure.
i ii iii
chapter
1 PM Foundations
1 PM Foundations

I N P UT S
• Final Project Charter • Identify relevant Airbus • Supply Chain Management ii Project Category 1.3.1.3
• Project Category Business Knowledge Plan iii Airbus Business Knowledge 1.3
• Airbus Business Knowledge • Write Supply Chain
Management Plan
The Procurement department principles, rules, definitions, etc. must be represented in the SCM Plan to ensure that SCM is in evelop Supply Chain Management Plan
D
OVERVIEW
line with the overall company policy and standards. This will ensure that procurements are accurate, commercially and legally 1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
secure, use the most suitable suppliers and deliver on time, cost and quality. that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
The SCM Plan also describes how the Airbus Project team communicates with the Procurement department. contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
Note that the SCM Plan may cover lifecycle phases beyond the PM Lifecycle Milestone Gate PM70, because it needs to cover learnt and best practice examples from similar Airbus Projects to complement the business standards.
the entire lifecycle of the deliverable. 2. Write Supply Chain Management Plan: Based on the identified knowledge, define the suitable structure,
TA S K S
contents and depth of detail required for the Supply Chain Management Plan for the Airbus Project. Define if the
details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
Plan or within a separate Supply Chain Management Plan. Write Supply Chain Management Plan. Validate the
Supply Chain Management Plan with the Airbus Project’s key stakeholders.
code
Supply Chain The plan defines the principles and rules for managing the supply chain of the Airbus Project. 13121A
Management It will typically contain the following aspects:
Plan
General Contents:
• Introduction
GO LD E N
RULES
OU T P U TS
The Airbus Project team should clearly understand the purposes and objectives of the outsourced work • Processes
package(s) and the content of their corresponding contracts. • Measurements, Control, Analysis, Improvement.
Specific Contents:
•G
eneral Procurement rules and applicable documents/templates
•S
upplier analysis and selection
Responsible P ro c u re m e n t M a n a g e r •C
ontract and Claims/Waiver Management
RAS CI
Accountable P ro j e c t L e a d e r •M
onitoring and controlling of suppliers’ performance
Supporting PMO •G
oods receipt
Consulted S p o n s o r, S t e e r i n g , C o st M a n a g e r, R i s k M a n a g e r •C
ontracts closure.
208 209
1 FOUNDATIONS
L I F ECYC L E
1.3.12.2 Conduct Procurements Opportunity Implementation Solution
10 20 30 40 50 60 70
The Conduct Procurements Task Group contains the key tasks to prepare Requests for Proposals (RFP), select suppliers and assessed launched ready validated committed delivered closed
place contracts.
i ii
1 PM Foundations
1 PM Foundations
• Supply Chain Management • Engage suppliers • RFP(s) i Supply Chain Management Plan 1.3.12.1
I N P UT S
Plan • Verify supplier capability • Supplier contract(s) ii Work Breakdown Structure (and Statements of Work) 1.3.3.4
• WBS • Negotiate contract and iii Change Request Feedback 1.3.1.6
• Change Request Feedback select supplier(s)
O V E RV I E W
changes
onduct Procurements
C
To perform Conduct Procurements in a robust manner, the following Airbus Project details shall be available: 1. Engage Suppliers: For the ‘Buy’ work packages, gather internal request information and use the business
drivers to develop Requests for Proposal (RFP). Identify potential suppliers that are expected to be capable
• A decision on which work packages are ‘Buy’ work packages and are thus to be procured from the supply chain of delivering. Contact the suppliers and send RFP(s). Arrange meetings where necessary to clarify details and
• Fully described specifications and Statements of Work for these ‘Buy’ work packages answer questions.
• Clarity on which deliverables have to be supplied by the supplier(s), and when. 2. Verify Supplier Capability: By means of assessments, verify the potential suppliers’ technical, financial,
Supply Chain Management (SCM), Project Management (and possibly other) capabilities.
3. Negotiate Contract and Select Supplier(s): Analyse the proposals received from the suppliers
against the details and conditions set out in the RFP. Pay attention to the suppliers’ Risk and Opportunity
TA S K S
Management. Use independent estimates to assess value. Select the most competitive proposals in terms
of delivery, quality and cost. Shortlist where possible/necessary. Negotiate and finalise contract. Review the
shortlisted proposals and identify areas for negotiation. Engage the suppliers and reach the optimum contract.
Following the negotiations, finalise the contract details and terms and conditions (including legal). Formally
award the contract to the selected supplier.
Implement Approved Changes to Supplier Contract(s)
From the beginning it is essential that the Procurement department is actively involved. Once any changes to the Supplier Contracts have been decided by Change Control (see Chapter 1.3.1.6),
implement changes in Supplier Contracts and communicate the change to the relevant Airbus Project
team(s).
G OL D E N
All supplier contracts for a given Airbus Project should be harmonised, i.e. they are structured in the same
RULES
way.
Supplier selection and contracting shall be conducted on a fair and equitable basis with equality of code
information for all potential suppliers.
Request for The RFP(s) are based on formal Procurement templates. Typical contents include: 13122A
If the RFP requires design and development activities, it should describe the suppliers’ deliverables by Proposal (RFP) • Requirements specification/Statement of work
means of specifications/requirements but shall not propose design solutions. • Quality requirements specific to the product/service (GRAMS or GRESS for A/C Projects,
OUT P U TS
EN9100, ISO etc.)
• Applicable documents, processes, tools, etc.
Supplier Typical contents include, amongst others: 13122B
Responsible P ro c u re m e n t M a n a g e r Contracts • Specifications (SoW)
RAS CI
Accountable P ro j e c t L e a d e r • Project details (schedule, risks, etc)

Supporting PMO • Finance details (price)
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r • Legal terms and conditions
Informed P ro j e c t Te a m • Reporting requirements.
210 211
1 FOUNDATIONS
L I F ECYC L E
1.3.12.3 Monitor and Control Supply Chain Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how to manage and control the supplier’s contribution to the overall Airbus Project’s objectives assessed launched ready validated committed delivered closed
achievement. As working together, between the Airbus Project and the supply chain, is based on contractually binding
agreements, any change to agreements made is to be accompanied and followed-up by contractual management. Although
i ii iii
this makes working together more complex, it is unavoidable. Airbus Project leaders and teams shall therefore be fully aware
chapter
1 PM Foundations
1 PM Foundations
of the contractual relationships with the supply chain. The tasks in this Task Group are performed closely with the Procurement
department. i Supply Chain Management Plan 1.3.12.1
I N P UT S
ii Supplier Contracts 1.3.12.2
iii Project Status Reports (here: as issued by suppliers) 1.3..10.4
• Supply Chain Management • Apply SCM Plan • Supplier Performance
Plan • Monitor and Control Reports
• Supplier Contracts Supplier Performance • SCM Corrective Actions
Monitor and Control Supply Chain
• Project Status Reports • Agree corrective actions • Supplier Change Requests
OVERVIEW
1.Apply SCM Plan: Use the SCM Plan to ensure that the agreed best way of working with regards to SCM is
• Manage claims and waivers
followed across the Airbus Project.
2. Monitor Supplier Performance: Use review Project Status Reports, meetings, inspections, audits, etc.
to monitor the progress and quality of the work performed by the supplier(s). Identify variances to contractual
The one fundamental aspect for monitoring and controlling the supply chain is to always know about the current performance agreements. Determine the root causes. Conclude with definitions of any issues, risks or opportunities.
of the supplier and to analyse variances to the expected performance. Supplier performance can be monitored through reviews, 3. Agree Supplier preventative and/or corrective actions: Based on the conclusions, develop solutions.
assessments, audits, etc. (see Chapter 1.3.8). The Airbus Project must ensure that any preventative/corrective actions are Propose preventative and/or corrective actions as necessary. Agree and plan actions to implement.
launched as soon as possible by the supplier in order to achieve the planned objectives. 4. Manage Claims and Waivers: Ensure any changes to the contractual agreements are based on Change
TA S K S
Requests. Carefully monitor and record all changes to and deviations from the contractual agreements induced
The other important aspect is the mastering of the claims and waiver management to ensure that changes which occur during by Airbus on the one hand and/or the supplier(s) on the other. Estimate the cost repercussions of changes and
the lifecycle of the Airbus Project do not result in unfavorable claims enforced by the supply chain. This must be done in deviations. Settle claims/waivers and counter-claims/waivers by means of negotiations.
accordance with Airbus’ claims procedure (AP5252).
code
G OL D E N
R U LE S
Supplier Contains all relevant performance KPIs to be reported on a regular basis. 13123A
Changes to the contract or the specification of the deliverable may require adaptive actions. Like the formal Performance
change control system, the adaptive actions must be formally recorded. Report
O UTP U TS
Supplier The deliverable documents must typically contain: 13123B
Responsible P ro c u re m e n t M a n a g e r Supplier The Change Requests may include scope change, reduction or expansion. 13123C
RAS CI
Supporting PMO Requests SoW(s)) are affected by the change, and in which way and to what extent. It must also
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r include used analyses and assumptions as well as a description of the proposed solution
212 213
1 FOUNDATIONS
L I F ECYC L E
1.3.12.4 Close Procurements Opportunity Implementation Solution
10 20 30 40 50 60 70
This Task Group describes how to close procurements of the Airbus Project. assessed launched ready validated committed delivered closed
i ii
1 PM Foundations
1 PM Foundations
• Supply Chain Management • Negotiate settlements • Contract Closure Report i Supply Chain Management Plan 1.3.12.1
I N P UT S
Plan • Close contracts ii Supplier Contracts 1.3.12.2
• Supplier Contracts
Close Procurement is about the formal conclusion of the contract, the process of accepting all process deliverables and
finalising all the administrative activities of open claims until the final payment of the supplier. It includes the management of any
potential consequences resulting from the end of the contract and the prevention of any potential disruption to the supply chain. Close Procurements
OVERVIEW
Any payments of supplier invoices are made upon issuing of Purchase Orders and after deliverables have been goods receipted 1. Negotiate settlements: Identify elements of the contract deemed as not fulfilled and thus to be
and accepted. Contract closure cannot occur prior to having settled all due payments. drawn-up for settlement. Communicate with the supplier. Negotiate with supplier and agree settlement.
2. Close contracts: Identify the requirements in the contract that define the closure of the contracts. Collect
The Airbus Project together with the Procurement Function may organise a contract closure meeting together with the key evidence of contract completion (legal, Intellectual Property Rights, deliverable acceptance, inspections, change
actors from the supplier(s) to evaluate accomplished work and discuss any lessons learnt. register, etc.). Ensure any settlements are finalised. Collect lessons learnt. Issue required formal documentations
necessary to close the contracts.
The Airbus Project shall obtain written confirmation that all Intellectual Property Rights (IPR) and Airbus confidential information
has been returned or destroyed. It has also to check that the supplier ensures the return of any shared, loaned or borrowed
material.
TA S K S
G OL D E N
R U LE S
Supplier contracts should stipulate the terms of their closure.
Deliverables’ acceptance criteria should be defined in the contract. code

Contract This report typically includes: 13124A
OUT P UTS
Closure Report • Procurement file (the contractual documents)
Responsible P ro c u re m e n t M a n a g e r • Deliverable acceptance reports
• Lessons learnt.
RAS CI
Supporting PMO
214 215
1 PM Foundations
PM
FOUNDATIONS
People
1.4
216
1 PM Foundations
1.4.1 Project Management Jobs, Positions and Roles.................................................................................................. 220
1.4.2 Project Management Professional Certification................................................................................................... 224
1.4.3 Project Management Competence Management. ............................................................................................... 228
1 PM Foundations 1.4.4 Project Management Training ......................................................................................................................................... 232
1.4.5 Project Management Coaching....................................................................................................................................... 236
1.4 People in Project Management 1.4.6 Project Management Career Path Model.................................................................................................................. 240
Introduction 1.4.7 PMO Service............................................................................................................................................................................... 244
1 PM Foundations
1 PM Foundations
Project-oriented companies do not only rely on good Project Management methods, processes and tools, but also rely heavily
on professional Project Managers. However, the latter are a scarce resource in probably every company, with Airbus being no
exception.
Strengthening Project Management skills and competences is therefore key to the future of Airbus and is considered as a
crucial activity. Airbus must ensure that the necessary competencies are in place at the right time to meet business objectives
and to remain a company capable of delivering Projects successfully.
The following outlines what Airbus is doing to ensure professional Project Management staff are in place to manage its
demanding Projects, now and in the future.
APPLICABLE DOCUMENTS

Handbook Enhancing Project Management Airbus People/
Competencies P&PM Community/
Enhancing PM
Competence
Manual P&PM Human Aspects Manual AM2530 MyDoc
Directives ECM (Directory of P&PM Airbus People

Professions/Competence/Skills) Website
218 219
1 PM Foundations
1.4 People in Project Management
1.4.1 Project Management Jobs, Positions and Roles
1 PM Foundations
1 PM Foundations
The following definitions are introduced to better support people-related matters in Project Management and ensure alignment Overview on PM Jobs, Positions and Roles...................................................................................................................
Fig. 141-1
to company strategy in managing key competences (see also Figure 141-1):
• Employees are occupying individual positions in the company.

• E ach position has a title. Position titles can differ, even if the contents of the positions are similar. This Guidebook: For comparison only:
• Some positions, even with different titles, may represent generically the same cluster of tasks to be done. In these cases,
positions can be grouped to generic roles. Project Manager Programme Manager
• There are also generic role titles for these generic roles. They depend on the Project Category. Examples for Position IPT leader Head Head of
• T hrough EADS Competence Management (ECM), a Job Catalogue is published comprising all the jobs (formerly called Titles at Airbus
Head of PMO
Head of PPM
Risk
Manager
PMO PPM LBIP leader of A350 Single Aisle
Programme
Manager SA
professions) at Airbus, with their associated competences and skills. ALPS leader Programme Programme
• uring the ECM process, managers identify which job – and possibly which additional competencies and skills from other
D PM
jobs – at which Proficiency Level (ranging from 1 to 5) best characterises an individual position. Project Project Programme Programme
GENERIC Head of PMO Discipline PM Officer
Leader Leader Manager Manager
• uring the same process, employees characterise their proficiencies for the job selected by the manager – and possibly
D Leader
additional competencies and skills from other jobs from the ECM job catalogue – by allocating their subjective Proficiency Executive Senior
Levels to them. Project Project
PLATINUM PM PM PM Officer N/A N/A
Director Director
Officer Officer
There are six jobs related to Project and Programme Management (P&PM) listed in the ECM job catalogue: Executive
Generic Senior PM Advanced
GOLD PM Officer Project N/A N/A N/A
• Project Manager Role Titles Officer PM Officer
Leader
• Project Management Officer (PMO) for Projects
• Programme Manager categorised
as: Advanced PM
Senior
• Integrated Planning Manager SILVER
Officer
PM Officer PM Officer Project
Leader
N/A N/A N/A
• Customisation and Offer Manager

• Customer Programme Director (formerly FCO Manager). BRONZE N/A PM Officer PM Officer
Project Team
N/A N/A N/A
Leader
Project
IRON N/A PM Officer PM Officer Task N/A N/A N/A
Leader
Project Programme Programme Programme

P&PM Jobs in ECM PMO PMO PMO
Manager Manager Manager Manager
SJ-PM-AI SJ-PM-AI SJ-PM-AI
Job Catalogue SJ-PM-AI SJ-PM-AI SJ-PM-AI SJ-PM-AI
-002 -002 -002
-001 -003 -003 -003
220 221
1 PM Foundations
1.4.1 Project Management Jobs, Positions and Roles (cont’d)
1 PM Foundations
1 PM Foundations
This Guidebook concentrates on Project Managers (see Figure 141-1) and only the following jobs are considered here (please
note that for reasons of simplicity, all jobs, positions and roles in this Guidebook are generically called ‘Project Manager’ unless
stated otherwise):
• P roject Manager
(ECM Job Catalogue: SJ-PM-AI-001)
Having direct responsibility to the client (customer or sponsor or steering committee) for the achievement of the Project,
ensuring the achievement of all technical, cost and time objectives.
• Project Management Officer (PMO)

Supporting the Project Manager or Programme Manager through the application of Project Management standards laid
down in this Guidebook (among others), and by providing quantitative and qualitative data as well as advice in support of the
decision making process within Projects or Programmes.
• Programme Manager
Leading a Programme or a Project Portfolio by:
• defining the business strategy, planning and leading the organisation

• s teering a group of unique Projects and possibly recurring processes through the full lifecycle from understanding the
customer needs until delivery, operational support and eventual disposal of the product, solution or service
•d elivering products, solutions and services to customers on TCQP (on Time, at the right Cost, with sufficient Quality and
at the right Price) while generating profit for the company over the full lifecycle of the product, solution or service
• taking full business responsibility.
222 223
1 PM Foundations
1.4.2 Project Management Professional Certification
1 PM Foundations
1 PM Foundations
PM Professional Certification defines the minimum required PM competencies to be demonstrated through knowledge and PM Professional Certification: Cluster “Project Management”......................................................................
Fig. 142-2
experience.
Minimum Competency Requirements for
Airbus PM Certification Levels
PM Professional Certification Levels............................................................................................................................ INPUTS Iron Bronze Silver Gold Platinum
Fig. 142-1 PROJECT MANAGEMENT
Years of Engagement in Projects 2 5 8 11 15
0
Project Management – Into Practice

Blank
Iron Bronze Silver Gold Platinum
Certificate Certificate Certificate Certificate Certificate Unified Planning – Plan Viewer
Blank
PMI PMP® Accreditation

Blank
Customisation/Offer Management/
FCO Fundamentals Blank
Years of Leading Project Teams 0 0 3 6 10

0
They are grouped into five distinct and cumulative levels, see Figure 142-1, each possessing specific experience and knowledge
requirements grouped into six different clusters: Project Management –
People Make the Difference Blank
• P roject Management Project Management – Advanced PM

• Product/technical Blank
•M ulti-functional Advanced Project Team Leading

Blank
• Multi-cultural Airbus Development Centre for
• D eliverable oriented Project Manager (DCPM) Blank
• Financial and business related. IPMA® Level B Accreditation
Blank
As an example, the Project Management cluster is depicted in the Figure 142-2. IPMA® Level A Accreditation
Blank
Certification is achievable through a dedicated process, described in Figure 142-3. Completion of the process results in the
award of one of the following:
Note:
• formal recognition by a dedicated multi-functional PM Recognition Committee that the Airbus PM Professional Certification • Grey areas describe training courses.
level applied for has been achieved • Green areas describe the relevant experience required.
• recommendation for the steps a candidate may need to take to close eventual competency gaps. • Blue areas describe certifications issued by external bodies required as part of the Airbus PM Professional Certification scheme.
• Dots indicate the lowest certification level where a given training course is required.
As of 2012, the Airbus PM Professional Certification is a mandatory pre-requisite for newly appointed Project Managers (Note • Small white squares describe the minimum number of years or other minimum number required.
that this does not bear consequences for existing Project Managers in their current positions). • Arrows indicate where a certain number of years of experience can supersede the need for training courses.
224 225
1 PM Foundations
1.4.2 Project Management Professional Certification (cont’d)
1 PM Foundations
1 PM Foundations
As an Airbus employee, gaining Airbus PM Professional Certification offers:
• p ersonal recognition APPLICABLE DOCUMENTS

• becoming part of a pool of people for newly appointed Project Managers
• p reparation for 2012, when certification becomes mandatory for key PM roles
• acquisition of the foundations enabling a career based on delivering increasingly demanding Projects Template Airbus PM Certification self assessment Airbus People/
• the right to claim Minimum Proficiency Levels in EADS Competence Management (ECM). Airbus PM Certification questionnaire P&PM Community/
Enhancing PM
Competence
Handbook Enhancing Project Airbus People/

Management Competencies P&PM Community/
PM Professional Certification: How to become certified....................................................................................
Fig. 142-3 Enhancing PM
Competence
Step 1 Step 2 Step 3 Step 4 Applicable Tools

AWARNESS APPLICATION ANALYSIS AWARD Title Description Reference Access
Project Harmonise and Categorise AirbusPeople/
Categorisation Projects to determine required competencies P&PM
Toolkit for Project Managers across Airbus Management
Community/
Standards and
Tools

The Airbus PM Professional Certification is cumulative. The Silver PM Professional level requirements
GOL D E N
RU LE S
includes all Bronze PM Professional level requirements plus those which are specific to Silver PM Title Description Reference Access
Professional level.
Enhancing PM Handbook Airbus People/
As of 2012, a candidate must at least be certified as an Airbus Silver PM Professional to be nominated Competencies myHR/Learning
to lead a Silver Project.
226 227
1 PM Foundations
1.4.3 Project Management Competence Management
1 PM Foundations
1 PM Foundations
Airbus believes that competence management is essential to manage business challenges with an optimum level of resources. Employees subsequently assess themselves against the set position requirements using the same Proficiency Level scale.
The competence management process aims at describing and mapping Airbus competences in order to identify the present Proficiency Level 1 stands for adequate education with no experience in the subject whilst Proficiency Level 5 stands for
and future needs for competences in the company. It is governed by the EADS Competence Management (ECM) policy. extensive knowledge about the subject and demonstrated world class expertise.
The objective of ECM is to obtain a structured list of all Airbus jobs and expected competencies, skills, and knowledge in order Minimum Proficiency Level requirements for generic roles in P&PM............................................................
Fig. 143-2
to identify potential competence gaps to be filled. Figure 143-1 describes the overall process.
proficiency LEVELS
Every manager is requested to describe each PM position in his/her area of responsibility in terms of required competencies and CRITERIA 1 2 3 4 5
skills. Managers assign a Proficiency Level between 1 and 5 to each PM position’s competencies and skills. Figure 143-2 depicts
Knowledge Adequate Limited Good Level High Level Extensive
suggested Proficiency Levels for the generic P&PM roles in Categorised Airbus Projects using the ECM Catalogue jobs, competences Education Generic Role Titles
and skills. It also describes the link between ECM and Airbus PM Professional Certification described in Chapter 1.4.2. Experience None Sufficient Enough Wide World Class
r
de
Perform Perform Perform all
er
er
r
PM Lea
er
Basic Standard
e
r
ad
fic
fic
de
Autonomy Autono- Complex Complex
ad
r
Routines Tasks
e
ECM Process. ...............................................................................................................................................................................
Of
ive ect
Of
ea
mously Tasks Tasks
Le
tL
fic
or
kL
ct
jec
Of
ro
Fig. 143-1
P
Limited to Define
ire
eP
ea
as
er
Provides Develop
ro
Transfer of
M
ed
tD
None Basic Methods &
tT
tT
fic
rP
rP
v
Instruction Instructions
Knowledge Methods
nc
i
ut
ut
Influence
ec
ec
ec
Of
nio
nio
va
ec
ec
oj
oj
oj
Map job Set Self Assessment
PM
Ad
Se
Se
Ex
Ex
Pr
Pr
Pr
Interview Validation
to position requirement assessment review SJ-PM--AI-001 Project Manager 2 2 3 4 4
Jobs
Manager Manager Employee Manager & Employee Manager SJ-PM-AI-002 Project Management Officer (PMO) 2 2 3 4
Employee
CO-GM-00006 Communicate and Influence 2 2 3 3 3 3 4 4 4
The manager The manager The employee The manager and the The employee The manager
selects a job sets a Proficiency assesses his/her employee discuss updates the validates the CO-GPA-00001 Risk & Opportunity Management Execution 2 2 3 2 3 3 4 4 5
for each position Level (PL) for the PL against the the employee’s assessment assessment. CO-PJ-00001 Project Lifecycle Management 3 2 3 3 4 3 4 4 4
COMPETENCES
in his/her team. job and each requirements. competences and following the CO-PJ-00002 Partner & Subcontractor Management 2 2 2 3 3 3 4 4 5
competence He/She can add the best solutions to interview.
& skill. competences and develop them. CO-PM-00001 PM Processes, Methods & Tools 3 3 3 3 3 4 4 4 4
He/She can skills not required The competence CO-PM-00002 PM Operations 3 2 3 2 3 4 4 4 4
also add other by the position. gaps and linked CO-PS-00001 Stakeholder Management 2 2 2 2 3 3 4 3 5
competences learning events are
CO-GM-00002 Manage/Fulfill customers expectations 2 2 2 2 3 3 4 4 5
& skills. summarised on the
profile match-up. CO-OP-00001 Analyse and Solve Complex Problems 2 2 3 3 4 3 5 5 4
CO-PS-00002 Contract Management 2 2 2 2 3 3 4 4 5
Training Required Airbus PM Professional Certificate*: Proficiency level for “MUST” competences related to the job
requests
Iron Bronze Silver Gold Platinum Proficiency level for additional competences
N/A
*As of 2012 for newly appointed Project Managers
228 229
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1.4.3 Project Management Competence Management (cont’d)
1 PM Foundations
1 PM Foundations
The analysis of the data collected during competence interviews aims at identifying the actions required to close the gaps Better visibility on the available or lacking P&PM competences across the company then allows:
between competencies required by the manager and competencies available with the employee. Proposed solutions can be
linked to training, mobility, recruitment amongst others. • Best use of resources to meet business requirements
• Anticipation of whether Airbus’ future competence needs can be met
Competence gaps are analysed at individual and collective levels. See Figure 143-3 for an example of collective analysis for • The launch of appropriate development actions such as training, knowledge transfer or mobility.
an organisational entity. Human Resources (HR) and functions have a shared responsibility in the identification, launch and
The ECM approach applied to P&PM:
sponsorship of appropriate gap-closing actions, according to the company priorities and constraints. Beyond the measurement
of Airbus’ current business needs, the goal is to ensure the evolution of competences in order to meet anticipated future needs • Provides a common reference to guarantee that the same understanding of jobs, competences and skills is achieved across
determined by the market, technology and demographics. the company, in every activity and in every country
• Represents a consistent and comprehensive approach to managing competences - encompassing recruitment, resource
By proposing a clear vision of P&PM jobs, positions and roles, recognised and understood by all, a higher level of professionalism planning, learning, training, career management, etc.
can be applied when selecting Project Management professionals. • Enables managers to acquire a global vision regarding the potential of teams by identifying competence gaps to be filled and
making training solutions available
Collective PM Competence Analysis for an Organisational Entity. ............................................................... • Enables HR to better support adequate staffing for business activities and/or emerging Projects
Fig. 143-3
• Enables employees to position themselves objectively by understanding position requirements and how to close identified
Available Proficiency Level with Position Owner competence gaps
(B) Pool of resources • Ensures that the necessary competencies are in the right place at the right time in order to meet business objectives and to
(A) Too low a 1 2 3 4 5 for potential mobility to remain a successful company
proficiency level
1
achieve better match • Secures employment by ensuring that employee development is oriented towards both short and long term needs.
Level for the Position
in any case
Needed Proficiency
(A) (B)
2 (C) Nominal situation
for most positions, no
3 (C) special actions
4 (D) (E) Experts to be

(D) Improvements (E)
used for Mentoring/
5
required Expert Advising
Applicable Tools

ECM-I Tool This tool is used to maximise competence AirbusPeople
GOL D E N
RUL E S
Only one main job can be assigned to a position or individual. Further customisation, if needed, can be made management effectiveness and investment MyHR/
by adding specific competences or skills from other jobs. in training across EADS. Competence
Management
230 231
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1.4.4 Project Management Training
1 PM Foundations
1 PM Foundations
Airbus PM training modules are planned and managed by the PM Academy. The compendium of all PM training courses offered Project Management Training Curriculum.................................................................................................................
Fig. 144-1
by the PM Academy, the “PM Training Curriculum”, is depicted in Figure 144-1.
It offers a wide range of modules in six different areas:

Awareness Standard Advanced
• PM Foundations (refer to Chapter 1)
• A ircraft Development Projects (refer to Chapter 2)
• Aircraft Series Programmes (refer to Chapter 2) • EADS e-Learning •P
M Advanced
• Improvement Projects (refer to Chapter 4)
• PM lnto Practice • IPMA Level B
• R&T Projects (refer to Chapter 5)
• P roject Portfolio. • PMI PMP Certification
• IPMA Level A
The Training Curriculum also defines three levels of training modules: Awareness, Standard and Advanced. (not deployed yet)
PM Foundations •P
M People Make the
The individual training modules are set out to achieve the following objectives: •E
ADS Hot Topics
Difference
Awareness •P
M take off •A
irbus DCPM
(Development Center
• “PM Discover”
for Project Managers)
To learn common Airbus Project Management terminology and to be able to understand how Projects are managed
according to Airbus policy. •E
ADS DCPM
• “Play Earned Value Management (EVM)” •P
lay EVM • UP Viewer
To give basic knowledge of EVM.
Aircraft
• “Organisation and Process for Technical Product Leader (TPL)” Development
• UP Planner
To present the Research and Technology (R&T) environment, explain the role and responsibilities of the Technical Product • UP Cost & Workload
Projects
Leaders and to provide the PM methodology.
• PM for Customer Team
Standard Aircraft Series •F
CO Process and
•J
aguar/APC/Super
Programmes Customisation Awareness
• “EADS e-Learning”
To provide an autonomous training in the Project Management Institute (PMI) methodologies and team leadership Improvement • Business lmprovement
approaches. Projects Project
• “PM Into Practice” •O
rganisation and Process
To develop a common approach to Project Management within Airbus; to be able to implement the basic Airbus PM R&T Projects
for Technical Product Leader
processes and methods to ensure Project success.
Project • UP-3P for Project
• “PMI PMP Certification” Portfolios Management
To achieve accreditations with the worldwide recognised Project Management Institute (PMI).
232 233
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1.4.4 Project Management Training (cont’d)
1 PM Foundations
1 PM Foundations
Standard (cont’d) • “UP-3P for Project Management”

• “People Make the Difference” To get UP-3P framing principles; a complete and detailed understanding of UP-3P working processes and tool features for
To enhance the performance of Project teams in terms of behaviours and team member interactions. the management of Project portfolios and multi-Project management process.
• “PM Take Off” Advanced

To implement the basic PM processes and methods through a Project case study and mitigate the main risks of a Project.
• “PM Advanced”
• “UP Viewer” To be able to perform Project architecture and integration activities within large Projects. To get more in-depth knowledge on
To get a complete and detailed understanding of Unified Planning (UP) working processes and tool features and to refresh critical PM processes, especially for large and complex Projects.
UP framing principles on reader mode.
• “IPMA”
• “UP Planner” To deepen and strengthen PM knowledge and skills, to support Project Managers in gaining PM expertise, to promote
To refresh UP framing principles and to get a complete and detailed understanding of UP working processes and tool and recognise the Project Performance Manager (PPM) in holding a globally recognised title. Level A is for Certified Project
features on writer mode. Directors able to manage complex Project Portfolios and Programmes. Level B is for Certified Senior Project Managers able
• “UP Cost and Workload” to manage complex Projects.
To know about Non Recurring Cost (NRC) processes and to be able to man age them in UP tools. • EADS “Hot Topics”
• “PM for Customer Team” To provide special PM topics to Project Managers on executive level across EADS.
To better understand the context and environment of aerostructure customer teams to ease and improve the relationship with • “Development Centre for PM”
suppliers and Risk Sharing Partners (RSP), including the share and exchange of best practices. To assess PM professionals in a safe environment providing constructive feedback on their strengths and development
• “APC Jaguar” needs.
To provide ability defining an industrial plan. • “FCO Process and Customisation Awareness”
• “Business Improvement Project” To understand the major stakes of aircraft customisation, its management and Fulfil Customer Order (FCO) management
To get a practical background in work on Projects to improve the business. processes.
Ensure one gets the approval of his/her manager for a training request.
GO LD E N
RULES
One has to verify that pre-requisites/target population criteria are met.
P&PM Portal on Airbus People should be used to get more detailed information on training.
234 235
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1.4.5 Project Management Coaching
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1 PM Foundations
Airbus offers a PM Coaching service, in collaboration with preferred coaching suppliers, to help Project Managers and their Project Management Coaching Service: Process....................................................................................................
Fig. 145-1
teams deploy and implement Airbus Project Management practices into their daily work.
The coaching activity may be launched as a result of a business request for support or where it has been identified that a PM
Coaching service may benefit a Project. Identify Business interviews
Kick-off/revise Coaching
coaching with coaches and
The PM Coaching service begins with the identification of focal points and prioritisation criteria. Over the course of the coaching coaching Documentation
need + specify subsequent coach
activities & Closure
activity these areas are iteratively addressed by a coach with the defined participants from the Project or a contributing function. definition selection
The timing and duration of each coaching service is flexible and defined by the customer (up to a maximum of 3 months). As the
coaching service progresses and difficulties in the focal areas are increasingly resolved, new focal areas may be identified and
treated through subsequent coachings. An overview of the coaching process is shown in Figure 145-1.
Typical areas for expert advice delivered through the PM Coaching service are shown in Figure 145-2. These may be expanded
as required, on a case by case basis.
Measure Coach &
progress Improve
PM Coaching has numerous benefits including:
• helping Project teams and/or individuals improve their Project Management capability
• happening on the job as an interactive support, customised to the Project context
• supporting Projects that are in difficulty or in recovery
• enabling Projects to achieve their Time, Cost, Quality and Performance (TQCP) targets
• deploying and implementing consistent Airbus Project Management practices into daily Project operations.
236 237
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1.4.5 Project Management Coaching (cont’d)
1 PM Foundations
1 PM Foundations
PM Coaching Areas...................................................................................................................................................................
Fig. 145-2
Project,
Execute, Monitor Project
Programme Plan a Project and
Initiate a Project & Control, Close Management People
and Portfolio Initial Baselines
a Project Skills
Governance
• Portfolio Governance • Project organisation and •P roject organisation and •R equirements & Change • Leadership: General
processes set-up set-up management • Leadership: Model
• Portfolio Strategic • Stakeholder mapping • Detailed Project •M onitor & control (effort, •L eadership: Motivation
Planning • Define Scope and Top Architecture (xBS view) production, costs, • Influencing: General
• Portfolio Alignment Level Requirements •R efined Business Case risks, etc.) • Influencing: Conflicts
(to Business & Strategy) • Define Top Level Project Definition •M anage Human • Delegation
• Stakeholder Architecture (xBS views) •P lan the Project and Resources • Other
Management • Business Case Definition initial baselines •M anage Configuration
• Portfolio Monitor & • Master Schedule • Detailed Phase/Gate •M anage Project Closure
Control • Top Level Phase/Gate review process definition & Lessons learnt
• Meetings, Communicate review process definition •R equirements & Change • Report performance
& Report management plan
•C onfiguration
Management Plan
• Define Monitor and
Control process
•P roject Cost Management
•C ommunication Plan
•P roject Time Management
The coaching is NOT a service providing capacity i.e. the beneficiary must still do the PM related work. APPLICABLE DOCUMENTS

GO LD E N
The persons being coached must ensure they are available to work with the coach.
R U LE S
Template PM Coaching Work Specification Template SP0900602 Airbus

People/P&PM
Coaching is not a substitute for PM training courses: a basic knowledge of PM is required. Management
Community/
The coaching service should last no more than 3 months. PM Operations
238 239
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1.4.6 Project Management Career Path Model
1 PM Foundations
1 PM Foundations
The Project Management Career Path Model defines a career composed of increasingly demanding roles for Project Managers. Please note that the radar chart as shown in Figure 146-2 is not describing any functional aspects or Airbus Functions as
It requires adequate Airbus PM Professional Certification as a mandatory pre-requisite for nominations and promotions to such. It describes career paths which may or may not cross the borders of Functions. It is generally accepted that the position
Project Manager positions; see Figure 146-1. It also grants individuals with a Title for the period they hold one of the generic for Project Leader roles in this form of radar chart is roughly the area bordered by an orange frame (see Figure 146-2), called
Project Manager roles. Nevertheless, nominations to Project Manager roles also require acceptable adequacy of technical “Project Lead”.
competencies as well as the fulfillment of any general promotions criteria applicable at Airbus. The Airbus PM Career Path Model now defines a career constituted of roles in which Project Leaders deliver increasingly
demanding Projects while pursuing their careers.
Figure 146-2 helps to illustrate the Airbus PM Career Path Model. It uses a radar chart, the traditional way of picturing career
paths, strung by two axes: ‘General Management’ (for pure Line Management careers) and ‘Expertise’ (for pure Expert careers Airbus PM Career Path Model..............................................................................................................................................
Fig. 146-2
without any leadership responsibilities). In reality, most Line Managers and most Experts do not entirely correspond to this e
Tec
hnic
simplified image. Most Experts do have some leadership responsibility and most Line Managers are experts to a certain extent in amm a
& In l Arch
rogr
e c t & Pager tegr it
ator ect
some areas. j
Pro Man
PM Career Path Model for Project Leaders................................................................................................................ Pla
tinum
Fig. 146-1 Proje
ct
PR
Gold
OJ
Projec
ag
t Pr
PM Professional Iron Bronze Silver Gold Platinum
EC
Pro oj
an
Ex
jec
TL
Certification Levels Certificate Certificate Certificate Certificate Certificate er
ec
Silv t
p
EA
ct
er
ne
je
D
TS
t
EC
Li
o
Project
Pr
MINIMUM REQUIRED Pr OJ
oje PR
PM COMPETENCIES Bro
nze ct
t
ADEQUACY OF TECHNICAL ec Pro Pr
oj
ise
jec
oj
COMPETENCIES
ert
t
Pr
Iron
Gen
ec
Exp
t
era
Project Category* Iron Bronze Silver Gold Platinum lM
a nag areer
em in a C
Generic Role Title Project Project Senior Executive Project ent Roles
Entry
in Airbus PM Career Role Task Team Project Project Director
Path Model Leader Leader Leader Leader Potential Promotions
Years in Role (typical) 2-3 3-4 3-5 3-5 4-7
Typical Role Grading L6/L5 L5 L5/L4 L4/L3 EXEC

Minimum PM Certification
Competencies Project Category Example
Platinum PM Professional Platinum A/C Development

If and where applicable:
Gold PM Professional Gold ACMT/PDT
PROMOTIONS
ACCORDING TO Silver PM Professional Silver CMIT/IPT
ENTITY-SPECIFIC
GUIDELINES Bronze PM Professional Bronze DBT
* As defined by EADS = Mandatory Input Iron PM Professional Iron Deliverable
240 241
1 PM Foundations
1.4.6 Project Management Career Path Model (cont’d)
1 PM Foundations
1 PM Foundations
Figure 146-2 shows a career line in Green commensurate with the Airbus PM Career Path Model described here: a Project Example A
Leader successively delivers Iron, Bronze, Silver, Gold and Platinum Projects. In line with the Airbus PM Professional Certification
scheme, the Airbus PM Career Path Model identifies the minimum PM competencies required to be demonstrated prior to An engineer is evaluated as having the potential to become a Chief Engineer one day. To this end, he/she is mainly
acceptance as leader of a Project of a certain category. When a Project Leader becomes a candidate for leading a Project of a supported by the Technical Aircraft and Integrator Career Path Model. According to the blue line in Figure 146-2, the
certain category, the corresponding Airbus PM Professional Certification will be required (small Blue circles in Figure 146-2). engineer is often contributing to Projects of different categories during his/her career. However, at one stage he/she could
accept a position to lead a Silver Project before returning to a technical architecting and integration role. In accepting the
Being certified as an Airbus PM Professional at the appropriate level – i.e. commensurate with the category of the Project he/ Project Leader role, he/she will be temporarily supported by the PM Career Path Model for Project Leaders. As a result, he/
she intends to lead – is a mandatory requirement as of 2012. However, this only applies to newly appointed Project Managers. she must comply with the corresponding Entry Requirements; he/she must at least be certified as a Silver
Existing Project Managers will not be affected until they intend to lead a new Project. To achieve the appropriate level of Airbus PM Professional.
PM Professional Certification, as this process takes time, special care should be taken by employees and their managers in
designing individual development plans to ensure that career aspirations can be met.
Example B
Figure 146-2 is also useful to demonstrate that the PM Career Model is a dynamic one. Stepping into it or leaving it is possible
at all times. It is possible to join the PM Career Path Model from any other of Airbus’ career path models; from the technical Figure 146-2 depicts two other examples: A career path of an Expert (Yellow line) and of a Line Manager (Red line). Both
architect and integrator Career Path Model for example. However, PM competency entry requirements apply to all candidates careers have never included roles of leading Projects. In order to explain the differences in terms of career path possibilities,
wishing to lead a Project, even if they generally pursue a different career or are supported by another career path model. it is shown in Figure 146-2 that:
• The Line Manager occasionally contributed to Projects (here, Bronze and Silver Projects respectively).
• The Expert has never contributed to a Project (though in reality most Experts do contribute to some sort of Project).
In both cases they are not affected by the Airbus PM Career Path Model.
242 243
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1.4.7 PMO Service
1 PM Foundations
1 PM Foundations
Through the Centre of Competence (CoC) P&PM, Airbus is providing a PMO service to all Airbus business areas. It assigns In this case, the CoC P&PM will arrange to provide the support from either staff on temporary contracts (for example LAKs in
individual PMOs to a Project from a pool of PMOs and manages the ‘PMO Home Function’ (see Figure 147-1). Germany or ‘temps’ in UK) or by formulating a work specification and procuring the PMO service from an external PMO service
provider.
The service is provided by a combination of Airbus permanent staff, the Active Work Force (AWF) and Airbus temporary staff. Airbus’ selected preferred suppliers will be engaged to provide the service.
The remaining need is outsourced to selected service providers. The responsible business area should approach the CoC Whenever it is necessary to provide the service via an in-situ sub-contract, it must be remembered that Airbus is procuring
P&PM to discuss and request PMO support before a new Project is launched. Where appropriate, the CoC P&PM will support a service from an external provider. This is characterised by a series of deliverables as opposed to a number of individual
the Project Leader and/or Sponsor to categorise the Project (refer to Chapter 1.3.1.3 for further details). This will enable an employees. Certain constraints need to be respected In these cases. The CoC P&PM will provide advice on constraints in terms
assessment of the appropriate level of PMO support required for the Project. of legal compliance and ensuring a proper payment process for the supplier.
Following the assessment of needs, and subject to headcount and budgetary constraints, the CoC P&PM will deploy PMOs to Once the PMO service is mobilised, the CoC P&PM will have an ongoing functional responsibility to ensure that the service is
meet the business requirement, see Figure 147-2. The first priority will be to provide the support from the AWF PMOs. If the skill performed to a good standard and in accordance with the defined Airbus way in PM operation.
is not available in the AWF PMO pool it may be necessary to provide the support from external sources. Towards the end of a Project the CoC P&PM will plan the release of the PMOs and their redeployment to a new assignment.
Principles of PMO Supply Service..................................................................................................................................... PMO Supply Service: Process...............................................................................................................................................

Fig. 147-1 Fig. 147-2
PMO Home Project PMO

Project Launch
Function Categorisation requirement
Re-deployment Deployment
(e.g. Project end, or for (e.g. Project start, or
career reasons) for career reasons) Budget & Temporary
AWF
Headcount staff vs.
available?
check No Sub-contract
Project X
Yes Temporary Sub-
Staff contract
PMO Service
Finance deployed
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1.4.7 PMO Service (cont’d)
1 PM Foundations
1 PM Foundations
There are several benefits arising from provision of PMO services:
•W
ith the CoC P&PM in charge, there is a clear responsibility to ensure that the service is provided by competent staff and in
accordance with the Airbus defined way-of-working for Project Management.
• The deployment of the available PMO staff can be optimised to reflect business priorities.
• PMO careers can be developed by appropriate redeployment from one Project to another.
• When an existing Project runs down, the CoC P&PM is in charge of finding a new role for the PMO.
Provide advance visibility to CoC P&PM of foreseen PMO needs to ensure provision via AOP.
G OL D E N
Ensure that requested service is for genuine PMO activity, not simply administrative reporting.
RULES
Applicable Tools
Include PMO in management team [subject to legal constraints for in-situ PMO sub-contracts].
e-Recruiting Standard Airbus tools for recruiting AWF Airbus People/
In case of service provision via in-situ sub-contract, respect legal compliance constraints. and temporary staff. myHR/Learning
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PM
FOUNDATIONS
TOOLS
1.5
248
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1 PM Foundations
1.5.1 Unified Planning (UP) Platform........................................................................................................................................ 252
1.5 Project Management Tools 1.5.2 Microsoft Project (MSP)....................................................................................................................................................... 256
Introduction 1.5.3 Active Risk Manager (ARM)............................................................................................................................................... 258
1 PM Foundations
1 PM Foundations
PM tools are key enablers to improve Project Management efficiency and delivery.
In many cases there are specific tools for specific Knowledge Areas, Project Types and Project Categories.
This chapter introduces some of the generic tools. Other tools are described in the specific Project Type chapters.
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1.5 Project Management Tools
1.5.1 Unified Planning (UP) Platform
1 PM Foundations
1 PM Foundations
Introduction The platform consists of the following UP areas:

The objective of Unified Planning is to assist Airbus teams in their Project Management activities, strengthen the Project-driven
way of working and improve the ability for Project teams to deliver Projects to Time, Cost, Quality and Performance (TCQP) • UP-Dev: supporting Aircraft Development. Refer to Chapters 2.13, 2.15 and 2.16 for further information.
objectives. • UP-Series: supporting Series Programmes. Refer to Chapter 9.1 for further information.
The Unified Planning solution key drivers: • UP-3P: supporting Project/Programme Portfolios. For further information see the following page.
• local accountabilities, empowerment To learn more and gain access to UP, contact BM2 or BMD/K and apply for the UP training via MyHR.
• subsidiarity and harmonised way of working, same rules for all
• shared data sets
• management of the interdependencies to improve overall coordination, secure consistency and convergence.
UP is supported by a web-based application, called OPX2, accessible through the Airbus People intranet.
Unified Planning Platform....................................................................................................................................................

Fig. 151-1
UP-DEV UP-3P
Schedule and cost Portfolio,
management for A/C Programme Type Title Reference Access
Programme Developments Unified Planning & Project Management
Toolkit UP-Dev Toolkit (Scheduling and C&W modules Airbus
UP + EVM) People/P&PM
1 Core Vision Management
3 platforms of solutions Community/
UP e-site

UP-SERIES
Complete range of Planning Title Description Reference Access
solutions for series A/C
Programmes Unified Planning Various training courses for all UP modules J06XAIW000XX Airbus People/
myHR/Learning
D2S Jaguar UP-IVP sUPer
252 253
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1.5.1 Unified Planning (UP) Platform (cont’d)
1 PM Foundations
1 PM Foundations
UP-3P UP-3P features. ...........................................................................................................................................................................

Fig. 151-2
UP-3P for Project/Programme Portfolios is designed to support:
• Efficiency: integrated functionalities and shared processes

• Consistency: between activity’s information, planning and costs Project Management
• Reliability: one common repository for technical, financial and quality information • ID Card Creation
Portfolio Management
• Visibility: information transparency for all stakeholders • IProject Planning • Portfolio creation & Management per
• Security: one repository with regular data back-up. • IForecast challenge & Cost Management consolidation axis
• Activity scoring • Master plan
Further features are shown in Figure 151-2. • References • Reporting functionalities & Dashboard
• Activity Follow-up
• Activity versions management
• Reporting functionalities & Dashboard
Strategic buckets
• Capture of budget targets per
consolidation axis
• Functions to compare budget targets
vs. activity forecasts
254 255
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1.5.2 Microsoft Project (MSP)
1 PM Foundations
1 PM Foundations
Introduction Example of MSP Gantt Chart. ..............................................................................................................................................

Fig. 152-1
Microsoft Project is a commercially available Project Management tool designed to assist Project Managers in developing plans,
assigning resources to tasks, tracking progress, managing budgets and analysing workloads.
MS Project is easy to use and allows the user to create Project Schedules based on Project start date, the Project calendar,
task definitions, task durations and dependencies between tasks.
MS Project is synonymous with the Gantt chart view – a chart with a time axis, Activity Bars and Milestones. See Figure 152-1.
To apply for the license to use the software contact your local IS/IT focal point.
To learn more about MSP, contact BMD/K and apply for the training via MyHR.

Microsoft Project MS Project training modules: ‘Overview’, Keyword search: Airbus People/
‘Fundamentals’, ‘Auditing and Tracking’ and *MS-PROJECT* myHR/Learning
‘Advanced’.
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1.5.3 Active Risk Manager (ARM)
1 PM Foundations
1 PM Foundations
Introduction To learn more about the ARM project (status, roadmap, trainings, etc.) please contact the Enterprise Risk Management
Active Risk Manager (ARM) has been selected as the official Enterprise Risk Management IT tool across the EADS group. department and/or visit the Risk & Opportunity Management e-site.
Implementing a single, enterprise-wide Risk and Opportunity Management system will provide a risk-adjusted view of business
information in a transparent, auditable and secure way.
From managing Project and Programme risk through to strategic enterprise oversight, ARM delivers an integrated approach to
identifying, assessing, mitigating, monitoring, documenting and analysing Risks and Opportunities in all business functions.
Screenshot of the ARM interface page..........................................................................................................................

Fig. 153-1

Risk & Opportunity The R&OM process, way of working and common XF01XAIW0051 Airbus People/
Management risk/opportunity language. Objective to change myHR/Learning
Fundamentals mindset and highlight that R&OM is everyone’s
responsibility.
ARM tool ARM delivers an integrated approach to identifying, Airbus People/

assessing, mitigating, monitoring, documenting and myHR/Learning
analysing Risks and Opportunities in all business
functions.
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PM
FOUNDATIONS
Assessments
1.6
260
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1.6.1 Project Management Maturity Measure (PM3) ...................................................................................................... 264
1.6 PM Assessments 1.6.2 Project Management Performance Assessment (PMPA)................................................................................. 266
Introduction 1.6.3 Project Management Capability Assessment (PMCA)....................................................................................... 268
1 PM Foundations
1 PM Foundations
To ensure continued maximum effectiveness, any Project Management system requires regular performance checks. These
checks are a fundamental part of the Plan-Do-Check-Act (PDCA) cycle of process improvement within Project Management.
They are used to check that Projects fulfil Project Management requirements and to plan actions for Project Management
improvements. The main objectives of Project Management performance checks are:
• To verify that Project Management processes are capable, stable and under control in order to achieve Project Time, Cost,
Performance and Quality objectives Policy Airbus Project Management Policy and General A1002.0 MyDoc
• To verify that Projects meet Airbus Project Management standards Requirements
• o improve Project Management practices and their efficiency
T
• To share and re-use best Project Management practices. Directive Airbus Project Management Requirements for A1002.1 MyDoc
Aircraft Development Projects
Three types of Project Management performance checks are currently in use at Airbus:
Process Perform Project Management Performance AP5350 MyDoc
• Project Management Capability Assessment (PMCA) Assessment (PMPA including PM Maturity
• Project Management Performance Assessment (PMPA) Assessment (PM3)
• P roject Management Maturity Measure (PM3)
Manual Project Management Capability Assessment AM2583 MyDoc
The choice for one or the other check method is based on the perimeter of the Project as well as on the type of analysis (PMCA)
required. Figure 16-1 illustrates this.
Procedure GRESS Module 1 AP1013.1 MyDoc
Project Management CHECK METHODS.............................................................................................................................
Fig. 16-1 Procedure GRAMS Module 1 AP2190.1 MyDoc
Perimeter
Internal (Airbus) External (Supplier/Partner)

PM Performance
Assessment PMPA PMCA PMCA Training To prepare people to be able to perform J06XAIW000xx Airbus People/
a PMCA myHR/Learning
Check
PMCA Awareness To have an awareness of PMCA Y03XAIW00018 Airbus People/

myHR/Learning
Quick
“Health Check” PM3 PM3 AQLA - PMPA To prepare people to perform a PMPA TN 10122974 Airbus People/
Auditor myHR/Learning
262 263
1 PM Foundations
1.6 PM Assessments
1.6.1 Project Management Maturity Measure (PM3)
1 PM Foundations
1 PM Foundations
The Project Management Maturity Measure (PM3) is a Project “health-check” used to identify Projects or specific PM Knowledge
EXAMPLE PM3 Radar Chart......................................................................................................................................................
Areas requiring improvement. Unlike PMPA and PMCA assessments, a PM3 does not use extensive documentary evidence Fig. 161-1
to verify findings. It is primarily based on a questionnaire covering nine PM Knowledge Areas centred on A1002 Project
Management requirements and best practices. The questionnaire is completed by an independent person using Project
documentation and answers from the Project team. The validity of the findings relies on the transparency of the Project team. Integration Management
The outcome of the PM3 consists of an overall Project Management Maturity Level as well as a Maturity Level per PM Knowledge Supply Chain Management Scope Management
Area. The results are presented in a radar chart as shown in Figure 161-1. Results are used to target improvement actions such
as Project Management coaching or support. If necessary a Project Management Performance Assessment may be triggered by
the outcome of a PM3. Risk & Opportunity
Management Time Management
Communication Management Cost & Finance Management

Good/Outstanding
Satisfactory
Current Scoring
Human Resource Management Quality Management
Example: Overall Scoring = 70%

Maturity Level 3 - Satisfactory
0% 40% 60% 80% 90% 100%
Level 1 Level 2 Level 3 Level 4 Level 5

Unacceptable Unsatisfactory Satisfactory Good Outstanding
264 265
1 PM Foundations
1.6 PM Assessments
1.6.2 Project Management Performance Assessment
1 PM Foundations
1 PM Foundations
A Project Management Performance Assessment (PMPA) is used to verify that an internal (Airbus) Project fulfils Airbus Project Project Management Performance Assessment Process Flowchart. .........................................................
Fig. 162-1
Management standards as defined in A1002.0 as well as to identify Project Management improvement opportunities. In the
case of Aircraft Development Projects, specific requirements are documented in A1002.1 that apply beyond the standard
requirements. The PMPA results include assessment findings, an assessment of Project Management strengths as well as 1 Initiating the Assessment and defining the scope
weaknesses and an action plan to implement improvements.
Several criteria can lead to the launch of a PMPA: 2 Selecting the assessment team and technical experts
• Major shortfall in On-Time-On-Quality delivery of the Project
• The Project Category (see Chapter 1.3.1.3)
3 Conducting document review
• urrent or potential PM deficiencies that have been identified
C
• Risk assessments identifying potential risks linked with PM practices.
A PMPA can also be launched as a preventive measure in order to bring and/or consolidate the confidence in the Project 4 Planning of activities and preparing the checklist
Management performance of the Project team. It allows for the identification of strengths and weaknesses and enables Project
team leaders in prioritising improvements.
It can also be a means to maintain compliance with current best practices in Airbus Project Management methods for a given Conducting interviews, collecting and verifying information and factual evidence.
5
Project. Findings explained to the actors to get a common view on Project status.
The PMPA is performed by an assessment team, which is made up of an Assessment Team Leader (ATL) and one or more
qualified PMPA assessor(s). The PMPA process is outlined in Figure 162-1. For complex Projects (e.g. Aircraft Development 6 Preparing the assessment report
Projects) the PMPA assessment may be split into a portfolio of lower level PMPAs.
The assessment team documents the assessment results on the Quality Audit system (PROQUIS). It also identifies and proposes 7 Conducting closing meeting
corrective actions. The action plan is submitted to the assessment client for its endorsement and implementation, and is
followed-up by the Assessment Team. If required the ATL will undertake verification of action closure and effectiveness. The
assessment can only be closed by the ATL when all actions are closed.
8 Distributing the assessment report
9 Action plan proposal and follow-up
10 Assessment Closure and archiving
Key: x In Situ
266 267
1 PM Foundations
1.6 PM Assessments
1.6.3 Project Management Capability Assessment
1 PM Foundations
1 PM Foundations
Related PM Foundations 1.3.8.3 Perform Quality Assurance The supplier’s Project Management capability ranking is generated through an in-depth assessment requesting evidences
across 12 dedicated Project Management disciplines.
A Project Management Capability Assessment (PMCA) is used to assess the Project Management capability of suppliers. It can
identify a supplier’s strengths and weaknesses regarding its management of Projects and Work Packages. Actions from the The target of the PMCA is for a supplier to reach level A overall - ‘Project Management operational’. See Figure 163-2.
PMCA are set out in an action plan which is jointly agreed with the supplier to achieve robust Project Management capabilities.
The PMCA ensures that requirements set in the GRESS or GRAMS Procedures are fulfilled (see Chapter 2.25).
Project Management Capability Assessment Ranking Guideline......................................................................
The PMCA is initially performed as part of the supplier selection process (PMCA Initial) but may also be used during subsequent Fig. 163-2
phases of the Project lifecycle, see Figure 163-1. The PMCA is performed by a multi-functional team of assessors, e.g. from
Programmes, Engineering, Manufacturing and Procurement. It is also supported by the Work Package Team Leaders/Customer 0% 40% 60% 80% 100%
Team Leaders (WPTL/CTL) within Airbus and, if necessary, by additional Airbus experts.
D C B A
The PMCA helps to secure product costs, on-time delivery and quality ensuring robust Project Management through
implementation of the action plan raised by the assessment. It also supports a supplier’s continuous improvement. Acceptable only in
Unacceptable Unsufficient Satisfactory
short term
Project Management Capability Assessment during product life cycle....................................................

Fig. 163-1
Market Supplier
Development Serial Production
Assessment Selection
Requirements/
Contract EIS
from GRESS/
GRAMS (Entry Into Service)
PMCA PMCA PMCA

Initial Follow-Up Follow-Up
During the Selection Phase PMCA During the Development Phase During the Serial Production phase
may be used: PMCA may be used: PMCA may be used:
• To support supplier selection • On request from the Programme • In case of major changes
when there is not enough Project or Work Package Leaders or in-service events that
Management capability data • To ensure required PM need demonstrated project
available for the selection report capability in place to move from management capabilities
Development to Series production
PMCA: Project Management Capability Assessment
268 269
1 PM Foundations
1.6 PM Assessments
1.6.3 Project Management Capability Assessment (cont’d)
1 PM Foundations
1 PM Foundations
Following the assessment a PMCA report is issued and signed by Airbus and the supplier.
The follow-up of the actions, as well as ensuring their closure, is part of the responsibility of the WPTL/CTL. Approximately one
year after the initial PMCA a follow-up PMCA is undertaken to ensure successful action plan implementation. The overall process
is shown in Figure 163-3.
Project Management Capability Assessment Process. .........................................................................................

Fig. 163-3
Airbus PMCA Team Responsibility Airbus WP Team Leader Responsibility
Action Action Plan

Plan Handed Over Action Plan Follow-Up monitoring
Validation To WP Leader
Actions
PMCA Closure
PMCA FINDINGS Contractual Progress Progress PMCA
Report
Initial Issuance Commitment Meeting Meeting Follow-up
Co-signed
+ 1 year from
ACTION Actions Implementation first PMCA
PLAN
+ 2 weeks Definition
KoM PR PDR
Selection Phase Development Phase

SUPPLIER Responsibility
PR: Plan Review PDR: Preliminary Design Review KOM: Kick Off Meeting
270 271
2
2 Aircraft
AIRCRAFT
PROJECTS
272
2.1 Lifecycle.................................................................................................................................................................. 278
2.2 Deliverable Checklist....................................................................................................................................... 282
2.3 Process.................................................................................................................................................................... 286
2.4 Integrated Project Proposition Development.................................................................................... 288
2.5 Requirements Management........................................................................................................................ 290
2.6 Aircraft Work Breakdown Structure........................................................................................................ 294
2.7 Product Identification...................................................................................................................................... 300
2.8 Offer Management............................................................................................................................................ 304
2 AIRCRAFT PROJECTS 2.9 Change Process. ................................................................................................................................................ 306
2.10 Configuration Conformity Management & Documentation (CCMD) .................................. 312
Introduction 2.11 Configured Digital Mock-up (cDMU)...................................................................................................... 316
2.12 Aircraft Route Books. ...................................................................................................................................... 324
2.13 Unified Planning Schedule Management............................................................................................. 326
2.14 Aircraft Business Case................................................................................................................................... 338
2.15 Unified Planning Cost Management....................................................................................................... 340
2.16 Unified Planning Earned Value Management.................................................................................... 346
Aircraft Projects include New Aircraft Development Projects (e.g. A350, A400M) and major Continuous Aircraft Development 2.17 Maturity Gate Reviews.................................................................................................................................... 352
Projects (e.g. NEO). 2.18 Advanced Product Quality Planning (APQP)...................................................................................... 356
2.19 Status Reporting. ............................................................................................................................................... 358
An Aircraft Project delivers an aircraft product ready for series production to an Aircraft Programme. The transition between the 2.20 Documentation Management..................................................................................................................... 362
Development Phase, governed by the Aircraft Project, and the Series Operations is a gradual one. See Chapters 2.27 and 2.28 2.21 Global and Local Risk & Opportunity Assessment........................................................................ 364
for further information on the Series Operations processes of Series Aircraft Integrated Planning and Fulfill Customer Orders 2.22 Manage External Aerostructure Work Packages............................................................................ 366
2.23 General Requirements for Suppliers (GRESS and GRAMS). .................................................... 372
2 Aircraft
2 Aircraft
(FCO).
2.24 Aircraft Projects Organisation.................................................................................................................... 378
2.25 Roles and Responsibilities........................................................................................................................... 380
2.26 Programme/Project Management Office (PMO)............................................................................. 384
2.27 Series Aircraft Integrated Planning......................................................................................................... 386
2.28 Fulfil Customer Orders (FCO)..................................................................................................................... 404
274 275
2 AIRCRAFT PROJECTS
Use the following table to find related information in the PM Foundation chapters.
Aircraft Projects Related PM Foundations Aircraft Projects Related PM Foundations
Subject Chapter Chapter Subject Chapter Chapter

2 Aircraft
2 Aircraft
Lifecycle 2.1 1.1 Unified Planning Cost Management 2.15 1.3.6
Deliverable Checklist 2.2 1.1.3 Unified Planning Earned Value Management 2.16 1.3.7
Process 2.3 1.2 Maturity Gate Reviews 2.17 1.3.8
Integrated Project Proposition Development 2.4 1.3.1.2 Advanced Product Quality Planning (APQP) 2.18 1.3.8
Requirements Management 2.5 1.3.2 Status Reporting 2.19 1.3.10
Aircraft Work Breakdown Structure 2.6 1.3.3.4 Documentation Management 2.20 1.3.10
Product Identification 2.7 1.3.4 Global and Local Risk & Opportunity
2.21 1.3.11
Assessment
Offer Management 2.8 1.3.4
Manage External Aerostructure Work
2.22 1.3.12
Change Process 2.9 1.3.4 Packages
General Requirements for Suppliers (GRESS
Configuration Conformity Management 2.23 1.3.12
2.10 1.3.4 and GRAMS)
& Documentation (CCMD)
Aircraft Projects Organisation 2.24 1.4.1
Configured Digital Mock-Up (cDMU) 2.11 1.3.4
Roles and Responsibilities 2.25 1.4.1
Aircraft Route Books 2.12 1.3.5.2
Programme/Project Management Office
Unified Planning Schedule Management 2.13 1.3.5 2.26 1.4.1
(PMO)
Aircraft Business Case 2.14 1.3.6.2 Series Aircraft Integrated Planning 2.27 n/a
Fulfil Customer Orders (FCO) 2.28 n/a
276 277
2 AIRCRAFT PROJECTS
2.1 LIFECYCLE
Related PM Foundation Chapter 1.1 PM Lifecycle Introduction The phases and maturity gates of the Product Development Process .......................................................
Fig. 21-1
The Product Development Process (PDP) describes the Aircraft Development Lifecycle, including development phases and
Maturity Gates (MG), as shown in Figure 21-1.
first last
The development phases are either non-specific (applying to all Manufacturer Serial Numbers – MSNs) or specific to particular MG1 MG2 DSR DSR MG3 MG4 MG5 MG7 MG8 MG11 MG13 MG15 MG16
MSNs. The MSN-specific phases describe the 3 phase ramp-up logic based on three Aircraft Standards:
2 Aircraft
2 Aircraft
• Standard 1: Development Aircraft (for flight tests and maturity validation).
• S tandard 2: Serial Aircraft (for delivery to airlines with guaranteed performances). Supports type certification and aircraft Feasibility Concept Design Integration & Qualification
production at guaranteed performances but manufacturing system is not yet geared-up for full rate ramp-up and target
Recurring Costs. In addition, some final design modifications have still to be incorporated to further improve the product Suppliers selection Head of Versions Qualification
performance.
Industrial & Test Means Flight Serial A/C Ramp-Up
• tandard 3: Serial Aircraft (for full rate production with improved performances). Aircraft is fully qualified at targeted
S
Test (Std 3)
performances for full rate ramp-up.
Serial A/C (Std2)
Development A/C (Std 1)

Non specific phase
Production
Phase specific to MSNs MG6 MG9 MG10 MG12 MG14 Rate
MG: Maturity Gate. DSR: Decision on Solution Ranking

EIS: Entry Into Service
A/C: Aircraft
MSN: Manufacturers Serial Number.
Std: Standard Time
3 Phases ramp-up
Manufacturing of parts Delivered A/C

Manual Deliverable Prerequisites & Maturity criteria M2350.x MyDoc
for MGx Review (DARE)
278 279
2 AIRCRAFT PROJECTS
2.1 LIFECYCLE (cont’d)
The PDP is structured around Product Development Layers (aircraft, component, sub-component and elements) and describes The PDP Maturity Gates are shown in Figure 21-3.
the development convergence of key deliverables at each Product Development Layer through Convergence Levels (CL1-CL3):
• CL1: Key Design Drivers defined PDP Maturity Gates...................................................................................................................................................................

• CL2: Key Design Drivers and interfaces frozen Fig. 21-3
• CL3: All parameters frozen.
2 Aircraft
2 Aircraft
Maturity Gate Maturity Gate Title
The PDP Maturity Gates drive the synchronisation of the Product Development Layers through defined Convergence Level
targets (as shown in Figure 21-2). For example, at MG4 the aircraft design should be at CL3, the component designs should be MG1 Scenarii Analysis
at CL2, and the sub-component designs should be at CL1.
MG2 Scenarii Selection
The PDPs are the primary input for the development of Aircraft Route Books and the Project Schedule (see Chapters 2.12 and DSR Decision for Solution Ranking
2.13, respectively).
Last DSR Solution Selection
For a description of Maturity Gate Reviews please refer to Chapter 2.17. MG3 Entry into Concept
Target Configurations at Maturity Gates . .................................................................................................................. MG4 Industrial Launch

Fig. 21-2
MG5 End of Concept
Target configuration at Maturity Gates MG6 Start of Std1 Production (SOP1)
Development
MG2 DSR1 Last DSR MG3 MG4 MG5 MG6 MG7 MG7 End of Design
Layers
Feasibility phase Concept phase Design phase MG8 Ready for Assembly and Tests
MG9 Ready for Std1 FAL
CL1 CL2 CL3 Corporate
MG10 Ready for Std1 Power On
CL1 CL2 CL3 Programme
MG11 Ready for First Flight/End of Std1 Qualification
CL1 CL2 CL3 Aircraft
MG12 Start of Std2 Production (SOP2)
CL1 CL2 CL3 Components MG13 Entry into Service/Type Certification/End of Std2 Qualification
CL1 CL2 CL3 Sub-Components MG14 Start of Std3 Production (SOP3)
CL1 CL2 CL3 Elements MG15 End of Std3 Qualification
MG16 Full Rate Production (FRP)
MG: Maturity Gate. CL: Convergence Level. DSR: Decision on Solution Ranking
280 281
Related PM Foundation Chapter 1.1.3 PM Deliverables The Deliverable Checklist contains the key PM deliverables for each PDP Maturity Gate
Aircraft Projects
2.2 Deliverable Decision for Entry into
Start of Std1
Scenarii Analysis Scenarii Selection Final DSR Industrial Launch End of Concept Production End of Design
Solution Ranking Concept
Checklist MG1 MG2 DSR(n)
Last
DSR MG3 MG4 MG5
(SOP1) MG6 MG7
Refer to Foundations for Generic Task Groups

1. Integration Management
Potential scenarii Selected scenarii Scenarii ranking Final scenario selected Programme Proposition (for Launch)
Project Categorised Project Category update (if required)
Master Plan (per Scenario) Master Plan (to end Programme) Integrated Development Plan* Integrated Development Plan* Integrated Development Plan* Integrated Development Plan* Integrated Development Plan*
(Master Plan to end Programme, sub- (Master Plan to end Programme, sub- (Master Plan to end Programme, sub- (Master Plan to end Programme, sub- (Master Plan to end Programme, sub-
component to MG5, detailed for 1 year) component to MG6, detailed for 1 year) component to MG7, detailed for 1 year) component to MG8, detailed for 1 year) component to MG9, detailed for 1 year)
Programme assumption pack Programme assumption pack (update Programme assumption pack Programme assumption pack Programme assumption pack (update Programme assumption pack (update Full HoV Planning in Place
(initial) if required) (for selected scenario) (for Launch) if required) if required)
PMT requirements (for Concept) PMT Deployment Plan (for Concept) Qualified PMT for Concept
PMT requirements (post MG5) PMT Deployment Plan (post MG5) Qualified PMT for post MG5
Programme Management Plan (draft) Programme Management Plan (final)
Planning Management Plan (draft) Planning Management Plan (final)
Handover Strategy (draft) Handover Strategy (final)
2. Requirements Management (RM)
Top Programme Objectives Top Programme Requirements (CL1) Top Programme Requirements (CL2) Top Programme Requirements (CL3)
Allocated Programme Requirements Allocated Programme Requirements Allocated Programme Requirements
(CL1) (CL2) (CL3)
Aircraft Requirements (CL1) Aircraft Requirements (CL2) Aircraft Requirements (CL3)
Requirements Management Plan (draft) Requirements Management Plan (update) Requirements Management Plan (final)
3. Scope Management (SC)
Make or Buy Policy (initial) Make or Buy Policy (for selected Make or Buy Policy (final)
scenario)
2 Aircraft
2 Aircraft
Programme WBS (to sub-component Programme WBS (Work Packages for Programme WBS (proposed Work Programme WBS (agreed Work
Level) Concept) Packages for post MG5) Packages for post MG5)
Worksharing agreed for Concept Worksharing agreed post MG5
4. Configuration (Product) Management
Preliminary PBS PBS (CL1) PBS (CL2) PBS (CL3) Full Change Process
Configuration Management Plan (draft) Configuration Management Plan (final)
5. Time Management
Feasibility phase schedule defined Feasibility phase schedule updated Master Schedule (per Scenario) Master Schedule (to end Programme Programme Schedule (Master Schedule Programme Schedule (Master Schedule Programme Schedule (Master Schedule Programme Schedule (Master Schedule Programme Schedule (Master Schedule
(if required) for selected scenario) to end Programme, sub-component to to end Programme, sub-component to to end Programme, sub-component to to end Programme, sub-component to to end Programme, sub-component to
MG5, detailed for 1 year) MG6, detailed for 1 year) MG7, detailed for 1 year) MG8, detailed for 1 year) MG9, detailed for 1 year)
Aircraft Routebook (CL1) Aircraft Routebook (CL2) Aircraft Routebook (CL3) Full HoV schedule in place
6. Cost & Finance Management
Programme Business Case (for Programme Business Case (for Programme Business Case (baseline)
baseline scenario) selected scenario)
CAPEX target (for baseline scenario) CAPEX target (for selected scenario) CAPEX target (baseline)
Programme CBS (outline) Programme CBS (for Concept Work Programme CBS (for post MG5 Work
Packages) Packages)
7. EVM
Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline
for following year for following year for following year for following year for following year
8. Quality Management
Quality Management Plan (draft) Quality Management Plan (final)
9. Human Resource Management
Feasibility phase organisation defined Programme OBS (to sub-component Programme OBS (for Concept Work Programme OBS (proposed for post Programme OBS (agreed for post MG5
Level) Packages) MG5 Work Packages) Work Packages)
Programme resource feasibility Programme resource feasibility Programme resource feasibility (final)
(for selected scenario) (for Launch)
Resources secured to MG5 Resources secured post MG5
Concept Phase organisation in place Post MG5 organisation in place
10. Communications Management
Communication Plan (draft) Communication Plan (update) Communication Plan (final)
11. Risk & Opportunity Management
Risk and Opportunity Management Risk and Opportunity Management
Plan (draft) Plan (final)
Scenarii Risk and Opportunity Selected scenario Risk and Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan
assessments Opportunity assessment (for Launch) (update) (update) (update) (update)
12. Supply Chain Management
All Suppliers RFP End of Supplier Selection Supplier contract review
All Supplier assessments
Engine RFP Engine MOU
Engine Supplier Assessments
* Integrated Development Plan integrates scope, time, cost and resources. Please refer to PDP manuals (M2350.x) for latest formal requirements at each Maturity gate
282 283
Aircraft Projects
2.2 Deliverable Ready for
Ready for Std1 Ready for Std1
Ready for First Flight
Start of Std2
Type Certification
Start of Std3 End of Std3 Full Rate
Assembly and End of Std1 End of Std2 Qualification
FAL Power On Production (SOP2) Production (SOP3) Qualification Production (FRP)
Checklist (cont'd) Tests
MG8 MG9 MG10
Qualification MG11 MG12
Entry into Service
MG13 MG14 MG15 MG16
Refer to Foundations for Generic Task Groups

Record of Lessons Learnt
Integrated Development Plan* Integrated Development Plan* Integrated Development Plan* Integrated Development Plan* Integrated Development Plan* Integrated Development Plan* Integrated Development Plan* Integrated Development Plan*
(Master Plan to end Programme, (Master Plan to end Programme, (Master Plan to end Programme, (Master Plan to end Programme, (Master Plan to end Programme, (Master Plan to end Programme, (Master Plan to end Programme, (Master Plan to end Programme,
sub-component to MG10, detailed sub-component to MG11, detailed sub-component to MG12, detailed sub-component to MG13, detailed sub-component to MG14, detailed sub-component to MG15, detailed sub-component to MG16, detailed sub-component to MG16, detailed
for 1 year) for 1 year) for 1 year) for 1 year) for 1 year) for 1 year) for 1 year) for 1 year)

2 Aircraft
2 Aircraft
4. Configuration (Product) Management
5. Time Management
Programme Schedule (Master Programme Schedule (Master Programme Schedule (Master Programme Schedule (Master Programme Schedule (Master Schedule Programme Schedule (Master Schedule Programme Schedule (Master Schedule Programme Schedule (Master Schedule
Schedule to end Programme, Schedule to end Programme, Schedule to end Programme, Schedule to end Programme, to end Programme, sub-component to to end Programme, sub-component to to end Programme, sub-component to to end Programme, sub-component to
sub-component to MG10, detailed sub-component to MG11, detailed sub-component to MG12, detailed sub-component to MG13, detailed MG14, detailed for 1 year) MG15, detailed for 1 year) MG16, detailed for 1 year) MG16, detailed for 1 year)
for 1 year) for 1 year) for 1 year) for 1 year)
7. EVM
Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline Performance Measurement Baseline
for following year for following year for following year for following year for following year for following year for following year for following year
8. Quality Management
Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan Risk and Opportunity Response Plan
(update) (update) (update) (update) (update) (update) (update) (update)
12. Supply Chain Management
* Integrated Development Plan integrates scope, time, cost and resources. Please refer to PDP manuals (M2350.x) for latest formal requirements at each Maturity gate
284 285
2 AIRCRAFT PROJECTS
2.3 Process
Related PM Foundation Chapter 1.2 PM Process

The process covers all geographies, Functions, Centres of Competencies (COCs)/Centres of Excellence (COEs) and
The core process covering Aircraft Project Management (PM) at Airbus is Manage Aircraft Projects (MP.AP). This is a Major Programmes.
Process in the Manage Programme Domain of the Airbus Business Process map (ABP). It covers the Project management
activities for New Aircraft Developments and major Continuous Aircraft Development Projects. • Initiate Project: this process covers the activities to initiate and define an Aircraft Project. This includes the development of the
Top Project Requirements and the Decision on Solution Ranking (DSR) to select the integrated Project proposition.
• Plan Project: this process covers the Project planning activities for Aircraft Projects. This includes Project structuring (master
2 Aircraft
2 Aircraft
Manage Aircraft Projects includes four processes as shown in Figure 23-1. The process describes how to initiate a Project, how
to structure a Project and create an Integrated Project Plan (including scope, time, cost, resources and risks), how to execute, plan, WBS, OBS, CBS, work package definition), work package planning (detailed scheduling and cost estimation) and
monitor and control a Project and how to close and handover a Project to series operations. Project baseline establishment.
• Execute, Monitor and Control Project: this process covers the Project execution, monitoring and control activities for Aircraft
The process is focused on Aircraft Project Management processes rather than the Aircraft Product Management processes. Projects. This includes monitoring Project performance against the Project baseline, agreeing adaptive actions where
Consequently, the Process Operators are mainly Programme Managers, Project Managers and Project Management Officers required, communicating Project status and maintaining the Project baseline.
(PMOs). The technical and industrial activities associated with Aircraft Development are covered by other processes; these are • Handover and Close Project: this process covers the handover of Project deliverables and actions to the series operation and
interfaced to the Manage Aircraft Projects process where required. the closure of Project work packages.
Manage Aircraft Projects Processes........................................................................................................................... The MP.AP process has interfaces to other processes that cover specific PM Knowledge Areas, for example:
Fig. 23-1
• Manage Finance (MC.FI): covers costing and Business Case processes
Manage Programme
• Manage Company Quality (MC.QU): covers corporate Quality processes
• Manage Risks (MC.RI): covers corporate Risk Management processes
Manage Aircraft Projects • Manage Aircraft Configuration (MP.AC): covers Aircraft Configuration Management processes
• Develop (DE): covers Aircraft Route Book development, and Aircraft Requirements Management processes
Initiate Project • Source (SO): covers Supply Chain Management processes.
MP.AP.01
Plan Project
MP.AP.02
Execute, Monitor and Control Project
MP.AP.03
Handover and Close Project
MP.AP.04 Type Title Reference Access
MP.AP Directive Airbus Project Management - Requirements for A1002.1 MyDoc
Aircraft Development Projects
MP: Manage Programme. AP: Aircraft Projects
286 287
2 AIRCRAFT PROJECTS
2.4 Integrated Project Proposition Development
Related PM Foundations 1.3.1.2 Develop Project Charter
The Integrated Project Proposition supports the launch of an Aircraft Project at MG3 (the Aircraft ‘Project Charter’). It is a
description of the targeted business model as well as the integrated technical and industrial solution. It also includes the
associated requirements to best meet Airbus ambitions, business case objectives, operational environment context and
feasibility/realism checks.
2 Aircraft
2 Aircraft
The diagram in Figure 24-1 illustrates the process to develop, refine and select the Integrated Project Proposition.
The trigger for an Aircraft Project is a Product Policy Request, driven by EADS and Airbus strategic objectives as well as
market demand.
Integrated Project Proposition Development. .........................................................................................................

Fig. 24-1
EADS/Airbus Objectives
Product Policy Request
Integrated Project Integrated Project
Proposition Proposition
options: (for Launch):
Develop Top Project Objectives Develop Top Project Requirements
Baseline Launch
Develop Project Proposition Options Refine and Select Project Proposition
Delta #1
Delta #2 Decision on Solution
Ranking (DSR)
Develop Develop
Scenarios: Fulfill Project Vision and Priorities (PVP) Refined Fulfill Integrated Project Propositions
Product Source Project Assumptions Scenarios Source Refined Project Assumptions APPLICABLE DOCUMENTS
Industrial Support Top Project Objectives (TPO) Support Top Project Requirements (TPR)
Sourcing Type Title Reference Access
Support Manage Manage
Commercial Directive DARE - Pre-MG3 A1350.9 MyDoc
Development Policy
288 289
2 AIRCRAFT PROJECTS
2.5 Requirements Management
Related PM Foundations 1.3.2 Requirements Management 2. Definition of the Top Project Requirements.
The largest share of the Requirements Management tasks for an Aircraft Development Project is managed in Airbus’ The Aircraft Project Manager is a key actor in the establishment of the top Project requirements, The Top Project Requirements
Engineering domain (under the responsibility of the Chief Engineer). However, the Aircraft Project Manager is involved in the Document ‘TPRD’ (delivered at MG3) is a single document that gives, at the highest level, the requirements for the whole
following Requirements Management tasks: Project. It includes top level requirements related to the performance of:
1. Deployment of the Requirements Management Process • the physical deliverable (i.e. aircraft)
2 Aircraft
2 Aircraft
2. Definition of the Top Project Requirements • the non-physical deliverables (e.g. services to be offered)
3. Aligning and negotiating requirements • the industrial system that will deliver the physical deliverables (including supply chain)
4. Monitoring Project progress through Requirement Management Maturity. • the Project (e.g. Non Recurring Costs, durations).
1. Deployment of the Requirements Management Process. As part of the Requirements Management Process these Top Project Requirements will be ‘cascaded’ into more detailed
requirements post MG3. These more detailed requirements, embodied in dedicated documents are established (and therefore
The Aircraft Project Manager must ensure that a Requirements Management process is deployed according to existing Airbus owned) by the Project teams.
policies and procedures (see ‘Applicable Documents’ overleaf).
Each Project should have a Requirements Management Plan describing: Examples of the documents often found at the level below TPRD are:
• the Requirements Management philosophy • TLARD- Top Level Aircraft Requirements Document
• the Requirements Management processes and rules to be applied for the Project (including requirements identification, • Enabling Products Requirement Documents (e.g. Industrial System, Support and Services system).
cascade and traceability principles, requirement writing semantics, Validation and Verification process etc.)
• the timings and planning The documents needed to expand on requirements stated in, for example, the TLARD, come below this level. However, they
• the associated deliverables still are not specific to any component breakdown.
• roles and responsibilities.
Any kind of performance needs can be expressed as a requirement and subjected to validation and verification. This can also
Depending on the existing knowledge levels of Project participants, the plan will need more or less detailed explanations. be applied to associated Project Management needs (e.g. Time, Resources, Non Recurring Cost etc.). It is important that
the Project Management needs are correctly cascaded into the product development teams (i.e. in addition to the ‘technical’
Early issues of the Requirements Management Plan (pre MG3) should frame the intent on how Requirements Management will product requirements) along the Work Breakdown Structure (WBS), typically within the Statements of Work.
be used in the Project, focusing on Project and product level requirements planning. Later issues will be more detailed in the
structure of the applicable database, the roles and responsibilities and interfaces with other processes. A key focus of the Plan
is to describe how Requirements will be developed at all levels of the Project. Topics such as Change Control and Configuration
Management must be included, although most likely in later versions only.
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2 AIRCRAFT PROJECTS
2.5 Requirements Management (cont‘d)
3. Aligning and Negotiating Requirements. APPLICABLE DOCUMENTS
The Aircraft Project Manager has a significant role to play in the alignment and negotiation of Project requirements, both with Type Title Reference Access
the Project stakeholders (including the customers) and between the different streams of development (e.g. the industrial system Policy EADS Policy on Requirements Management EADS_CDS_002 Airbus People/
needing to put a requirement on the aircraft design to enable achievement of its objectives). P&PM
Management
2 Aircraft
2 Aircraft
4. Monitoring Project Progress through Requirement Management Maturity. Community/
EADS Policies
The Aircraft Project Manager should use requirements as key indicators for the clarity and depth of understanding and
agreement that has been reached within a Project as to what it must deliver. Indicators ‘built-in’ to the Airbus Requirements Procedure Requirements Based Engineering Policy AP1034 MyDoc
Based Engineering (RBE) Process, plus other quality checks that can be applied, can help to quantify the level of understanding.
Manual Requirements Based Engineering Method AM2150 MyDoc
In the early development phases simply knowing how many of the Top Project Requirements have been analysed or formally
validated, plus the associated trend with time, can be a strong indication of growing maturity. The PDP defines requirement External INCOSE Systems Engineering Handbook V3
documents’ maturity levels as part of the pass criteria for its Maturity Gates (summarised in the concept of document document (International Council Of Systems Engineers)
‘convergence levels’), see Chapter 2.1.
As the Project progresses, the completeness of the ‘cascade’ of requirements from top level down to individual components,
and the robustness of the various interface agreements that this implies, are good indicators of the maturity of the Project.
For example, a lack of demonstrated causality or traceability from top level requirements to key components or sub-component
requirements can be a strong indicator of Project risk and should be followed up quickly. Applicable Learning Solutions
Compliance reports should be produced providing a formal statement of the design’s compliance with the associated Title Description Reference Access
requirements. Requirements eLearning modules providing Airbus People/
Management an overview of Requirements Engineering/
& DOORS Management and the DOORS tool. eSites/develop_
Fundamentals requirements_
Applicable tools and_technical_
Title Description Reference Access management
DOORS RBE Requirements Based Engineering tool. Airbus People/ Engineering/ SE Systems Basic overview of Systems Engineering E02XAIW00054 Airbus People/
Database of Requirements. Functions include, eSites/develop_requirements_ Engineering principles, including Requirements myHR/Learning
baseline, tracking, linking and access control. and_technical_management Basic Training Management
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2 AIRCRAFT PROJECTS
2.6 Aircraft Work Breakdown Structure
Related PM Foundations 1.3.3.4 Develop Work Breakdown Structure and Description For Aircraft Projects the WBS structure is managed in Unified Planning, ensuring that the WBS forms the basis for the network
of plans (cost and schedule) necessary for an Aircraft Project. Changes to the WBS are managed centrally through a formal
A Work Breakdown Structure (WBS) is fundamental to Aircraft Projects in order to subdivide the total Project scope into smaller, change control process (co-led by Programme Management/PMO/Finance Controller).
more manageable pieces of work. The WBS breaks the Project down into Work Packages (WP).
There is no “ideal” Work Breakdown Structure. It always represents the result of a trade-off between:
In addition to reducing Project complexity the Work Breakdown Structure:
• product design requirements
2 Aircraft
2 Aircraft
• provides a means to drive Project consistency and integration (between requirements, technical aspects, costs, resources, • the product development process
organisation and schedule) • the Airbus OBS (empowerment of Functions and departments)
• represents the cascade of Project accountabilities from the Head of Project down to the working level, whatever the • geographical constraints
Siglum/discipline • Make/Buy decisions
• enables targeting and commitments (e.g. through Statements of Work and interdependencies) and the subsequent • other non product-specific stakes (e.g. cost control).
monitoring
• supports requirements cascade through the Work Package Statement of Work The following sections provide some guidelines for the development of an Aircraft Project WBS while considering 3 aspects:
• s upports the link between the Project work (the Work Packages), the accountable manager for the work (in the Organisation 1. WBS Scope: what work should be included?
Breakdown Structure), the functional contributors and the Cost Breakdown Structure (CBS). This is illustrated in Figure 26-1,
2. WBS Structure: how should the work be subdivided?
where each WBS Work Package (WP) has an accountable person mapped in the OBS (the WP Leader), one or more Corporate
3. WBS Sizing: how big should the Work Packages be?
Project Numbers (CPN) mapped in the CBS and a list of functional contributors (i.e. the Functions who will perform the work).
Link between WBS, OBS, CBS and Functions.................................................................................................................. 1. WBS Scope.
Fig. 26-1
WBS
The WBS should include:
• 100% of the products and services to be delivered by the Project, including the interim deliverables required to develop the
final products and services (e.g. design documents)
• the work to be completed by Suppliers/Risk Sharing Partners (RSP) and all functional contributions (e.g. CoE, CoC activities etc.)
• critical contributing activities on which the future Aircraft performance relies and for which integrated management is a must
WP (e.g. R&T and Product Lifecycle Management activities).
Accountable
Contributor
Functions
Contributor
OBS
Contributor
CPN
WP: Work Package
CPN: Corporate Project Number
WBS: Work Breakdown Structure
CBS: Cost Breakdown Structure
OBS: Organisation Breakdown Structure
CBS
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2 AIRCRAFT PROJECTS
2.6 Aircraft Work Breakdown Structure (cont’d)
2. WBS Structure. Typical Aircraft Project WBS.............................................................................................................................................

Fig. 26-2
The main drivers of the WBS structure are:
Level N
• Product orientation: the WBS should ideally be ‘deliverable-oriented’ such that each component of the WBS corresponds Aircraft Project
to a verifiable Project deliverable. Consequently, the Aircraft Product Breakdown Structure (PBS) is a key input for WBS
development.
2 Aircraft
2 Aircraft
• Organisation orientation: the WBS should reflect the way the work will be performed and managed. It represents the cascade
of Project accountabilities from the Head of Project down to the working level (whatever the Siglum/Métier is). Consequently,
Level N+1
Product
the Airbus organisation worksharing agreements and Make/Buy decisions are key inputs for WBS development. Due to the Aircraft
Aircraft
Aircraft Programme Aircraft Airlines
Industrial Flight Test Lifecycle
close links between the WBS and the Project organisation, it is recommended that the WBS and Organisation Breakdown Components
Components
Components Management Engineering Operations Management
Structure (OBS) are developed in parallel. Each WP must have a single accountable manager in
the OBS. Aircraft component level
• Process orientation: in some cases the WBS may have to be structured along the necessities of the Product Development includes, for example,
Process (e.g. the need to segregate in Project phases). For example, a specific branch of the WBS should cover the Wing, Fuselage & Cabin,
Systems, Powerplant,
Non-Specific Design Work. Empennage
• Cost orientation: the Cost Breakdown Structure (CBS) must be linked to the WBS to allow cost performance monitoring and
control. This is achieved by ensuring that each Work Package has one (or several) Corporate Project Number (CPN) against
Level N+2
which Project effort (hours, cost, etc.) can be charged. The structure of the WBS and CBS defines the granularity at which
Aircraft Overall
cost steering can be performed. This granularity must be agreed by all stakeholders, including Project Leaders, Finance Aircraft
AircraftSub-
Aircraft Sub-
Sub- Aircraft
Requirements Aircraft Certification Safety
Controllers and Function line managers. Components
Components
Components Integration
Management Design
• Synchronisation optimisation: strongly interdependent activities should ideally be grouped within a Work Package (rather than
allowing heavy interdependencies between Work Packages), simplifying the structure and facilitating closer working. Aircraft sub-component
level includes, for example,
Wingbox, Centre Fuselage,
An example of the highest levels of an Aircraft Project WBS is illustrated in Figure 26-2. Avionics Systems...
Experience from previous Projects has revealed a strong need for collaborative work between the Non-Specific Design (NSD)
on aircraft level and the Non-Specific Design on the component level. It is therefore recommended that the Non-Specific Design
activities are shared as follows:
• A Work Package dealing with “NSD activities related to the overall aircraft”: under the responsibility of the Chief Engineer.
• Work Packages dealing with “NSD activities related to components”: under the responsibility of the Work Package leaders in
charge of components “design & build”, but for which budget authority remains with the Chief Engineer.
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2.6 Aircraft Work Breakdown Structure (cont’d)
3. WBS Sizing.
The Work Breakdown Structure evolves throughout the Project lifecycle as the Project becomes progressively more detailed
over time. This evolution is normally performed step by step according to the Project main phases (e.g. MGx, see Chapter 2.1).
This avoids having to take care of too many details in the WBS before it is necessary.
2 Aircraft
2 Aircraft
The number of WBS levels should be limited in order to reduce the management effort associated with the cascade,
consolidation and negotiation of targets. The maximum number of levels recommended is 4-5. Type Title Reference Access
If additional levels are required they can be created as “Task Packages”. The Task Packages do not need to have integrated Various See Unified Planning channel for further Various Airbus
scope, time and cost (and do not have individual CPNs) but provide additional granularity below the Work Package (for information on the Aircraft Project WBS People/P&PM
example, to allocate elements of the Work Package scope to a specific functional team and/or support scheduling activities). Management
Definitely, there is no cost accountability associated with Task Packages, but possibly an accountability to meet an hours- Community/
budget. UP e-site
Before MG5, the WBS needs to be well-balanced in order to facilitate arbitration, for example:
• Each branch of the WBS should be comparable in terms of:

- Budget Applicable LEARNING SOLUTIONS
- Full Time Equivalent (FTE resources)
- Criticality. Title Description Reference Access
Project Basic PM training including WBS J06XAIW00005 Airbus People/
• At each level of the WBS, Project Leaders need to be at approximately the same level in the Airbus organisation and should Management - myHR/Learning
possess about the same grades (Project Categorisation can support this, see Chapter 1.3.1.3).
Into Practice
A new Work Package for a given activity should only be created if it is possible to empower its future Leader in such a way that
Project Advanced PM training including WBS J06XAIW00012 Airbus People/
he/she can be made accountable for Time, Cost, Quality, Performance (TCQP). Otherwise this activity should be kept in the WP
Management - myHR/Learning
at upper level or a Task Package is used.
Advanced
It is also necessary to ensure that the number of Work Packages is balanced with the number of PMOs the Project is prepared UP Planner Specific PM training covering the Unified Airbus
to fund. UP Viewer to Planning WBS to support Aircraft Projects People/P&PM
Planner Management
Community/
UP esite
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2.7 Product Identification
Related PM Foundations 1.3.4 Configuration Management The Product Structure hierarchy is organised on three levels as shown in Figure 27-2.
Product Identification encompasses the identification of configurable and non configurable product items for an aircraft as well • Upper Level or Generic level: for a given Aircraft Project this level will be kept unchanged throughout its lifecycle. Doing so
as the structuring of the related configuration levels. It breaks the aircraft down into “manageable” physical and data items and supports the navigation within the Product Structure.
creates the Product Structure. • Configuration Level: allows the management of the aircraft configuration, i.e. it is here that any changes to the aircraft
configuration are managed and tracked. The Configuration level includes the following elements:
2 Aircraft
2 Aircraft
The Product Structure is an hierarchical breakdown of the product used as a backbone for Product Data Management (PDM) - Configuration Item (CI): corresponds to a management point/node in the Product Structure. It is not a real part or assembly.
tools. As shown in Figure 27-1, the PDM provide different “views” and “extracted views”, as required by different customers, to - Link Object (LO): represents the relationship between a unique pair of CI/DS.
support the creation of a variety of different deliverables. - Design Solution (DS): allows definition/analysis of the solution for the requirements of a CI. It is related to all elements
necessary to describe/build the solution (e.g. parts, documents, specifications, test reports). A new configuration can be
For example: formed by linking a new DS to a CI.
• The ‘As Proposed’ views support the product catalogues used by the Commercial Department • Lower Level: composed of the parts constituting Design Solutions.
• The ‘As Designed’ views support Engineering design work

• The ‘As Planned’ views support the Manufacturing Engineering activities
• The ‘As Prepared’ views support the Manufacturing Dossiers used by the plants.
Product Structure Views (inner), Extracted Views (middle) and Deliverables (outer).......................... Product Structure Hierarchy...........................................................................................................................................
Fig. 27-1 Fig. 27-2
Link with Steering Process (A/C Table...)

and change Process deliverables (TRS...)
Contracts
MSN and CA
Catalogues Target
MSN and CA
Industrial
Master Geometry Upper
Standard As
Configuration Configuration Space Allocation
Mock-up (SAM)
Level
Spec. Contracted As
Specified
Deliverab
les
As As Mock-Up(s) CI
Extracted Proposed Defined Mock-Up(s)
views P
S Views As Geometrical LO Configuration
Designed Reference
As
Operated System
Model (GRM) DS Level
As View SIRD/EIRD
Maintained As
No specific As Planned
instant view Prepared Definition
Dossier
Supportability As (Effective DS)
Dossier Attested As As
Prepared Definition
Lower
Built
Inspection per MSN Dossier Level
Dossier
(CAIR/AIR) Manufacturing Preparation
Dossier Dossier
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2 AIRCRAFT PROJECTS
2.7 Product Identification (cont’d)
'As Designed' and 'As Planned' are constructed in a way that they represent two different views using the same 'As Designed/ Applicable Documents
As Planned' (ADAP) structure. For this to work, the latter consists of two Upper Levels as shown in Figure 27-3:
• 'As Designed for Engineering', based on a Programme/ATA structure*. Procedure Product Structure AP2641 MyDoc
• 'As Planned for Manufacturing' Engineering, based on a Constituent Assembly (CA) structure.
Procedure Manage Aircraft Identification & Product Structure AP2824.1 MyDoc
Each Upper Level is based on a common Configuration Level where the Configuration Item breakdown (ADAP-CI) is agreed
2 Aircraft
2 Aircraft
jointly by Engineering, Manufacturing Engineering and Quality before MG5. Each ADAP-CI identifies a technical definition
Procedure Cascade Components - Rules & Data AP2135 MyDoc
representing an assembly operation realised on a manufacturing stage.
Manuals Product Structure Concept & Rules AM2211.x MyDoc
The common Configuration Level is a key enabler for the application of Concurrent Engineering as it can be viewed by
Engineering, using its 'As Designed' point of view, as well as by Manufacturing Engineering, using its 'As Planned' point of view.
Applicable tools
ADAP Structure..........................................................................................................................................................................
Fig. 27-3 Title Description Reference Access
'AS DESIGNED' 'AS PLANNED' PRIMES CR Product Related Information Management Airbus People/Engineering/
View View Enterprise System - common repository. eSites/Configuration_
Upper PRIMES CR is the common Airbus Product Data Management/Product_
Level Management (PDM) to be used across NatCos. Structure
Programme CA PRIMES System Management of System definition (FIN & Airbus People/Engineering/
View Equipment) for Definition Dossier. eSites/Configuration_
ATAxx ATAxx CA CA
Management/Product_
Structure
ADAP - CI
ADAP-LO ADAP-LO
ADAP - DS ADAP - DS Title Description Reference Access
Configuration Level CM- Configuration Basic training including overview of Product J01XAIW00013 Airbus People/myHR/Learning
Management Basics Structure
Lower Level
CM- ADAP As Designed/As Planned concept and rules J01XAIW00002 Airbus People/myHR/Learning
Concept & Rules
* the Air Transport Association numbering scheme for aircraft parts
302 303
2 AIRCRAFT PROJECTS
2.8 Offer Management
Related PM Foundations 1.3.4 Configuration Management Applicable Documents
Offer Management manages the Product Offer based upon standard specification and customisation catalogues. Type Title Reference Access
Leaflet Offer Management Airbus People/Engineering/
Offer Management is based on the 'As Proposed' view of the product structure and is in charge of: eSites/Configuration_
Management/Offer_
• p roviding a contractual description of the Airbus basic products and their evolution: Standard Specification, Manufacturer
2 Aircraft
2 Aircraft
Specification Change Notice (MSCN) Management
• d efining a set of solutions to be proposed to the customers as options applicable to the basic product via catalogues Procedure Airbus Offer Management AP5178 MyDoc
(Configuration Guides, Airbus Customisation Guide)
• s upporting the customisation exercise ('As Contracted' view) by: Procedure Produce and Update Standard Specification AP5202 MyDoc
- providing a set of customisation options and associated configuration rules
- creating new options when needed (via specific requests) Procedure Create Catalogue and Manage Standard Offer Data AP5175 MyDoc
- launching the customers’ requests (Request for Change, RFC) for any selected options
- providing the customers with the Airbus official contractual answer (Specification Change Notice, SCN) and handling the Procedure Document & Record Contractual Aircraft Definition AP5197 MyDoc
customers’ decisions.
Manual Informing Customers of Manufacturer changes AM2587 MyDoc
Examples of Offer Deliverables........................................................................................................................................ Manual Produce and Manage Catalogues AM2585 MyDoc
Fig. 28-1
Manual Specific Request & RFC writing guides AM2584 MyDoc
Offer Offer deliverables (Catalogues & ACG, Standard Specifications) Airbus People
Deliverables and related schedules are available internally in Airbus People
(Programmes channels). Offer deliverables (Catalogues & ACG, Standard
Specifications) and Contractual definition (RFCs, SCNs, MSCNs) are
also available, internally and externally, via the Customer Portal (CDIS).

CM - Configuration Basic training including overview of Offer J01XAIW00013 Airbus People/myHR/Learning
Management Management
Basics
304 305
2 AIRCRAFT PROJECTS
2.9 Change Process
Related PM Foundations 1.3.4 Configuration Management • Initialisation: identifying the need for a change to the product:
- register/complete request (e.g Request for Change, RFC)
The Change Process controls all product definition changes from initialisation to implementation. It allows the Project to identify - nominate change owner.
a change, evaluate and investigate its impacts, make the decision to implement and ensure that all tasks have been achieved to • Evaluation: investigating all the impacts of the proposed change:
close and approve the modification (MOD). - perform high level feasibility study
- identify involved actors.
2 Aircraft
2 Aircraft
The Change Process is divided into 4 steps with decision gates as shown in Figure 29-1. • Investigation: preparing the implementation decision to authorise with fully understood technical, cost and industrial
objectives:
Change Process......................................................................................................................................................................... - perform full feasibility study
Fig. 29-1 - identify implementation activities.
demand • Implementation: monitoring the change implementation:
- ensure implementation
- follow-up to first application.
Initialisation Decisions at each gate are taken by the:
• Orientation Committee for Series Programmes (also known as the General Modifications Committee (GMC))
Reject Decision •C hange Control Committee (CCC) and Configuration Control Board (CCB) for Development Programmes (CCC for Decision
Gate I Gate I and II, and CCB for Decision Gate III).
Evaluation
Reject Decision
Gate II
Investigation
Reject Decision
Gate III
Implementation
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2 AIRCRAFT PROJECTS
2.9 Change Process (cont’d)
The Orientation Committee and CCC include the Programme Manager, Chief Engineer, Configuration Manager, a representative Some of the key deliverables of the Full Change Process are:
from the Costing Department as well as any technical experts (if needed).
• Technical Repercussion Sheet (TRS): the TRS for modification opening supports the modification decision by providing
a description of the pre-modification and post-modification status, respectively. It thus provides the basis for technical,
As shown in Figure 29-2, the Full Change Process can start at MG5 with a faster, less elaborate Change Note Process used
industrial, cost and development schedule impact assessments of the change, as well as the work to be done by
from MG3 to MG7. The transition period (from MG5 to MG7), where both Change Notes and the Full Change Process are used,
Engineering. The full TRS then supports the Attestation Process (see Chapter 2.10), as well as the modification approval by
requires careful management.
the authorities.
2 Aircraft
2 Aircraft
• Embodiment Repercussion Sheet (ERS): gives the Point of Embodiment, i.e. the first aircraft on which the change will have to
Change Process pre and post MG5................................................................................................................................... be implemented.
Fig. 29-2
• Production Repercussion Sheet (PRS): necessary for coordination of Out of Sequence Work (OSW) in Final Assembly Line
(FAL) and plants, if any. Gives the main industrial milestones to follow during Implementation Phase.
Transition Time • Cost Repercussion Sheet (CRS): provides information on the estimated cost impact.
MG3 MG5 MG7
Once a modification is approved the Project baseline (e.g. cost and schedule) shall be updated to integrate the agreed changes.
Change Note Process Full Change Process
Initialisation Change Note (opened) Change Request
Evaluation Evaluation Sheet (ES) or Study Summary
Investigation Modification Proposal (created)
Change Note (in progress) Technical Repercussion Sheet (TRS)
Embodiment Repercussion Sheet (ERS)
Production Repercussion Sheet (PRS)
Cost Repercussion Sheet (CRS)
Implementation Change Note (approved) Modification (opened)
Modification (closed stage 0)
Change Note (closed) Modification (closed stage 3)
Modification Approval Sheet
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2 AIRCRAFT PROJECTS
2.9 Change Process (cont’d)
Applicable tools

ICC CADB ICC CADB tool is the official application to support Airbus People/
the change process workflow, decision gates and Engineering/eSites/
CA Management. Configuration_
2 Aircraft
2 Aircraft
Management/
Change_Process
ACC ACC is an application used to manage a wide variety Airbus People/

of information about the aircraft configuration, Engineering/eSites/
from definition to delivery. Configuration_
Management/
Change_Process
MPM Manages the modification Proposal evaluation Airbus People/
Type Title Reference Access regarding all aspects before modification decision: Engineering/eSites/
Leaflet Change Process Airbus People/Engineering/ elaboration of all repercussions sheets allowing Configuration_
eSites/Configuration_ decision to be taken on the modification: TRS, Management/
Management/Change_ Embodiment Point and CRS (on request only). Change_Process
Process
Procedure Change Note Process AP2078 MyDoc
Procedure Change Process - Modification System AP2654 MyDoc Applicable Learning Solutions
Procedure Guideline for Change Items (CR/MP) AP5129 MyDoc Title Description Reference Access
CM - Configuration Basic training including overview J01XAIW00013 Airbus People/myHR/
Procedure Technical Change Documents (TRS/TD/MAS) AP5130 MyDoc Management of Change Process Learning
Basics
Procedure Industrial Repercussions Elaboration AP5157 MyDoc
CM - Change Provides an overview on how Airbus designs J01XAIW00009 Airbus People/myHR/
Procedure MOD Closure AP5204 MyDoc Process and manages evolutions on a programme. Learning
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2 AIRCRAFT PROJECTS
2.10 Configuration Conformity Management & Documentation
Related PM Foundations 1.3.4 Configuration Management “Delta measurements” ensure the follow-up of the Aircraft Conformity through all the steps of the Airbus industrial process,
as shown in Figure 210-1.
The Airbus industrial process is broken down into several steps:
The deviations between each step of the industrial process are followed-up by means of the following Deltas:
• S pecify Target: defining the target configuration for each Aircraft to be delivered taking into account requirements expressed
through a list of modifications. • Delta 0 tracks any deviation between the “Specify Target” and “Specify Industrial” steps. Delta 0 is followed-up at Programme
• S pecify Industrial: defining an industrial configuration for the Aircraft based on a list of modifications that the Programme has level and under Programme responsibility.
2 Aircraft
2 Aircraft
decided to industrialise. • Delta 1 tracks any deviation between the “Specify Industrial” and the “Define” phases (Engineering Outstanding Work).
• efine: creating and releasing the Definition Dossier for a given MSN and its associated Constituent Assembly (CA) that
D • D elta 2 tracks any deviation between the “Define” and the “Prepare” phases (Manufacturing Engineering Outstanding Work).
respects the target industrial specification. • Delta 3 tracks any deviation between the “Prepare” and the “Build” phases (Manufacturing Outstanding Work).
• repare: preparing and launching the Work Orders (WO) for each evolution of the Definition Dossier. During this phase the
P
Work Orders are launched for a given MSN and its associated CAs in accordance with the industrial planning. The calculation of the different Deltas (0, 1, 2, 3) gives complete visibility on the Outstanding Work (O/W) between the different
• uild: applying the launched Work Orders on a given MSN and verifying the correct application.
B phases of the Airbus industrial process at CA level, from requirements to delivery.
Delta Measurements................................................................................................................................................................
Fig. 210-1
List of modifications established by

Specify Airbus compliant with customer contract
Target Delta 0
Programme Decision
List of modifications that the programme
Specify decided to industrialise
Industrial Delta 1
Engineering outstanding Work
List of Design Solutions released in
the Definition Dossier of a CA
Define Delta 2
Manufacturing Engineering outstanding Work
List of planned Work Orders for a CA
Prepare Delta 3
Manufacturing outstanding Work
List of stamped Work Orders for a CA
Build
312 313
2 AIRCRAFT PROJECTS
2.10 Configuration Conformity Management & Documentation (cont'd)
The conformity of a product is obtained when the key characteristics of the product are in line with the initially expressed target. Applicable Documents
This conformity is proved by official documentation at Constituent Assembly (CA) and Aircraft level.
Configuration Conformity Documentation includes: Leaflet Configuration Conformity Airbus People/Engineering/
eSites/Configuration_
• The Constituent Assembly Inspection Report (CAIR): providing a complete conformity status of each Constituent Assembly Management/CCMD
of the aircraft, from the assembly start until aircraft delivery to the customer. CAIRs must be updated and validated at key CA
2 Aircraft
2 Aircraft
and design-build milestones (e.g. CA delivery, First Flight etc). Procedure Configuration Conformity Management & AP2653 MyDoc
• he Aircraft Inspection Report (AIR): providing a complete conformity status of a given aircraft at the different phases of the
T Documentation (CCMD) Process
final assembly/delivery life-cycle. The AIR is produced through the compilation of CAIRs. The final AIR document is provided
to the authorities to obtain the Certificate of Airworthiness as well as to the airline as part of the aircraft acceptance, see Procedure Aircraft Inspection Report (AIR) Requirements AP5106 MyDoc
Figure 210-2.
Procedure Constituent Assembly Inspection Report (CAIR) AP2104 MyDoc
Procedure Configuration Control & Outstanding Work AP5772 MyDoc

The AIR (Aircraft Inspection Report)................................................................................................................................
Fig. 210-2 Management Rules
Procedure Managing Non Conforming Items AP2655 MyDoc
1 At the delivery of the A/C...

Customer Airbus Authorities Title Description Reference Access

CM - Change Provides an overview on how Airbus designs and J01XAIW00009 Airbus People/myHR/Learning
Process manages evolutions on a program.
CM - Configuration Basic training including overview of CCMD J01XAIW00013 Airbus People/myHR/Learning

Management
Basics
CM - CAIR Internal Main CAIR functionalities and CCMD golden rules J01XAIW0005 Airbus People/myHR/Learning
4 And the Customer 2 Airbus produces a document giving 3 Which allows Airworthiness according to CAIR
To accept the A/C the whole configuration of the A/C Authorities to sign the CoA
314 315
2 AIRCRAFT PROJECTS
2.11 Configured Digital Mock-Up (cDMU)
Related PM Foundations 1.3.4 Configuration Management The cDMU also:
The configured Digital Mock-Up (cDMU) represents the 3D definition of the Aircraft, see Figure 211-1, with the Product Structure • enables a robust and harmonised design status report to the Programme. Common standardised Key Performance
Indicators (KPI) provide high transparency of the aircraft design status down to Work Package level
as the backbone.
• improves quality of the design by sharing the same live data across the Programme, i.e. eliminates the need for data
exchange
The cDMU is an efficient and effective means of integrating data from Engineering, Manufacturing and Maintainability as well as
• enhances design status visibility and increases speed of reactivity to avoid quality shortfalls
2 Aircraft
2 Aircraft
from the Extended Enterprise, allowing access to the latest up-to-date design. This integration improves both the quality of the
aircraft design as well as the definition of the industrial, maintenance and support means. • eliminates the need for a physical mock-up
• reduces the lead time for creation of the Definition Dossier.
cDMU structure......................................................................................................................................................................... The quality of the cDMU is controlled by a dedicated cDMU Quality team, which typically is part of the Chief Engineering
Fig. 211-1
organisation. The control is executed through the application of a governance model as shown in Figure 211-2. In addition,
a cDMU quality network is in place with Structure, System and Cabin Integrators (SSCI) as well as cDMU Integrators.
Partname... cDMU Governance Model. ......................................................................................................................................................
+ +
Fig. 211-2
Number...
Version... A/C Integration Review
Effectivity...
3D Geometry
(CAD native and converted) Product Structure Attributes
Integration/wrap-up
MCA Integration Reviews
Meta Data • Multi ATA: Structure, mechanical, & electrical Systems, Cabin
Section Integration Reviews
For each configuration, • Multi ATA: Structure, mechanical, & electrical Systems, Cabin
thus for each Aircraft
WP Integration Review
• Mono ATA
“Configured DMU = cDMU” Design Quality Check DQC
DMU Quality Checks QC1-QC2-QC3
One DMU per scenario before MG7
One DMU per MSN after MG6
A/C: Aircraft. MCA: Major Constituent Assembly. WP: Work Package. DS: Design Solution
cDMU: Configured Digital Mock-Up DMU: Digital Mock-Up. ATA: Air Transport Association
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2 AIRCRAFT PROJECTS
2.11 Configured Digital Mock-Up (cont’d)
An executive KPI dashboard provides a visual status of the cDMU data and design quality status. See Figure 211-3. These Planning per scenario, before MG7, should include:
indicators are an important measure for testing the plausibility of schedule achievements, and are aligned with each Project
phase: • For objects - Design Principles, Space Allocation Model (SAM), Frontiers and Interfaces, System/Equipment Installation
Requirement Dossier (SIRD/EIRDs)
• Status for A, B, C Maturities contained in the 'As Defined' Product Structure
• Trade-off studies (physical architecture)
• Structure/Systems Reviews – Primary structure Preliminary Design Review (PDR, Maturity B) and System PDR
2 Aircraft
2 Aircraft
• Manufacturing data drops for tooling - (Planning driven items including Long Lead Items).
Typical cDMU KPIs. ...................................................................................................................................................................... • Typical Management KPIs:
Fig. 211-3 - Delivery of SAM S-Curves (Numbers of Design Solutions released)
- DMU Troubles - Quality of DMU relating to numbers of Errors in SAM’s (clashes, etc.)
- Number of Equipment available in DMU (DMU completeness)
- S-Curve for number of Interfaces agreed (Structure/Systems)
-N umber of Change Notes implemented in the DMU.
Planning per MSN, after MG6, should include:
• Objects – Geometrical Reference Mock-up (GRM 3D) and Design Data Sets, ADAP (As Defined As Planned) Product
Structure, Bill of Material (BoM)
• DMU Quality Gates
• CDRs Structure and System Installation
• System Detail Design Reviews (DDR’s)
• Manufacturing data drops e.g. advanced drawings and Data for Manufacture (DFM).
• Typical Management KPIs:
- Number of modifications integrated into DMU
- Delivery of GRM and drawing S-Curves.

Planning for Customisation should include:
• DMU Quality Gates (MSN by MSN)

• Modifications – Major/Minor, Derivatives.
DMU: Digital Mock-Up
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DMU Tools......................................................................................................................................................................................
Fig. 211-4
A number of tools are associated with the cDMU, as shown in Figure 211-4.
• PDMLink SSCI is a product that manages the aircraft's Product Structure and System Installation.
It includes Product Structure and Release Process Management, Digital Mock-up Clash Management (DMU troubles),
Config. Management PDMLink SSCI PDMLink Sys ROA replication
2 Aircraft
2 Aircraft
Change implementation. ICC preM7 + ICC (+ Pview)
SAP
• VPM provides full access to all needed context data online. This ensures that no discrepancy exists between the actual PDM + APEDD AFS
data at Airbus and the local data user for Design in Context (designing within the context of part or all of the product being Librairies
Product Data Management ESDB Standard parts DMU Trouble
developed). Jig & Tools Eqt Models
BST/PST Data Base
• Catia V5 provides 3D Modelling for aircraft component (part, assembly, design solutions) and DMU capabilities (simulation, MDM-R
GSE
PDMLink CC
design and industrial analysis, visualisation).
DMU generation Clash calculation

DMU KPI DMU Server
DMU NetDMU
CKD
Design in context ME-Process
VPM Delmia Clearance
Digital Mock-Up DMU Review in
Remote Pview
RGS/Webex (OL)
Design CATIA V5 R18 Delmia V5

+ 3D Simulation
Authoring DMU Nav & robotics
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2 AIRCRAFT PROJECTS
2 Aircraft
2 Aircraft

Directive cDMU as Master A1069 MyDoc
Procedure Design Structures and System Installation A2240 MyDoc
Procedure Digital Mock-Up Rules & Life cycle AP2266 MyDoc
Procedure Create and validate Structure, System & Cabin AP2766 MyDoc Applicable Learning Solutions
Installation Product Definition with configured DMU
Manual cDMU Quality Assurance M2832 MyDoc PDM Primes and PDMLlnk: more than 14 training Various Airbus People/
modules available. myHR/Learning
Manual Design Quality Assurance checking rules M2269 MyDoc
VPM VPM ensures, among other functionalities, Design Various Airbus People/
Procedure Design in context AP5243 MyDoc in Configured Context, User shared environment, myHR/Learning
Designer, etc.
Procedure Management of Design reviews AP2604 MyDoc
CAD – CATIA The CAD Tool to visualise and design DMU in a Various Airbus People/
Manual DMU Design Review AM2037 MyDoc configured context environment. myHR/Learning
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2.12 Aircraft Route Books
Related PM Foundations 1.3.5.2 Develop Schedule A Route Book is structured according to a “daisy flower” scheme, see Figure 212-1, comprising:
The Route Book is a technical management exercise that supports the establishment of a committed development plan: • a central Steering Group, for overall management and integration as well as addressing the relevant transverse topics.
The Route Book Leader directly manages this Steering Group.
• It captures for a given component of the aircraft the company's know how about which technical work needs to be done and • several “petal” Working Groups addressing the most relevant disciplines, components and areas with respect to integration
in which steps, while taking interdependencies into account. and synchronisation.
• It is performed at a given level (aircraft, component, supplier/Risk Sharing Partner) with given functional areas (Engineering,
2 Aircraft
2 Aircraft
Manufacturing, Product Support or multi-functional). The Route Book plans are transferred into the Work Package schedules on a “rolling wave” basis. For example, at MG3 all
• It covers the whole Development Phase from MG3 (entry into concept) until the Entry Into Service (EIS, first aircraft and Route Book deliverables in the Route Book plans scheduled between MG3 and MG4 shall be allocated and transferred to
subsequent Heads of Version), taking into account the necessary prerequisites. Work Package schedules. The Route Book deliverables are then managed within the WBS based schedule network. Route
• It also captures the key prerequisites towards MG3 from an assessment of the main and sizing steps of development, and Book plans therefore provide frameworks for the detailed Work Package schedules. In the case of significant design changes
especially the critical paths. the Route Book planning exercise may need to be performed again to create a new Route Book framework for detailed
• It identifies the prerequisites (in terms of contents, accuracy and date) of the key or critical deliverables that need to be schedule planning, see Figure 212-2.
robust, and secures their interdependencies.
• It includes the identification of the key risks and possible means for their mitigation.
Route Book link to Work Package schedule..............................................................................................................
Fig. 212-2
Route Book Structure...........................................................................................................................................................
Fig. 212-1 Baseline
Aircraft Route Book Component Route Books Sub-Component Route Books Monitor &
Control the
Work
Component 1
Component Key plan Route Book schedule

Package execution
Level assumptions development
Interface 8
Sub-Component Schedule
Co
m nt2 In Level forecast change
po ne te
rfa e1
ne po ce rfa
c
nt Operational
om e
Interface 8
7 C
7 Int
In
rebaselining
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rfa ce
ce rfa
Steering Steering 7 In
te
Interface 6 Group Interface 2
6
Group Comp Significant design change
onent
Steering
onent
Comp
Interface 6 Group Interface 2
3
In
ce
5 te
rfa ce
5 In
te
rfa
fa ce rfa
er
ce
Co
Interface 4
Interface 4
5
te
t 3 In 3
In
nt

mp
ne
on
po
Directive Generic Route Book Process AP5808 MyDoc

en
m
Co
t4
= 'petal'
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2.13 Unified Planning Schedule Management
Related PM Foundations 1.3.5 Time Management 2. Synchronised through interdependencies: individual schedules are synchronised with each other through agreed
interdependencies.
Aircraft development is far too complex to be managed through a single schedule. Unified Planning Schedule Management as 3. Covering all the actors: Unified Planning is used by all actors contributing to the Project, whatever organisational entity
applied to aircraft development is based on a network of interdependent plans in order to manage this complexity. they belong to. It supports the “Project-driven” approach with a push-pull dynamic between the actors involved in a matrix
organisation (i.e. Programmes and Functions).
As can be seen in Figure 213-1, Unified Planning Schedule Management is comprised of:
2 Aircraft
2 Aircraft
Unified Planning Schedule Management includes the following functionalities:
1. A
WBS-based network of plans: the network of plans is broken down according to the Project’s WBS, which is the structure
chosen to manage delegation of work perimeters. The WBS is constituted of Work Packages led by Work Package Leaders 1. Creating schedules.
with individual Time, Cost, Quality, Performance (TCQP) accountability. Each Work Package has its individual plan to provide 2. Managing schedule synchronisation.
the Work Package Leaders with the capability to monitor and forecast activities and to synchronise with the rest of the WBS 3. Baselining schedules.
network. 4. Monitoring and controlling schedules.
5. Managing Extended Enterprise schedules.
UNIFIED PLANNING OVERVIEW.................................................................................................................................................... The following pages of this chapter describe these functionalities in more detail.
Fig. 213-1
UP transforms a huge and difficult

to steer aircraft project into a multitude of
manageable and interconnected sub-projects
1 2 3
... synchronised
A WBS-based ... covering all the
through
network of plans... actors
interdependencies...
Programme
e
m
m
...
ra
og
S CoE/CoC/
Overall A/C Level
Pr
P Functions/RSP
T
E Team of each
A/C Component
CoE/CoC/
Level (CA, MCA)
Subcontractor
Cascaded
Top-down/Bottom-up A/C sub
component Level
Peer-to-peer
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2.13 Unified Planning Schedule Management (cont’d)
1. Creating Schedules. For top-level WBS components, steering schedules mainly contain Synchronisation Milestones as well as consolidated tasks to
represent the work logic of the lower levels.
Each WBS component has a steering schedule representing the work logic and target objectives.
The steering schedule (as shown in Figure 213-2) is a network of: For “working level” Work Packages (on the lowest level of the WBS), the steering schedules contain Synchronisation Milestones
as well as the sequence of work leading towards them. This enables the assessment of critical and sub-critical paths of the
• Tasks (the elementary unit of a steering schedule) Work Package. Please note that Work Package schedule plans are also a means of communication. They should therefore also
• Consolidated Tasks (a grouping of tasks)
2 Aircraft
2 Aircraft
reflect the way that Work Package Leaders want to monitor their perimeter of activities and associated critical or sub-critical paths.
• Internal Milestones
• Synchronisation Milestones. A “working level” Work Package schedule is typically developed as follows:
• Identify major inputs/outputs: the identification of the main milestones should reflect the needs of the Work Package
customers (internal to Airbus or external), the Work Package's Statement of Work as well as any applicable Engineering
Route Book milestones. In order to support milestone identification, a “Generic Milestone List” is available in the Unified
Planning tool, defining standard milestones related to the nature of the activities of a given Work Package. For example, a part
of the “Generic Milestone List” supports structural component development and another supports systems development.
SCHEDULE COMPONENTs............................................................................................................................................................
Fig. 213-2 • Establish sequence of work: after having defined the main milestones, the Work Package Leader identifies all the tasks
required to deliver the envisaged outputs. Milestones and tasks should be linked together to represent the logic of
development and to model any constraints. Route Books represent the framework and basis for this.
Consolidated Task • Estimate task durations: task duration estimating is based on historical experience, subject to any process time acceleration
initiative. Historical information on the likely durations of many categories of tasks is often available from previous Projects.
Airbus Functions or Programmes maintain records of previous Project results that are detailed enough to aid in developing
duration estimates.
Internal Links
Internal Task • Schedule “left to right” : the schedule is then developed by using a “left to right” approach. This is to make sure that first, all
teams are sharing the same referential and, then, even if the schedule may not be optimized yet to hit the date of completion,
it can already be executed at this stage and supports short term monitoring.
Internal Task
• Define and negotiate synchronization milestone : it is the responsibility of the WP Leader to synchronize its plan with others, by
Internal Task establishing appropriate bilateral meetings with counterparts. Synchronization includes an agreement on a hand over date, backed
up with a shared interpretation of the respective content of the deliverables and a realistic detailed and mature plan to deliver.
• Analyze critical paths, run risk analysis and optimize/secure the plan : in parallel, a work-package leader is likely to face
mismatches. Based on a good understanding of the WP critical path(s) (most dimensioning in term of lead-time and/or most
Synchronisation Milestones risky), he needs to run optimization loops in front of clashes and/or to secure its deliveries.
(see opposite for description)
A synthesised (“one-page”) schedule can also be produced. This is created by selecting a subset of tasks, consolidated tasks
and Synchronisation Milestones from the steering schedule. The synthesis schedule is designed to ease communication with
other Work Packages, highlight challenges on a given perimeter and emphasise the critical path(s).
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2. Manage Synchronisation Relationships. Top Down/Bottom Up Milestone

They support schedule management by setting objectives dedicated to one or several WPs at lower level and require bottom-up
A key function of Unified Planning Schedule Management is the ability to synchronise schedules
responses versus the target date. Each Milestone has one Owner, m Producers and n Consumers, see Figure 213-4.
through interdependencies. Three types of milestones are used to create these interdependencies:
• Cascaded Milestones • Owner: responsible for Milestone creation (definition of content and Target Date), publication (choice and registration of WP
Producers and Consumers of the Milestone) and monitoring.
• Top Down/Bottom Up (TDBU) Milestones • Consumers: responsible for defining their Need Dates for the content defined by the Owner.
2 Aircraft
2 Aircraft
• Peer-to-Peer Milestones. • Producers: responsible for defining their Proposed Dates for the content defined by the Owner.
Each Milestone is associated with a specific icon in the Unified Planning schedule.
Cascaded Milestone
These are “hierarchical” Milestones from Level N to N+1 in the WBS (for example, the MGx Milestones Gates).
They cover the need for setting general objectives as they are not requiring bottom-up responses from the lower level.
Each Milestone has one Owner and m Receivers, see Figure 213-3.
• Owner: responsible for Milestone creation (definition of content and target date), publication (choice and registration of WP
Receivers) and monitoring.
• Receivers: being given visibility in their schedules on the Cascaded Milestone. They are able to link their activities to these
Milestones.
Cascaded Milestones.............................................................................................................................................................. Top Down/Bottom Up Milestones.......................................................................................................................................

Fig. 213-3 Fig. 213-4
Owner
Owner
m Producers n Consumers
m Receivers
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2 AIRCRAFT PROJECTS
Peer-to-Peer Milestone 3. Baselining Schedules.

These are “Partnership” Milestones between WBS components, irrespective of where they are located in the WBS, supporting
Baselines are used as referentials in order to re-align all relevant contributors on shared targets as well as to monitor progress of
open negotiations. Peer-to-Peer Milestones have one Producer and n Consumers, see Figure 213-5.
activities. There is always a unique baseline at a given moment in time.
• Producer: responsible for Milestone creation and administration (registration of content, Consumers, Proposed Dates and
Agreed Dates). The Schedule Baseline is obtained and change controlled through three different complementary processes:
• Consumers: responsible for defining their Need Dates.
2 Aircraft
2 Aircraft
• The Global Baselining Process aims to align all Work Packages around the Project’s time targets or assumptions. It impacts
all Work Packages at the same time.
Peer-to-Peer Milestones....................................................................................................................................................... • The Work Package Baselining Process allows for a certain level of flexibility by allowing Work Package baselining where this
Fig. 213-5
does not impact the rest of the WBS. This flexibility is justified by the need for delegation, resulting from to the complexity of
the Project.
• The Synchronisation Baseline Process supports the baselining of the Synchronisation Milestones. It is based on “Producer/
Consumer” agreements which are achieved through bilateral meetings.
Producer n Consumers
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2 AIRCRAFT PROJECTS
4. Monitoring and Controlling Schedules. The reports are:
Unified Planning Schedule Management provides a number of reports supporting schedule monitoring and control. The reports • Plan Health Status: this provides the basic statistics of the Work Package steering plan and evaluates the quality and reliability
of the content. It includes:
fall into two categories:
- Plan content quantitative analyses: breakdown of plan objects (e.g. activities, Synchronisation Milestones) showing their
• Schedule Maturity reports: these indicate the maturity of the schedule development and include the Plan Health Status and baseline status, linkage to other objects, etc.
level of Planning Synchronisation. - Synchronisation relationships assessment: number of synchronisations per type and role played, non-valid synchronisations,
2 Aircraft
2 Aircraft
• Schedule Status reports: these measure the progress of the schedule against the baseline and include Milestone S-Curves, number of clashes.
Heatwave Reports as well as Visual Status (see Figure 213-6). - Plan tracking and re-forecasting: checks data update versus Tracking Date and Time Now (see below).
• Planning Synchronisation: shows which Synchronisation Milestones are officialised (i.e. involved in a synchronisation
relationship), baselined (i.e. agreement has been found) or on-time.
Visual Status................................................................................................................................................................................
Fig. 213-6 • Visual Status: at plan level the boundary between past and future is called the “Tracking Date”, corresponding to the date
at which the progress is assessed or confirmed. This date is managed at Work Package plan level. The visual status as
depicted in Figure 213-6 shows task and milestone achievements compared to the Tracking Date.
September 07 October 07 November 07 December 07 January 08 February 08
• Milestone S-Curves: S-curves compare the evolution against time of cumulative numbers of baseline dates, forecast dates
Tracking Date 1 Activities for which and achieved dates for an homogeneous population of milestones. They provide a quantitative assessment of both the
1 progress has not yet progress made and the next achievements forecasted.
4 been updated in the
Actual start 5 current tracking cycle • Heatwave Reports: Heatwave reports provide an overview on the schedule status of Top Down/ Bottom Up Milestones. They
2 combine the actual situation with associated risks, showing actual slippage to date (in black) as well as the risk of further
Elapsed Duration Remaining Duration slippage (colour coded by probability), see an example in Figure 213-7.
3
Actual start
4
Actual start
5
Actual start Actual finish

6
Planned start Planned finish
7
Tracking Date
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Heatwave Report example..................................................................................................................................................... 5. Managing Extended Enterprise Schedules.

Fig. 213-7
Unified Planning for Development applied to the Extended Enterprise enables external partners contributing to an Aircraft
PDT XYZ Status Development project to apply and use the same rules, PM processes and tool as Airbus teams. This allows external partner
schedules to be fully integrated with the overall project schedule.
Baseline Weeks Mis-match Change since
date + Risk Issues Last report Actions
2 Aircraft
2 Aircraft
Standard Unified Planning processes are fully operational, supporting local accountability and subsidiarity while complying with
MCA X ODD LTR exercise is yielding benefits through XYZ, XYZ, XYZ & Continued to investigate
Dd/mm/YY JIT delivery. Integrated plan not yet finalised due to vertical opportunities to eliminate legal constraints (e.g. confidentiality). Each external partner has its own Work Package located in a separate WBS, the Extended
to FAL integration. Plans include all Cat A & B weight saving proposals overlaps Enterprise Breakdown Structure (EEBS). The EEBS is a network of EE Work Packages managed by each partner that mirrors
5 15 23
Sub-MCA Investigation of XYZ & XYZ
the project WBS. Each EE Work Package is directly linked to one and only one Airbus Work Package in charge of managing the
XYZ has reduced impact by offloading stingers, XYZ on NC partner relation. This Airbus Work Package is the unique point of contact with the EE Work Package. Partner teams manage
X ODD to MCA Dd/mm/YY and strip surface profiling
benefits vs XYZ process
Assembly for first article their Work Packages in full autonomy and independence, while respecting the rules put in place with their Airbus counterpart.
5 15 23
Sub-MCA Supplier Plans indicate no overlaps, but early RFP stage.
X ODD to MCA Dd/mm/YY Extensive use of XYZ. Does not include CFRP XYZ, Metallic Supplier agreements Applicable Documents
Assembly solution protected
13 23
Sub-MCA Type Title Reference Access
Redesign due to 9% XYZ. Working with suppliers to
X ODD to MCA Dd/mm/YY
Assembly
Suppliers not yet bought into XYZ incorporate into plan Various See Unified Planning channel for scheduling training, Airbus
13
tutorials and toolkits. People/P&PM
Working with suppliers to
Start
Dd/mm/YY
Significant benefits coming from XYZ actions, process must
incorporate into plan.
Management
of Test be followed through. Suppliers not yet bought into XYZ
13 23
Driving DFRMP Process Community/
Data drop for
UP e-site
Wk48, 49, 50 workshops
Effects of 9% XYZ chord change. XYZ Definition, XYZ
Assembly Dd/mm/YY Routes, XYZ segregation
to establish/confirm
drawing requirements
8
Data drop for Redesign due to 9% XYZ chord, medium/high risk of not
Working to incorporate
detailed part Dd/mm/YY being able to recover. Supply of data hindered by lack of
into plans
manuf. contractual agreement between XYZ Title Description Reference Access
13
Continued review of Unified Planning - To get a complete and detailed understanding of J06XAIW00009 Airbus People/
Etc.. Dd/mm/YY XYZ delivery to XYZ opportunities. Working with Plan Viewer Unified Planning (UP) working processes and tool myHR/Learning
NPs to eliminate overlap
2 13 features and to refresh UP framing principles.
Mis-match (clear delay in deliverable) always in BLACK High probability of occurrence Med Low Unified Planning - To refresh UP framing principles and to get a J06XAIW00010 Airbus People/
TD/BU WP Planner complete and detailed understanding of UP working myHR/Learning
Risk (potential delay in deliverable) and likelihood of risk processes and tool features.
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2 AIRCRAFT PROJECTS
2.14 Aircraft Business Case
Related PM Foundations 1.3.6.2 Develop Financial Business Case
Before launching a new aircraft development the Project team must construct the Business Case for the entire lifecycle of the
aircraft programme and must demonstrate that the expected Return on Investment (ROI) can be achieved. Each Programme
(new or established) must then present its profit or loss on a yearly basis to the Executive Committee (e.g. in the Airbus
Operational Plan - AOP).
2 Aircraft
2 Aircraft
The Programme Business case must:
• demonstrate the profitability of the Programme

• s imulate the revenues and expenses over the years (including Break Even Point where cumulated Cash-Out is balanced by
the cumulated Cash-In)
• estimate the potential risks and their financial consequences.
Developing a new aircraft is a huge investment. To demonstrate adequate Return on Investment the expenses and revenues
cumulated from the start of the Programme must be well understood. These include:
Revenues:
• Aircraft Sales: based on forecast number of deliveries multiplied by the revenues per aircraft. Revenues per aircraft are based
on a starting price with a stated price escalation assumption over the following years. Revenues also include pre-delivery
payments (PDPs).
Expenses:
• R ecurring Costs (RC): RC are the cost to produce the series aircraft. They include airframe make and buy, propulsion
systems, equipments and cabin costs. Assumptions are made as to the productivity improvements which can be expected
in the future (resulting in e.g. 5% RC improvement after 10 years of production). Risks must also be factored into the RC
calculations (e.g. the risk of raw material price increases).
•N on Recurring Costs (NRC): NRC comprise the development costs including the cost of production of the development aircraft
required for ground and flight testing. They also include the amortisation of any capital investments made during the development.
•C ontinuing Development (CD): CD costs include minor and major modifications after the end of initial development as well as
costs linked to customisation.
•C ontinuing Support (CS): CS costs include maintenance of jigs and tools, Manufacturing Engineering activities as well as
costs for transportations between plants.
Based on these Revenues and Expenses, the typical Business Case KPIs such as Net Present Value (NPV), Internal Rate of
Return (IRR) and Break Even Point (BEP) can be calculated.
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2.15 Unified Planning Cost Management
Related PM Foundations 1.3.6 Cost and Finance Management Cost Management Process...................................................................................................................................................
Fig. 215-1
The Unified Planning platform provides support to the Non Recurring Cost (NRC) management of Aircraft Development Projects.
The Unified Planning Cost Management process is structured around the Project Work Breakdown Structure to ensure consistency
Target
between costs and schedules at Work Package level. It also enables Earned Value Management (EVM, see Chapter 2.16).
2 Aircraft
2 Aircraft
The process has the following main steps (see Figure 215-1).
1. Cascade the Cost Targets: the top-down cascade of the Programme’s Business Case targets.
2. Develop the Cost Forecasts: the bottom-up consolidation of cost forecasts along the WBS. Cost Monitoring Level
3. Negotiate and Agree Costs: the cost negotiation through convergence loops to remove the discrepancies between the top- Negotiation for Agreement
Agreement Letter Reports
down targets and the bottom-up estimates.
4. Set the Cost Baseline: the establishment of a formal cost baseline through Agreement Letters and yearly Operational
References.
Op
5. Collect Actual Costs and Commitments: the collection and consolidation of actual costs and commitments.
era
6. Monitor and Control Costs: the ongoing management of costs supported by cost reporting as well as event and change
Forecast
tio
management.
n
al
Re
fer
en
ce
Actuals
These steps are described in more detail below:

1. Cascade the Cost Targets.
Targeting is the top down process aiming at translating the Programme's Business Case targets down to a level in the WBS
where costs are monitored. This is the so called Cost Monitoring Level (the Agreement Letter Level, e.g. IPT level for A350).
Targets are expressed in Total Cost (€) and cover the entire Project lifecycle. They are called the Target Cost At Completion
(TCAC). Following the negotiation cycle the targets are formalised in Agreement Letters. Subsequent evolutions or updates to
targets require newly signed Agreement Letters.
Note that part of the Business Case targets may not be cascaded but will rather be held as contingency to cover unforeseen
issues or risks. They are usually held at a higher WBS level (e.g. PDT level for A350).
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2.15 Unified Planning Cost Management (cont’d)
2. Develop the Cost Forecasts. Operational Reference examples......................................................................................................................................

Fig. 215-2
The cost forecast is an estimate of financial needs based on the examination and analysis of scheduled activities. It is
established for each year of the Project as well as for its entire lifecycle yielding the Forecast Cost At Completion (FCAC).
The development of the cost forecast is a shared responsibility between the Work Package Leader on the one hand and Example 1 Example 2
any Functions contributing to the Work Package on the other. The forecasted cost is calculated as the consolidation of the Example with Negative Delta Example with Positive Delta
workload-related activities multiplied by the appropriate resource hourly rate, plus the external costs. Forecasts can be captured
2 Aircraft
2 Aircraft
T2013 T2013 T2013 T2013
at any level of the WBS (Cost Monitoring Level or lower. Thanks to UP Cost Management, they are automatically bottom-up
consolidated along the WBS as well as along the contributor axis (e.g. CoC, CoE).
T2012 (+10)
T2012 T2012 (-10) T2012
3. Negotiate and Agree Costs.
Once the top-down and bottom-up exercises have been performed, cost convergence loops are conducted at the Cost T2011
T2011 (+10) T2011 (-10)
Monitoring Level and below. Cost convergence and negotiations are mainly about technical and strategic (e.g. make or buy) T2011
aspects. They represent a major challenge for the overall Cost Planning process and often take longer than expected. Typical
challenges include: Target Delta Delta OpRef
-20 OpRef Target +20
2010 2010
• ensuring that no costs are “double-counted” or omitted 2010 2010
• ensuring the bottom-up estimates are not overly optimistic or pessimistic
• negotiating appropriate contingency coverage.
T: Target. OpRef: Operational Reference
4. Set the Cost Baseline.
The cost baseline is formalised through the Agreement Letters and the yearly “Operational References”.
Example 1 in Figure 215-2 shows that less cost is forecast in 2010 than previously agreed in the Agreement Letter for the year
• Agreement Letters represent contracts between the Programme and the Functions, also signed off by Programme Finance 2010. Consequently, the Operational Reference for 2010 has been set at the forecast, and the delta cost (Target - Operational
and the Finance of Functions. They are yearly phased and provide the starting point for setting Operational References. Reference) has been transferred into the Operational References for 2011 and 2012, respectively.
• Operational References represent the forecast costs, validated by the Programme Leader at the Cost Monitoring Level,
with associated workload for a given year on which the Work Package Leaders can commit on resources, in line with the Example 2 shows that more cost is forecast in 2010 than previously agreed in the Agreement Letter for the year 2010. The
expected deliverables to be produced, approved by the Programme and the Functions. Operational Reference for 2010 has been set at the forecast and the additional cost (Operational Reference - Target) has been
taken in equal shares from the Operational References for 2011 and 2012, respectively.
The Operational References are not necessarily equal to the yearly targets of the Agreement Letters. They should rather reflect
the operational reality of the year and can evolve with major changes. This provides some flexibility in the early phasing of the
targets signed in the Agreement Letters. However, if an Operational Reference authorised for a year N is higher or lower than
the yearly target for the same year of the corresponding Agreement Letter, the difference needs to be compensated for in a
convergence plan securing the Total Cost at Completion. This is explained in Figure 215-2.
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2.15 Unified Planning Cost Management (cont’d)
5. Collect Actual Costs and Commitments. Cost Management Events......................................................................................................................................................

Fig. 215-3
Actual Costs and Commitments represent the effective cost consumptions: M€
• The Actual Costs represent the costs that are booked against the Project.
• The Commitments are broken down into Purchase Orders (PO) and Purchase Requests (PR).
• Actual Costs and Commitments are collected every month by the corporate SAP tool (the Financial reference), then loaded
2 Aircraft
2 Aircraft
into Unified Planning Cost Management.
• Actual Costs and Commitments are automatically bottom-up consolidated along the WBS as well as the contributor axes (e.g. Materialised
CoC, CoE). risk Materialised Schedule
opportunity assumption
6. Monitor and Control Costs. change
The Unified Planning platform provides cost reporting (including Earned Value Management reports, see Chapter 2.16) to
support cost monitoring and control. Events
Any changes or evolutions to the Cost Baseline are traced using ‘events’ which document the cause of or rationale for the
changes. In particular, events support the bridge of evolutions of Operational References for the current year, see Figure 215-3. Baseline Event Updated
Operational Operational
Reference year N Reference
Note that a strong link with Risk and Opportunity Management (R&OM) is required to provide information on materialised risks
and opportunities for the cost evolution bridge.
The evolutions of the Operational References (versus the cost targets for the current year or versus target costs at completion)
are managed at the Cost Monitoring Level. The validation of the Operational Reference evolutions is performed in line with Type Title Reference Access
Corporate Finance processes (e.g. Forecast I, II and III). Various See Unified Planning channel for cost management Airbus People/
training, tutorials and toolkits. P&PM Management
Community/UP e-site

Unified Planning - To know about Non Recurring Cost (NRC) J06XAIW00016 Airbus People/myHR/
Cost & Workload processes and to be able to manage them in UP Learning
tools.
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2.16 Unified Planning Earned Value Management
Related PM Foundations 1.3.7 Earned Value Management Example FOR Schedule and Cost Baselines..................................................................................................................
Fig. 216-1
The Unified Planning platform provides a simplified Earned Value Management (EVM) support for Aircraft Development Projects Nb of milestones M€
350 333 50
which is less resource intensive to apply compared to the 'classic' EVM mentioned in literature and applied by other EADS 317
Business Units. 298 45
300 280
Schedule Baseline 40
251
2 Aircraft
2 Aircraft
The Earned Value baseline is made up of a Schedule Baseline and a Cost Baseline: 250 223 35
• he Schedule Baseline is composed of “EVM significant” Milestones that are tagged in the Unified Planning steering
T 200
205 30
168
schedules. 27.4 25
• he Cost Baseline is a monthly phased cost profile corresponding to the financial value of the planned activities (i.e. the “EVM
T 150 128
21.1
23.2
24.6 25.7
20
significant” Milestones). The Cost Baseline is the Operational Reference (see Chapter 2.15). 15
100 17.2
64 15.3 Cost Baseline 10
It is the responsibility of the Work Package leaders to ensure the alignment of the Schedule Baseline and Cost Baseline (i.e. the 50 38 10.0
12.0
Cost Baseline at a given date should be equal to the expected cost to complete the “EVM significant” Milestones scheduled for 19 5
1.6 2.9 4.9
completion by that date). 0 0
1 2 3 4 5 6 7 8 9 10 11 12 months
Baseline (Nb of milestones, cumulated) Cost Baseline (M€, cumulated)
Earned Value is then calculated by comparing the “EVM significant” Milestone completion at a given date against the “EVM
significant” Milestone baseline and deriving the ‘budgeted cost’ for this level of completion (the Earned Value). This is illustrated
Example FOR Schedule and Cost Progress..................................................................................................................
in more detail below, developing the four steps of Unified Planning Earned Value Management: Fig. 216-2
Nb of milestones M€
1. Create integrated Schedule/Cost Baseline. Time now 20
180
2. Measure schedule progress and actual costs. 157 18
160
3. Calculate Earned Value.
136 16
4. Conduct Earned Value analysis. 140
14
120 110 14.7
Measured Progress 13.4
1. Create integrated Schedule/Cost Baseline: Figure 216-1 shows an integrated Schedule/Cost Baseline. The black line shows 12
100 =achieved milestones
the Schedule Baseline (cumulated number of “EVM significant” Milestones), and the blue line the Cost Baseline. For example: 73 11.2 10
once 223 of the planned “EVM significant” Milestones are achieved, a planned cost of 17.2M€ will have been consumed. 80
8
60 54 8.5
6
2. Measure schedule progress and actual costs: Figure 216-2 shows the “EVM significant” Milestone progress and actual costs 40 34
4.9 4
booked at the end of month 7. 19 Actuals
20 2
2.4
1.2 0
0
1 2 3 4 5 6 7 8 9 10 11 12 months
Achieved Milestone (Nb of milestones, cumulated) Actuals (M€, cumulated)
M€: Million Euros. Nb: Number.
346 347
2 AIRCRAFT PROJECTS
2.16 Unified Planning Earned Value Management (cont’d)
3. C
alculate Earned Value: the Earned Value is equal to the Cost Baseline value corresponding to the current “EVM significant” 4. C
onduct Earned Value analysis: once the Earned Value has been calculated, the standard EV analysis can be conducted.
Milestone completion. So in the example, for a physical progress of 157 Milestones, it had been planned to spend 11.5 M€, For example the calculation of Schedule Variances (SV), Cost Variances (CV), Schedule Performance Index (SPI), Cost
see Figure 216-3. As of month 7 the Earned Value is 11.5 M€. Performance Index (CPI). Refer to Chapter 1.3.7 for more details.
Using the example in Figure 216-4, the following can be compiled:
• T he Schedule Performance Index: 11.5/17.2 = 0.67 (= Earned Value/Cost Baseline) showing progress behind schedule
2 Aircraft
2 Aircraft
(SPI<1.0).
• T he Cost Performance Index: 11.5/14.7 = 0.76 (= Earned Value/Actuals) showing over cost (CPI<1.0).
The trends in SPI and CPI provide a good means to identify if a situation is improving, stabilising or worsening.
EXAMPLE FOR EARNED VALUE CALCULATIOn......................................................................................................................... Example FOR Earned Value Analysis.................................................................................................................................
Fig. 216-3 Fig. 216-4
Nb of milestones Cost & Schedule Baseline M€ Schedule Achievement M€ 30

& Activity Based Budget By introducing earned value, current situation 27.4
350 333 50 350 50 25.7
Planned progress date 317 analysis is made easier by separating cost 24.6
for current progress 298 45 45 25 and schedule performances (resulting in a 23.2
300 280 300
40 40 given level of actuals) 21.1
251 Time now
250 223 35 250 35 20
Cost Baseline 17.2
205 30 30
200 200
168 15 cost = over-cost
27.4 25 157 25 12.0 schedule = delay
150 24.6 25.7 Actuals 14.7
128
21.1
23.2 20 150 136 20 10.0
110 10 11.2 11.5
100 17.2 15 100 15
64 15.3 73 4.9 8.5 8.6
12.0 10 54 10.4 11.5 10 5 2.9
38 8.6 2.6 4.9 5.6
50 10.0 50 34 1.6
19 5 17 5.6 5 1.2 4.1
4.1 2.4 Earned Value
2.9 4.9 1.4 2.6 0 1.4
0 1.6 0 0 0
1 2 3 4 5 6 7 8 9 10 11 12 months 1 2 3 4 5 6 7 8 9 10 11 12 months 1 2 3 4 5 6 7 8 9 10 11 12 months
Baseline (Nb of milestones, cumulated) Achieved Milestone (Nb of milestones, cumulated) Cost Baseline (M€, cumulated) Earned Value (M€, cumulated) Actuals (M€, cumulated)
Cost Baseline (M€, cumulated) Actuals (M€, cumulated)
M€: Million Euros. Nb: Number. M€: Million Euros. Nb: Number.
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2.16 Unified Planning Earned Value Management (cont’d)
Note that this simplified approach to Earned Value Management (known as the Unified Planning “Statistical Approach”) differs
in some respects from ‘classic’ EVM method. In particular, the former is somewhat less accurate compared to the latter. Some
basic rules must therefore be applied to bring the level of accuracy of the simplified approach as close as possible to the
accurate information provided by the 'classic' EVM. These include:
• A stable, statistically significant volume of “EVM significant” Milestones has to be determined in the EVM Milestone baseline.
• Within each Work Package where EVM is calculated, the ratio of budget to number of “EVM significant” Milestones should be
2 Aircraft
2 Aircraft
globally equivalent. For example, if a 2M€ Work Package has 20 Milestones (equal to a ratio of 100 k€/Milestone), a 50M€ Applicable Documents
Work Package should have around 500 Milestones (to maintain the same ratio).
• If a significant budget activity is not covered by an adequate set of “EVM significant” Milestones, it should be left out of the
EVM analysis. Various See Unified Planning channel for EVM training, Airbus
tutorials and toolkits. People/P&PM
As the simplified approach requires a statistically significant volume of milestones the calculation is normally performed at higher Management
levels in the Work Breakdown Structure. Community/
UP e-site
Note that while this approach is not fully accurate, it does deliver many of the benefits of the 'classic' EVM, namely:
Policy EADS Earned Value Management Policy EADS-CDS-038 Airbus People/
• It encourages a link between schedule and cost. P&PM
• It provides trends in cost and schedule performance, thus providing a means for early warning. Management
• It encourages communication and transparency between the Financial and Programme Management communities. Community/
EADS Policies

Unified Planning - To know about Non Recurring Cost (NRC) J06XAIW00016 Airbus People/
Cost & Workload processes and to be able to manage them in myHR/Learning
UP tools.
Project Mgt - Provides a common understanding of EVM as J06XAIW00023 Airbus People/

Play EVM implemented at Airbus. myHR/Learning
350 351
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2.17 Maturity Gate Reviews
Related PM Foundations 1.3.8.3 Perform Quality Assurance Events Maturity Gate Review Process and Timeline.................................................................................................................
Fig. 217-1
A Maturity Gate (MG) is a Milestone defined within the Product Development Process (PDP) at the beginning or at the end of an
aircraft development lifecycle phase. A Maturity Gate Review is held to provide a transparent overall assessment of an aircraft 1.1 Define Review's 1.2 Programme
Objectives & MG Review
development Project's maturity status measured against maturity criteria requirements, identifying discrepancies, planning Sequence Organisation
corrective actions and providing recommendations for continuation to the next phase. It thereby assesses the different aspects
2 Aircraft
2 Aircraft
of product and process performance in terms of quality and completeness. 3 weeks Feeder Reviews
Review Dossier
The content of each Maturity Gate is described by a set of related objectives, key decisions to be taken as well as a set Kick-off 3. Feeder Review 1
of deliverables with their target maturity criteria. The latter cover all contributing Airbus Business Processes (i.e. Manage
Programmes, Manage Corporate, Sell, Develop, Fulfill, Support, Source, Enable). 2. Review
1.2 Review Dossier 4. Review
The deliverables and maturity criteria for a given Project are a combination of the applicable PDP and Project Management Organisation Preparation Closure
standards on the one hand and Project specific elements on the other.
3 weeks
The objectives of a Maturity Gate Review are:
Kick-off
• to secure the delivery of mature aircraft fulfilling all customer expectations 3. Feeder Reviews ‘n’
• to ensure a robust and mature aircraft development process all along the Development Phases 2. Review 4. Review
• to ensure a robust ramp-up of serial aircraft production 1.2 Review
Organisation Dossier Closure
• to secure a good synchronisation of all contributing Functions (Project, Technical, Business, Commercial, Procurement, Finance) Preparation
If No PASS,
• to provide a transparent assessment of the aircraft development against PDP requirements Kick-off & 3. Programme MG Review
Review Closure
• to identify discrepancies against target, trigger recovery measures set-up and closure Review Dossier
RID Review Boards
meeting
• to provide Programme Management and Airbus Executive Management with recommendations to support key decision published
making for continuation into the next phase 2. PSR Review

• to trigger an analysis of the consequences of this assessment and launch a re-baselining of the Project, if necessary. Dossier 4. Programme Review
Summary (PSR) Closure
Preparation
The Maturity Gate Review process and its timeline are illustrated in Figure 217-1. 3 weeks
Timeline
T0 - 6 months T0 - 3 weeks T0 T0 + 1 month

T0 - 2 weeks
MG: Maturity Gate T0: Time zero PSR: Programme Summary Review RID: Review Item Discrepancy
352 353
2 AIRCRAFT PROJECTS
2.17 Maturity Gate Reviews (cont’d)
Feeder Reviews support the overall Programme Maturity Gate Review. Feeder Reviews are pre-reviews focussing either on a
major component and/or system of the aircraft (e.g. wing), or on a subject matter that is of a transverse nature and is applicable
across aircraft components. Guidance for Feeder Reviews are provided in the specific MGxx Manuals (M2350.xx).
Each Programme Maturity Gate Review (from DSR to MG16) is performed by a Review Panel independent from the Project to
ensure an objective maturity status assessment. For specific independence requirements at each Maturity Gate refer to manual
2 Aircraft
2 Aircraft
M20019 Product Development Maturity Gate Reviews Management.
Maturity Gates can only be passed where sufficient evidence is provided that all those deliverables, where a lack of maturity has
been identified as a potential showstoppers prior to the review, have reached their target maturity.
Any discrepancy of a deliverable to the target maturity criteria is recorded as a Review Item Discrepancy (RID) and a corrective
action plan, with associated owner and target date, is established and tracked.
After the Maturity Gate Review, the RIDs are marked as RED, AMBER, GREEN or BLUE in order to manage their follow-up and Applicable Documents
provide the relevant KPIs. Type Title Reference Access
• RED: discrepancy without identified roadmap or secured action plan. Manual Product Development Maturity Gate Reviews M20019 MyDoc
• AMBER: secured action plan accepted by the RID owner is in place. Management
• GREEN: action plan is completed. The RID is proposed for closure pending evidence or chairperson acceptance.
• BLUE: action plan completed. The RID is closed and the closure evidences are recorded. Manual DARE Prerequisites & Maturity criteria for MGx M2350.x MyDoc
Review
The RID follow-up is used to trace and assess the progress of review status per Projects. It shows the RIDs per Project and per
phase, with their associated follow-up action plans. Policy EADS Policy on Independence at Programme EADS-CDS-0028 Airbus People/
Phase Review P&PM
Management
Community/
EADS Policies
Procedure Management of Design Reviews AP2604 MyDoc
Manual Projects Categorisation manual M20014 MyDoc
Directive DARE - Development Process and Policy A1350 MyDoc
354 355
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2.18 Advanced Product Quality Planning (APQP)
Related PM Foundations 1.3.8 Quality Management
Advanced Product Quality Planning (APQP) is defined as a structured method to guarantee the necessary steps are taken to
assure new, or modified, products will satisfy customer needs and wants. These steps will be summarised in a Quality Plan
Timing that aids Programme Management in tracking the development of the Project to assure its goals are met at the time of
launch (i.e. Maturity at Entry-Into-Service, EIS).
2 Aircraft
2 Aircraft
To be able to run the APQP methodology effectively it is necessary to concentrate on a physical product (i.e., wing, engine…)
that goes through the various phases of the product development lifecycle.
The goal of APQP is to assure that every step required to deliver the product is completed on time and on quality through fluent
communication with everyone involved. To accomplish this goal there are three main founding elements:
• Organising a Team: Including representatives from all the Functions affected by the Project. It is of the greatest importance
that the team shares the Project’s common goals (deliver product on time and on quality) following the concurrent engineering
process principles with the purpose of avoiding sequential tasks and costly rework loops.
• anagement Support/Early Warning: Effective streamlined communications to management need to be provided in time to
M
allow for quick reactions that will enable deviations to be addressed, and preventing, or mitigating, their effect on the Project
outcomes.
• Quality Plan Timing: The purpose of APQP is to produce a product quality plan which will support the development of a
product or service that will satisfy the customer needs and wants. Most of the activity is planned upfront in a preventive
mode in order to avoid the need of late changes that are usually a source of high risks. Team's commitment to the quality
plan timing is a must. Each team member shall analyse the time slot assigned to their own tasks, and if they are found to be
unrealistic other solutions must be pursued.
By properly using the APQP approach; the Programme goals in terms of quality, time, and consequently cost, will be met.

Process Plan Quality in an A/C Program AP5351.1 MyDoc
Process Implement Advanced Product Quality AP5351.2 MyDoc
Manual Airbus Advanced Quality Planning (APQP) Model M20056 MyDoc
356 357
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2.19 Status Reporting
Related PM Foundations 1.3.10 Communications Management The content of the Project Status Report content is highly contextual and is driven by the current phase of the Project. For
example, progress on the selection of suppliers is key during the Project’s early phases, whereas flight testing and certification
Aircraft Project Status Reporting provides a comprehensive overview of the Project's achievements, progress, risks and issues become main items during the later development phases. The RAG lines of the dashboard can dynamically point (via
for the Key Project stakeholders, in particular for the Head of the Project. Powerpoint links) to detailed data available in back-ups, where numerical figures are available.
The objectives of Aircraft Project Status Reporting are:
For example, between the MG5 and MG7 Milestone Gates of an aircraft development Project, the Project Status Report
- to consolidate detailed Project status information into a comprehensive overview
2 Aircraft
2 Aircraft
typically provides information on the following topics, with a 6-weekly update:
- to support appropriate management decision making at all levels of the Project
- to support issue escalation and the implementation of recovery actions - Commercial Status
- to provide common situation awareness among the Project's top managers - Airline Operations
- to support the preparation of communications to upper level authorities (for example, the Airbus Executive Committee, EADS - Aircraft Performance Status (including weight)
Board of Directors, shareholders representatives, airline customers, supplier’s top management etc.) - Schedule
- to reinforce the commitments taken in the baselined Project plan (as the status is reported against the baseline) - NRC Budget
- to provide and maintain focus on areas (e.g. Product Lifecycle Management, Configuration Management, Airline Operations, - Airframe Technology and Transverse Clusters
etc.) that may appear as secondary during the “technical performance driven” aircraft design phases but are key to secure - Architecture Issues Resolution
customer satisfaction and the Business Case. - Design Maturity and Integration
- Configuration Management
The scope of a large aircraft development Project is vast and extremely complex, and the number of contributing areas is
- Tests Means (including Flight Tests)
directly commensurate with this complexity. The Project Status Report consolidates data produced across many layers
- Resources
in the Work Breakdown Structure. Consequently, the team(s) responsible for the reporting preparation must implement
- CapEx
an operationally efficient data collection network covering all areas of the Project. Standard templates, automated data
- Industrial
consolidation and regular reporting cycles are key factors for efficient data collection.
- Recurring Costs (different lines for Make, for Airframe Buy and for Equipment Buy)
- Risks
For example, on the A350 Development Project the responsibility for Main Component Assembly (Fuselage, Cabin, Wing,
- Product Lifecycle Management (Processes, Tools, Deployment, Support)
Empennage, Powerplant, Systems) was delegated to Product Delivery Teams in the CoEs and CoCs after MG5. Regular
- Quality
reviews (Components Progress Reviews) were held between the Head of Project and the Head of the respective Product
- Procurement/Supply Chain.
Delivery Teams (PDT). The Project Status Report used information inputs from these reviews to consolidate an overall transverse
view. This was supplemented by information produced by Central or Transverse Project entities (e.g. Procurement, Industrial,
The data is presented in various forms including S-Curves, RAG status and ‘Heatwave Reports’ (see Chapter 2.13). Backup
Product Lifecycle Management, Configuration Management, Quality etc.).
slides may include ad-hoc charts and tables depending on the hot topics: weight status/outlook convergence diagram, NRC
The Project Status Report is reviewed and presented to the Head of Project during a dedicated meeting (e.g. the Programme and EVM curves, Change Requests burn rate, etc.
Business Review for the A350) attended by all top Project stakeholders. A RAG (Red/Amber/Green) status per topic allows a
focus on the most critical areas.
The Report should be sufficiently concise to allow the dedicated meetings to be completed in 1-2 hours (bearing in mind that
many of the key items have already been discussed in feeder meetings.
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2 AIRCRAFT PROJECTS
2.19 Status Reporting (cont’d)
In general the Project Status Report is built from the consolidation of elementary dashboards from Project contributors. Each
contributor may use its own toolset as relevant for the activity. Figure 219-1 provides an example. However the following Project
Management topics have standard status reporting tools:
• Synthesis view of development costs, Earned Value, schedule (from SAP, Unified Planning)
• Synthesis view of design maturity (from Configuration Management and design drawings monitoring tools, such as Decimo,
Design Data Set, etc.)
2 Aircraft
2 Aircraft
• Risk and Opportunities status (from Active Risk Management - ARM).
Example of A350 XWB Dashboard........................................................................................................................................

Fig. 219-1
Improvement
Synthesis
➜
➜ No change Sept 2010

Degrading Manual Project Management - Monitoring and Control AM2453 MyDoc
➜
July Sept.
10 10
Configuration G A ➜ Textual information to provide a synthetic view of the achievements, difficulties
➜
Management and challenges lying ahead Applicable Learning Solutions

Should also mention the key mitigation/recovery actions and the escalation need
when applicable Unified Planning - To refresh UP framing principles and to get a J06XAIW00010 Airbus People/
WP Planner complete and detailed understanding of UP working myHR/Learning
Schedule R A ➜ processes and tool features.
➜
Unified Planning - To know about Non Recurring Cost (NRC) J06XAIW00016 Airbus People/
Cost & Workload processes and to be able to manage them in myHR/Learning
NRC Budget A G ➜ UP tool.
➜
Project General PM training including status reporting. J06XAIW00005 Airbus People/

Management - myHR/Learning
Into Practice
NRC: Non-Reoccurring Cost. G: Green. A: Amber. R: Red
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2 AIRCRAFT PROJECTS
2.20 Documentation Management
Related PM Foundations 1.3.10 Communications Management The PMDoc database holds core Project Documentation, such as for:
Documentation Management is a fundamental part of any Project. For large, complex Aircraft Projects this a major activity that
• Requirement Management • Configuration Management
includes developing the Document Management Plan as well as any associated processes, such as for:
• Project Organisation • Quality Management
• Schedule Management • Supportability
- document validation, release and change control • Risk Management • Industrialisation
- document access and confidentiality management • Resource Management • Procurement Management
2 Aircraft
2 Aircraft
- document retention • Project Monitoring & Control • Financial Management.
- establishing the Document Management System (DMS) and DMS structure
- developing document templates The EDMS system is used to store the technical documents associated with the Project.
- implementing communication and training activities for DMS users.
The typical DMS structure for an Aircraft Project is split between the PMDoc and EDMS (Engineering Document Management
Services) systems, as shown in Figure 220-1.
Typical Aircraft Project DMS............................................................................................................................................. Type Title Reference Access
Fig. 220-1
Manual Airbus Document Mapping M2280.1 MyDoc
Programmes
Activity PMDoc Programme Documentation Manual Document Formats M2280.11 MyDoc
Manual Airbus Standard Document Numbering M2280.3 MyDoc

STDoc FTDoc SysDoc PPDoc CCDoc TestDoc
Manual Document Standard Versioning M2280.4 MyDoc
Integration
Manual Document Standard Templates M2280.5 MyDoc
Structure
Systems
& Cargo
Physics
Flight &
Power
Cabin
Flight
Tests
Plant
Technical
Manual Technical Document Authoring Rules M2280.6 MyDoc
Documents
Manual Airbus Document Validation and Release Process M2280.7 MyDoc
EDMS Manual Airbus DMS Retention Rules M2280.8 MyDoc
xxDoc: Various Document repositories Manual Document Management Plan M2280.9 MyDoc
EDMS: Engineering Document Management Services
362 363
2 AIRCRAFT PROJECTS
2.21 Global and Local Risk and Opportunity Management
Related PM Foundations 1.3.11 Risk and Opportunity Management Local and Global R&O Assessment...................................................................................................................................
Fig. 221-1
On many small to mid-size Projects at Airbus, the Risks and Opportunities (R&O) can be assessed using a single standardised
assessment grid. For example, a cost impact of greater than 100k Euros may be considered ‘VERY HIGH’ for all risks on the Local R&O Assessment Global R&O Assessment
Project.
Local Severity Global Severity
2 Aircraft
2 Aircraft
For a large Aircraft Project, it is difficult to apply a single standardised assessment at all levels of the Project. For example, what
VH VH
would be considered a ‘VERY HIGH’ cost impact for a local Work Package, may be a “LOW’ impact only for the overall Aircraft High or
X X
Probability
Probability
Project. H
Very High
H
M Severity M
An approach to overcome this issue is the use of Global and Local R&O Assessment Grids: escalated
L L
• T he Global R&O Assessment Grid has the impact criteria for the overall Aircraft Project. For example, with a ‘VERY HIGH’ L M H VH L M H VH
cost impact considered to be greater than 20 Million Euros.
Local Impact Global Impact
• he Local R&O Assessment Grids are sized according to the size of the Work Package. For example, with a ‘VERY HIGH’
T
cost impact considered to be greater than 15% of the Target Cost at Completion (TCAC) for the Work Package. Note that
the use of percentages supports a standardised approach to local assessment, even though the net values used may be Severity coding: Very High High Medium Low
different.
R&O: Risk and Opportunity
Note that the probability criteria (e.g. % probability bands) should be the same at both Global and Local levels.
It is recommended that only those local risks and opportunities that are assessed being of a ‘HIGH’ or ‘VERY HIGH’ severity
(probability x impact) are escalated to the Global level for consideration, as shown in Figure 221-1.
364 365
2 AIRCRAFT PROJECTS
2.22 Manage External Aerostructure Work Packages
Related PM Foundations 1.3.12 Supply Chain Management The Manage External Work Package Process............................................................................................................
Fig. 222-1
The Manage External Work Package Process (MEWP) is a detailed description of the management activities and organisations
required to enable and steer aerostructure Work Packages outsourced to Risk Sharing Partners (RSP). It covers Design & Build MG3 MG5 MG7 MG13 MG16
(D&B) or Build to Print (BtP) Work Packages. The process starts with the “Buy” decision and ends with the closure of the Work
Package.
2 Aircraft
2 Aircraft
WP MoB WP WP WP WP CR &
decision Plan Project - KOR PPR Execute, Monitor CDR Execute, Monitor handover
MEWP is composed of 5 Phases, see Figure 222-1. Step 1
Plan Project - & Control Step 1 & Control Step 2 to series Execute, Monitor
Step 2 & Control Step 3
Prepare CT Manage the completion of Manage the completion of
Structure the Monitor the WP critically
& RSP WP definition, the preparation WP integration, qualification of
project in Series & Manage
on-boarding of industrialisation and standard 1 & 2, certification &
critical WPs
the RSP autonomy secure production ramp-up
AP2131.4
AP2131.3 Supplier Monitoring and Contract Management
Supplier Selection and
Contracting AP2131.5
Control Suppliers
AP2131.6
Supply Products
WP: Work Package KOR: Kick-Off review

CT: Customer Team PPR: Project and Plans Review
RSP: Risk Sharing Partner CDR: Critical Design Review
MoB: Make or Buy CR: Certification Review
366 367
2 AIRCRAFT PROJECTS
2.22 Manage External Aerostructure Work Packages (cont’d)
1. P
lan Project - Step 1: Customer Team and Business Operational Support Teams
Prepare Customer Team and Risk Sharing Partner on-boarding.
The Customer Team is a multi-functional team accountable for the delivery of the Work Package by the Risk Sharing Partner
2. P
lan Project - Step 2: in front of the Project. This team is dedicated to the steering and the daily management of the Work Package throughout its
Structure the Project. entire life, securing the necessary inputs and ensuring supplier deliveries on time, cost, quality and performance. Each member
of the Customer Team is the single focal point for a given Function or discipline, and acts as the main interface to the RSP’s
2 Aircraft
2 Aircraft
3. E
xecute, Monitor & Control Project - Step 1: organisation on behalf of this Function or discipline.
Manages.
- the completion of the Work Package definition In order to maximise supplier adherence to the Airbus referential of processes, methods and tools, as well as to assess the
- the preparation of the industrialisation supplier’s product maturity, Business Operational Support Teams are put in place. These teams support the Customer Teams
- the RSP autonomy (e.g. the RSP has demonstrated his capability to use Airbus processes, methods and tools; has access as well as the RSP teams, and participate in the assessment of the technical competence and knowledge of Airbus processes,
to Airbus IS/IT tools; has understood the major requirements and is committed to deliver on TCQP, and has sufficient methods and tools acquired by the RSP.
knowledge of the Airbus organisation to ensure good communication while operating remotely from Airbus teams).
EE Enabling Team
4. E
xecute, Monitor & Control Project - Step 2:
The EE Enabling Team is a central Project team that ensures the Airbus Functions deliver what is needed for collaborative work
Manage up to completion the Work Package’s integration, qualification and certification tests, and secure production ramp-
with RSPs.
up (up to MG13, Type Certification).
Enablers are mandatory means that need to be deployed to secure the collaboration with the RSPs. The EE Enabling Team
5. E
xecute, Monitor & Control Project - Step 3:
deploys enablers according to Work Package needs and Work Package lifecycles. Most of the enablers will be deployed
Manage the completion of the Work Package’s production of Head of Versions and transition to Serial mode (up to MG16,
between the Call for Tender (CFT) and the Kick Off Review (KOR), in order to prepare on-boarding of the EE Suppliers and
Full Rate Production).
Airbus Customer Teams.
Managing an external Work Package requires:
The key enablers managed by the EE Enabling Team are:
- a multi-functional Work Package team dedicated to the steering and daily management of both internal and RSP
deliverables for the Work Package (the Customer Team) with adequate support by experts (the Business Operational
• EE Policies:
- Project policies related to Extended Enterprise deployment such as Process, Methods and Tools, Assessment, Quality, IS/IT,
Support Teams) to ensure a mature product design and robust processes operated by RSPs
Security, Industrial Support, Software Licensing, Documents Accessibility & Exportability, Confidentiality, Intellectual Property,
- a central Project team (Extended Enterprise (EE) Enabling Team) dedicated to deploy the enablers required in order to
Tier1 & Tier 2 tool access, etc.
secure the collaboration between the Customer Teams and the RSP.
• Referential:
- Developed or adapted referentials, such as; Applicable Document List (ADL), Applicable Technical Document (ATD),
Applicable Tool List (ATL), GRAMS, GRESS, Airbus Inputs Matrix (AIM)
- Work Package identification: Work Package characteristics database
- Way of Working with RSP Handbook and assessment update.
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2.22 Manage External Aerostructure Work Packages (cont’d)
• Organisation:
- ATL/ADL/ATD Change Control Boards
- contractual Applicable Tool List (cATL) Deployment Team
- Customer Teams
- Business Operational Support Teams. Applicable Documents
• Working Means: Type Title Reference Access
2 Aircraft
2 Aircraft
- set up pre-Call for Tender and Joint Definition Phase (JDP) Plateaux
- set up connections and infrastructure for RSP Handbook Way of Working with Aero-structure RSP Handbook Airbus People/
- IS/IT for resident team. Cross Programme/A350/
EE Overview/
• Process, Methods and Tools Training and Communication: EE Community/Airframe
- set up trainings for the CT Members and the RSPs
- set up communication sessions towards the RSPs and the CT Members: Suppliers Days, Awareness Sessions, Seminars, User Guide Airbus Inputs Matrix User Guide Airbus People/
CT Leadership Day, etc. Cross Programme/A350/
EE Overview/
• Business Operational Support (BOS): EE Community/Airframe
- deploy BOS
- follow-up BOS staffing Procedure Procurement Process AP2131 MyDoc
- follow-up incidents resolution.
• Tool deployment on Airbus Plateaux and at RSPs’ premises:

- deploy tools on plateaux and at RSPs’ premises
- follow up the process, methods and tools deployment. Applicable Tools

AIM (Airbus Inputs This tool defines what shall be delivered to the RSP Airbus People/
Matrix) by whom from Airbus and when according to the Cross Programme/A350/
Applicable Learning Solutions GRAMS Milestones EE Overview/
Title Description Reference Access EE Community/Airframe
Project Mgt for To better understand the context and environment J06XAIW00014 Airbus People/myHR/ PASS (Process This tool enables the monitoring and the measurement Airbus People/
Customer Team of aerostructure customer teams to ease and improve Learning Adherence of the adherence to the Ways of Working with Cross Programme/A350/
the relationship with suppliers and Risk Sharing Partners Surveillance & the RSP (within Airbus) EE Overview/
(RSP), including the share and exchange of best practices. Support) EE Community/Airframe
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2.23 General Requirements for Suppliers (GRESS and GRAMS)
Related PM Foundations 1.3.12 Supply Chain Management The Airbus supplier contract includes requirements based on best practices and lessons learnt. It is the supplier’s responsibility
to ensure that its key contributing parties (2nd-tier-suppliers, partners, subcontractors, etc.) also apply GRESS/GRAMS.
GRESS (General Requirements for Equipment and Systems Suppliers) and GRAMS (General Requirements for Aerostructure
and Material Suppliers) are the key mandatory documents describing requirements and deliverables for the relationship between GRESS and GRAMS documents both consist of eight modules, see Figures 223-1 and 223-2.
Airbus and its suppliers. GRESS for Equipment and Systems and GRAMS for Aerostructure and Material Work Packages (and
since April 2009 also for Engineering Service Work Packages) are provided to the supplier during the selection phase. Project Management is covered in Module 1 (Programme/Project Management). This module provides the information and rules
2 Aircraft
2 Aircraft
relevant to Project Management and to the mandatory tools to be used by the supplier.
The GRESS/GRAMS approach:
Many Functions are involved in GRESS/GRAMS implementation, both within supplier and Airbus organisations, including but
• harmonises the rules to be applied by all Airbus suppliers not limited to Engineering, Procurement, Quality, Support and Project/Programme.
• allows for different types of products/Projects
• provides flexible tools to implement and support Project Management processes
• improves visibility and transparency on product/Project development progress
• allows standard and harmonised reporting to the Project
• helps to anticipate issues at an early stage
• reinforces a team spirit between all stakeholders.
GRESS Modules. .......................................................................................................................................................................... GRAMS Modules...........................................................................................................................................................................
Fig. 223-1 Fig. 223-2
Module 00 GENERAL
Module Module 0 main module
Module 11 programme management

Module Module 1 project management
Module 22 design requirements & directives

Module Module 2 aerostructure WP - Technical General Requirements
Module 33 engineering for manufacturing

Module Module 3 quality assurance - 3.1 Aerostructure/3.2 Material Products
Module 44 supply chain

Module Module 4 supply chain
Module 55 performance metrics, deliveries and associated services

Module Module 5 industrialisation and delivery
Module 66 airline & military customer support

Module Module 6 support requirements for civil & military aircraft
Module 77 general documented data requirements

Module Module 7 general requirements for documentation
GRESS: General Requirements for Equipment and Systems Suppliers GRAMS: General Requirements for Aerostructure and Material Suppliers
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2.23 General Requirements for Suppliers (cont’d)
GRESS/GRAMS is supported by the following tools, see Figure 223-3 and 223-4: GRAMS tools.................................................................................................................................................................................
Fig. 223-4
• CAM (Compliance Analysis Matrix)
- a tool supporting the follow-up of supplier activities regarding GRESS/GRAMS requirements and deliverables. GrAMS CAM
Compliance Analysis Matrix
• LOGBOOK Shared and agreed matrix of Airbus requirements
- a unique document used to follow up the milestones for each new product development. The purpose is to identify key deliverables per milestones
Manage
2 Aircraft
2 Aircraft
milestones (including development reviews and assessments) and associated key expectations. It enables dates and status
to be recorded (Red, Amber, Green) for each milestone (KOM, PR, PDR, etc.). GrAMS tools
dedicated to the logbook
• eRS (GRESS/GRAMS eRoom Services)
G product
Planning of milestones, record of milestone
achievement
- a collaborative tool based on eRoom technology. It allows Airbus and supplier teams to exchange data and deliverables Report
during the product development cycle.
• Set of Requirements (Handbook) Gers

• User guide (Electronic) PROGRESS GRAMS eRoom Services
STATUS REPORT Secured collaborative workspace for Airbus/supplier teams.
• Progress Status Report (PSR). Exchange
GRAMS: General Requirements for Aerostructure

GRESS Tools.................................................................................................................................................................................. and Material Suppliers
Fig. 223-3
Gress CAM
Compliance Analysis Matrix
Shared and agreed matrix of Airbus requirements.
Supplier’s deliverables per milestones
(What? When? Who?)
Supports monitoring of requirements and deliverables
Gress tools
dedicated to the
product logbook
Shared and agreed project milestones, record
of milestone achievement and evolution of product
Supports reporting
user guide Gers

GRESS eRoom Services
Shared and secured collaborative workspace for Airbus/industrial
partner and supplier Teams. One room per Work Package
Enhance data exchange flow
GRESS: General Requirements for Equipment
and Systems Suppliers
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2.23 General Requirements for Suppliers (cont’d)
2 Aircraft
2 Aircraft

GRESS/GRAMS GRESS/GRAMS Tools awareness GRESS: Y03XAIW00012 Airbus People/
Tools awareness GRAMS: Y03XAIW00010 myHR/Learning
GRESS/GRAMS GRESS/GRAMS & Tools GRESS: Y03XAIW00011 Airbus People/

Applicable Documents & Tools GRAMS: Y03XAIW00009 myHR/Learning
GRESS/GRAMS GRESS/GRAMS modules 3, 4, 5 awareness GRESS: Y03XAIW00006 Airbus People/
Procedure General Requirements for Aerostructure AP2190 MyDoc modules 3, 4, 5 GRAMS: Y03XAIW00008 myHR/Learning
and Material awareness
Procedure GRESS: General Requirements for Equipment AP1013 MyDoc GRESS/GRAMS GRESS/GRAMS modules 3, 4, 5 GRESS: Y03XAIW00005 Airbus People/
and Systems Suppliers modules 3, 4, 5 GRAMS: Y03XAIW00007 myHR/Learning
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2.24 Aircraft Projects Organisation
Related PM Foundations 1.4.1 Project Management Jobs, Positions and Roles Example of Aircraft Projects organisation...............................................................................................................
Fig. 224-1
The main roles within an Aircraft Project, together with their associated responsibilities, are illustrated in Figure 224-1. The key
representatives for these roles, which together shape the Project Management Team (PMT), should be co-located. Project
Manager
2 Aircraft
2 Aircraft
The resources required in support of these roles may not necessarily reside inside the organisational unit to which the Aircraft
Project is attached; for example, some resources may be deployed to the Project from supporting entities, such as Engineering
teams from the Centres of Competence, cost controllers from Finance, etc. However, deployed staff from any supporting
entities should have a reporting line clearly identified to the Project Manager (PM*) and should preferably also be co-located with Quality Chief PMO Finance Configuration
the Project. Manager Engineer Manager Controller Manager
Programme/project
* as defined by ECM, see Chapter 1.4.1 Procurement specific Industrial Quality Product Safety
Manager Contracts Manager Manager Manager
Project Manager
Manager of
Embedded
Projects
Integrated
Assembly, Customisation
Customer Product Safety HR Business
Integration & Manager
Services Manager Partner
Test Manager e.g. FCO Manager
Manager
Mandatory Actor
Optional Actor
Policy Policy on EADS Programmes/Projects EADS-CDS-027 Airbus People/ learly identified reporting line, hierarchical or not,
c
and their Management Offices P&PM directly or via another intermediate hierarchical layer
Management
Community/
EADS Policies
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2.25 Roles and Responsibilities
Related PM Foundations 1.4.1 Project Management Jobs, Positions and Roles • Procurement Manager (Also called Lead Buyer, Sourcing Manager)
- implements EADS Procurement strategy in the Project
The following roles are mandatory for all Aircraft Projects: - performs supplier audits
• P roject Manager (PM) - prepares contract negotiations
The Project Manager is directly accountable for: - manages contracts
- Project/Programme business objectives - is the voice of the Project in the Procurement organisation.
2 Aircraft
2 Aircraft
- contractual, commercial, technical, and scheduling aspects of the Project • Industrial Manager (Also called Manufacturing Engineering Manager, Industrial Ramp-Up Manager)
- delivery of product(s) on-time, on cost and on quality - manages the definition and set-up of the manufacturing system (definition, processes, tools) ensuring its on-time
- profit and loss, where applicable qualification and performance to secure production
- customer contracts and customer relationship management. - ensures (through involvement of relevant experts, reviews and modifications) that the product will allow for optimum
• Chief Engineer (Engineering lead with technical team). manufacturability.
- under delegation by the Project Manager
• Quality Manager
- manages the design of the product with respect to performance, safety - ensures that the customer’s quality requirements as well as Airbus' own quality policies and procedures are adequately
and quality, particularly concerning constraints for cost and time objectives planned, assessed, implemented and escalated for resolution all along Project execution
- is responsible for steering the engineering team, including all the technical disciplines concerned - executes (verifies, inspects, validates, audits, checks, assesses) quality activities inside the Project
- has authority to decide on the implementation of design concepts, including potential deviations and waivers. - is responsible for supplier quality audits and defined supplier quality processes.
• P M Officer (Called PMO in ECM, see Chapter 1.4.1. For further details, also see Chapter 2.26) • Product Safety Manager
- is accountable for all PMO operations - ensures that Airbus' internal safety requirements as well as customer safety requirements are properly understood,
- is responsible for implementation of company standards for the PMO tasks translated into design requirements and implemented
- understands, keeps track and optimises all undertakings within the Project needed to enable and perform the operational - is responsible for preparation of safety data packages and required safety reviews, monitors and verifies implementation of
PMO tasks safety requirements all along Project execution
- maintains interfaces to all Project Management Team members - ensures the implementation of related safety for subcontractors and suppliers.
- is responsible for related preparation of data and reports to prepare for management decisions
- leads and co-ordinates the day-by-day work of all operational PMO members. • Assembly, Integration & Test (AIT) (e.g. by means of a Final Assembly Line)
- under delegation by the Project Manager
• Finance Controller - manages the process of final physical integration of the product up to delivery to the customer to time, cost, and quality,
- manages the Project cost performance, including definition of sales milestone plans with adequate schedule, deliveries and
thereby setting the drumbeat for the parts delivery of internal and external suppliers.
cost monitoring strategies
- on behalf of the Project Manager, allocates budgets and monitors their evolutions
- is responsible for monitoring, reporting and forecasting cost-at-completions outcomes, also considering risks and
opportunities, provides Project Management and Finance with data and reports for establishing and maintaining forecasts
for decision making.
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2.25 Roles and Responsibilities (cont’d)
• Integrated Customer Services (ICS) Manager The following optional roles may be required for some Aircraft Projects:
- manages the tasks necessary to set up the support system (including spares, test and maintenance benches, technical
documentation, repair system, etc.) • Project Manager of Embedded Projects (e.g. PDT, ACMT, CMIT, Work Package)
- is in charge of built-in reliability, maintainability, operability - takes full Project Management responsibility for embedded Project.
- is responsible for implementation of the Integrated Customer Service (ICS) strategy into the Project • Customisation Manager (Fulfil Customer Order (FCO))
- ensures that ICS needs are adequately considered during the design - ensures availability of an options catalogue
2 Aircraft
2 Aircraft
- leads the engineering support teams for Logistics Support Analysis (LSA) and Reliability, Availability and Maintainability - defines and ensures implementation of dedicated customer requests in the design and production flow of a product
(RAM) from a technical and management perspective - ensures availability and implementation of processes for out-of-catalogue customer requests.
- is responsible for the implementation of the agreed services/support to customer and users prior to handing over the
responsibility to the Customer Services Function. • Human Resources Business Partner (HR)
- is responsible for recruitment and availability of personnel according to Project resources needs
• Configuration Manager (CM) (See Chapter 1.3.4) - provides for adequate personnel skills and capabilities through co-ordination and provision of specific training
- is responsible for set-up of the Project specific Configuration Management Plan, compatible with customer and Airbus - is responsible for personnel development and succession planning.
requirements, covering documentation, hardware and software items
- is responsible for implementation and adherence to Configuration Management on all levels, including subcontractors and
suppliers
- is responsible for configuration/change management.
• Project specific Contracts Manager (customer contracts, business administration)

- supports negotiation and settlement of contract commitments
- ensures that the Project is completed according to contract conditions
- is responsible for preparation of contract changes.
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2 AIRCRAFT PROJECTS
2.26 Programme/ Project Management Office (PMO)
Related PM Foundations 1.4.1 Project Management Jobs, Positions and Roles • Earned Value Management
- gathering required cost information
The PMO* is an integral part of any Project as well as of the Embedded Projects controlled by it. There may be PMOs on - assessment of progress (per milestones tracking)
different levels within the total perimeter of a Project. Each Project shall be supported by an assigned PMO. - comparison of cost incurred and time spent for progress achievement versus planning
- preparation of inputs to cost control for EAC reporting.
The tasks to be ensured by the PMO are strongly interdependent and must therefore be managed seamlessly. Co-location and Note: EVM is a joint Finance and PMO responsibility.
uniqueness of management are of paramount importance. PMO Managers shall have a reporting line, whether hierarchical or
2 Aircraft
2 Aircraft
not, the Project which they serve. • Risk and Opportunity Management (R&OM)
- responsibility for implementing the R&OM process in line with Enterprise Risk Management (ERM) framework, coordinated
The mandatory PMO roles (with some typical task descriptions) are: by Finance
- ownership of risk and opportunities register, providing the Project and Work Package managers with risk and opportunity
• Project Structuring/WBS Definition status
- ensuring the definition and set-up of a Work Breakdown Structure, allowing for definition of consistent Work Packages with - performing statistical analyses to estimate cost and delivery timescale.
inputs, outputs, tasks definition, tasks resources allocation and identification of organisational units in charge of the related
task • Reporting
- preparation of reports as required.
- ensuring that the same structure shall support tracking of Project performance with respect to scheduling, EVM, milestones
monitoring, Risk and Opportunities Management, reporting. • Phase Reviews Management
- identification and definition of planning for phase reviews all along Project execution
• Scheduling - preparation of individual phase review procedures, including definition of review objectives, and pass/fail criteria
- set-up and management of schedules (with those of subcontractors and suppliers integrated)
- reviewing team composition and reviewing schedule
- resources loading of schedule plans
- preparation of report on review results.
- identification and tracking of critical paths
- tracking progress versus planning • Requirements Management
- implementing schedule changes - recording and registration of all requirements
- managing the schedule margin/float - allocation of verification method to each requirement
- proposing changes in work flow to mitigate delays and risks as well as to implement opportunities. - cascading of requirements to all Work Packages and acquisition of lower level requirements to be imposed on lower level
- definition of milestones for tracking including Key Performance Indicators for milestones achievement subsystems and/or suppliers/subcontractors
- performing milestones tracking in terms of milestones achievement and shifts. - definition of requirements closeout planning
- tracking of closeout performance.
• Cost Control (hierarchically reporting to Finance) Note: Management of technical requirements is under the responsibility of the Chief Engineer.
- collection of cost data for work performed
- preparation of Estimate at Completion reports including costs incurred, estimates to completion, open risks, etc. • Contractual Data Management
- performing sensitivity analyses in preparation for Project Management decisions in the frame of Risk and Opportunity - definition of contractual data management plan
Management. - performing contractual data configuration control
- ensuring review and signature cycle for contractual data approval as per management plan
*Note: the term PMO in this chapter is used to describe “Operational” PMOs, dedicated to Projects, not the Airbus PMO - ensure application of Information Security standards
“Competence Centre” (i.e. Airbus P&PM CoC). - providing for contractual data distribution and archiving.
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2.27 Series Aircraft Integrated Planning
Introduction
Manage Integrated Planning is one of the four “Major Processes” handled under the domain ‘Manage Programme’ within Documentation Architecture..............................................................................................................................................
Fig. 227-1
the Airbus process approach. Manage Integrated Planning is a Series Aircraft Operations process, rather than an Aircraft
Development (Project Management) process. However, it is described in this Guidebook as there are strong interfaces between
the Aircraft Development processes and the Series Aircraft Operations processes, particularly in the transition phase from
Development to Series.
“Major” Procedure A2716
Manage Integrated Planning
2 Aircraft
2 Aircraft
This process defines the overall aircraft (A/C) planning in conjunction with customer affairs and other main contributors to
balance the commercial requirements against the industrial and engineering capabilities.
The process delivers the Integrated Production Programme (IPP) to all contributors, synchronising and monitoring the key
stakeholder deliverables – Final Assembly Lines (FAL), Centres of Competence (CoC), Centres of Excellence (CoE), Procurement
Instruction A2xxx
and Suppliers, based on a detailed scenario assessment. Instruction A2xxx Instruction A2xxx
Match Sales & Production
The documentation architecture is shown in Figure 227-2. Publish & Cascade Programme Monitor & Control Programme
Develop & Validate Programme
A320 Family A380 Integrated A330/A340 Family A350 Integrated A400M Integrated
Type Title Reference Access Int. Planning Planning Integrated Planning Planning Planning
Handbook Handbook Handbook
Procedure Manage Integrated Planning for Series Programmes AP2716 MyDoc
Manual A380 Integrated Planning Handbook AM2955 MyDoc A320 Family A330/A340 Family
A380 Integrated A350 Integrated A400M Integrated
Integrated Integrated
Planning Planning Planning
Handbook A330/A340 Family Programme Planning Handbook AM2956 MyDoc Planning Planning Handbook Handbook
Handbook
Handbook Handbook
Handbook A320 Family Planning Handbook (Under Review) AM2874 MyDoc
IVP Handbook IVP Handbook IVP Handbook IVP Handbook
Applicable Learning Solutions Operational Level Operational Level Operational Level Operational Level
Operational Level Document
Document Document Document Document
Type Description Reference Access
APC Jaguar Basic J06XAIW00020 Airbus People/
Training Advanced J06XAIW00021 myHR/Learning
386 387
2 AIRCRAFT PROJECTS
Process
The objective of the Manage Integrated Planning Process (Figure 227-2) is to ensure that the Integrated Production Programme The Integrated Version Planning (IVP) is the official consolidated and agreed overall schedule for each A/C from Memorandum
(IPP) will be delivered on time, quality and cost to our customers, contributing to the overall Programme objectives by: of Understanding (MoU) up to Transfer of Title (ToT). It schedules all activities corresponding to aircraft definition, aircraft design,
aircraft manufacturing and aircraft assembly, as shown in Figure 227-3.
• balancing the commercial requirements against the industrial and engineering capacities of Airbus (Match sales and The IVP contains dedicated Quality Gates and milestones, as described in Figure 227-4, linked to each phase of the A/C
production – Develop and Validate Programme)
production lifecycle including Customisation – Customisation planning, Head of Version (HoV) planning, engineering, including
• building and cascading the IPP to all stakeholders (Publish and Cascade Programme) Digital Mock Up planning (DMU), and manufacturing – CoE/FAL planning, Buyer/Supplier Furnished Equipment (BFE/SFE) and
• monitoring and controlling the released IPP (Monitor and Control Programme).
2 Aircraft
2 Aircraft
the Supply Chain.
The Fulfil Customer Orders (FCO) Process Management is based on the IVP milestones, QGs and critical path. FCO directors
The Manage Integrated Planning process combines commercial, engineering and industrial planning activities and integrates
are customers of the IVP.
them into the overall IPP.
It drives the participation of all relevant stakeholders, including sub-processes and affected organisations, from the scenario
definition (where the top level agreement is obtained), publishing and cascading, through to monitoring and control.
Aircraft Integrated Version Planning............... Quality Gates and Milestones..................................
Fig. 227-3 Fig. 227-4
PROCESS MODEL FOR INTEGRATED PLANNING......................................................................................................................
Fig. 227-2
Supplier Input major process OUTPUT CUSTOMER
Customer Affairs, Programme, COE’s, Procurement,

Finance Engineering, CoCs, Customer Services
Industrial & Commercial Constraints
MP.IP.01
Current Match Sales & Production
Integrated Develop & Validate Programme SE.CA
MP.IP.03 Production Updated IPP
Monitor MP.CO
Programme (IPP)
& Control MP.AC
MP.IP.02 MP.IP.03
Programme
Publish & Cascade FU.SD.01
Programme - Procurement
- Finance
Engineering
MP.IP.03 - CoCs
Monitor & Control - Customer
MP: Manage Programme Programme Services
IP: Integrated Planning
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2 AIRCRAFT PROJECTS
Process (cont’d)
The key benefits of standardising the Manage Integrated Planning process are: The Integrated Planning Process is based on trans-national and cross-functional teams coordinated by the Heads of Integrated
Planning for each Programme (Figure 227-6).
• to define a common referential for Integrated Planning across all Programmes
In the frame of the new EADS Competence Management (ECM), the positions managed via Optimised Skills including:
• to drive the development of process relevant competencies and skills including associated training
• to set targets to improve process maturity through process surveillance • Programme planning manager
• to ensure the efficient and effective use of coherent standard planning tools across all Programmes, FALs and CoEs • Allocation manager
(e.g. Jaguar, IVP, etc.) • Industrial planning manager
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2 Aircraft
• to clarify and formalise the different interfaces between Manage Integrated Planning and other processes (e.g. Manage FCO, • Delivery planning and Control manager
Plan and Schedule Production, etc.). are under review to ensure improved alignment with the Integrated Planning cross-functional process approach.
The Integrated Production Programme (IPP) is the single planning reference covering the production of an aircraft from MoU up
to ToT, including: The Integrated Planning Network....................................................................................................................................
Fig. 227-6
• Series production Programme note
• A/C production rates chart and annual delivery figures HO
• Industrial windows chart Integrated
• Aircraft allocation table/Programme Planning Main Key Data (PPMKD) Central
Planning
• Component Availability Programme (CAP) - to inform FAL, CoEs, transport on Component availability, transport and on-dock Programme
dates Team Series Allocation
Integration ...
• Scheduling information (FAL planning, Engine planning, BFE/SFE need dates, etc.) Planning
Planning
• IVP planning (including HoV planning, Customisation planning, DMU planning).

Integrated Integrated
CoE Planning Integrated Planning
The process standardised Key Performance Indicator (KPI) is “Lead Time to Cascade Programme”. This is a measure of the Programme Fuselage/ Planning Empennage/ ...
Team Wing/Pylon
time to cascade the IPP from authorised go ahead to SAP (Software) upload within the CoEs, as depicted in Figure 227-5. Cabin Aft. Fus.
KPI Lead Time to Cascade........................................................................................................................................................

Integrated Integrated Integrated
Fig. 227-5 ...
Hamburg Broughton Stade
Plant Plant Plant
Integrated Integrated Integrated

CoE ...
Bremen Bremen Getafe
Industrial Plant Plant Plant
&
Engineering
Team Specific Specific Specific
Design Design Design ...
Fuselage Wing Empennage
... ... ... ...
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2 AIRCRAFT PROJECTS
Unified Planning for Series Platform
Unified Planning for Series (UP-Series) is a platform of complementary Project Management solutions for integrated planning Based on the three complementary components, UP-Series integrates the agreed milestones and Quality Gates defined
activities that encompasses three complementary components plus one interface with UP-Development (UP-Dev). between MoU and ToT for each individual Manufacturer Serial Number (MSN) as depicted in Figure 227-8.
• IVP
• APC Jaguar
• sUPer
• D2S (Interface with UP-Development) IVP Quality Gates and Milestones......................................................................................................................................
Fig. 227-8
2 Aircraft
2 Aircraft
IVP (formerly ‘IP’ or ‘SSAP’) provides a single baseline for End-to-End planning (from MoU to ToT) by A/C and by Programme. AB B C D E R H K P J
APC Jaguar (formerly ‘APC1’), is a production planning tool within the FALs and CoEs/Plants. sUPer (replacing ‘APC7’) is a
solution for FAL, Flight line and Delivery mid and short term planning. D2S (transition from Development to Series) is an interface A/C RSP Sections Del of
Cabin/
Customer Internal Version A/C Cargo
between UP-Dev and UP-Series. kick-off kick-off
CDF
handover
Design deliveriest delivered custo
Power On installation
freeze o Plants to FAL Eqpt
& testing
The main objective is to secure aircraft deliveries to customers through strong management of key dates/activities from MoU to ToT.
L M Y
The UP for Series Platform key principles are described in Figure 227-7.
Industrial
CUSTO Handover ToT
delivery
UP for Series Platform Key Principles...........................................................................................................................
Fig. 227-7
ENG
Harmonised processes and tools across Series Programmes
MANUF/MCA
1 2 Pre - FAL
An OBS-based network
...covering all the actors... FAL
of sub-projects...
Delivery
IVP APC Jaguar sUPer
3 4
...containing mainly ...synchronised through
scheduling data from order interfaces across
to delivery, for each MSN... organisations and layers...
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2 AIRCRAFT PROJECTS
Integrated Version Planning
The objective of the IVP Project is to develop and implement a tool that supports the Integrated Planning Process across Airbus IVP aligns Integrated Planning with key process sequences between Central Programme Functions and CoEs/CoCs. It improves
organisations for Programmes in Series phase (versus Development phase). IVP provides a single baseline to synchronise planning references for HoV and Rebuild aircrafts. This tool also reinforces Integrated Planning monitoring and control for the
the Integrated Planning Network and other stakeholders from MoU to ToT. It manages key milestone dates lifecycles (targets, end-to-end process.
revised, achieved) supported by structured activity planning.
The IVP main module is called the Core Module and is dedicated to scheduling activities with the main interface shown in IVP Core Module mechanism.................................................................................................................................................
Fig. 227-10
2 Aircraft
2 Aircraft
Figure 227-9. The Core Module mechanism is shown in Figure 227-10.
Initialisation Monitoring/Updating & Reporting
APC Jaguar IVP Scheduling MSN Master

Schedule
Data exchange between the different tools (overview)........................................................................................ Industrial Dates MSN Monitoring & Updating
Fig. 227-9
• Target
= Target/Revised/Achieved Dates
• Theoretical
Platform FCO Tool

Right to left Planning
Standard Planning IN/OUTputs

• Manual Update • UP-Dev
IVP
• New AIP • LIMS
• FCO Tool • ...
Publishing on Airbus People

APC Jaguar
D2S (restricted access)
• Encompassing:
- Milestones
UP-Series Super - Lead Time Rules Views Views with
- Dependencies per MSN MSN portfolio
- Activities
UP-Dev
• Several standard planning

created for different
programmes (LR, SA, A380...)
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2 AIRCRAFT PROJECTS
Integrated Version Planning (cont’d)
There are three key principles for IVP tool: The IVP vision (Figure 227-11) shows us that an IVP Project is composed of four maturity steps regarding the MSN planning
calculation. Steps 3 and 4 are yet to be implemented.
1. Integrated Planning solution for Series:
• End to End Integrated Planning (MoU to ToT)
- Central Programme function and sub levels (CoEs, FALs, CoCs, external enterprises, etc.) IVP Vision.........................................................................................................................................................................................
- Official and simulation environments. Fig. 227-11
• Central monitoring and Exception Based Management
2 Aircraft
2 Aircraft
• Portfolio Management
• Back-office for Integrated Planners, comprehensive reporting for wider audience. Programme Industrial Standard 1
Monitoring at
dates Planning PRG level
2. Multi-layered collaborative planning structure:
• Supports collaborations and synchronisations, milestones between levels Scenario
2
• Supports CoE planning requirements Management
• Supports Scenario Simulations (What-Ifs) across the planning cascade (to be implemented).
3. Technical convergence to company standard (SAP). 3
Collaboration
The following are the main interfaces: CoE Industrial Standard cross CoE or CoE Industrial Standard
dates Planning dates Planning
• APC Jaguar P2P
• sUPer
• UP-Dev
• FCO Tool
• APMM 4 Scenario Management
across levels
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APC Jaguar
APC Jaguar is the backbone production planning tool for all FALs and CoEs manufacturing planning, supporting the whole The APC Jaguar tool provides a number of benefits including:
A/C from first concept through to delivery, including spares provisioning. It is a vital tool in calculating, evaluating and managing
production planning and rate movements. • It enables the user to quickly produce, adapt and maintain a Project profile. This includes changes to the workflow or the
order of production as well as multiple calendars and multiple Programmes.
APC Jaguar’s unique system of intelligent impact analysis reduces costs, eliminates risks and improves effectiveness across the
whole A/C manufacturing Lifecycle, delivering savings and complete management visibility. • The scheduling module enables immediate planning of complex assembly lines, showing resource utilisation and production
work flow paths.
The tool enables the simulation of different industrial planning scenarios. These can be cascaded to other manufacturing levels
• As changes are made to the work flow or the order of production, dozens of different planning simulations can be generated.
2 Aircraft
2 Aircraft
within the application. Key functionalities include:
• Flexible reporting using filters ordering, or groupings, in order to generate customised and visual reports.
• the scheduling module producing precise, reliable planning dates • Optimisation of manufacturing resources for all A/C; not only for a single Programme but also cross-Programme (if required).
• simulations that can be run with no effect on production data • The tool allows Airbus strategic planning to be implemented taking account of financial and resource limitations (jigs, labour,
• storage of plans that can be recalled later to do comparisons, check changes or used as a baseline buildings, machines) to provide accurate, reliable manufacturing planning to enable on-time and on-cost deliverables.
• separate storage of production data for use by other systems via the Jaguar Universal Interface (JUI)
• simultaneous forward and backward scheduling The following are the main interfaces:
• resource constraint • ACC
• multiple calendars, including multiple shifts • IVP
• full integration across all Programmes (including some non-Airbus/non-EADS Programmes) • SCODA
• intuitive graphical user interface. • ARP
Figure 227-12 illustrates a typical workflow in APC Jaguar.
Figure 227-13 shows some typical views from APC Jaguar.
The workflow in APC Jaguar............................................................................................................................................... The order of production in APC Jaguar and the assembly line Gantt..........................................................
Fig. 227-12 Fig. 227-13
398 399
2 AIRCRAFT PROJECTS
sUPer
sUPer (Short term Unified Planning for Enterprise Referential) is the official tool dedicated to the monitoring of mid and short The main output interfaces are:
term activities, from FAL start up to the delivery of the A/C to the customer.
Its objective is to: • CDIS Customer portal
• CBOA Customer Affair tool
• s upport the Mid Term Planning Meeting (MTPM)/Delivery Planning Review Meeting (DPRM) and Short Term Review Meeting • IDP Delivery Centre tool
(STRM) process. See figure 227-14 for typical view. • DCR Delivery Centre tool
• a djust, synchronise and follow activities of the various businesses involved along FAL, Flight line and Delivery phases. • EVPT Flight Test Engineering planning tool
2 Aircraft
2 Aircraft
• SARIS FAL SA Hamburg tool (Daily A/C follow up).
The sUPer tool includes the following capabilities:
• Dedicated graphical user interface

• Single tool for all Programmes, all sites: Programme, FAL, Paintshop, Delivery Centre, Flight-line, Flight-test, Contracts
• Capability to display and manage A/C from different Programmes
• User access management (RASCI per groups of milestones and per Programme)
• Four types of dates managed (theoretical, proposed, fixed, achieved)
• Capability to record reasons for date changes
• Calendars management
• Simulation mode
• Reporting, statistics via Business Object
• Specific planning print sUPer Short Term view..............................................................................................................................................................
Fig. 227-14
• Capacity management (foreseen evolution for 2012).
sUPer’s principle benefits includes:
• Supporting the (MTPM/DPRM) monthly meeting.

• S upporting the STRM process. This is a weekly meeting involving all FALs/Flight lines, Flight-test, Contracts and Delivery
Centre. During that meeting, all MSNs delivered up to 2 months are reviewed in order to confirm or modify the main A/C
milestones.
• All the MSN from all Programmes are covered and can be shown at the same time in order to optimise and smooth the
activity for the Delivery Centre.
• Multi-site tool (Toulouse/Hamburg/China) with a planning horizon from 0 to 12 months (but is mainly used on 0 to
2 month horizon).
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2 AIRCRAFT PROJECTS
Development to Series
The Development to Series (D2S) Project aims at interfacing UP-Dev (supporting Aircraft development) and UP-Series.
During the transition from Development to Series, these two environments co-exist and have to be connected.
D2S synchronises data between planning tools during the transition phase from Development to Series.
It keeps the transition process under control by managing transition gates at Work Package level.
It allows the synchronisation of data between Master schedule per MSN in IVP and UP-Dev plans; see Figure 227-15.
2 Aircraft
2 Aircraft
Development/Series Synchronisation............................................................................................................................
Fig. 227-15
Syncro
Dev-Series
Development phase Series phase
e.g.: • Now Program Launch

pe
co
• Product Portfolio Management Programme

fS
• ??? Market Forecast

e
to
Strategy
Ou
...
ra
og
S CoE/CoC/
Overall A/C Level
Pr
P Functions/RSP
T
E
Team of each CoE/
A/C Component Level
CoC/Subcontractor
(CA, MCA)
A/C sub component

Level e.g.: • Management non conformities
• Work order
• P.O.
op f
Sc ut o
Execution Shopfloor
e
• Routings
O
402 403
2 AIRCRAFT PROJECTS
2.28 Fulfill Customer Orders (FCO)
Introduction
The Fulfil Customer Orders (FCO) management process is one of the four “Major Processes” under the ‘Manage Programme’
domain within the Airbus process approach. Fulfill Customer Orders is a Series Aircraft Operations process, rather than an
Aircraft Development (Project Management) process. However, it is described in this Guidebook as there are strong interfaces
between the Aircraft Development processes and the Series Aircraft Operations processes, particularly in the transition phase
from Development to Series.
2 Aircraft
2 Aircraft
The FCO process is the operational management of the end-to-end aircraft (A/C) customisation. Its main objective is to secure
on-time, on-quality and per customer expectations A/C deliveries.
This transverse management process is built on integrated trans-national and cross-functional FCO core teams lead by FCO
Directors managing the end-to-end customisation activities of fleets and performing Risk Management throughout the process. Applicable Documents
The fleet customisation management is sequenced in milestones and Quality Gates (QG) which are synchronised in accordance
with the fleet Integrated Planning. Each milestone and QG represents a step in the process at which intermediate deliverables Type Title Reference Access
have to be produced. Process Manage Fulfilment of A/C Customers Orders A2015 MyDoc
A successful process is thus achieved when all activities are completing their deliverables on-time, on-quality and within
budgets. Manual Manage Fulfilment of A/C Customers Order in A380 M2830 MyDoc
Cross fleet management and multi-fleet steering are also ensured via a decision escalation process, each escalation level being
materialised by an ad hoc decision/steering meeting.
Through customisation Risk Management and the monitoring of the entire individual A/C design and industrial cycle, the FCO
management process is also one of the main contributors of the Programmes Risk Management activity.
Applicable Tools

FCO Tool Tool used to drumbeat and monitor the progress
Use the following table to find related information in the PM Foundation chapters. of each fleet FCO process.
Series Programmes FCO Related PM Foundations

Subject Chapter Chapter
Process 9.2.1 N/A
FCO Training FCO and customisation fundamentals Airbus People/
People 9.2.2 1.4 1 day training – part of the P&PM career path myHR/Learning
(under finalisation)
Tools 9.2.3 N/A
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2 AIRCRAFT PROJECTS
Process
The objective of the manage FCO process is to secure on-time, on-quality and per customer expectations, customised aircraft Process model for Manage FCO........................................................................................................................................
Fig. 228-1
deliveries.
This Major Process is divided into three processes:
• Manage FCO process interfaces with Customers MP.CO - Manage Fulfilment of Customer Orders (FCO)
• Generate Customised Definition
• Manage Fleets. MP.CO.01
2 Aircraft
2 Aircraft
Manage FCO process interfaces with Customers
The manage FCO process is the process managing the definition, the design, the manufacture and the delivery of all Airbus
aircraft delivered to all Airbus customers (100% of the delivered aircraft are customised).
As such it is a key contributor to Airbus Programmes profits and losses.
Through its milestones and Quality Gates structure, an integral part of the Integrated Version Planning (IVP), the FCO process MP.CO.02 MP.CO.03
drumbeats and federates a large number of the engineering, industrial and procurement processes necessary to build Airbus Generate Customised Manage
products. Definition Fleets
Through its Risk Management activity, the FCO process is also a key contributor to each Programme Risk Management
process. Through its customer relationships, the FCO process contributes to wider Airbus customer satisfaction. MP: Manage Programme CO: Customer Order
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2 AIRCRAFT PROJECTS
Process (cont’d)
Deliverables KPIs for LR, SA and A380...........................................................................................................................................................

Fig. 228-2
• Intermediate deliverables:
- Contractual Definition Freeze (CDF)
- Customised definitions: Request for Change (RFC), drawings and customisation documents, Specification Change Note
(SCN), etc. LR SA A380
- Continuous customisation Risk Management
2 Aircraft
2 Aircraft
- Impacts to Integrated Version Planning ToT vs delivery targets X X X
- Consolidated cross-fleet customisation schedules
- Airbus Operational Plan (AOP) customisation budget. Handover at 2 months X X X
• Ultimate deliverable:
- Customised aircraft Delivery vs contractual month X X X
Key Performance Indicators (KPI) Elapsed time from CDF to ToT X X X

The KPI are shown in figure 228-2 for Long Range (LR), Single Aisle (SA) and A380 aircrafts.
One-time CDF (1) X X
Pre/Post CDF RFCs (1) X (2)
On-time delivery (OTD) X X X
Commitment letters items X X
(1) KPI or its equivalent in LR FCO dashboard

(2) Equivalent analysis in A380 FCO reporting
408 409
2 AIRCRAFT PROJECTS
People
FCO process actors Some of these actors are fully dedicated to the FCO process:
As illustrated in Figure 228-3, the FCO process is built on integrated trans-national and cross-functional FCO core teams lead • FCO Directors
by FCO Directors (external title: Customer Programme Directors). • Project Manager for FCO
• Cabin and cargo definition Managers
FCO process major actors.................................................................................................................................................. • Customised Buyer Furnished Equipment (BFE) version Managers
Fig. 228-3 • Cabin and cargo technical definition managers
2 Aircraft
2 Aircraft
• Customer fleet managers
• Cabin interior designers.
FCO Configuration Customer Contracts Account Other actors belong to other processes that contribute daily to the FCO process:
Director Management Fleet Mgr Manager • Configuration management teams
Representative
• Contracts Account Manager
• New Development Managers
• Customisation policy and offerability teams
• Planning management teams
• Final Assembly Line (FAL) version management and FAL customer management.
Project Mgr Cabin & Cargo New Devt Customised BFE
for FCO Definition Mgr Mgr Version Mgr
Customisation Planning Cabin & Cargo Cabin Interior

Policy & Offerability Management TDM Designer
Representative Representative
FAL Version FAL Customer

Mgr Mgr
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2 AIRCRAFT PROJECTS
People (cont’d)
Roles • Configuration Management

• FCO Director Contribution to FCO process is only one of the responsibilities of these teams.
- Leads the FCO process for a set of fleets
- Management of the overall A/C configuration (modifications) including customisation modifications
- Operational manager of A/C customisation: monitors and controls customisation from Memorandum of Understanding - Ensures
fulfilment of fleet management rules
(MOU) to industrial delivery -C ollects and compiles all Technical Repercussion Sheets (TRS), Production Repercussion Sheets (PRS) and Cost
anages operationally several cross-functional and trans-national teams (the FCO core teams)
- M Repercussion Sheets (CRS), including customisation modifications
2 Aircraft
2 Aircraft
- Performs customisation Risk Management all along the fleet’s FCO lifecycle -E nsures customisation mods build-up fully covers RFCs.
-D efines the overall status of A/C customisation based on QG monitoring and escalates when required
- Is the Airbus Programme focal point, for given versions, both internally and vis-à-vis customers. • Planning Management
Contribution to FCO process is only one of the responsibilities of these teams.
• Project Manager for FCO ales/Production matching and A/C allocation. Establishment of production window charts
- S
rganises and facilitates the FCO core teams meetings on behalf of the FCO Director
- O - Publication
of master Programme planning and of dedicated Integrated Version Planning (IVP)
roduces the minutes of meeting and tracks the progress of actions
- P
- Contribution to FCO Risk Management via schedule and industrial Risk Management inputs.
- Collects all inputs and administers the FCO tool
- Compiles FCO KPIs and FCO dashboard • Cabin and cargo definition Manager
- Supports the preparation of the FCO Steering Committee meetings. ustomer focal point for cabin technical definition
- C

- Ensures technical lead for cabin and cargo customisation during sales campaigns and customisation definition phase
•C
ustomisation Policy and Offerability -G uides and captures customer requirements for cabin matters – cabin layout, cabin RFCs, BFE Initial Technical
Several professions involved, covering the following FCO activities: Coordination Meeting (ITCM), cabin emergency equipment

- Publication of customisation policy for new developments (for a given Programme) - Produces the technical content of cabin SCNs
- Publication of all customisation reference documents: A/C standard specifications, catalogues – System Configuration
- Liaises with the Centre of Excellence (CoE) fuselage and cabin for all cabin and cargo definition matters
Guide (SCG), Cabin Configuration Guide (CCG), etc.). Design and updating of associated Airbus Configuration Guide (ACG) - Supports FCO actors for all cabin and cargo matters during the industrial phase.
- Administration of all databases associated to these reference documents
-A dministration of all specific requests (non-catalogue RFCs) and of associated feasibility studies – Pre-Feasibility Study
(PFS), Full Feasibility Study (FFS), etc.
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2 AIRCRAFT PROJECTS
People (cont’d)
•C
abin Interior Designer • Contracts Account Manager
- Customer focal point for cabin interior design matters anages customer relationship for A/C customisation, with a focus on contractual customisation matters
-M
-G uides and captures customer requirements for cabin interior design matters - Prepares technical exhibits and customisation budgets for Letter of Intent (LOI)/MOU/Purchase Agreement (PA)
- Participates in BFE definition meetings for cabin trim and finish topics - Performs all commercial and contractual activities related to customisation vis-à-vis the customer (pricing information, RFCs
- Produces the interior colour specification establishment, SCNs compilation and negotiation)
- Supports FCO actors for all cabin interior design issues. - Obtains endorsement of A/C standard evolutions, Manufacturer Specification Change Notice (MSCN).
2 Aircraft
2 Aircraft
• Customer Fleet Manager • Customised BFE Version Manager
-H as a similar customisation management role as the FCO Director but limited to the CoE cabin and fuselage perimeter (TB) oordination with customers and with customised engineering of all BFE activities
-C
- Is not involved in the upstream (pre-contract) discussions with customers esponsible for BFE schedules (within Programme or vis-à-vis the customer/BFE supplier)
-R
- Is the main interface of the FCO process for the TB perimeter articipates in ITCMs, PDRs, CDRs and FAI for schedule management
-P
- Due to location in the fuselage CoE, is also monitoring Digital Mock-Up (DMU)/drawings progress and sections delivery iaises with BFE logistics.
-L
status for the FCO core team
- Due to close location with customised engineering, is the FCO eyes and voice in front of this team. • FAL Version Manager
ollows-up and monitors the customisation installation when the aircrafts are in FAL
-F
• New Development Manager nsures that non-conformance linked to customisation definition deviations are escalated to FCO core team in order to be
-E
-T echnical manager (A/C architecture expertise) monitoring and controlling the development of new cabin features and new addressed by the responsible engineering teams
cabin systems features, originated from specific customer requests - Represents the FCO director in front of FAL/manufacturing actors.
-A ssessment and supervision of technical solution compliance with safety and certification requirements
- Monitoring and control of the development of Multi-Programme systems for a given Programme. • FAL Customer Manager
ustomer focal point for all industrial matters when A/C is in FAL, from station 40 to Technical Acceptance Completion (TAC)
-C
• Cabin and Cargo Technical Development Manager esponsible for A/C technical delivery phase.
-R
-C abin, cabin systems and cargo customisation expert responsible for configuration and realisation of drawings and
specifications
-E nsures mod dossier Modification Approval Sheet (MAS) verification and validation
- Manages the BFE design customisation meetings – Preliminary Design Review (PDR), Critical Design Review (CDR)
-T echnical management of BFE/Supplier Furnished Equipment (SFE) in cooperation with procurement
- Operational management of technical inputs for 3D mock-up and drawings realisation.
414 415
2 AIRCRAFT PROJECTS
Tools
The FCO process is supported by an exhaustive tool platform which can be split into two main tool sets. The second toolset is supporting Cabin Definition elaboration. This tool platform is split into three domains.
The first tool called ‘FCO tool’ is dedicated to process management: the FCO tool, as illustrated in Figure 228-4. • Cabin configuration tools
This tool is used by the FCO director and the FCO core team members to drumbeat and monitor the progress of each fleet • Cabin drawing tools and data management
FCO process. It is used to check the status of all RFCs, SCNs and MSCNs. • Cabin repositories.
The FCO tool allows the identification of the status of the milestones and QGs and to elaborate and track the associated These tools are applied for each A/C family (A320, A330, A380, A350, etc.) and are illustrated in Figures 228-5 to 228-7.
actions. It is also used as the risk register for each fleet including availability and quality of deliverables, timeliness of these
2 Aircraft
2 Aircraft
deliverables, possible impact on A/C planning, etc.
Today’s Toolset A320 A330/340............................ Today’s Toolset A380..............................................
Fig. 228-5 Fig. 228-6
Cabin Configuration Tools Cabin Configuration Tools

FCO tool, General aspect.....................................................................................................................................................
Fig. 228-4
Cabin & System Cabin & System
Configurator Configurator Cabin Repositories
FCO TOOLS
CACIS NOMAD TODON
Cabin Drawing Tools
SCOOP and Data ISHARE
PADRE CADRA CCDR
Cabin Repositories
A3C
TODON
Cabin Drawing Tools ISHARE
and Data Today’s Toolset A350..............................................
CCDR Fig. 228-7
Cabin DM Cabin Configuration Tools
Continuus
Cabin & System
EECT Configurator Cabin Repositories
CLC TODON
Cabin Drawing Tools
Autocad and Data ISHARE
CCD CCDR
Pacelab
Cadds V5
AUTOCAD
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2 AIRCRAFT PROJECTS
Tools (cont’d)
The cabin configuration tools are used by the cabin definition actors to capture the customers’ requirements for customisation
and to translate them into documents for use by the Airbus engineering teams. These tools are also used to guide the
customers towards existing design solutions so as to minimise the need for new engineering developments.
The cabin drawings tools and data management are mainly used by the cabin definition actors to elaborate the cabin layouts
and the emergency equipment drawings (as shown in Figure 228-8 and in Figure 228-9).
Finally, the Cabin repositories are used to record and archive all existing customised cabin definitions. They are also used to
2 Aircraft
2 Aircraft
share this data between all process actors.
Drawing of a Cabin layout....................................................................................................................................................

Fig. 228-8
Emergency Equipment Drawing..........................................................................................................................................

Fig. 228-9
418 419
3
IS PROJECTS
3 IS/IT
420
3.1 Lifecycle (GPP). ......................................................................................................................................................................... 424
3.2 Deliverable Checklist............................................................................................................................................................. 430
3.3 Process.......................................................................................................................................................................................... 432
3.4 Requirements Management.............................................................................................................................................. 434
3.5 Quality Management.............................................................................................................................................................. 436
3 IS PROJECTS 3.6 Roles and Organisation........................................................................................................................................................ 438
Introduction 3.7 Competence Management................................................................................................................................................. 442
The Information and Communication Technology (ICT) department provides robust and efficient Information Systems (IS) Use the following table to find related information in the PM Foundation chapters.
services and tools across Airbus.
IS Projects deliver targeted, end-user oriented capabilities for Airbus business processes and/or associated methodologies in: IS Projects Related PM Foundations
• applications (software)
Subject Chapter Chapter
• IT devices (hardware)
• associated documentation. Lifecycle (GPP) 3.1 1.1
IS Projects: Deliverable Checklist 3.2 1.1.3
• translate Airbus business process needs into effective IS Solutions Process 3.3 1.2
• drive standardisation and re-use through a harmonised and unique sustainable Enterprise Architecture
• enable innovation through effective use of state of the art Information and communication technologies. Requirements Management 3.4 1.3.2
3 IS/IT
3 IS/IT
The following is a list of some IS Project examples: Quality Management 3.5 1.3.8
• 350 PLM
A
Roles and Organisation 3.6 1.4.1
• A380 PLM
• RP (Rollout for A350, A380 FAF, Supply Chain and Logistics)
A Competence Management/PM Certification 3.7 1.4.3
• AirSupply
• echData A350
T
• Zephyr Step 2
• ace +
P
• NOVELL & Shared Folder Migration.
422 423
3 IS PROJECTS
3.1 LIFECYCLE (GPP)
Related PM Foundations 1.1 PM Lifecycle The GPP, explained in the GPP Toolkit, is mandatory for all IS Projects within Airbus (recommended within EADS). This
instruction introduces the Lifecycle, Project organisation and the rules governing the customisation of IS Projects.
The Generic Project Process (GPP) is a methodology for all Information Systems (IS) Projects, regardless of the organisation The GPP covers all aspects of an IS Project:
responsible for the Project. The GPP is a generic model and may be adapted to each domain, technology, Project or
Programme based on their specific characteristics (see Figure 31-1). • Business: relating to business processes, requirements gathering, acceptance testing, user training etc.
• Information Systems: covering all aspects of the solution (functional, application and infrastructure). It includes Information
Technology (IT) aspects related to technical infrastructure activities.
In addition, the GPP is also used to manage the IS component for Projects using the Lifecycle for Business Improvement
Projects (LBIP). Refer to Chapter 4 for details on LBIP.
The GPP Development Phases and Maturity Gates.....................................................................................................

Fig. 31-1
3 IS/IT
3 IS/IT
Solution
Opportunity Study Concept Phase Solution Definition Acceptance Testing Deployment Operational Use
Development
QG QG QG QG
BRD ARD TD* MIP*
M1 M3 M5 M7 M9 M10 M10a M11 M12 M13 M14

Decision for Project launched Commitment Development Begin Begin Begin Go Ahead Financial Entry into End Project
Project Scoping (Business, IS) Launching Integration Acceptance Business for Acceptance Service Review after
Test Validation Deployment (Release N) 1 period of use
st
Milestones that imply a Steering Committee decision GO/NOGO

QG: Quality Gate BRD: Business Requirements Dossier ARD: Architecture Requirements Dossier
TD: Test Dossier MIP: Move Into Production
424 425
3 IS PROJECTS
3.1 LIFECYCLE (GPP) (cont’d)
The GPP full Lifecycle for developing IS Projects includes: The GPP Milestone Gates are shown in Figure 31-3.
• s even Phases, each sub-divided into sub-phases (see Figure 31-1) GPP Milestone Gates................................................................................................................................................................
• Milestone Gates to mark significant Go/No Go checkpoints. Red Milestone Gates (see Figure 31-1) require a steering Fig. 31-3
committee decision (M3, M5, M11, M12)
• Four Quality Gates (BRD, ARD, TD and MIP) for quality assessment of key deliverables. See chapter 3.5. Milestone Gate Milestone Gate description
This lifecycle can be tailored by domain, technology, Project or Programme. The Project may also be divided into work-
M1 Launch opportunity study
packages and/or delivered in incremental releases. In this case, the lifecycle may be adapted accordingly.
The following tailored lifecycles currently exist:
Project objectives, scope and criticality agreed, Project organisation, budget and schedule defined;
M3
• Light GPP: applicable to Projects that have low or medium criticality, small budget (less than 300K, Opex) and less than budget for concept phase secured
12 months duration from M3 to M13.
• GPP for LBIP M5 Choose preferred solution; business requirements committed, budget for overall Project secured
• GPP for Maintenance
3 IS/IT
3 IS/IT
• GPP for Suites M7 Technical and Functional design defined, development phase planned (inc. supplier activities)
• GPP for Retirement/Migration
• GPP for Commercial Off the Shelf (COTS).
M9 Solution developed, tested and ready for integration
Generic Foundations Lifecycle and GPP Milestones...............................................................................................
Fig. 31-2
M10 Solution integrated and ready for IS verification
Identify & Confirm Generate Validate Negotiate Execute Close M10a Solution tested and ready for User Acceptance Test (UAT)
FOUNDATION Phases

GPP
Business Opportunity Solution & & Deliver

Opportunity Implementation Solution M11 Solution accepted, decision for Move Into Production (MIP)
LIFECYCLE
10 20 30 40 50 60 70
GENERIC
M12 Solution running and validated in production environment

Solution and organisation mature for operational use; handover to operation and service desk,
M13
handover to business for training, delivery and validation of Run Mode Documentation
STONES
MILE-
GPP
M3 M5 M13 M14 Project closure. Lessons learnt. Handover to maintenance team. Legacy Retirement. Objectives
M14
achieved
426 427
3 IS PROJECTS
3.1 LIFECYCLE (GPP) (cont’d)
Title Description Reference Access APPLICABLE LEARNING SOLUTIONS
Generic Project The Generic Project Process (GPP) is a GPP Toolkit MyDoc Title Description Reference Access
Process (GPP) methodology for all Information Systems (IS) GPP Foundation For those who need a high-level knowledge of I01XAIW00060 Airbus People/
Projects. The GPP Toolkit is mandatory to be applied GPP: Project Managers, IS Project leaders, Quality myHR/Learning
on all IS Projects within Airbus. This instruction
3 IS/IT
3 IS/IT
managers.
introduces the lifecycle, Project organisation and the
rules governing the customisation on IS Projects. GPP - PMP Project Project Management processes (Project planning, I01XAIW00061 Airbus People/
Management monitoring and control, Risk management, etc.) myHR/Learning
Processes Support processes (Quality management: process
description, quality gates, Peer review)
APPLICABLE TOOLS GPP - TSP Technical processes (Requirements management, I01XAIW00062 Airbus People/
Technical & Requirements capture, Integrate, Verify and Validate) myHR/Learning
Support Support processes (Configuration management,
GPP Toolkit GPP is a core process of “EN.IS-Provide IS Airbus People/ Processes Change request management)
Solutions & Services”. A methodology defining a ICT Community/
harmonised and integrated way of working for all Develop/GPP GPPT Gives an overview on all Project Management I01XAIW00063 Airbus People/
IS Projects across Airbus for Business processes, especially: myHR/Learning
Project planning (breakdown structures) and
IS MGT Tool IS Management Tool is an Enterprise tool that Airbus People/ monitoring and control (KPI)
(HP-PPM) supports Project Managers in the following activities: ICT Community/ Quality management (Quality Gates)
• Planning activities Develop/HP-PPM Focus on requirement management processes
• Monitoring activities Requirements Management
• Risk Management activities Requirements capture and validation
428 429
IS Projects Lifecycle
3.2 Deliverable Checklist Project
Launching
Commitment
Development
Launching
Begin
Integration
Begin
Acceptance Test
Begin Business
Validation
Go Ahead for
Deployment
Final Acceptance
Entry Into
Service (EIS)
End Project
Review
M3 M5 M7 M9 M10 M10a M11 M12 M13 M14
(Related PM Foundation Chapter) PM10 PM20 PM30+40 PM50 PM60 PM60
Integration Management (1.3.1)
Develop Project Charter Project Plan (PP): Baselined for M3
Project Plan (PP): Updated for M5 Project Plan (PP): Validated
Develop Project Mgt Plan Concept Phase Dossier (CPD):
Validated
Categorise Project GPP Project Family: Validated
Project Criticality Level: Validated
Develop Integrated Change Control System Committed Configuration
Management System CMS)
Direct & Manage Project Execution Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated Actions Follow-up: Updated
for M3 for M5 for M7 for M9 for M10 for M10a for M11 for M12 for M13 for M14
M&C Deviations from Baseline Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated Issues Follow-up: Updated
for M3 for M5 for M7 for M9 for M10 for M10a for M11 for M12 for M13 for M14
Close Project and handover Project Completion Report: Project Completion Report:
Updated Validated
Requirements Management (1.3.2)
Plan Requirements Management Requirement management plan
Assignment Letter: Delivered Architecture Dossier (ARD): Architecture Dossier (ARD): SLR: Updated if needed
Validated for M5. Business Validated for M7
Establish Top Project Requirements Requirements Dossier (BRD): Service Level Requirements
Validated. Service Level (SLR): Validate
Requirements (SLR): Initialised
Scope Management (1.3.3)
Develop Top Level Scope Description Top Level Scope Description
Develop WBS Initial WBS Committed WBS
Agree Make/Buy & Worksharing Supplier Strategy: Validated
Agree Make/Buy & Worksharing
Configuration Management (1.3.4)
Plan Configuration Mgt Configuration Management Plan: Configuration Management Plan:
Initialised Validated
Develop PBS Initial PBS Committed PBS
Time Management (1.3.5)
Develop Schedule Project Schedule: Initialised Project Schedule: Updated Project Schedule: Updated Project Schedule: Updated Project Schedule: Updated Project Schedule: Updated Project Schedule: Updated Project Schedule: Updated Project Schedule: Updated Project Schedule: Updated
3 IS/IT
3 IS/IT
Cost & Finance Management (1.3.6)
Corporate Finance Business Corporate Finance Business Corporate Finance Business
Develop financial business case Case: Updated for M3 Case: Updated for M5 Case: Finalised
Quality Management (1.3.8)
Project Quality Plan (PQP): Project Quality Plan (PQP):
Plan Quality mgt Updated for M5 validated for M7
Milestone Review Report: Milestone Review Report: Milestone Review Report: Milestone Review Report: Milestone Review Report: Milestone Review Report: Milestone Review Report: Milestone Review Report: Milestone Review Report: Milestone Review Report:
Validated at M3 Validated at M5 Validated at M7 Validated at M9 Validated at M10 Validated at M10a Validated at M11 Validated at M12 Validated at M13 Validated at M14
Perform Quality Assurance Quality Gate Agreement: Quality Gate - TD: Validated Quality Gate - MIP: validated
(Phase Gate reviews, PMPA, Audits) Validated
Quality Gate - ARD & BRD:
Validated
Acceptance sign-off: Initialised Acceptance sign-off: Finalised
Quality Control (M11) (M12)
Communications Management (1.3.6)
Communication plan
Plan Communications Management
Documentation Management
Manage documentation System: Initialised
Risk & Opportunity Management (1.3.6)
Risk mgt plan
Plan Risk & Opportunity Management
Risks Follow-up: Updated for M3 Risks Follow-up: Updated for M5 Risks Follow-up: Updated for M7 Risks Follow-up: Updated for M9 Risks Follow-up: Updated Risks Follow-up: Updated for Risks Follow-up: Updated Risks Follow-up: Updated Risks Follow-up: Updated Risks Follow-up: Updated
Assess Risk & Opportunity for M10 M10a for M11 for M12 for M13 for M14
Supply Chain Management (1.3.6)
Supplier Project plan
Plan Supply Chain Management
Supplier Performance Supplier Performance Supplier Performance Supplier Performance Supplier Performance Supplier Performance Supplier Performance
M&C supply chain Assessments Assessments Assessments Assessments Assessments Assessments Assessment: Validated
Supplier Project Completion
Close Procurement Report: Validated
430 431
3 IS PROJECTS
3.3 Process
Related PM Foundations 1.2 PM Processes The “Manage & Build IS Solutions” process helps to:
All IS Projects follow the Manage and Build IS Solutions Process shown in Figure 33-1. For more details, refer to the GPP • define the IS Solutions Lifecycle (major steps, activities and deliverables)
Toolkit. • define a common way of working for managing IS Projects, including stakeholders from business and Information and
Communication Technology (ICT) functions.
The Generic Project Process (GPP) combines the Develop IS Solutions process with Project Management processes to provide
a lifecycle identified by major steps and deliverables. EN.IS Provide IS Solutions and Services Process......................................................................................................
The major steps identify the maturity of the IS Solution during the development lifecycle. Fig. 33-2
Plan Build Run

From a management point of view, the “Manage and Build IS Solutions” process can be represented by the four main phases of
a Project: Initiate, Plan, Execute, Monitor and Control and Handover and Close. Manage IS Master Plan,
Architecture, Security,
The process EN.IS – Provide IS Solutions & Services is composed of three elements (see Figure 33-2): Extended Enterprise
Update
• Plan: sub-processes to define IS standards (architecture, security, extended enterprise, etc.) to manage IS Demands, to IS Environments
optimise IS solutions and to manage IS Service Catalogue.
3 IS/IT
3 IS/IT
• Build: sub-processes to develop and maintain IS Solutions through IS Projects.
• R un: sub-processes to operate IS Solutions, provide and support IS Services. Manage IS Demands Manage & Build
& Plan IS Solutions IS Solutions
Manage and Build IS Solutions Processes...................................................................................................................
Fig. 33-1
Operate
IS Services
Initiate Project Manage
EN.IS.04.01 IS Service Level
Support
IS Services
Plan Project
EN.IS.04.02, EN.IS.04.08
Manage IS: Information Systems
IS Project
Execute, Monitor and Control Project
EN.IS.08
Handover and Close Project Process Provide IS Solutions & Services (including Manage and A2770 MyDoc
EN.lS.04.07 Build IS Solutions)
EN: Enable Domain
432 433
3 IS PROJECTS
3.4 REQUIREMENTS MANAGEMENT
Related PM Foundations 1.3.2 Requirements Management
There are specific challenges and solutions to Requirements Management for IS Projects which are targeted at the following
areas:
• Service Level Requirement (SLR)

This document is the response to the service required by the end user of the application (specified by the Business Project
Leader in the Business Requirements Dossier). It defines and lists the characteristics of the service in such a way that the
service can be operated.
The SLR defines the operational requirements, in specific and quantifiable terms. It includes a description of each activity
(provision of services), how it is obtained and when.
The Service Level Requirements are defined during the Concept Phase. The SLR is initialised and required at milestone M5
for commitment between IS and the Business. It has to be finalised for M7, when the architecture is finalised.
• Business Requirements Dossier (BRD)

3 IS/IT
3 IS/IT
The Business Requirements Dossier documents the business context, objectives and capabilities to be satisfied by the
Project. It describes the current and targeted business processes. It defines and prioritises the functional requirements in
case of “What is the IS solution supposed to do?” and the non-functional requirements (e.g. security rules, performance and
service indicators, design constraints, e.g. on operating environment, user interface, backbone recommendations). It also
complements them by measurable acceptance criteria (Key Business Performance indicators) and by planning constraints.
• S pecification Dossier (SD)
This document generates a comprehensive description of the operational scope, defining both functional and technical
constraints, e.g. functionalities, user interface design.
• Security Contextual Requirements (SCR)

The Security Contextual Requirements list is used to define the requirements related to Data Classification and Protection
APPLICABLE TOOLS
• T raceability Matrix
Traceability Matrices show items related to each requirement (other requirements, work products), to ensure completeness Title Description Reference Access
and impact analysis.
Reqtify Reqtify is a tool to trace requirements during the Airbus People/
Project. It analyses Project documentation in a non ICT Community/
intrusive way. Reqtify packages are customised with Develop/GPP
rules enabling the analysis of documents such as
RR, BRD, SLR, ARD, etc
434 435
3 IS PROJECTS
3.5 Quality Management
Related PM Foundations 1.3.8 Quality Management In addition to these activities, Quality Gates are defined in order to ensure that the different stakeholders of an IS Project fulfill
their respective commitments. The Quality Gate activities are performed before Milestone Gate reviews (see Figure 31-1) in order
The purpose of Quality Management is to provide staff and management with objective insight concerning: to assess the quality criteria defined for specific deliverables such as:
• p erformed processes and associated deliverable evaluation against the Project plans • QG BRD for Business Requirement Dossier
• communication of the quality issues and ensuring the resolution of non-compliance issues. • QG ARD for Architecture Dossier
• QG TD for Test Dossier
Quality Management starts when the quality group receives a “Request for Quality Activities” from an ISPL (IS Project Leader) • QG MIP for Move Into Production.
and assigns a Quality Responsible to the associated Project. This Request for Quality Activities shall be received at the M3
Milestone (latest at M5 Milestone). It ends at the end of the Project. The following elements are key to the realisation of the Quality management activities:
The IS Projects Quality Management includes two key subjects: • Quality Responsible (representative of the Quality department) shall be independent of the Project. There should not be
any hierarchical dependency between Quality Responsible and IS Project Leader (ISPL) or Project Manager (PM). This
• Planning of Project Quality Activities independence allows process and work product evaluation to be performed objectively.
• Realisation of quality activities (process, products). • Quality Responsible shall also be able to escalate major non-conformities to manager above the Project level if these non-
3 IS/IT
3 IS/IT
conformities are not managed at Project level.
These two task groups are implemented before M5 and after M5 respectively. • The Quality Responsible shall use evaluation criteria to objectively evaluate the work products and performed process.
• The person accountable for the quality of the software product is the IS Project Leader (ISPL) and not the Quality
Responsible. The Quality Responsible shall only provide visibility on the Project deliverables and process quality.
Project Quality Plan (PQP)
From M3 the Quality Responsible sets up the Project Quality Plan (PQP) to identify product quality objectives and plan the
activities to support compliance with IS Standards. They also set up monitoring activities to evaluate product, process and
services against the defined objectives.
Realisation of Quality activities

The purpose of Quality activities on an IS Project is to: APPLICABLE LEARNING SOLUTIONS
• evaluate Project deliverables against the Project Plan Title Description Reference Access
• e valuate performed processes adherence with Project Plan and ICT standard processes MTT Quality Quality Centre general presentation and I01XAIW00206 Airbus People/
• track non-conformities and communicate quality issues, ensuring the resolution of non-compliance issues Centre basics demonstration modules: Release, Requirements, myHR/Learning
• a chieve the defined software product quality objectives as specified in the Project Plan. Test Plan, Test Lab, Defects, Traceability, Test
Activities, Progress reviews Using Quality Centre
from requirement to defect tracking
436 437
3 IS PROJECTS
3.6 Roles and Organisation
Related PM Foundations 1.4.1 Project Management Jobs, Positions and Roles IS Projects Organisation......................................................................................................................................................
Fig. 36-1
Steering Committee
Sponsor &
The Steering Committee arbitrates and validates at key Milestones Gates and makes the major decisions
Steering Business &
throughout the life of the Project:
Committee IS Controllers
• Validation of Project objectives, budget, resources allocated and lead time.
• Validation of Project organisation, Project launch and budget allocation. Security ICT Security
• Refocus if necessary (on technical, cost, lead time or quality objectives). Core Project Governance function
• Arbitration of solution choice. Management Team Project Manager
Quality ICT Quality
• Decision to stop the Project when necessary. Responsible function
PM Roles
Quality Assurance
• P roject Manager (PM) & Support
3 IS/IT
3 IS/IT
The Project Manager (PM) is responsible for the achievement of the Project objectives on Time, Cost and Quality. He/she Business Project IS Project
Leader Leader
must ensure technical follow-up and team management through all the Project’s phases from Project Launching (M3) until
Enterprise
Project Closure (M14). He/she reports to the Steering Committee for main decisions. Architect
• Business Project Leader (BPL) • Project Scope Definition ICT infrastructure

The BPL is responsible for the Business part of the Project. He/she identifies the business stakeholders and facilitates Support on: Architect(s)
• Business Process Modelling function
communication between IS stakeholders and business stakeholders. He/she ensures the planning and management of all
• Business Requirements • Business Process Modelling
business aspects of the Project. • Functions & Application
Definition • Requirements Definition Architect
• Service Level Requirements
• IS Project Leader (ISPL) Definition
• Infrastructure Architecture
The IS Project Leader is responsible for the technical part of the Project. He/she organises, drives and monitors the delivery Design
• Business Methods Design
of a Project or work package from its beginning to its closure. The Project results must meet the functional and technical
• Specifications Validation • Analysis & Design
requirements, within agreed budget, schedule and resource. He/she reports operationally to the Project Manager. He/she is
• User Acceptance (Functional • Development, Integration ICT infrastructure
supported by Infrastructure Leader, Architects and Quality Responsible. Infrastructure Leader
Product) • Function & Technical function
• User Support & Training Acceptance
Note: IS Project Leader and Business Project Leader roles shall be held by different people. • Infrastructure implementation
(process & methods) • Deployment Management
• Business Process • Operation & support
• Configuration Management
Implementation Preparation
• Data Manager (content) • Security Solution
438 439
3 IS PROJECTS
3.6 Roles and Organisation (cont’d)
Technical Roles
• A rchitect
The architect Is part of the Project architectural team that covers the functional, application and Infrastructure expertise.
- F unctional architect: breaks down the customer requirements to perform the functional design of a new solution. Also
defines the information flows between the solution modules.
- A pplication architect: performs the technical design of the application components of a new solution according to the
defined functional design.
- Infrastructure architect: performs the technical design of the infrastructure components of a new solution according to the
defined functional design. Is responsible for key technical decisions that constrain the overall design and implementation of
the Project.
- eports operationally to the IS Project Leader.
R
• Quality Responsible
3 IS/IT
3 IS/IT
- is a member of the IS quality network
- is responsible for quality assurance, quality control and quality improvement
- reports
operationally to the Project Manager and functionally to the IS Quality Management.
• Infrastructure Leader
- p articipates in the Architecture definition, validating the choice of solution
- d elivers the Infrastructure solution
- c oordinates IT activities until M13
-m aintains the validation and production environment (hardware & software)
- c ascades and manages requests towards Integration Team
- c oordinates major steps of Verification and Validation (V&V): Move in Integration (MII), Move in Validation (MIV) and Move in
Production (MIP) environments
- c oordinates budget activities
- c ommunicates to Project team about IT norms and standards
- g uarantees that targeted Service Level Agreement (SLA) and related technical needs are implemented during the Project
Service Level Requirement (SLR) and ensures that means to achieve SLA targets are provided
- p rovides data for the end Project report, including lessons learnt
- reports operationally to the IS Project Leader (ISPL).
440 441
3 IS PROJECTS
3.7 Competence Management
Airbus Generic PM Certification and IS Specific EXPERIENCE training.............................................................

Fig. 37-1
Related PM Foundations 1.4.3 Project Management Competence Management PM Professional
Certification Iron Bronze Silver Gold Platinum
This Chapter describes the specificities of ICT concerning Project Management Professional Certification and Career Levels
management. Airbus
Generic Role
Generic PM Title in Airbus PM
Project Task Project Team Senior Project Executive Project
Project Director
The Certification of Project Managers is based on Airbus PM Certification (see Chapter 1.4.2 Project Management Professional Leader Leader Leader Leader
Certification Career Path Model
Certification). However, to become an ICT PM, additional training is required.
There are 4 types of training, each leading to a specific ICT PM level recognition. Years in role
3-4 3-5 3-5 4-7 EXEC
Figure 37-1 illustrates Airbus generic PM Certification and additional IS specific training. (typical)
Projects/ Work Packages/ Standard/ Standard Complex

NA
Activities Small Projects Projects Projects Projects
Min 5 years of Min 8 years Project Min 11 years Project
Project experience experience including experience including
including (min (min 3 years of ICT (min 5 years of ICT
Min 2 years of
1 year of ICT experience in experience in
Work Package
3 IS/IT
3 IS/IT
experience + 2 different activities 2 different areas of
experience
1 year of team + min 3 years of activity + 5 years
IS/IT Experience (contribution to NA
and supplier team Supplier of team & Supplier
Projects) including
management management management
at least 1 year of
experience + experience + min experience + min
ICT experience
2 years 5 years 9 years
transnational transnational transnational
IS/IT Specific Project) Projects) Projects)
EXPERIENCE
Training Project
Coaching for
ICT Project Management- Conflict
engagement and NA
Management part People make the Management
high performance
difference
Project Project Team Management

Training (requested Management-Into Supplier
Management- (depending on NA
courses have to Management
Practice Advanced PM people level)
be passed to enter
next level) GPPT PM1 (GPP- Multi cultural
NA
Basics and Toolkit) management
GPPT-PM2 PM
Risk Management NA
TOOLKIT
GPPT-PM3 PM
NA
TOOLKIT
GPP: Generic Project Process
442 443
4 BUSINESS
IMPROVEMENT
PROJECTS
4 LBIP
444
4.1 Lifecycle........................................................................................................................................................................................ 450
4.2 Deliverable Checklist............................................................................................................................................................. 454
4.3 Process Improvement........................................................................................................................................................... 456
4 BUSINESS IMPROVEMENT PROJECTS 4.4 Change Management............................................................................................................................................................ 458
Introduction 4.5 Organisation. .............................................................................................................................................................................. 460
A Business Improvement Project is a Project that aims to transform processes or practices to improve Airbus’ performance. The Use the following table to find related information in the PM Foundation chapters.
outcome of the Project should have a measurable positive impact on company performance (profit, cash, customer satisfaction
or other benefits) and should create value for shareholders and/or customers and/or employees.
Business Improvement Projects Related PM Foundations
As for any Project, the deliverables of a Business Improvement Project need to be managed in terms of performance, time and
cost. Consequently, the generic Project Management principles (described in Chapter 1, PM Foundations) are also applicable to Subject Chapter Chapter
Business Improvement Projects.
Lifecycle 4.1 1.1
However, Business Improvement Projects deliver changes in processes, behaviours and competences, rather than products.
To this end, they require the additional aspects of Process Improvement and Change Management to be addressed by the Deliverable Checklist 4.2 1.1.3
Project. The following definitions apply:
Process Improvement 4.3 n/a
• P rocess Improvement: Measured against an “As Is” reference which is elaborated through a rigorous analysis (e.g.
Process Mapping). The Project determines an intended change by discussing the “To Be” solution, and by identifying and Change Management 4.4 1.3.10.2
implementing the necessary steps to achieve it.
Organisation 4.5 1.4
• Change Management: Managing the human and social aspects of the intended change, from the launch of the Project to its
end and beyond.
The Airbus Lifecycle for Business Improvement Projects (LBIP), therefore combines aspects of Project Management, Process
Improvement and Change Management into an integrated methodology.
4 LBIP
4 LBIP
446 447
4 BUSINESS IMPROVEMENT PROJECTS

Procedure Lifecycle for Business Improvement Projects (LBIP) AP5133 MyDoc
APPLICABLE TOOLS

Lifecycle portal The online LBIP toolkit provides further LBIP Toolkit Airbus People/
descriptions, guidelines and templates P&PM Community/
Improvement
Projects

4 LBIP
4 LBIP
Type Description Reference Access
Business Practical background to enable participants J06XAIW00013 Airbus People/
Improvement to support Business Improvement Projects. myHR/Learning
Project Training Includes LBIP methodology, Project Management
fundamentals, Process Improvement fundamentals
and Change Management fundamentals.
Airbus Quality Modules: Various Airbus People/

and Lean • Lean Manufacturing myHR/Learning
Academy • Lean Business Processes
(AQLA) • Lean Toolbox
448 449
4.1 LIFECYCLE
Related PM Foundations 1.1 PM Lifecycle
The Lifecycle for Business Improvement Projects (LBIP) is illustrated in Figure 41-1.
The Lifecycle for Business Improvement Projects (LBIP).....................................................................................

Fig. 41-1
Generation Analysis & Design Development & Implementation Materialisation

Phase Phase Phase Phase
G2 G5 G9
G0 G1 G3 G4 G6 G7 G8
Identify Scope Organise and Analyse Identify and Define Develop Test and Deploy Measure Materialise
Opportunity Project Plan Project “As Is” and Design “To Be” Development & Solution Accept Globally Improvement Improvement
for Establish solution Implementation solution and Close
Improvement Diagnosis Plan Project
Mission Launch Commitment Project

4 LBIP
4 LBIP
Order Project to Implement Closure
G: Gate
The lifecycle includes the following main phases and major phase gates:
• Generation Phase (to G2, Launch Project): the improvement opportunity is generated and scoped to get agreement to launch
the Project.
• Analysis and Design Phase (to G5, Commitment to Implement): the improvement opportunities are analysed and a solution is
designed to a level of granularity which secures the commitment to implement the Project.
• Development and Implementation Phase (to G9, Project Closure): the solution is implemented and accepted, and the Project
is closed.
• Materialisation Phase (post G9): the operational performance is monitored to confirm that the Business Improvements are
sustained (post-Project).
450 451
4.1 Lifecycle (cont’d)
Figure 41-2 describes the LBIP Milestone Gates.
Business Improvement Projects Milestone Gates....................................................................................................

Fig. 41-2
Milestone Gate Milestone Gate description Milestone Gate Milestone Gate description
Identify Opportunity for Improvement: the improvement opportunity has been selected. Often Develop Solution: the detailed “To Be” solution is developed and the implementation preparation
G0 G6
performed as part of a Project Portfolio Management process. finalised. Associated IS tools are developed (detailed design and build).
Scope Project (Mission Order): the improvement opportunity is confirmed and the initial Project Test and Accept Solution: the solution is tested (possibly in a pilot environment) and the required level
G1 scope and improvement targets are agreed. The Project “Mission Order” is completed by the Project G7
of performance and maturity demonstrated to allow deployment authorisation.
Sponsor, clearly stating the mission of the Project Leader and the team.
Deploy Globally: the solution is fully deployed across relevant organisational units together with the
Organise and Plan Project (Launch Project): the Project's scope and types of deliverables are G8
G2 deployment and initial monitoring of the associated KPIs.
confirmed. The initial Business Case and Project Plan are used as the basis for formal Project launch.
4 LBIP
4 LBIP
Analyse “As Is” and Establish Diagnosis: a fact-based analysis has been completed to understand the Measure Improvement and Close Project (Project Closure): the operational performance of the
G9
G3 current situation, the main dysfunctions and their root causes, as well as the customer improvement solution has been measured and agreed to be consistent with the target performance.
expectations. A detailed analysis of the current situation and possible improvement levers is available.
Identify and Design “To Be” Solution: the “To Be” solution, enabling the Project to meet the targeted
performance improvements, is defined. The detailed solution requirements are defined and key
G4
stakeholders have confirmed the expected outputs. Alternative solutions should also be presented,
with the rationale for the final “To Be” selection.
Business Improvement Projects differ widely in terms of the nature of the deliverables, size and complexity. Consequently, the
Define Development and Implementation plan (Commitment to Implement): the deployment strategy
methodology should be adapted to suit the needs of each Project.
and detailed implementation planning are completed. The final Business Case is validated, and the
G5
Commitment to Implement the Project is secured from the impacted Organisational units (e.g. CoE,
For example, a small Improvement Project may not require a formal phase gate for each of the Milestones, however it is
CoC).
recommended that the key Milestone Gates (G2, G5 and G9) are always applied.
452 453
Related PM Foundations 1.1.3 PM Foundations Deliverable Checklist The Deliverable Checklist contains the key PM deliverables for each LBIP Phase and Milestone Gate
4.2 LBIP Deliverable Identify

Opportunity for Scope Project
Organise & Plan
Analyse “As Is”
& Establish
Identify & Design
Define Development
and Implementation Develop Solution
Test & Accept
Deploy Globally
Measure
Improvement &
Checklist Improvement G0 G1
Project
G2 Diagnosis G3
“To Be” Solution
G4 plan G5 G6
Solution
G7 G8 Close Project G9
Related to these PM Foundations Mission Order Launch Project Commitment to Implement Project Closure
Process Improvement deliverables
“As Is” Analysis complete “To Be” solution selected Detailed Implementation strategy Solution developed (detailed Solution tested and accepted Solution deployed globally
design)
Current performance baseline “To Be” solution feasibility Deployment checklist Deployment Report
validated validated
Initial “To Be” solution levers Outline Implementation strategy Customer acceptance and Customer handover approval
identified deployment authorisation
Opportunity identified Draft Project Plan Launch Project Plan (Charter) Project Plan (draft) Project Plan (validated) Project Plan (update) Project Plan (update) Project Plan (update) Project delivery appraisal
Project Launch authorisation Project recategorised Experience capture (best practice
(if required) & lessons learnt)
Project categorised (if required) Commitment to Implement (from
impacted organisations)
Draft Project objectives Confirmed Project objectives Target performance proposed Target performance (detailed Detailed performance require Verify Solution Design (against Verify Solution (against require
requirements) validated against ments committed requirements) ments)
“To Be” Solution
Proposed Key Performance Proposed Key Performance Validated Key Performance Committed Key Performance Component test results Start operational KPI monitoring Confirm performance improve
Indicators Indicators prioritised Indicators Indicators ment (through KPIs)
SLA defined (where required) SLA signed (where required)
Draft Project scope Confirmed Project scope Detailed solution description
Initial WBS Updated WBS Final WBS
5. Time Management
High level schedule High level schedule (update) High level schedule for selected Detailed schedule baseline (for Schedule update (if required) Schedule update (if required) Schedule update (if required)
solution selected solution)
Budget secured for Generation Budget secured for Analysis & Budget secured for Develop
phase (until G2) Design phase (until G5) ment & Implementation phase
(until G5)
Initial Business Case Updated Business Case Business Case for selected Committed Business Case Business Case update Business Case update Business Case update
solution (if required) (if required) (if required)
Financial targets proposed Financial targets validated Financial targets committed
Project Leader nominated Analysis & Design phase organi Development & Implementation Release remaining resources
sation defined phase organisation defined
Project team secured until G2 Project team secured until G5 Project team secured until end
of project
Resource feasibility for selected Resource Plan Resource Plan update Resource Plan update Resource Plan update
4 LBIP
4 LBIP
solution (if required) (if required) (if required)
Stakeholder list Initial Stakeholder and Impact Updated Stakeholder and Impact Updated Stakeholder and Impact Updated Stakeholder and Impact Develop training Conduct initial training Conduct training and start Close/handover training activities
analysis analysis analysis analysis handover (if required)
Initial Communication Plan Updated Communication Plan Updated Communication Plan Baseline Communication Plan Conduct communications Conduct communications Conduct communications activi Close/handover communications
activities activities ties and start handover activities
(if required)
Works Council/Legal analysis for Works Council/Legal agree Archive documentation
selected solution ment(s) for selected solution
Initial Risk Analysis Updated Risk Analysis “To Be” Risks Responses agreed Risk Response baseline Risk Response update Risk Response update Risk Response update
454 455
4.3 PROCESS IMPROVEMENT
Processes translate company strategies and policies into reality. Processes are the lifeblood of every organisation - without Process Improvement Steps................................................................................................................................................
Fig. 43-1
processes organisations create no value, and without delivering value organisations cease to exist. Processes create value in
Airbus.
Step Description In LBIP
However, inefficient processes can create confusion, waste, frustration and poor quality products and services. Continuously Define the scope and goals of the Improvement Project in terms of customer
Define the
improving processes is therefore critical to Airbus. and/or business expectations, and identify the processes that deliver these Generation Phase
improvement
expectations (the “Voice of the Customer”).
There are many different process improvement methods, tools and techniques, including Process Mapping, Lean and Six Sigma. Map the “As Is” of these processes and measure their current performance Analyse “As Is”
Measure
the current to understand the “value-add”. Examples: Process Mapping, Value Stream and Establish
However, most process improvement initiatives follow the steps shown in Figure 43-1. These steps are embedded within the performance Mapping (VSM). Diagnosis
Lifecycle for Business Improvement Projects.
Analyse the Analyse the gap between the current and desired performance, prioritise Analyse “As Is”
current problems and identify root causes of problems. Examples: Lean method and Establish
performance “waste” analysis. Diagnosis
Design the
Identify and design the solution which promises to generate the improvement Identify and Design
performance
improvement and make it sustainable. “To Be” Solution
Implement and Implement the solution in a way that “holds the gains”. Example: standards Development and
measure the of operation documented in systems such as EN 9001and standards of Implementation
improvement performance established using techniques such as Statistical Process Control. Phase
4 LBIP
4 LBIP
Control the Capitalise the improvement by “learning the lessons” and establishing process Materialisation
process re-assessment for continuous improvement. Phase

Business Provide practical background to enable participants J06XAIW00013 Airbus People/
Improvement to support Business Improvement Projects. MyHR/Learning
Project Training Includes LBIP methodology, Project Management
fundamentals, Process Improvement fundamentals
and Change Management fundamentals.
456 457
4.4 CHANGE MANAGEMENT
Related PM Foundations 1.3.10.2 Manage Stakeholders Change Management is defined as being the processes and actions to take into account all human and social aspects of the
change from the launch of the Project to its end and beyond. It ensures the adequate involvement of the people concerned in
Most Improvement Projects result in transformations of processes that may deeply impact people’s way of working, behaviours the definition, communication and implementation of a new solution to secure their “buy-in”. It covers a range of activities tightly
and competences. Consequently, Improvement Projects, and particularly trans-functional company-wide Improvement Projects, embedded within Project Management activities.
require careful management of the human and social aspects of the change.
Change Management involves a significant amount of communication. However, it is not only about communication. A key
Change Management activity is Stakeholder Management, getting “buy-in” from the following types of Project stakeholders:
Typical Stakeholder Management activities within
the Lifecycle for Business Improvement Projects ................................................................................................ • Impacted Populations: people who will be directly impacted by the change: way of working, organisation, behaviours, etc.
Fig. 44-1 Occupying different levels of the organisation: staff, middle management, etc. Usually managed on a group basis.
• Key Individuals: key people involved in the Project or who may have an interest in the Project. They may be important
members of the impacted population or may be very influential (experts, opinion leaders, etc.). They are typically managed on
Development & an individual basis.
Generation Analysis & Design
Implementation
Phase Phase
Phase • Works Councils/Unions: organisations involved in the management of social (legal) aspects of the change.
G2 G3 G4 G5 Typical Stakeholder Management activities within the Lifecycle for Business Improvement Projects (LBIP) are shown in
Figure 44-1.
Identify potential Confirm impacted
impacted populations population Assess skill gaps and set-up training
Impacted Understand benefits and Set-up accompanying structure and action

populations resistance to change plan to minimise resistance to change
4 LBIP
4 LBIP
Involve/Inform management and teams
Identify stakeholders
Key Individuals support
implementation
Key individuals Understand stakes and attitudes
Manage stakeholders
Identify potential Confirm Work Councils/Unions support For Better or for e-Learning CD “For Better or for Worse: EADS e-Learning Airbus People/
social impact social impact implementation
Works Councils/ Worse The first EADS Change e-Learning” P&PM Community/
Unions Review legal Inform/Consult Work Keep Work Councils Improvement
requirements Councils/Unions Unions informed
Projects
G: Gate
458 459
4.5 organisation
Related PM Foundations 1.4 Project Management Jobs, Positions and Roles The Project team should consist of full-time dedicated resources where possible. Less than a 25% commitment is only generally
acceptable for experts or approvers but not for doers.
The organisation of a Business Improvement Project should include the following actors (as a minimum):
There are also a number of specialist resources (experts) within Airbus who can support Improvement Projects:
Project Sponsor
Lean Management
The Project Sponsor promotes the Project, and gives the Project Leader the necessary means for Project success.
• Providing Lean support for the Airbus Process Domains (e.g. Manufacturing, Develop, Fulfill etc.).
Project Steering Committee
Labour Relations and Social Policy
The Project Steering Committee is composed of the Project Sponsor, key customers and senior representatives of the main
impacted Organisational Units (empowered to make decisions on behalf of the Organisational Unit). The Steering Committee: • Providing support for activities related to Works Councils and Unions.
• p rovides guidance and global monitoring for the Project
• validates the deliverables and progress (phase reviews)
• e nsures the Project gets the right level of resources
• ensures consistency/arbitration with other Projects or initiatives within Airbus.
In the case of small Business Improvement Projects the Steering Committee may be limited to the Project Sponsor.
Sub-Projects within large Projects may require their own Steering Committee to ensure efficient steering and decision making
at the right level. It is critical that the Steering Committee understands its roles and responsibilities (e.g. Phase Review decisions
required).
Project Leader
4 LBIP
4 LBIP
The Project Leader has direct responsibility to the client (customer or sponsor or Steering Committee) for the achievement of the
Project. He/she must ensure that all performance, cost and time objectives are reached. The Project Leader should be full-time
dedicated to the Project where possible, particularly for Categorised Airbus Projects (see Chapter 1.3.1.3).
The composition of the Project team is often a critical success factor for Business Improvement Projects. The selection of the
Project team should be done in liaison with the Organisational Units concerned and should have the right balance between:
• different contributing Organisational Units

• d ifferent types of expertise
• juniors and seniors
• d oers, thinkers and experts.
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5 R&T PROJECTS
6B UILDINGS AND
INFRASTRUCTURE
PROJECTS
7 JIGS AND TOOLS
8 MORE PROJECTS
9 MORE INFORMATION
5 65 R&T
9 7 8
462
5 R&T
PROJECTS
5 6
5 R&T
7
8
9
464
5.1 Organisation. ........................................................................................................................................................ 468
5.2 Plateau. .................................................................................................................................................................... 472
5.3 Funding.................................................................................................................................................................... 474
5.4 Training. ................................................................................................................................................................... 476
5.5 Work Breakdown Structure. ........................................................................................................................ 478
5.6 Make/Buy Strategy. .......................................................................................................................................... 480
5.7 Partnerships.......................................................................................................................................................... 484
5.8 Processes............................................................................................................................................................... 486
5.9 Technology Readiness Level Methodology........................................................................................ 488
5.10 Technology Readiness Level Gates Reviews.................................................................................... 494
5 Research and Technology (R&T) ProjectS 5.11 Project Planning. ................................................................................................................................................ 500
Introduction 5.12 Status Reporting. ............................................................................................................................................... 502
Airbus manages Research and Technology (R&T) under the structure of a Programme. R&T is also an organisation unit within Use the following table to find related information in the PM Foundation chapters.
Airbus Engineering (refer to A10-ET). The R&T Programme (R&T PRG) consists of a set of activities and infrastructure that
ultimately delivers knowledge, concepts, technologies and capabilities that are mature enough to enable decisions to be made
regarding exploitation in a product or service. R&T Projects Related PM Foundations
The Projects within the R&T Programme support the development of Technology Products (TP). A Technology Product is a Subject Chapter Chapter
single technology solution or single architecture solution dedicated to one or more Aircraft Programmes or specific customers
(e.g. Engineering, Manufacturing, Customer Services, etc.). Organisation 5.1 1.4
A Technology Product: Plateau 5.2 1.3.9
• is described by its deliverables, specifying the different activities to be performed to improve maturity and reduce the risks for Funding 5.3 1.3.6
integration into its target environment
• is manageable, (i.e. has a schedule and minimum budget granularity) Training 5.4 1.4.4
• targets identified customer(s). Work Breakdown Structure 5.5 1.3.3
The generic Project Management Foundations as covered in Chapter 1 are also applicable to R&T Projects. However, the
Make/Buy Strategy 5.6 1.3.3
following chapters present the R&T Project specific approaches to these Foundations.
Partnerships 5.7 1.3.3
Processes 5.8 1.2
Technology Readiness Level Methodology 5.9 1.1
Technology Readiness Gate Reviews 5.10 1.3.8
Project Planning 5.11 1.3.5
Status Reporting 5.12 1.3.10

5 R&T
5 R&T
466 467
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5.1 Organisation
Related PM Foundation Chapter 1.4 PM People • Innovation Cell

- searching for step-change innovations
The overall R&T Programme organisation is shown in Figure 51-1. - exploring, generating and collecting ideas
The main constituting organisational units are: - maturing and incubating technologies, processes, and new business models.
• R&T Chief Engineer • Intellectual Property

- defining technical strategy - protecting Airbus innovations
- defining and executing the R&T plan - licensing for relevant Intellectual Property (IP)
- ensuring technical integrity of the R&T deliverables (validation). - ensuring Airbus positioning versus competition related to IP.
• Performance, Quality & Environment
- ensuring strategic programme integration • R&T Business Development & Partnerships
- managing R&T performance (TCQ) - defining business and partner strategy
- managing quality - performing lobbying and manage funding proposals
- leading Engineering environmental topics - securing and managing external funding contracts
- performing R&T communications. - supporting and managing relationship with key academic partners
- optimising all partnership models
R&T Programme Organisation............................................................................................................................................. - ensuring EADS interface.
Fig. 51-1
R&T Programme • R&T Operations

-p roviding operational support to the R&T Programme across the business through the provision of trained and experienced
P&PM resources (including coordination of PMO resources)
R&T Performance, R&T Business - supporting Programme & Project Management in accordance with Airbus methodology, as adapted for R&T specificities
R&T Innovation Intellectual
Quality & Development
Chief Engineer Cell Property - supporting reporting in accordance with the drumbeat defined by the R&T Programme.
Environment & Partnerships
P&PM The technical execution of the R&T Programme is performed by Research Engineers, who are mainly co-located on R&T
OAD Architect OPD Architect OSD Architect
Operations R&T plateau (see Chapter 5.2).
Head of PMO TOP/TIP/TAP Leaders
Plateau France
OAD: Overall Aircraft Design
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5 R&T
Head of PMO Technology Product Leaders OSD: Overall System Design
Plateau Germany
OPD: Overall Physical Design
Head of PMO Researchers
Plateau UK TOP: Technology Offensive Programme
Head of PMO TIP: Technology Integration Platform
Plateau Spain TAP: Technology Acquisition Portfolio
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5.1 Organisation (cont’d)
The organisation below the R&T Chief Engineer is a hierarchy composed of: Technology Products (TP)
• Architects
The Technology Products are defined at Architect level together with TOP/TIP/TAP and other key stakeholders.
• TOP, TIP, TAP (TxP)
• Technology Products The Technology Product Leader is responsible for:
• definition, execution, monitoring and control of the Technology Product plan
Architects
• management of schedule, cost and resources
There are three types of Architect areas: • Technology Readiness Level (TRL) Review Gate scheduling and phasing (see Chapter 5.10)
• handover of technologies to customer and/or closing of Technology Product.
• Overall Aircraft Design (OAD)
• Overall System Design (OSD)
• Overall Physical Design (OPD).
They are:
• multi-disciplinary domains covering all the architectural skills of A/C design
• distinct by construction, but not disconnected
• representative of a similar breakdown compared to an aircraft development Chief Engineer organisation
• are a stable division of the R&T Organisation.
TOP, TIP, TAP (TxP)

There are three types of TxP:
• TOP: Technology Offensive Programme: covers Technology Products that represent disruptive multi-disciplinary step change
at aircraft or operations level. More geared to an aircraft product
• TIP: Technology Integration Platform: consistent set of Technology Products integrated at aircraft level. Addresses, Manual R&T Organisation Manual A10-ET MyDoc
a technology and its integration aspects, potentially in a multi-disciplinary way
• TAP: Technology Acquisition Portfolio: Technology Products as coordinated, innovative building blocks Manual Research & Technology Operations Manual ON1100287 Airbus People/
- groups technologies with similar characteristics but not necessarily targeting a higher level of aircraft integration Engineering
Community/
5 R&T
5 R&T
(methods, means)
- more stable than TOP and TIP Research &
- requires less architect skills than TOP and TIP Technology/
- could feed and generate TOP and TIP. R&T Quality/Key
Documentation
The TOP/TIP/TAP breakdown is defined at the Architect level together with key stakeholders.
470 471
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5.2 Plateau
Related PM Foundations 1.3.9 HR Management
The R&T Plateaux are the locations where R&T actors are gathered in order to improve operational efficiency through daily
interactions, delivery focus, and innovation mindset. They are defined and set up with the following objectives:
• Ensure availability of key resources (skill level and dedication), in particular where various actors, skills and disciplines are
required for multi-disciplinary short-term deliverables such as demonstrators, use cases, etc.
• Ensure operational leadership and reporting lines are “physical” (i.e. managers are on the plateau).
• Foster multi-disciplinary tasks and cross-fertilization within Technology Products and across R&T Programme.
• Share skills and “supporting” resources.
• Improve and harmonise R&T Project Management ways of working.
• Provide a working environment that enhances the engagement of the R&T community.
The main concerned R&T actors are those dedicating more than 50% of their working time to Technology Products and/or
those who are called in for specific phases of Projects (bumps).
For each national R&T Plateau, a Head of PMO Plateau is appointed, whose responsibility is to:
• organise and control the deployment of CoC P&PM processes and procedures for R&T in that country
• lead and manage the team of local PMO’s
• define and manage the R&T Plateau implementation and P&PM operations in that country.
The objective is to have a single R&T Plateau on each Airbus site with significant R&T activity (e.g. Hamburg, Bremen, Getafe,
Filton, Toulouse…), but also to ensure a permanent link between plateaux based on IT communications, a co-ordination of
plateau set up, and common plateau operations ways of working.
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5 R&T
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5.3 Funding
Related PM Foundations 1.3.6 Cost and Finance Management R&T Contract Managers/Technology Product Leaders relationship...........................................................
Fig. 53-1
In the R&T environment certain areas may be co-funded by public funding authorities or other sources. This co-funding has a
positive effect on the overall R&T Programme EbiT, but also brings additional stakeholder(s) to be involved in changes related to
the co-funded scope. Technology Product Leaders
R&T contract managers in the R&T Business Development and Partnerships organisation (see Chapter 5.1) are responsible for Technical Authority
securing funding for R&T Projects. This includes the following activities: Trans-national
• Defining business and partnering strategy: Multi-domain
- securing strong support for Airbus R&T from Governments in the form of grants and tax credits from Airbus’ traditional home
countries, and other funding sources from other parts of the world Single Project Agreement
- securing contribution to Airbus R&T from strategic partners.
• Managing relationships with key R&T partners: R&T Contracts Managers

- ensuring R&T partnerships are in place to support current and future R&T plans
National Entity specific
- managing relationship with selected strategic partners.
Faces EU or local funding authorities
• Performing lobbying and manage funding process:
- providing focal points for high level contact with senior officials No technical authority.
- ensuring Airbus R&T position is known and supported by all key stakeholders and decision makers
- ensuring external funding streams are available to support R&T plans in the medium and long term. Responsible for:
- Bid Preparation
• Secure funding and manage contracts: - Contract negotiation
- ensuring external funding is available to support current R&T plan by managing the bid process - Contract Management
- managing contract performance to ensure Airbus gets the funding and contracted deliverables. (Deliverable Management,
Relationship Management,
Figure 53-1 shows the Contract Managers and Technology Product Leaders relationship. Contract Administration)
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5 R&T
EU: European Union
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5.4 Training
Related PM Foundations 1.4.4 Project Management Training
A specific training course has been developed for Technology Product Leaders giving an introduction to the R&T organisation
and operating processes.

Organisation Presents the R&T environment. Explains J06XAIW00015 Airbus People/
& Processes for TPL the roles and responsibilities of the TPL. myHR/Learning
5 R&T
5 R&T
Provides R&T Project Management
philosophy.
General PM training is also required (see Chapter 1.4.4).
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5.5 Work Breakdown Structure
Related PM Foundations 1.3.3 Scope Management R&T Programme WBS.................................................................................................................................................................

Fig. 55-1
The overall R&T Programme is organised as a Work Breakdown Structure (WBS), as shown in Figure 55-1.
This WBS mirrors the R&T organisation (see Chapter 5.1), and includes:
• Architect Level Programme Level R&T

• TOP/TIP/TAP Level: Dependent upon nature of technology development Programme
• Technology Product Clustering Level: This level of the WBS includes the Projects that deliver the Technology Products, but
also includes portfolios of technologies known as “Technology Streams”. These “Technology Streams” deliver technologies to OAD /
support one or more Technology Products. Architect Level
OSD/OPD
Technology Level
TOP/TIP/TAP
Technology Product
Clustering Level Technology Products
OAD: Overall Aircraft Design

OSD: Overall System Design
OPD: Overall Physical Design
TOP: Technology Offensive Programme
TIP: Technology Integration Platform
TAP: Technology Acquisition Portfolio
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5 R&T
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5.6 Make/Buy Strategy
Related PM Foundations 1.3.3 Scope Management R&T Core/Non-Core Assessment.........................................................................................................................................

Fig. 56-1
The scoping of R&T Technology Products is strongly influenced by Core/Non-Core and Make/Buy assessments related to the
technology to be developed.
R&T Core/Non-Core assessments support:

X X
X
• Prioritisation of R&T investments
Architecture
C
In
• Selection of technologies securing competitive advantage
or
X
te
e
• Identification of future competences
rm
X
X
ed
• Control of knowledge and Intellectual Property (IP) X
ia
• Gap Analyses in terms of technology strategy.
te
N
X
C
on
or
-C
e
Key Drivers for Core/Non-Core assessment are:
X
or
X X
e
• Level of impact on architecture (e.g. an aircraft or part)
• Level of impact on differentiation (e.g. drag or Re-occurring Cost reduction).
DIFFERENTIATION
As shown in Figure 56-1, a technology can be assessed as core, intermediate core, or non-core:
• Core: Technology that is critical to the future architecture, integration or differentiation of Airbus products or businesses
(e.g. Counter Rotative Open Rotor (CROR) Power Plant integration)
• Intermediate Core: Technology knowledge that Airbus wishes to have or own sufficiently to harmonise, “intelligently buy” or
otherwise control future supply, using IP protection, for example, or design standards (e.g. Composite Design features to be
applied by Risk Sharing Partner)
•
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5 R&T
Non-Core: Technology work or knowledge that Airbus wishes to be able to access and source reliably (e.g. new materials
and fasteners).
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5 R&T Projects
5.6 Make/Buy Strategy (cont’d)
R&T Make/Buy assessments support: Core/Non-Core and Make/Buy Relationship. ................................................................................................................

Fig. 56-2
• Development of future capabilities
• Best use of external innovations, research and technology
• Development of partners and suppliers Type of alliance core Intermediate core non-core
• Prioritisation of use of internal resources
• Cost-efficiency Make Preferred Possible Not acceptable
• Efficient configuration of workpackages.
Key Drivers for Make/Buy assessments are: Buy Possible Possible Not acceptable
• Internal vs. External capability, capacity or efficiency By exception

• Core/Non-Core Team special attention Preferred Possible
• Intellectual Property (IP). to IP issues required
Make/Buy assessments consider four types of alliance: Steer Not acceptable Not acceptable Preferred
• MAKE: Airbus does the work at Airbus cost, develops Airbus competence and owns the IP (e.g. new pylon design).
• TEAM: Airbus is a member of a collaborative activity, with all actors contributing to the cost and owning their individual IP
(e.g. Clean Sky).
• BUY: A 3rd party does the work at Airbus cost, does not develop Airbus competence, but Airbus owns the IP
(e.g. Wind Tunnel testing and results).
• STEER: A 3rd party does the work at its own cost, but with some directions from Airbus. No Airbus IP ownership
(e.g. Airbus are only on the Steering Committees for some EU Framework Programmes).
The relationship between Core/Non-Core and Make/Buy assessments is shown in Figure 56-2.
Process Make or Buy process for the R&T programme n/a Airbus People/
(including Core/Non-Core) Engineering
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5 R&T
Community/
Research &
Technology/
R&T Quality/Key
Documentation
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5.7 Partnerships
Related PM Foundations 1.3.3 Scope Management Airbus R&T Partners in France, Germany, Spain and the UK..................................................................................
Fig. 57-1
R&T Projects are often conducted with one or more partners. Figure 57-1 provides an overview of the main Airbus R&T partners
in France, Germany, Spain and the UK to date. Universities/Schools about 100 - among them 38 are Key Partners
Centrale Lyon - UPMC Paris - INSA Toulouse/Lyon - Ecole Normale Sup Cachan - UPS/CIRIMAT -
Ecole Normale Paris - Mines/EMAC - ISAE - ENAC - LAPLACE - SEEDS - Polytechnique - ENSMA -
Un Poitiers - TESA - UTC - ENSAM Paris - EC-Mines Nantes - Institut Clément Ader
University Stuttgart - TUHH - HAW Hamburg - TU Berlin - TU Braunschweig - HSU Hamburg - RWTH Aachen -
TU Dresden - TU München - University Hannover - University Bremen - Priv. FH Göttingen (CFK-Valley Stade Campus)
ETSIA - Universidad Carlos III - Universidad de Sevilla
U. of Bristol - U. of Bath - U. of Manchester - Cranfield U. - Imperial College - U. of Southampton - U. Nottingham
Research Centres about 30 - among them 21 are Strategic Partners
EADS IW - ONERA - DLR - CEA - CERFACS - CETIM - INRIA - IRIT - LAAS

EADS IW - DLR - Fraunhofer - BIAS - ETW- GKSS-Forschungszentrum - ONERA
FIDAMC/EADS IW - INTA - Corporación Tecnológica de Álava (CTA)
ARA - ASRC (Advanced Simulation Resarch Centre) - MTC (Manufacturing Technology Centre) - EADS/IW-UK
Industrial more than 100 - among them 23 are Main Partners
THALES - SAFRAN/SNECMA - LATECOERE - FOREST - DASSAULT - RATIER - LABINAL - SIEMENS - ALCAN -

AUBERT & DUVAL - ZODIAC-EADS Astrium
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CTC GmbH - SAAB AB - EADS MAS - DIEHL Aerosystems Holding - MT Aerospace - Liebherr - GKN -
Aerolia - PAG
IDEC - SK10 - SERRA AERONAUTICS - ARIES COMPLEX
Atkins - Bombardier - Eaton - Frazer-Nash - GE - GKN - Goodrich - Messier Dowty - Rolls -
Royce - Spirit Aerosystems
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5.8 Processes
Related PM Foundations 1.2 PM Processes
The processes covering R&T Projects depicted in Figure 58-1 are part of the ‘Manage Corporate’ domain within the Airbus
Business Processes (ABP).
Each of the R&T processes has an associated governance system, described in the R&T Operations Manual (ON1100287).
The detailed allocation of R&T Project Management methods and tools to the R&T processes is also provided in this Manual.
The R&T Project Management activities are represented by the following processes:
• D efine R&T Programme: establishes the overall R&T Project Portfolio through Technology Product prioritisation and selection
against overall Airbus R&T strategic objectives.
• D eliver R&T Solutions: includes the monitoring and control of the R&T Technology Product Portfolio and the management of
the individual R&T Technology Products (and associated Projects).
R&T Processes.............................................................................................................................................................................
Fig. 58-1 APPLICABLE DOCUMENTS

Manage Corporate (MC) DOMAIN
Manual R&T Organisation Manual A10-ET MyDoc
Manage Research & Develop New Technologies (MC.RT) MAJOR PROCESS
Manual Research & Technology Operations Manual ON1100287 Airbus People/
Engineering Community/
Define R&T Programme (MC.RT.01) PROCESS Research & Technology/
Portfolio Management process R&T Quality/Key
Documentation
Deliver R&T Solutions (MC.RT.02) PROCESS
5 R&T
5 R&T
Process R&T Process documents Various Airbus People/
Portfolio and Project Management process
Engineering Community/
Research & Technology/
Manage Intellectual Property (MC.RT.03) PROCESS
R&T Quality/Process
Not a Project Management process
Development
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5.9 Technology Readiness Level Methodology
The maturity of an R&T Technology Product* is measured in terms of its Technology Readiness Level (TRL). The TRL system is
based on a methodology originally developed by USA institutions (NASA, DoD, GAO) and is widely accepted internationally today.
The lifecycle of an R&T Technology Product typically runs from TRL 1 to 6, with handover to the Aircraft Programme after TRL6,
as shown in Figure 59-1.
Technology Readiness Levels (TRL). .................................................................................................................................

Fig. 59-1
Technology Readiness Levels (TRL) Technology Readiness Levels (TRL)
1 2 3 4 5 6 7 8 9
Description Basic principles Technology concept Analytical and Component Component System/subsystem System prototype Actual system Actual system
observed and and/or application experimental and/or breadboard and/or breadboard model or prototype demonstration completed ‘flight proven’
reported formulated critical function validation in validation in relevant demonstration in a operational and ‘flight qualified’ through successful
and/or characteristic laboratory environment in a relevant environment environment through test and mission operations
proof of concept environment demonstration
Definition Lowest level of Invention begins. Once Active research and Basic technological Fidelity of breadboard Representative model or Prototype near or at Technology has been Actual application of
technology readiness. basic principles are development is initiated. components are technology increases prototype system, which planned operational proven to work in its the technology
Scientific research observed, practical This includes analytical integrated to establish significantly. The basic is well beyond the system. Represents final form and under in its final form
begins to be translated applications can studies and laboratory that the pieces will work technological breadboard tested for a major step up from expected conditions. and under mission
into applied research be invented. The studies to physically together. This is relatively components are TRL 5, is tested in TRL 6, requiring the In almost all cases, this conditions, such as
and development. application is speculative validate analytical “low fidelity” compared integrated with a relevant environment. demonstration TRL represents the end those encountered
and there is no proof or predictions of separate to the eventual reasonably realistic Represents a major step of an actual system of true system in operational test and
detailed analysis to elements of the system. supporting elements so up in a technology’s prototype in an development. evaluation.
support the assumption. technology. that the technology demonstrated readiness. operational environment,
can be tested in a such as in an aircraft,
5 R&T
5 R&T
simulated environment. vehicle or space.
AIRBUS
Discover Understand Adapt Validate Refine
Maturity Phase
R&T perimeter Product Development perimeter
* Note that the TRL methodology is also used to measure the maturity of individual technologies that support the development
of one or more Technology Products.
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5.9 Technology Readiness Level Methodology (cont’d)
However, not all Technology Products or technologies are required to reach TRL6. These include Technology Products or Examples of R&T Projects supporting TP development........................................................................................
Fig. 59-2
technologies feeding others which in turn will have to reach TRL6. Typical examples and their TRL spans include:
• New technology concepts: from TRL1 to 3

• Enablers for generic technologies: from TRL1 to 4. TRL 9
In-Service Return of Experience
TRL 8
Industrialisation and Operational demonstration
TRL 7
The TRL span of every Technology Product or technology and link to other Technology Products or technologies are clearly
identified in relevant roadmaps.
pj4 TRL 6 < Full-scale Integration
The achievement of a TRL is validated and endorsed at TRL gates. These are GO/STOP decision points. Quite possibly initially
promising Technology Products may never reach TRL6, for example because they turn out to be too heavy, too costly, etc. TRL 5 < Small-scale Integration
pj2
pj2
TRL 4 < Demonstration of critical elements
Individual R&T Projects may support different TRL spans, thus addressing different aspects of maturity development.
An example of this is shown in Figure 59-2. TRL 3 < Feasibility demonstration
pj1 TRL 2 < Which options, solutions? First estimate of benefits and risks.
TRL 1 < What are the needs, constraints? Technology already existing?
Projects supporting Technology

demonstration of TRL Products
TRL: Technical Readiness Level

Pj: Project
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5.9 Technology Readiness Level Methodology (cont’d)
The final customers of Technology Products are the Aircraft Programmes. Consequently, the Aircraft Development Project
milestones drive the deadlines for the Readiness Levels of a Technology Product. The TRL process is therefore a key enabler
aligning the R&T Programme with Aircraft Programmes’ visions and needs.
As a rule, the following indicates the minimum alignment requirements with Aircraft Programmes (to be individually confirmed by
the customer):
• From TRL1 to TRL3: maintain a wide technology survey to capture innovations proposed by Technology Product teams.
Limited influence from Aircraft Programmes.
• At TRL3: selection of the most promising technologies. Identification of show-stoppers, gaps, etc. First mandatory alignment
with the needs of Aircraft Programmes.
• From TRL3 to TRL5: development of technologies with potential benefits recognised by an Aircraft Programme.
Medium influence from the Aircraft Programme.
• At TRL5: identification of technologies for demonstration in a relevant environment. Confirmation of need to launch large
demonstrators. Second mandatory alignment with Aircraft Programmes.
• From TRL5 to TRL6: development and validation of technologies fully aligned with the needs of an Aircraft Programme.
High influence from the Aircraft Programme.
To structure the monitoring of the maturity performance according to each hierarchy level, 3 levels of technology streams have
been identified:
• S trategic items are closely monitored and reported at R&T Chief Engineer level
• Key items are visible at R&T Chief Engineer level and closely monitored at Architects level
• E lementary items are monitored at TxP level and TP level.
For multiple application technology developments, differentiated phases of progression in Technology Products have to be
identified for each customer that are compatible with the timeframes given by the corresponding customers.
The TRL Gate Review process is covered in Chapter 5.10.
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Manual AIRBUS Technology Readiness M7018 MyDoc
Level Methodology
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5.10 Technology Readiness Level Gates Reviews
Related PM Foundations 1.3.8 Quality Management TRL Gate Review Organisation..............................................................................................................................................

Fig. 510-1
To demonstrate maturity of a Technology Product or technology the team accountable for the development has to provide
evidence that the Readiness Acceptance Criteria (RAC) are fulfilled. Rules
While being the starting point for Technology maturity assessment, RAC need to be customized for each TRL phase. However, • Assessment of all pertinent RAC
this must be done strictly in-line with their individual objectives. This strict alignment secures harmonization of maturity • RAC agreed before the review
understanding across R&T and provides customers with coherent assessments of the risks and unknowns remaining. As such, Inputs Outputs
those customized definitions need to be validated by the customer and by relevant R&T Architects (with one of them being the
Chairman of the Decision Panel), as well as TxP and TP Leaders. They are shared between stakeholders (including customers)
well ahead of the TRL Gate Review. • R&T plan • Gate review passed or not
• Description of Technology Product • Validation of the assessment of expected
or technology to be reviewed benefits and potential drawbacks
The overall objective of the AIRBUS TRL process is to steer the R&T Program by maturity. As part of the process, Technology
• Assessment of the status of TRL • Corrective actions, if and where necessary
Readiness Level Gate Reviews (TRL GR) are the opportunity to share and highlight risks, challenge evidences with respect to
expected benefits and potential Gate Review • MoM to all stakeholders
TRL Readiness Acceptance Criteria and provide visibility on R&T plans to go to next steps. With this information, customers, drawbacks as per R&T plan in force • Traceable maturity evidences
R&T Chief Engineer, R&T Architects, TxP Leaders,and other key contributors can make recommendations regarding the technical • Relevant RAC • Validation of the route for the next review
strategy. This also provides an opportunity to confirm alignment with the customer’s own strategy. • Material needed to support the • Proposal for changes to R&T plan and/or
review Technology Product or technology, if and
While specific TRL Gate Review Criteria (customized from RAC) are not negotiable (as they are disseminated by EADS), the where considered necessary
means to demonstrate them are open for discussion with customers and R&T Management (subject to aspects such as
acceptable risk level, level of funding, availability of resources, etc.). For details on the definition of the specific criteria to be used
Panel
at each TRL Gate Review please refer to the guideline for R&T TRL criteria definition (reference D11012368).
The organisation of a Gate Review is illustrated in Figure 510-1.
RAC: Readiness Acceptance Criteria
There are Standard Reviews and Critical Reviews. Compared to Standard Reviews, Critical Reviews require higher levels of the
R&T organisation’s hierarchy to participate. When considered necessary, a Standard Review can be declared a Critical Review
at any time.
5 R&T
5 R&T
The timetable and activities for a TRL Gate Review is illustrated in Figure 510-2
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5.10 Technology Readiness Level Gates Reviews (cont’d)
TRL Gate Review Timetable...................................................................................................................................................... TRL Gate Reviews have two sets of status to monitor the performance of the TRL Plan:
Fig. 510-2
“HELD/NOT HELD” – “CONCLUSIVE/NOT CONCLUSIVE”
- 60 days - 30 days Gate Review + 60 days • “HELD”: The TRL Gate Review is organized and performed as indicated in the plan. Regardless of the outcome of the review,
(minimum) (minimum) date (deadline) (maximum) this status specifies that the TRL Gate Review has been organized and performed.
• “NOT HELD”: The TRL Gate Review is not performed, although recorded in the plan. Even though the review was included in
the baseline of the TRL Plan, it is not performed in due time and postponed or cancelled at the last minute without adequate
anticipation.
• “CONCLUSIVE”: All agreed RAC have been demonstrated with sufficient evidence. A Technology Product or technology is
Review panel declared to have achieved TRLn requirements. If necessary, changes to the R&T Plan could be proposed. In some cases
Technology Product team
• Gate Review for TRL x minor actions could still be requested by the Decision Panel (for example, minor document or information missing) to ensure
• Make documents and support material
• Sign the Gate Review minutes proper closure of the review. However, the level of effort to deliver the actions needs to be manageable within a period of time
available
Technology Product leader & team to be specified by the Decision Panel. Results of these actions shall not put into question the conclusions of the Decision Panel.
TxP leader
• Ensure that all the open actions from
• Issue the results of the review, store • “NOT CONCLUSIVE”: Any of the agreed showstopper RAC are not fulfilled. A Technology Product or technology is
the evidences and support material considered as not having reached TRLn requirements, is maintained at TRLn-1 level. Mitigation plans and actions are
previous Gate Review are closed
(after authorisation by TxP leader) recorded (owner, target date of actions…) and monitored by TxP Leader and TP leader. The Decision Panel shall in this case
• Confirm the composition of the review
panel validate the mitigation plans and actions. Impact on the R&T Plan has to be reviewed and validated during next TxP PRMs.
Technology Product leader
Technology Product leader + Customer Note: A TRL Gate Review is either conclusive or not conclusive. Conclusive with major actions is not an option.
• Issue the definitive agenda
• Refinement and agreement on specific
customer RAC for TRLx+1 when
The outcome of the Gate Review regarding next steps, delivered by the Decision Panel’s Chairman, R&T Architect as well as key
Technology Product leader necessary
customers, is a recommendation to:
• Invite the participants and inform them on their role in • Endorsement by all stakeholders
the Gate Review • PROCEED
• Issue the preliminary agenda • STOP or
• Send the agreed list of RAC for the Gate Review • REDIRECT
The R&T TRL Logbook tracks all history of a Technology Product or technology maturity evolution. Airbus R&T TRL Logbooks
TRL: Technical Readiness Level should be maintained during Gate Reviews - completed with the synthesis and validation by the TP and TxP Leader. This shall
RAC: Readiness Acceptance Criteria
5 R&T
5 R&T
be done within 2 weeks and subsequently be stored in the relevant R&T document repository. The TRL Gate Review summary
shall be published within 3 working days after the TRL Gate Review.
To support the demonstration of TRL RAC, the Technology Product Leader is responsible to provide results and evidences.
Those evidences need to be formally signed-off and validated by the relevant technical authority.
496 497
5 R&T Projects
5.10 Technology Readiness Level Gates Reviews (cont’d)

Manual AIRBUS Technology Readiness M7018 MyDoc
Level Methodology
TRL TRL Logbook template Various Airbus People/

Documentation R&T TRL Gate review chairman role Engineering
R&T TRL with 3rd parties Community/
R&T TRL & MIL (milestones) Research &
plan change process Technology/
Toolbox for TxP
and TP Leader
Guideline Guideline for R&T TRL Criteria D11012368 Airbus People/

Engineering
Community/
Research &
Technology/
5 R&T
5 R&T
Toolbox for TxP
and TP Leader
498 499
5 R&T Projects
5.11 Project Planning
Related PM Foundations 1.3.5 Time Management
Given the inherent uncertainty of R&T Projects they are normally planned on a ‘Rolling Wave’ basis, with a focus on the activities
required to reach the next TRL, see Figure 511-1.
R&T Project schedules are mainly managed through the monitoring and control of milestones and deliverables. The TRL
& Milestone (MIL) Database is used to track the timing of TRL Gate Reviews and critical milestones for the R&T Programme.
Note that most R&T Projects are tracked through the TRL methodology, but those that are not (e.g. incubators, FTDs) are
tracked through ad hoc milestones that are integrated in the overall R&T plan.
R&T Project Planning..............................................................................................................................................................

Fig. 511-1
Outline
Schedule (TRL) 1 2 3 4 5 6
Detailed
Schedule

5 R&T
5 R&T
500 501
5 R&T Projects
Related PM Foundations 1.3.10 Communications Management Example of R&T Technology Product A3 Report.......................................................................................................
Fig. 512-1
The R&T Programme uses an A3 reporting scheme as part of a move towards a “lean reporting” culture. As the name suggests, SPEND vs TARGET PROFILE
R&T T Prod Report Date
the reports are presented in an A3 page format and only the information relevant to the current reporting level is shown open open
Screen full A3 detailed A3 reporting instructions summary spend
(e.g. Technology Product). Figure 512-1 provides an example of an R&T A3 report at Technology Product level (note that as the Zoom view latest TX power-
zoom quick guide to monthly updating of A3 report point file TRL other
R&T ways of working are being developed, this report format may change as improvements are made). SUMMARY
Achievement/Performances Concerns
... ...
The A3 report includes the following KPIs:
• Achievements and challenges

• Schedule status and TRL
• Cost and resources status Challenges & Progress
...
Actions/Meetings
...
• Intellectual Property status
• Risk and Opportunity status
• Resource tracking.
The A3 reporting system offers a number of benefits: MATURITY YEARLY OVERVIEW RESOURCES
• Same reporting tool across all levels of the R&T Programme as opposed to specific types of reports for specific areas
• Standardised graphics
• Effective ‘roll-up’ of information
• Real-life budget profiles
• Comment areas for each of the topics being reported on
• A reminder of regular components of standard Project Management practice that should be monitored
• A single repository of useful project status information that can be efficiently accessed by other people/departments that INTELLECTUAL PROPERTY
need a status update
• A facility to produce true bottom-up budget profiling.
RISK AND OPPORTUNITY
The reports are produced at each level within the R&T Work Breakdown Structure (WBS). Each level is responsible for creating
5 R&T
5 R&T
the reports to support its own Project Management and to feed information to the parent level report.
T Prod: Technology Product
502 503
6 Buildings and
Infrastructure
Projects
6 Buildings Infra
504
6.1 Lifecycle........................................................................................................................................................................................ 508
6.2 Process.......................................................................................................................................................................................... 512
6.3 Project Realisation Models................................................................................................................................................ 514
6 BUILDINGS AND INFRASTRUCTURE PROJECTS 6.4 Project Cost Estimation....................................................................................................................................................... 516
Introduction 6.5 Organisation. .............................................................................................................................................................................. 518
Buildings and Infrastructure Projects include aircraft hangars, industrial buildings, offices, medical centres, canteens, Use the following table to find related information in the PM Foundation chapters.
infrastructures (roads, car parks, networks, tarmac) as well as complete production sites such as Final Assembly Lines (FALs),
see Figure 6-1.
Buildings and Infrastructure Projects Related PM Foundations
Airbus is increasingly expected to not only be a manufacturer of aircraft but also a partner when it comes to facilities required in
the areas of design, development, production, operation and disposal of aircraft. Subject Chapter Chapter
Lifecycle 6.1 1.1
Final Assembly Lines as Examples of Airbus Buildings and Infrastructure Projects.......................... Process 6.2 1.2
Fig. 6-1
Project Realisation Models 6.3 1.3.3
Project Cost Estimation 6.4 1.3.6
Organisation 6.5 1.4
A typical Buildings and Infrastructure Project includes aspects related to:

A380 FAL, Tianjin
• overall Project Management - design and construction until ready for use (also called “Entry into Service” or EIS)
• feasibility studies
• cost estimations
• administrative dossiers (including building permissions, local authority infrastructure connections, etc.)
• coordination of suppliers
• worksite supervision
6 Buildings Infra
6 Buildings Infra
• Air Traffic Control.
A380 FAL, Toulouse A400M FAL, Seville
FAL: Final Assembly Line
506 507
6 BUILDINGS AND INFRASTRUCTURE PROJECTS
6.1 LIFECYCLE
The Buildings and Infrastructure Project Lifecycle is illustrated in Figure 61-1.
Buildings and Infrastructure Project Lifecycle....................................................................................................

Fig. 61-1
Set Up Basic Milestone CapEx Start Design Preliminary Imple- Building Tender and Start of Roof and Ready for Ready for IT Inspection Practical Entry into
Project Evaluation Plan Approval Phase Design mentation Permission Awarding Construction Facade Jigs & Tools of Building Completion Service
Team Planning Sealed Works Certificate
Evaluation
Permissions
Signature sheet
6 Buildings Infra
6 Buildings Infra
Preliminary designs
EIS: Entry Into Service
508 509
The Milestone Gates are described below:

Buildings and Infrastructure Milestone Gates........................................................................................................
Fig. 61-2
Set up Project The Centre of Competence for Infrastructure and Facilities (CoC IFF, see Chapter 6.5) nominates a The Project team launches the Call for Tenders (CFT) to select the suppliers to build the new facility
team Project Steering Committee and a Project team. Tender and or infrastructure (as per AP2131). It subsequently analyses the received offers and selects the
Awarding suppliers. The Project team validates the final choice of suppliers and delivers the order letters or
The Project team completes the basic evaluation of the Project taking into account all necessary purchase orders that will formalise the scope of work with the selected companies.
Basic Evaluation information to understand the situation (e.g. site surface area and outline plan, statement of
requirements, environmental commitments, regulatory situation, airport regulations, etc.).
Start of The Project team declares the opening of the worksite to the authorities to allow the start of the
Construction construction of the new facility or infrastructure.
Milestone Plan The milestone plan providing the high level Project schedule is established.
Roof and FaCade
The Project team validates that the roof and facade are sealed.
The CoC IFF estimates the budget needed for the Project realisation taking into account the Sealed
preliminary dossier and the environmental commitments. The Project team is then responsible for
CapEx Approval
the compilation of the CapEx file, which is now approved. The Project realisation model must also be The Project team validates the jigs and tools installation readiness (for example, inside floor slab
Ready for Jigs
agreed by this stage (see Chapter 6.3, Project Realisation Models). loadable, inside floor slab and upper part structure dust free, main gates and roads leading inside
& Tools
finished, floor heating working, inside hangar temperature can be controlled, etc.).
The Project team starts preparing the requirements for the design team including environmental
Start Design
criteria. Where the design team is external, these requirements are included in the Call for Tender for
Phase The Project team validates the IT installation readiness (for example, IT room finished, electric power
the design team. Ready for IT
and air-conditioning installed, cables and racks installed, etc.).
The Project’s concept, design and costing as elaborated by the Project team as well as the design
Preliminary team are validated by the steering committee. The preliminary design phase is then terminated by Inspection of The Project team declares conformity of the building to all specifications and highlights all the work
Design issuing the Preliminary Design Report and drawings which includes the internal layout detailing all the
6 Buildings Infra
6 Buildings Infra
Building Works still to be done.
rooms required in the new facility and an updated cost estimation.
Practical
Implementation Completion The Project team makes the final acceptance of the infrastructure or building.
The Project team has prepared the implementation planning.
Planning Certificate
Building The administrative authorisations to launch the construction of the infrastructure or facility are received Entry into The building enters into service. The CoC IFF subsequently establishes comparisons of achieved and
Permission by the Project team following the submittal of the building permit to the authorities. Service forecast indicators with actual ratios, including environmental aspects.
510 511
6.2 PROCESS
Related PM Foundations 1.2 PM Process
The Buildings and Infrastructure Projects are covered by the sub-process “Provide New Building/Infrastructure” (EN.FR.01.04) in
the Airbus Business Process (ABP) map, as shown in Figure 62-1.
Buildings and Infrastructure Project Process......................................................................................................

Fig. 62-1
Enable (EN) DOMAIN
Provide Work Area & Associated services (EN.FR) MAJOR PROCESS
Provide Work Area Solutions (EN.FR.01) PROCESS
Provide New Building/Infrastructure (EN.FR.O1.O4) SUB PROCESS

6 Buildings Infra
6 Buildings Infra
Title
Type Title Title Reference
Reference Access
Procedure Provide infrastructures and facilities AP5908 MyDoc
Procedure Provide infrastructures and facilities AP5908 MyDoc
512 513
6.3 PROJECT REALISATION MODELS
Related PM Foundations 1.3.3 Scope Management Airbus differentiates between internal and external Buildings and Infrastructure Projects. As shown in Figure 63-1, internal
Projects are those Projects where preliminary design, concept design, establishment and checking of drawings as well as
Buildings and Infrastructure Projects use four different “Realisation Models”, see Figure 63-1. construction supervision are in the hands of Airbus.
Each considers a different combination of Airbus expert knowledge and the expertise of external (and possibly local) designers
and construction companies. For external Projects, comprising a growing number of Buildings and Infrastructure Projects, the Realisation Model 2 is the
preferred one as it has proven to deliver maximum success in the realisation of aircraft building facilities.
Buildings and Infrastructure Project Realisation Models...............................................................................

Fig. 63-1
Tender Practical
Start Design Preliminary Implementation
and Completion
Phase Design Planning
Awarding Certificate
Preliminary Concept Working drawings Supervision

1
design design (checked by suppliers) Construction
Realisation Models Supervision

Preliminary Concept Working Check of
for Airbus external 2
design design drawings work. draw. Construction
Projects:
Preliminary Concept Working Check of Supervision

3
6 Buildings Infra
6 Buildings Infra
Realisation Models
Preliminary Concept Working Check of Supervision
for Airbus internal 4
Projects:
Airbus External to Airbus
514 515
6.4 Project Cost Estimation
Related PM Foundations 1.3.6 Cost and Finance Management Buildings and Infrastructure Project Cost Estimation......................................................................................
Fig. 64-1
The initial cost estimate for a Buildings and Infrastructure Project is made as shown in Figure 64-1. The basic design (available
at Milestone Gate “Basic Evaluation”) is used to drive parametric estimates based on past experience and industry standards.
These parametric estimates support the CapEx-approval for the Project. Basic
Evaluation of customer needs
Evaluation
The cost estimates are further refined beyond Milestone Gate “Preliminary Design” leading to the final cost commitment at • Purpose of building
supplier selection and contract award (i.e. Milestone Gate “Tender and Awarding”). • Location on site
• Amount of workplaces
At Project closure the lessons learnt are captured using the Cost Benchmark Table, which makes the latter a living, constantly • Requirements on media supply
updated document supporting the cost evaluations required for CapEx-approval for new Projects, see Figure 64-1. • Production requirements
• Storage areas, etc.
Basic
Design
BUILDING data
• Dimension/length, width, height (m)

• Total floor space (m2)
•F loorspace breakdown (offices, working
areas, amenities)
• Footprint (m2)
• Building gross volume (m3)
• Free span (m)
Cost
Benchmark
6 Buildings Infra
6 Buildings Infra
Table
Cost evaluation CapEx
Approval
• Architecture (cost group 300)
• Technical Installation (cost group 400)
• Infrastructure (cost group 500)
• Secondary Project Cost (cost group 700)
516 517
6.5 Organisation
Related PM Foundations 1.3.9 HR Management A typical Buildings and Infrastructure Project includes the following actors:
At Airbus, the CoC for Infrastructure and Facilities (CoC IFF) manages Buildings and Infrastructure Projects through national on- • the Steering Committee
site managers who provide the link to the managers of individual Projects, see Figure 65-1. There is also a core team providing • the Customer
centralised expert support for key topics (e.g. by building type). • the Project Team
• the Design Team
• the Safety, Prevention and Health (SPH) Coordinator.
Organisation of the Centre of Competence
for Infrastructure and Facilities (CoC IFF). ................................................................................................................ The Steering Committee
Fig. 65-1
The Steering Committee is the decision team, made up of:
• a CoC IFF representative

Coc IFF • a Customer representative
• a Procurement representative
• a Finance representative.
Steering Committees are nominated for each individual Project. They nominate the Project Managers who will subsequently
Spain Germany France UK Asia Core Team report to them.
The Customer
Office buildings
Project Project Project Project Project Industrial buildings The Customer defines the general requirements by means of a Service Level Agreement (SLA) and delegates their authority to
Paint shops/cabin the CEO of AIRBUS, who in turn sub-delegates this authority to the CoC IFF which will manage the building construction. In this
Managers Managers Managers Managers Managers Technical equipment
Spain Germany France UK Asia framework, the CoC IFF must:
Infrastructure & landscape
Fire protection
Sustainability
• verify the feasibility and advisability of the operation being considered
Status reporting • determine the location and acquire the land
Interface to Customer Services • sign the building permit application, the requests for operating permits, etc.
CoC IFF: Centre of Competence for Infrastructure and Facilities • ensure that health, safety and environmental aspects are considered
6 Buildings Infra
6 Buildings Infra
• carry out the acceptance procedure
• ensure cost target compliance and quality of the deliverables as well as the time frame for the Project (with the assistance of
the Project Manager, the Purchasing Department and the Finance Department).
518 519
6.5 Organisation (cont’d)
The Project Team The Design Team

The Project Team facilitates interactions between the Customer, the CoC IFF and Procurement during the whole lifecycle of the The Design Team is in charge of designing the infrastructure and validating the building permit application. It consists of
Building and Infrastructure Project. architects, landscape designers, thermal and structural engineers, technical experts and consultants, etc.
The Project Team is responsible for: A Design Team leader may be nominated (the architect or an engineer) by the Technical Project Manager and may assume
responsibility for part of the Project Management tasks.
• carrying out the Project’s design and construction work until Entry into Service
• preparing administrative dossiers The Safety, Prevention and Health (SPH) Coordinator
• organising meetings and coordinating suppliers.
Appointed by the Project Managers, the SPH Coordinator is in charge of ensuring safety on the worksite in accordance
The Project Team is composed of permanent and temporary members. Permanent members are Project Managers and experts with applicable regulations.
from the CoC IFF. There are different types of Project Managers:
• Technical Project Managers: responsible for the management and coordination of the suppliers on the construction field in
terms of budget, schedule and quality. They are members of the CoC IFF.
• Commercial Project Managers: responsible for the management of the contractual relationship with the supplier(s), contract
fulfillment and payment throughout the Project life. They are members of the Procurement department.
The Project Managers have to nominate the rest of the Project Team for each Project, which is led by the Technical Project
Manager. The nomination has to be approved by the Head of CoC IFF.
Temporary members from other services are able to provide expertise on specific topics, such as:
• fire protection strategy taking into account Project, legal and insurance requirements
• environmental policies
• building lifecycle analyses and site integration
• maintenance
• insurance policies
6 Buildings Infra
6 Buildings Infra
• legal matters
• Return of Experience (feedback and lessons learned).
520 521
7
Jigs and Tools
PROJECTS
7 Jigs&Tools
522
7.1 Lifecycle........................................................................................................................................................................................ 526
7 Jigs and Tools Projects 7.2 Process.......................................................................................................................................................................................... 530
Introduction 7.3 Status Reporting. ..................................................................................................................................................................... 532
Jigs and Tools include all devices necessary to assemble, manufacture, equip and test aircraft parts and components within Use the following table to find related information in the PM Foundation chapters.
Airbus. Jigs & Tools are “Bespoke” tools used in the manufacturing process; including press tools, router tools, mould
tools and other detail tooling, drill jigs, assembly jigs, machining fixtures, inspection gauges, master tooling gauges, ICY
(Interchangeability) acceptance gauges and work equipment such as trolleys, cradles and all lifting equipment (below the crane Jigs and Tools Projects Related PM Foundations
hook), Ground Test means, tests tools, electrical form-boards and transportation tools (refer to A2019.2 Develop and Realize
Jigs & Tools). See examples in Figure 7-1. Subject Chapter Chapter
Jigs and Tools have to be specified and built in accordance with customer requirements, quality standards and the safety Lifecycle 7.1 1.1
directives described by European law and local authorities.
Process 7.2 1.2
Status Reporting 7.3 1.3.10
Examples of Airbus Jigs and Tools. .................................................................................................................................

Fig. 7-1
Jigs and Tools Projects deliver:
• Jigs and/or tools supporting the manufacture or test of an aircraft part or assembly
• Associated technical data, including certification and inspection reports
• Associated maintenance requirements
• Associated control systems.
7 Jigs&Tools
7 Jigs&Tools
524 525
7 Jigs and Tools Projects
7.1 lifecycle
The Jigs and Tools Project Lifecycle is illustrated in Figure 71-1.
Jigs and Tools Project Lifecycle.....................................................................................................................................

Fig. 71-1
Application and release of pre-budget if necessary
M1 Customer M3 Release Total M5 Specification M7 Design/ M9 Mobile M11 Release for M13 Release for
Demand Concept Agreed Execution Investments User Test Production
Available Agreed Delivered
Demand Work on Total Concept Detailing of Preparation Call for Bids/ Design/ Production/ Transport to Assembly at Preliminary Start of Series Series
Determination Concept (Preparation Concept of Negotiations/ Execution Assembly at Airbus Airbus Test (Quality, Operation Production Support
Options of Rough Specification Selection of Supplier Work security) with Development
Specification) Supplier Component
Concept Detailed Supplier Clearance Assembly Documentation of Project

Options Concept Authorised for Delivery Finished User Test/Documents Closed
M2 Agreed M4 Agreed M6 M8 M10 M12 Validated M14
Preparation and approval of CapEx authorisation file

Project allocation available CapEx-Budget authorised Infrastructure ready (Hangar etc.)
7 Jigs&Tools
7 Jigs&Tools
Milestone achievement subject Report
to approval by decision maker Milestone
526 527
The Milestone Gates are described below:

Jigs & Tools Milestone Gates...............................................................................................................................................
Fig. 71-2
Customer Demand Available: a Jigs and Tools request is provided from either the Manufacturing Clearance for Delivery: pre-delivery checks are carried out by Airbus at the supplier facilities and/
M1 Process Engineer (in Serial Phase) or the Manufacturing Development Engineer (in Industrialisation or the second tier suppliers. If the construction has been constrained by physical size the Jig/Tool
Phase - new Aircraft). The Airbus Process and Technology Leader (APTL) is nominated. M8 can be bought off in modules. Any minor acceptance issues for delivery are documented as non-
conformities, the latter are to be addressed in Airbus facilities according to a plan agreed by both
Concept Options Agreed: one or several scenarii are developed, using the Digital Mock-Up (DMU) the supplier and Airbus.
M2 if required. The CapEx file is drafted. If the aircraft definition needs to be updated the Manufacturing
Process Engineer is asked to create an Engineering Change Request. Mobile Investments Delivered: the Jig/Tool is delivered and the Goods Receipt is signed.
M9 This is linked to the Buildings and Infrastructure lifecycle milestone “Ready for Jigs and Tools”
Release Total Concept: the Jig/Tool scenario is agreed, with the associated Top Level Requirements (see Chapter 6.1).
M3
(TLR). The Project is formally launched and the Project Leader nominated. The CapEx file is updated.
Assembly Finished: Jig/Tool assembly is completed and any non-conformities identified at M8 are
M10
Detailed Concept Agreed: the detailed concept is available. The application and release of a pre-budget addressed.
M4
is completed if necessary (as post M4 costs are considered to be CapEx). The CapEx file is updated.
Release for User Test: the Jig/Tool is released for user test once all non-conformities are resolved and
M11
Specification Agreed: the specification (including detailed requirements) is agreed and passed to the preliminary tests (e.g. safety) are completed.
M5 supplier candidates (Call for Tender). The proposed Project schedule is available. The CapEx file is
updated. Documentation of User Test/Documents Validated: user test documentation is approved before
M12
Release for Production.
Supplier Authorised: the Best and Final Offers (BAFO) are received from the suppliers and the supplier
7 Jigs&Tools
7 Jigs&Tools
M6 is selected. The Project Plan is baselined. The CapEx file is completed and the CapEx budget Release for Production: all non-conformities are resolved and the Jig/Tool is released to operations.
authorised. M13 All relevant documentation delivered by the supplier is recorded and stored. Final Product
Acceptance is completed.
Design/Execution Agreed: the design documentation is delivered by the supplier to Airbus and a final
M7
review is completed. The 3D definition is received for use by the Manufacturing Engineering community. M14 Project Closed: the Project is closed at the end of the warranty period (e.g. M13 + 2 years).
528 529
7.2 Process
Related PM Foundations 1.2 PM Processes Jigs and Tools Project Process.......................................................................................................................................

Fig. 72-1
Jigs and Tools Projects are covered by the sub-process FU.IN.03.02 Develop and Realise Jigs and Tools in the Airbus Business
Process (ABP) map. This sub-process is part of the Fulfill domain (FU), Industrialise major process (FU.IN) and Design and Fulfil (FU) DOMAIN
Implement Manufacturing Systems process (FU.IN.03).
This sub-process is described in the Airbus procedure A2019.2, Develop and Realise Jigs and Tools. Industrialise (FU.IN) MAJOR PROCESS
The process hierarchy is illustrated in Figure 72-1.

Design and Implement Manufacturing Systems (FU.IN.03) PROCESS
Develop and Realise Jigs and Tools (FU.IN.03.02) SUB PROCESS

7 Jigs&Tools
7 Jigs&Tools

Procedure Develop and Realise Jigs and Tools A2019.2 MyDoc
530 531
Related PM Foundations 1.3.10 Communications Management Jigs and Tools One-Page Project Status Report.......................................................................................................
Fig. 73-1
Jigs and Tools Projects use a standard one-page status report shown in Figure 73-1.
Project Report TITLE Report updates to: NAME Halle:
This includes:
• Project organisation (main responsibles)

• Project overview Description of the Project
• Main achievements
• Technical status
• Budget status Characteristics/other:
• Main risks
• Schedule status.
TECHNOLOGY/PROCUREMENT: BUDGET/INVESTMENT: TERMIN:
7 Jigs&Tools
7 Jigs&Tools
532 533
8
MORE PROJECTS
8 More Projects
534
8 MORE PROJECTS 8.1 Upgrade Services and Retrofit Projects..................................................................................................................... 538
Introduction 8.2 Engineering Methods and Tools (E-M&T).................................................................................................................. 540
This Chapter provides an introduction to other types of Airbus Projects. These will be elaborated in future versions of the
PM Guidebook.
The Airbus Project and Programme Landscape is shown in Figure III-3 in the introduction.
As throughout this Guidebook, further information about how to perform these Projects is available via the references provided.

Process Engineering Methods & Tools Programme PP1000777 Airbus People/
Governance (E-M&T) - EMNC Engineering
Community/
Eng. Strategy
Process Methods
& Tools/
Eng. M&T
Programme
APPLICABLE TOOLS
8 More Projects
8 More Projects
Unified Planning PM module: Supporting daily Project Management Airbus
UP-3P of E-M&T projects People/P&PM
Portfolio Management module: Supporting portfolio Management
analysis & monitoring, reporting Community/
UP e-site
536 537
8 MORE PROJECTS
8.1 UPGRADE SERVICES AND RETROFIT PROJECTS
Upgrade Services and Retrofit Projects range from basic cabin refurbishing to full-scope cabin conversions. Many items Key aspects of Upgrade and Retrofit Projects are:
specified for these upgrades are not in the ‘pre-engineered’ e-catalogue and these Projects can therefore involve considerable
Engineering activity. • solutions based on the Original Type Certificate Modifications and configuration management
• knowledge based Engineering, experience with thousands of delivery configurations and all new aircraft definitions
The activity can include Working Party technical support, full aircraft conversion management ‘Turnkey Solutions’ and system • continuous aircraft technical configuration follow-up, fully integrated documentation
modifications and complex new system upgrades supported by production design teams. • updates (no manual supplements) of all associated aircraft publications
• easing of any future upgrade
Figure 81-1 illustrates how some Projects are Customer driven and some are System driven. • coherent technical definition
• high Airbus safety and quality standards
Figure 81-2 illustrates the Project Lifecycle that is followed for Upgrade and Retrofit Projects. • approval by all local Airworthiness Authorities EASA/FAA-certified Service Bulletins recognised worldwide
• A/C remains within Airbus Configuration Control; easing of future mandatory retrofits, regulation adaptation & continued
airworthiness – positive effect of damage surveillance on A/C residual value
• access to the Full Airbus Support (AIRTAC, Engineering Support, etc.)
PROJECT DRIVERS. ........................................................................................................................................................................ • no need for additional administration for Airworthiness Transfer, as solutions are approved by all local authorities (NAAs).
Fig. 81-1
Upgrades PROJECT LIFECYCLE. ....................................................................................................................................................................

• Systems/equipment installation Fig. 81-2
• Optional modification (RFC, CR)
Customer driven
Conversions OFFER PHASE PRODUCTION PHASE
• Passenger cabin conversion/PtoP
• Passenger to Freighter conversion/PtoF 1 2 3 4 5 6 7 8
• Version change Need Analysis Technical Commercial Engineering Service Kit Mgmt Working Party Release to
Offer Offer Bulletin Management Service
Retrofit/Repair
• standard modification
8 More Projects
8 More Projects
(ISO/ISRO/MISP/RFW1000) System (OEM) driven Innovation
Note: Retrofit and Repair are mandatory
OEM responsibilities
OEM: Original Equipment Manufacturer
538 539
8 MORE PROJECTS
8.2 ENGINEERING METHODS AND TOOLS (E-M&T)
The Engineering Methods and Tools (E-M&T) Programme ensures the overall consistency, optimisation and development of Engineering Methods and Tools Programme Governance..................................................................................
Fig. 82-1
Methods & Tools in line with process owners’ directives and policies.
With reference to the E-M&T Programme Governance model in Figure 82-1, the key elements of Project Management within
E-M&T are:
E-M&T Programme
M&T
• D elivers Engineering strategy and 5-year Master Plan in line with process owners’ directives, R&T, architects, CoE, EE, A/C Programme
Programmes and ICT strategy
• R esponsible for E-M&T Programme Steering PROCESS
• Responsible for budget definition and allocation to Delivery Workstreams in line with financial targets WORKSTREAMS
•M anages the portfolio of E-M&T across Engineering to ensure consistency, optimisation and delivery of Master Plan to TCQ.
Process Workstreams
DELIVERY WORKSTREAMS
• Responsible for Process Workstream strategy & vision definition
• Contribute to achieve the efficiency and optimisation of relevant process cascade
• Deliver the activities led by Centre Delivery Workstreams to TCQ. RECURRING
PROJECTS SERVICES
ACTIVITIES
Delivery Workstreams
• Contribute to the Process Workstreams 5-year Master Plan M&T: Methods and Tools
• D eliver the Centre’s AOP and operative planning in line with Process Workstreams directives
• Manage and deliver the Projects allocated to the Centres to TCQ
•O ptimise overall E-M&T catalogue (application streamlining) for the Centres
• Prepare relevant justification dossier for E-M&T challenge.
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Projects, Services, Recurring Activities
• Project & service line management

• Collection of bottom-up needs and requests
• Produce the expected deliverables to TCQ.
E-M&T Projects are managed using the Programme process shown in Figure 82-2.
540 541
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8.2 ENGINEERING METHODS AND TOOLS (cont’d)
The E-M&T LIFECYCLE...................................................................................................................................................................

Fig. 82-2
GPP M1 M3 M5 M13 M14

1 2 3 4 5
Development &
Selection process New project proposal Opportunity study Concept phase
Operational use
LBIP G0 G1 G2 G3 G4 G5 G9
Opportunity study definition Business case elements updated

Justification form with outcomes
e-m&t documents Justification form Business case elements definition Detailed planning Project follow-up
of the Selection process
Project 4 boxes TCQ agreement
Project size must be optimised

Consistency with the E-M&T Project managed with GPP and a clear CCB approval mandatory for any
appropriately to allow strong
5 years Master Plan and AOPM WBS change
management and control
GOLDEN RULES No more than 3 years Key actors are Airbus staff Strong M3 and M5 needed TCQ contract in place
Communicate change to Delivery WS

No prototype Kick-off is mandatory Contributors identified
leader
Activity main information is captured as Previous information is updated Previous information is updated
Previous information is updated
draft: properties, added value, scoring, Detailed planning, technical follow-up Forecasts are validated at responsible
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8 More Projects
organisation, draft planning, inputs of CCB is prepared if necessary
up-3p tool N/A and actual expenditure are captured level
benefits, financial, TCQ agreement Forecasts are validated at contributor
Forecast at responsible level Forecasts are captured at contributor
Forecast at responsible level level
level
AOPM: Airbus Operating Plan CCB: Change Control Board GPP: Generic Project Process
LBIP: Lifecycle Business Improvement Project TCQ: Time, Cost, Quality UP-3P: Unified Planning Portfolio Management module
WBS: Work Breakdown Structure WS: Work Stream
542 543
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Information
9 More Info
544
9 More Information 9.1 Capital Expenditure (CapEx) ............................................................................................................................................ 548
Introduction 9.2 Engineering Resource Management............................................................................................................................ 550
This Chapter provides an introduction to some areas of further information which is useful for managing Airbus Projects. The Airbus Project and Programme Landscape is shown in Figure 9-1.
Airbus Project Landscape....................................................................................................................................................

Fig. 9-1
Commercial Aircraft Programmes Diversification Future Military Aircraft Programmes

Programmes Programmes
Transport
Single Aisle Long Range A380 A350 A30X A400M Military Derivatives and Mission
Pax Series Pax Series Pax Series Pax Series Series CN-235
Production ATR MRTT
Production Production Production Production
Freighter Series C-295
A320 NEO Head of Version A350-800 Hawker A400M
Production
Sharklets CJ/VIP Series Mod A350-900 Eurofighter Series Mod C-212
CJ/VIP Head of Version A350-1000 Tornado P3
Series Mod
Head of Version Series Mod Head of Version Inlet Cowl to CN-235
Series Mod
Series Mod Series Mod to C-295
Corporate Functional Research and Methods Customer Air Traffic Business Multi-Programme
IS/IT CapEx
Improvements Improvements Technology and Tools Services Management Development Projects
e.g. Optimise e.g. Cabin e.g. Services

e.g. Power 8 R&T IS/IT CapEx M&T e.g. SESAR e.g. MPSP
Inspection Upgrade Connectivity
e.g. iShare e.g. COLOSSUS e.g. Brake
e.g. SHAPE e.g. A Project e.g. Clean Sky e.g. A350 FAL Spare Parts e.g. A Project
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Deployment CAE Model to Vacate
e.g. A Project e.g. A Project
Generic Perimeter Title: Portfolio Development Programme ♦ Applicable Management Approach:

Programme ★ Multi-Project ♦
★ Airbus Programme: Programme Management Approach applies
Series Programme ★ Project ♦
♦ Airbus Project: Project Management Approach applies Status: December 2011
Note: Programme Management Approach usually encompasses many,

if not all aspects of the Project Management Approach.
546 547
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9.1 Capital Expenditure (CapEx)
Introduction An essential part of the process is the approval process in which key stakeholders ensure that the optimum investment solution
is realised for an existing and defined problem.
A Capital Expenditure (CapEx) is incurred when a business spends money either to buy fixed assets or to add value to an
existing fixed asset with a useful life that extends beyond the taxable year.
Key aspects of CapEx Projects
Capital Expenditure Projects (CapEx) are expenditures creating future benefits. CapEx is used to acquire or upgrade physical • A CapEx file documentation shall be completed for any CapEx request.
assets such as equipment, property or industrial buildings (see Figure 91-1). In accounting, a capital expenditure is added to an • Any Project above 0.1 M€ value at completion will be described according to the CapEx authorisation file (official template).
asset account (“capitalised”) thus increasing the asset’s basis (the cost or value of an asset as adjusted for tax purposes). • In the case of external financing, the approval process will be in accordance with the approval process external financing
document. Approval thresholds are related to the purchase value of the real estate.
In order to harmonise and integrate the best practices across Airbus, a central CapEx team provides up-front guidance to the • A CapEx file represents technical and financial justification documents for a full CapEx Project.
business, allowing the business to proceed in the right direction. The guidance is based on the CapEx process shown in • A CapEx Project must include all components and costs which are necessary to achieve the target for which the Project has
Figure 91-2. been designed.
CapEx Process. ...........................................................................................................................................................................
CAPEX OVERVIEW........................................................................................................................................................................... Fig. 91-2
Fig. 91-1
Create Cluster MFT
Request provides guidance
Capital Expenditure (CapEx) A Harmonised solution existing
Local Function/ Frame contract exists
Department A A1 Harmonised solution needed
Central Decision
Frame contract needed
Problem requiring UNDER Cluster Control
Cluster MFT
A capex file is a request of budget to acquire: Solution
B Harmonised solution
B not needed
BUT strategically important
UNDER Cluster Control
MPR (Project by Project)
investments tooling - Definition of Clusters) C Harmonised solution
- Strategic Framework not needed
harmonized across
C NOT strategically important Project MFT
functions (Benchmarks) NOT under Cluster Control processes details
machinery lands & jigs & tools
- Frame Contracts
“Fast Track” C Technical
& equipment buildings
Pr
Procurement C
oc
Single Approval
an
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ure
Le
me
B Project MFT:
nt
Solution
Implemented B
Pronag
Ma
an l
ce
Fin oca
jec er
A
L
A
t
Programme
PO Project MFT
Approval Prepares CapEx File
MFT: Multi Functional Team MPR: Master Plan Review PO: Purchase Order
548 549
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9.2 Engineering Resource Management
Related PM Foundations 1.3.9 Human Resource Management The main elements of the process are described below and are shown in Figure 92-1.
Aircraft Projects are often competing for the same key resources. It is a key challenge to put the right resources on to a Project • Multi-Project Workload Baselining is the output of Project Management processes in terms of workload profiles, including
at the right time, working on the right tasks, in order to deliver milestones on-time, on cost and on-quality, securing Project their related risks and buffers, translating Work Packages of different Projects into estimated workload needs. It is the
deliverables and financial performance. aggregation of single Project outputs, covering running as well as any new and future Projects.
orkload estimations must be based on robust assumptions, with possible updates on demand. The workload needs from
W
To avoid inconsistent and unfeasible Project plans it is important to synchronise Workforce Adaptation Plans with the planning
multiple Projects are consolidated twice a year in order to prepare the Workforce/Workload Matching. The workload needs are
process, and to do so across multiple Projects.
split by skill group, with estimates per quarter for the current and following years.
The objectives of the process are: • Workforce Capabilities Assessment is undertaken by Functions which contribute to Projects, generating workforce profiles,
including their related uncertainties and buffers. The workload profiles from various Functions are consolidated twice a year in
• to manage multi-Project arbitrations with respect to resources constraints order to prepare the Workforce/Workload Matching.
• to validate Workforce Adaptation Plans
• to secure optimal staffing. • Workload/Workforce Matching is the “core” of the overall process, in which supply and demand information is put into a
single picture allowing:
In the case of mismatches between demand and supply the process forces: - sharing between the process stakeholders
- validation of the feasibility of the a Project's workload requests
• the analysis of root causes - validation of the resources and subcontracting plan.
• impact on time/quality/cost
• the development of “what-if” scenarios describing possible and feasible solutions for decision making. The solutions orkload/Workforce Matching is conducted twice a year (March-May and September-November), with a top management
W
elaborated consider constraints in terms of capacity limitations or headcount policies or business rules such as Make/Buy. decision body (the Program Engineering Review, PER) as the process owner. The key objective is to find the best solution from
an overall Airbus perspective rather than Projects or Functions trying to optimise individually. The main output of the Workload/
Multi-Project Engineering Resource Management process.............................................................................. Workforce Matching is the agreed Workforce Adaptation Plan for internal airbus workforce and the adaptation of the
Fig. 92-1
subcontracting plan as well (comprising decisions on recruitment plans, main mobilities, reallocations, etc.).
Demand
• Workforce Planning and Development implements the actions defined in the Workforce Adaptation Plan, including resource
Multi-Project transfers, recruitments, training activities, and individual resource allocations to Projects.
Workload
Baselining Applicable Documents
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Workload/ Workforce
Workforce Planning and Type Title Reference Access
Matching Development Policy EADS Policy for Multi-Programme Engineering EADS-CDS-037 Airbus People/
Workforce Resource Management P&PM
Capabilities Agreed Workforce Management
Assessment Adaptation Plan Community/
EADS Policies
supply
550 551
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Reference
10
552
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10.1 Key Project Management Documents. ....................................................................................................................... 556
10 Reference 10.2 PM Reference Library and Deliverable Code.......................................................................................................... 558
Introduction 10.3 Glossary......................................................................................................................................................................................... 560
The PM Guidebook Reference Chapter provides:
• References for key PM documents

• Definitions for Project Management words
• Explanations for Acronyms and Abbreviations.
This Chapter also describes the Deliverable Codes and the PM Reference System enabling quick access to practical further
information.
Applicable Tools

PM Reference Tool to find specific PM Documents (Templates, Airbus
Library Manuals, Examples, Best Practices) People/P&PM
Management
Community/
Standards & Tools
EDS (Enterprise EDS (Enterprise DMS Solution) is a DMS FileNet MyDoc

DMS Solution) (Document Management Service) that allow
the creation, storage, publishing, archiving
and distribution of electronic documents.
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554 555
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10.1 Key Project Management Documents
Directives (Policy & Requirements) EADS Programme Management Policies

A1002.0 Airbus Project Management Policy and General Requirements EADS-CDS-005 EADS Common Programme Management Framework
A1002.1 Airbus Project Management Requirements for Aircraft Development Projects EADS-CDS-001 EADS Configuration Management Policy
A10-BM Centre of Competence Project and Programme Management Organisation Manual EADS-CDS-002 EADS Policy on Requirement Management
A11 Airbus Enterprise Risk Management (ERM) EADS-CDS-009 EADS Enterprise Risk Management (ERM) Policy
EADS-CDS-026 EADS Inter Divisions & Business Units Trading Principles
Procedures EADS-CDS-027 EADS Programme/Project & their Management Offices
A2xxx Manage Aircraft Project Process EADS-CDS-028 EADS Independence at Programme Phase
A2770 IS Projects EADS-CDS-029 EADS Categorisation of Programmes & Projects
A2008 Manage Risks and Opportunities (ERM) EADS-CDS-037 EADS Multi-Programme Engineering Resource Management
AP1054 Requirements Based Engineering Policy EADS-CDS-038 EADS Earned Value Management Policy
AP2131 Procurement Strategy and Policy EADS-CDS-039 EADS Policy on KPIs used in Programmes and Projects
AP2569 Make or Buy for Aerostructures EADS-CDS-040 EADS Effective Offer/Bid Management
AP2075 Programme/Project Quality Management EADS-CDS-044 EADS Robust Risk & Opportunity Management Policy
AP2075.1 Programme/Project Quality Plan EADS-CDS-048 EADS Effective Contract & Claim Management
EADS-CDS-055 EADS Pre-launch Programme Assessment
Manuals and Instructions EADS-CDS-056 EADS Supply Chain Maturity Assessment
M2454 PM Schedule Management Manual EADS-CDS-059 EADS Collaboration with Key Suppliers in Extended Enterprise
AP5350 PM Performance Assessment (PMPA) & PM Maturity Measurement (PM3) EADS-CDS-0XX EADS Policy on Effective Work Package Preparation and Management
M20014 Project Categorisation Manual EADS-CDS-0XX EADS Guidelines on Sales Contract Preparation and Negotiation
M20019 Product Development Maturity Gate Reviews Management
A2008 Manage Risks and Opportunities
AM2451 Project Integration Management Manual
AM2455 Cost Management Manual
AM2453 Monitoring and Control Manual
AM2456 PM Resource Management Manual
AM2458 PM Supplier Management Manual
Handbooks
Enhancing PM Competencies Handbook
Earned Value Management/Non-Recurring Cost (EVM/NRC) Handbook
ERM Risk Management Handbook
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10.2 PM Reference Library and Deliverable Code
Each PM Deliverable in this Guidebook is referenced with a unique code. The code can be used to find further information via Where to find the Deliverable code................................................................................................................................
Fig. 102-2
the PM Reference Library which can be accessed from the P&PM Portal on Airbus People.
1 FOUNDATIONS
As well as being a useful unique reference for each PM deliverable, the unique code is designed to help find related information 1.3
1.3.3
PM Knowledge Areas
Scope Management
DEVELOP OPPORTUNITY
Identify & Confirm Generate

PLAN IMPLEMENTATION
Validate Negotiate
IMPLEMENT & DELIVER
Execute Close
L I F EC YC L E
such as:
Business Opportunity Solution & & Deliver
1.3.3.3 Agree Make/Buy and Worksharing Opportunity Implementation Solution
10 20 30 40 50 60 70
The Agree Make/Buy (MoB) and Worksharing Task Group determines which particular activity of the Airbus Project should assessed launched ready validated committed delivered closed
•
be accomplished from which internal or external supplier. The starting point for this analysis is Airbus’ Core/Non-Core policy
Procedures, Manuals and Templates (distinguishing between ‘core’, ‘non-core’ and ‘intermediate core’). Whether a work package is to be considered core,
1 PM Foundations
1 PM Foundations
i ii iii iv iv v iv v iv v
non-core or intermediate core can be identified with the help of existing processes, such as the Core Competence Analysis
chapter
Process (CCAP). All core work is strategically kept in-house, i.e. it is categorised as ‘Make’ (Exception: where there is a need to
•
increase capacity or to procure material, work may even be subcontracted under ‘Make’). However, not all of the non-core or i Airbus Business Knowledge (here: Core/Non-Core Policy, among other) 1.3
Examples and best practices
INPUTS
intermediate core work necessarily becomes ‘Buy’. Additional aspects need to be considered, such as cost, benefits, financing ii Top Level Requirements 1.3.2.2
needs, capacity constraints, access to technology, requirements for flexibility, offsets, political requirements, availability of iii Top Level Scope Description 1.3.3.2
healthy and capable suppliers, among others. Product Structure 1.3.4.2
•
iv
Lessons Learned and Golden Rules

v Project Team Requirements Document 1.3.2.3
Compile Initial Make/Buy and Worksharing
•
• Airbus Business Knowledge • Compile and detail Initial • Initial Make/Buy and
Consult Airbus Core/Non-Core policy and check its opportunities and consequences for the Airbus Project.
OVERVIEW
Tools.
• Top Level Requirements and Make/Buy and Worksharing Worksharing Document
Identify those potential work packages of the Airbus Project which are clearly ‘core’, and, thus, to be
Scope Description • Get it agreed • Detailed Make/Buy and
categorised as ‘Make’. Taking other aspects into account, such as cost, benefits, financing needs, capacity
• Product Structure Worksharing Document
constraints, access to technology, requirements for flexibility, offsets, political requirements, availability of healthy
• Project Team Requirements
and capable suppliers, among others, make proposal for the Make vs. Buy split for ‘non-core’ and ‘intermediate
Documents
core’ work packages. This should result in an overall view of which work packages of the WBS could be ‘Make’,
which ones ‘Buy’). Make suggestion for the Worksharing of the ‘Make’ part. Have ‘Make/Buy’ and Worksharing
described to a level of detail which satisfies the needs to enable Airbus Project launch.
Once Make and Buy have been agreed, it remains to identify which Airbus-internal organisational unit and which external Detail and Fine-Tune Make/Buy and Worksharing
Hardcopy PM Guidebook supplier, respectively, will be entrusted with the respective work packages. The former activity leads to ‘Worksharing’ (described
TASKS
Continuously elaborate and fine tune the Initial Make/Buy and Worksharing. This includes proposing the Make/
in this Task Group), the latter to ‘Conduct Procurements’ (see Chapter 1.3.12.2). Buy and Worksharing for work packages on the lower levels of the future WBS as well as a higher level of detail
In summary, the definitions of Make vs. Buy are as follows: in the description of the various Make/Buy and Workshare proposals.
Make: Airbus keeps the work in-house in order to increase its competences. This may, however, include a degree of sub-
To use the Deliverable code in the Hardbook version of the PM Guidebook simply open the PM Reference Library, type in the
Get Make/Buy and Worksharing Agreed
contracting. Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
Buy: Airbus outsources the work as there is no interest to develop its competences. However, this may not necessarily mean stakeholders. This may require additional fine-tuning. Please note that during the life of the Airbus Project there
that the cost of the work is borne by another company. is rarely a change in the Make/Buy and Worksharing, once finalised (as opposed to the life of a Programme,
code and click search. The PM Reference Library will provide a list of further information.
where changes do occur).
G OLDEN
Before any Make/Buy decision, the compliance with the overall Airbus Core/Non-Core strategy or policy as
RULES
well as with the Airbus Project’s objectives has to be verified.
The basis for the internal cost (Make) to be compared with the external market price (Buy) is the approved code
AOP resource planning for the Make/Buy period in question.
Initial This document describes which of the Airbus Project’s deliverables are ‘Make’ and which 13033A
E-book PM Guidebook Deliverable code
OU TPUTS
Make/Buy and ones are ‘Buy’. For the ‘Make’ part, an initial Airbus internal Worksharing is proposed.
Responsible Industrial Manager or PMO Worksharing
RASCI
Supporting R e q u i re m e n t s M a n a g e r, P M O Detailed This document details which of all the Airbus Project’s deliverables are ‘Make’ and which 13033B
The Deliverable codes can be typed into the PM Reference Library as above. However, the e-book PM Guidebook also contains
Consulted S p o n s o r, S t e e r i n g , C o s t M a n a g e r, R i s k M a n a g e r Make/Buy and ones are ‘Buy’. For the ‘Make’ part, the agreed Airbus internal Worksharing is described.
Informed P ro j e c t Te a m Worksharing
108 109
active deliverable codes. Click on the active code and a hyperlink directly opens a document or redirects to the PM Reference
Library and a list of further information.
PM Reference Library
The Deliverable Code The PM Reference Library is a database with a search engine. It is linked to:
The Deliverable code is based on the Chapter number and a sequential letter for each Deliverable as shown in Figure 102-2 • Airbus Quality document repositories (e.g. MyDoc, PMDoc in EDMS Filenet and the Enterprise Templates Repository)
which shows where to find the Deliverable codes. • CoC P&PM documents.
PM reference Library..............................................................................................................................................................
Fig. 102-3
Composition of the Deliverable code.............................................................................................................................
Fig. 102-1
Unique
PM Deliverable 1 3 0 5 1 A
code
PM Knowledge Chapter Task Deliverable

number Group
Note: a zero is added in the code so that the code length always maintains 6 characters.
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10.3 Glossary
Active Risk Manager ARM Active Risk Manager is the official Enterprise Risk Management IT tool Airbus P&PM Network Members of the Airbus P&PM Council and other PM experts and
across the EADS group. colleagues.
Active Work Force AWF It is measured in heads and FTEs; to determine the active headcount, Airbus Programme Is any Series Programme managed under the authority of Airbus.
the following employee groups, the availability status and the contract The term is also used to describe the full envelope of a Development
duration have to be taken into account: (a) Availability: (a1) Employees Programme plus a Series Programme when looking at both of them
who are “available” (excl. apprentices and trainees/working students). together, i.e. over the full Product Lifecycle.
(b) Employee Groups: (b1) REGULAR (unlimited and limited work
contract), (b2) TRANSFER IN: Transfer employees (with new work
Airbus Project Is any Multi-Project, Project Portfolio (i.e. a Portfolio of Projects),
contract in a host company) are active in their new company, they will
Development Programme, Project or Sub-Project formally launched and
keep a dormant contract in their previous company, (b3) SECONDEE:
managed under the authority of Airbus.
Secondments within the same Division, to another EADS Divisions
or to external organisations (headcount in HOME company), (b4)
ASSIGNMENT IN (with/without local contract): for intra- or interdivisional Airbus Project and Programme Represents the ‘landscape’ of all Portfolios, Programmes, Multi-Projects
secondments it is possible to allocate the headcount to the HOST Landscape and Projects managed under the authority of Airbus.
company, this is optional for the Division to decide.
(c) Contract duration: (c1) Longer than 3 months. Aircraft Development Programme A large-scale Project covering the Development Phase of an aircraft
product. See also Development Programme.
Actual Cost of Work Performed ACWP Total cost incurred (direct and indirect) in accomplishing work during a
given time period. Aircraft Development Project See Aircraft Development Programme.
Airbus Business Process ABP ABP is the process referential for Airbus Business Processes. Aircraft Programme The coordination of technical, administrative and financial tasks,
intended to design, develop, produce and support an aircraft product.
Airbus Configuration Guide ACG Airbus Configuration Guides describe aircraft specification options, See also, Programme.
which may be selected by the customer, allowing customization of the
Aircraft. A/C
Aircraft Projects See Aircraft Development Programme.
Projects
Airbus Directive An Airbus procedural document that contains requirements to be
applied both within Airbus and the Airbus Extended Enterprise. Aircraft Route Books Aircraft Route Books provide the framework for detailed Work Package
schedules by defining the key deliverables and interdependencies at
Airbus P&PM Council Cross Business forum created to sponsor and promote P&PM Aircraft, component, sub-component or supplier level. The development
performance improvement in Airbus. This includes indentifying the of the Route Books is a technical management exercise assessing the
cooperation required between different disciplines to deliver on Airbus main steps of an Aircraft development and the associated Critical Paths.
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P&PM vision and act as a decision making forum on key topics. In Consequently, the Route Book process does not cover the detailed and/
addition it champions the deployment the of EADS policies across Airbus. or “routine” deliverables present in the Work Package schedules.
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10.3 Glossary
Baseline The original approved plan (for a Project, a Work Package, or an Cabin Configuration Guide CCG This is the same as for the System Configuration Guide but for cabin
Activity), plus or minus approved Changes. Usually used with a items only.
modifier (e.g. cost baseline, schedule baseline, requirement baseline,
Performance Measurement Baseline), it represents the planned Project Call for Tender CFT Is an activity in which a Buyer invites potential Suppliers to compete for
performance at completion. the supply of products or services. The CFT process includes inter alia,
RFI or RFP or RFQ. The Call For Tender package can include the RFI
Budgeted Cost of Work Performed BCWP The sum of the approved cost estimates (including any overhead or RFP plus a draft contract, the commodity, package, part, Project or
(Earned Value) allocation) for activities (or portions of activities) completed during a service specification, General Requirements (GRESS, GRAMS), quality
given period (usually Project-to-date) i.e. achievement measure. information, capacity and capability questionnaires, etc.
Budgeted Cost of Work Scheduled BCWS The sum of the approved cost estimates (including any overhead CapEx Expenditure on the acquisition or improvement of fixed assets with expected
allocation) for activities (or portions of activities) scheduled to be long term return. CapEx is not an expense item in the income statement but
performed during a given period (usually Project-to-date). is charged against profits over several accounting periods as depreciation
or amortization. Capital expenditure figures for the period will be found in the
Business Case The Business Case is the formal document to demonstrate the Project company’s cash flow statement among the investing cash flow items.
viability, which supports the decision to launch a Project and gives
an agreed and fixed basis for the continued assessment of Project Categorised Airbus Project CatAP Is any Airbus Project having gone through the process of Categorisation;
objectives. It is established by the Project Leader, who demonstrates requires, among other, as part of its formal launch process: (1) a
on which Assumptions his estimates of Project costs and benefits are demonstration that it is based on a clear description of the deliverables,
based, in order to achieve the commitment of all contributing functions. their quality, performance and maturity levels to be achieved as part
of its objectives, (2) a demonstration that it is based on a Project Plan
which it has to achieve as part of its objectives, (3) a dedicated cost (!)
Business Improvement Projects BIP A Business Improvement Project is a Project that aims to transform
budget to cover planned expenditures and which it has to maintain
processes or practices to improve Airbus performance.
as part of its objectives, (4) a formal appointment (e.g. by a mission/
nomination letter) of a Project Leader who is (a) fully accountable to
Business Opportunity Leader Leader of Development Opportunity Phase, up to Project launch. deliver the Airbus Project’s objective(s) to all three of time, cost and
quality/performance and (b) is in the possession of a PM Professional
Business Requirements Dossier BRD The Business Requirements Dossier, documents the business context, Certification level compatible with the Airbus Project’s category (5) the
objectives and capabilities to be satisfied by the IS Project. It describes establishment and approval of a Financial Business Case to provide
the current and targeted business processes. confidence that financial benefits to Airbus can be achieved (for
Financial Benefits Delivering Project only); applies Project Management
methods, processes, tools and standards as defined by A1002.0/1; is
Buyer Furnished Equipment BFE Product registered in the Airbus Buyer Furnished Equipment catalogue
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audited using Airbus’ Project Management Performance Assessment
that is technically qualified. The product is procured by the Airbus
(PMPA) methodology; implements Independent Phase Reviews where
Purchaser (Customer) and integrated by Airbus.
applicable (e.g. for Aircraft Projects as defined by M20019).
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10.3 Glossary
Centre of Competence CoC A Centre of Competence is a trans-national integrated organisational Configuration Item CI A management point in the Product Structure where the configuration
entity responsible for a particular competency throughout Airbus. A status of an item (or group of items) needs to be managed. A CI is not a
Centre of Competence develops and improves the methodology, tools real part or assembly. It is a mechanism to manage the configuration of
and standards for a particular discipline. For example CoC Project and a given functionality at a given location in the Aircraft. One, or more than
Programme Management. one Design Solutions (DS), may be defined for each CI, and related to
the CI by a Link Object (LO).
Centre of Excellence CoE A Centre of Excellence is a trans-national integrated organisational
entity responsible for delivery of an equipped and tested Major Aircraft Configuration Management Control of the Product in conformity with customers’requirement and
Component to the Final Assembly Lines. For example CoE Wing and Pylon. Programme policy.
Change Control The process of reviewing change requests, approving changes, and
Configured Digital Mock-Up cDMU The cDMU is an efficient and effective means of integrating data from
managing the updates to all impacted Project baselines in a co-ordinated
Engineering, Manufacturing and Maintainability as well as from the
manner (for example, ensuring that the Cost Baseline remains aligned
Extended Enterprise, allowing access to the latest up-to-date design.
with the Schedule Baseline).
This integration improves both the quality of the Aircraft Design as well
CoC Project & Programme CoC Is the name of Airbus’ centre of competence for the disciplines Project as the definition of the industrial, maintenance and support means.
Management P&PM Management and Programme Management. It is tasked to set the
standards for these disciplines in terms of methods, processes, tools Constituent Assembly CA A configured physical deliverable, produced for a specified MSN on a
and competence development. programmed assembly line.
Commercial Off the Shelf COTS Describes software or hardware products that are commercially Continuous Improvement Continuous Improvement is a term used in Lean, to describe an ongoing
available for sale to the general public. effort to improve products, services, or processes.
Commitments The Committed Costs (future costs already known) result from Purchase Contractual Definition Freeze CDF A Contractual Definition Freeze is an activity which is aimed at collecting
Orders (PO) sent to suppliers, but not yet invoiced. Also Purchase all information related to A/C customization such as: (a) Customization
Requests (PReq) which are not yet turned into POs. In the Future it could Requirements, (b) Requests For Change/Specification Change Notices,
also include Buyside shopping carts which are not yet turned in PReqs. (c) Manufacturer Specification Change Notices. The outcome is the
CDF Declaration with identification of exotic Items/Feasibility Studies
Communications Management Communications Management ensures that stakeholder needs for
and an Agreed A/C Detailed Planning. CDF is an activity within the Fulfil
information about the Airbus Project are understood and that they
Customer Order Process.
are suitably informed throughout its lifecycle. It also involves the
management of documents and information, including the compilation
Convergence Levels CL Convergence Levels are a concept within the PDP, describing a
and delivery of Project Status Reports.
progressive maturation of the same deliverable, allowing to share
intermediate readiness status to upper, lower or side interfacing
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Configuration Component CC A CC gathers definition data provided by a given entity (e.g. CoE, FAL, RSP,
Industrial Partner, non-Airbus partner) for assembly of a CA or loose items, products/documents. This approach enables a reduction of the Project
for which preparation and assembly work are done by another entity. development lead-time.
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10.3 Glossary
Cost Breakdown Structure CBS The CBS reflects the way in which Airbus Project costs are subdivided, Development Programme A sub-set of a Programme; spans across the Development Phase
both for cost targeting and cost collection. It is constituted by Cost of a product or service; coordinates a set of technical, administrative
Booking Numbers (CPN) against which costs incurred can be booked. and financial tasks, covering design, development, industrial ramp-up
For each Work Package in the Work Breakdown Structure with until series maturity; represents a single, usually large-scale Project
individual cost accountability, there is at least one CPN. consisting of a group of interdependent or directly related Projects
(and Processes); as such represents a Multi-Project.
Cost Performance Index CPI The ratio of Earned Value to actual cost (CPI = BCWP/ACWP). A value EADS Common Programme The EADS Common Programme Management Framework (EADS-
greater than one means the Project is cost efficient (for one € spent, Management Framework CDS-005) represents the EADS wide common Project Management
more than one € of work is achieved) and a value less than one is referential.
unfavourable (Project is not cost efficient).
EADS Competence Management ECM EADS Competence Management is the process where managers
Cost Repercussion Sheets CRS Document used to capture cost repercussions of a proposed should identify which job and possibly which additional competencies
Modification. and skills from other jobs, at which Proficiency Level ranging from 1 to
5, best characterises an individual position.
Cost Variance CV Any difference between the earned value of an activity and the actual EADS PM Council Leads the EADS PM improvement initiative through the generation of
cost of that activity or CV = BCWP - ACWP. A positive CV is favourable dedicated EADS PM Policies.
(work performed greater than actual cost).
EADS PM Network Consists of executive Project Managers from all Divisions and Business
Critical Design Review CDR A review conducted by Engineering as the final review prior to releasing Units of EADS.
design data to manufacturer.
EADS PM Policies PM workstreams targeting areas of improvement and utilising the best
practices from EADS to develop EADS PM Policies. Prior to approval,
Critical Path CP The series of Activities that determine the duration of the Project. In
the policies are discussed, commented upon and endorsed by the
a deterministic model, the Critical Path is usually defined as those
EADS PM Network.
activities with Total Float less than or equal to a specified value, often
zero. It is the longest path through the Project.
EADS PM Steering Board Defines the PM improvement roadmap for EADS and sets the
priorities for the EADS PM Council, Validates the EADS PM Policies for
Design Solution DS Allows to define/analyse the solution for the requirements of a deployment.
Configuration Item (expressed in a modification). It is related to
all elements necessary to describe/build the solution (e.g. parts,
Earned Value Management EVM Earned Value Management (EVM) is a methodology for integrating
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documents, specifications, test reports). A new configuration can be
scope, schedule, resources and costs of an Airbus Project in order to
formed by linking a new DS to a CI.
objectively measure its performance.
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10.3 Glossary
Embedded Project A Project embedded in a Programme, Multi-Project or Portfolio, or a First-Order Project Is a Project which is not at the same time a Second-Order Project.
Sub-Project embedded in a Project; may or may not be an End Customer
Project; may or may not be a Financial Benefits Delivering Project. Fulfil Customer Orders FCO The FCO process is a transversal, forward-looking management
process related to aircraft customization. It is an end-to-end process
End Customer Project Delivers its main deliverables directly to an Internal End Customer and/ focused on a/c deliveries. The objective of the FCO process is to secure
or External End Customer; is ultimately accountable to ensure End on time, on quality and per customer expectations, aircraft deliveries.
Customer satisfaction.
Gantt chart A graphic display of schedule-related information. In the typical bar
chart, schedule activities or Work Breakdown Structure components are
Enterprise Risk Management ERM The Enterprise risk management (ERM) system is based on the Internal listed down the left side of the chart, dates are shown across the top,
Control and Enterprise Risk Management Framework of the Committee and activity durations are shown as date-placed horizontal bars.
of Sponsoring Organisations of the Treadway Commission (COSO II).
ERM comprises an integrated hierarchical bottom-up and top-down Generic Project Process GPP The Generic Project Process (GPP) is a methodology for all Information
process to manage risks and opportunities related to the achievement Systems (IS) Projects, regardless of the organisation responsible for
of objectives. All R&O activities across Airbus make up the ERM system. the Project. The GPP is a generic model and may be adapted to each
The design of the ERM system seeks to ensure compliance with domain, technology, Project or Programme based on their specific
applicable laws and regulations with respect to Internal Control (IC) and characteristics.
Risk Management (RM). It addresses both IC and RM in parallel.
Head of Version HoV The Head of Version is the first aircraft of a version built.
Final Assembly Line FAL Refers to the location where the final assembly of the aircraft takes place.
Information and Communication ICT ICT is recognised as the IS Partner to the Airbus business, sharing
Financial Benefits Delivering Project Treats the cluster of activities prior to Project launch as a potential Technology common targets and goals, providing an in-depth knowledge of the
‘Business Opportunity’; confirms the Business Opportunity by the Airbus Business combined with IS-expertise.
establishment of a Business Case which is to be endorsed as part of
Information System IS An Information System is all the components and resources necessary
the formal Project launch process; directly and measurably delivers the
to deliver information and functions to the Enterprise. It is an organized
Financial Business Case, i.e. delivers a positive Net Present Value to the
combination of people, hardware, software, communications networks,
company.
data resources, policies and procedures, that stores, retrieves,
transforms, and disseminates information in an organization.
First Article Inspection FAI A complete and documented physical and functional inspection process
to verify that prescribed production methods have produced a first full Information Technology IT Information Technology is related to technical infrastructure activities of
production configured item (and its associated processes) as specified an Information System.
by Engineering specification, Design data, and/or other applicable
design documents and in the same manner as intended for subsequent
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Integrated Production Programme IPP Is the single planning reference covering the production of an aircraft
production of that item. In addition, FAI shall also review that corrective from Memorandum of Understanding up to Transfer of Title. It is an
actions requested during previous steps of qualification process are closed. output of the Mange Integrated Planning process.
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10.3 Glossary
Integrated Version Planning IVP The official consolidated and agreed overall schedule for each A/C from Major Process A major process describes Airbus activities from Internal Customer
Memorandum of Understanding (MoU) up to Transfer of Title (ToT). requirement to Internal Customer satisfaction. Major Processes focus
It schedules all activities corresponding to aircraft definition, aircraft on internal major customer deliverables and major milestones. Internal
design, aircraft manufacturing and aircraft assembly. major customers are CoCs, CoEs, and Programmes.
Intellectual Property Rights IPR Intellectual property rights, very broadly, are rights granted to creators and Manage Integrated Planning A major process part of the Manage Programme Domain. It covers
owners of works that are the result of human intellectual creativity. The main a Programme’s planning and monitoring activities for all series
intellectual property rights are: copyright, patents, trade marks, design rights, Aircraft Programmes and consists of three processes: Match Sales
protection from passing off, and the protection of confidential information. & Production (Develop & Validate Programme), Publish & Cascade
Programme, Monitor & Control Programme.
Jigs and Tools Jigs and Tools include all devices necessary to assemble, manufacture,
Manage Programme Domain A domain of the Airbus Business Process (ABP) map. The Domain
equip and test aircraft parts and components within Airbus.
includes the Major Processes of Manage A/C Projects, Manage
Integrated Planning, Manage Fulfillment of Customer Orders (FCO) and
Key Performance Indicators KPI A measure of performance (Project or operational) against agreed Manage A/C Configuration.
predefined criteria.
Manufacturer Serial Number MSN Four-digit number allocated to an individual aircraft. A series of these
Launch Dossier Dossier of documents and information required at Milestone Gate numbers is dedicated to each Airbus Programme. The MSN usually
PM20 to launch a Project. Contains the Solution Overview, Final Project indicates the final assembly or the delivery sequence (Refer to the
Charter, Project Category, the name of the nominated Project Leader as Aircraft Configuration Management Rules (ACMR).
well as a commitment given by the Project Sponsor(s) to confirm that
the Project is needed. Manufacturer Specification MSCN A SCN relating to a Manufacturer Modification which has an effect on
Change Notice the wording of the Aircraft Standard Specification.
Lean The term “lean” describes the systematic and relentless elimination of
waste from a process to promote flow. Lean Management create an Master Schedule A summary-level Schedule that identifies the major Phases/Activities
environment of continuous improvement, enabling quantifiable and and key target Milestones.
sustainable change, whilst focusing on adding value and removing
waste to increase customer satisfaction and profitability. Maturity Gate Reviews MGR Reviews performed by a Panel independent from the aircraft
Development Programme to ensure an objective maturity status
measurement. It assesses achievements from previous phase and also
Lifecycle Phases A collection of sequential, temporal phases which describe the entire
forward looking to the next phase.
lifecycle of a product or service and whose names and number are
determined by the control needs of the organization(s) involved in the Maturity Gates MG The content of Maturity Gates is described by a set of related
Airbus Project. objectives, key decisions to be taken and a set of deliverables with
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their target maturity criteria covering all contributing Airbus Operational
Link Object LO Represents the relationship between a unique pair of Configuration Item Processes (ABP Domains: Manage Programmes, Manage Corporate,
(CI)/Design Solution (DS). Sell, Develop, Fulfill, Support, Source & Enable).
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10.3 Glossary
Memorandum of Understanding MoU In the world of international trade and negotiation, a Memorandum of Non Recurring Cost NRC All costs that are occurring only once (so, not RC). In the industrial domain,
Understanding is considered to be a preliminary contractual document, Non Recurring Costs include design, development, investment costs, etc.
i.e. a partial or interim agreement on some of the main commercial/
contractual elements of a wider relationship between the parties thereto. Non Recurring Expenditure NRE Expenses that are not expected to recur on a regular basis.
These elements can include scope of work, period of performance,
payments, patents, publication, indemnification and reports. In general,
most MoUs imply that a further detailed contract is expected to be Opportunity An event or condition with a potential positive effect on the achievement
entered into within a given period of time. The conclusion of such final of objectives (e.g. Airbus strategic operative planning/forecast objectives
contract may be subject to conditions described in the MoU. and figures, Project achievement objectives) and on the value creation
or preservation. It is measured in terms of impact (i.e. consequences
and probability (i.e. likelihood) of occurrence.
Microsoft Project MSP Microsoft Project is a commercially available Project Management tool
designed to assist Project Managers in developing plans, assigning resources
to tasks, tracking progress, managing budgets and analysing workloads. Organisation Breakdown Structure OBS A representation of the Project organisation arranged so as to relate
Work Packages to organisational units.
Milestone Gates MG A significant event in the Project. Milestone Gates connect the Phases
and represent usually the conclusion and termination of a preceding Performance Measurement Baseline PMB An approved plan against which deviations are compared for
Phase or the kick-off of the subsequent phase or both. They are used management control. (Related to Earned Value Management)
to perform a health check of the Airbus Project at given points in time
during its life. Each Milestone Gate calls for certain deliverables to Phase A collection of logically related Project Activities, usually culminating in
enable decisions to be made about the progress, direction and next the completion of a major Deliverable.
steps of the Project.
PMO Service Through the CoC Project & Programme Management, Airbus provides
Multi-Project Consists of a group of Projects (the ‘Multi-Project Members’), which the PMO service to all Airbus business areas. It assigns individual
may or may not be interdependent or directly related, and are managed PMOs to a Project from a pool of PMOs and manages the ‘PMO
in a coordinated way – sharing resources and administration overhead – Home Function’. The service is provided by a combination of Airbus
to obtain management efficiency, control and other benefits not available permanent staff, the Active Work Force and Airbus temporary staff.
from managing them individually; may or may not deliver its main The remaining need is outsourced to selected service providers.
deliverables directly to an Internal and/or External End Customer; may
or may not deliver a Financial Business Case (i.e. a positive Net Present PM Professional Certification The Airbus PM Professional Certification gives formal recognition to
Value) to the company. employees’ PM experiences, competencies and skills. It defines the
competencies to be demonstrated at five distinct levels - Iron, Bronze,
Non Disclosure Agreement NDA An agreement between two parties which defines the conditions under Silver, Gold and Platinum. Receiving certification provides formal
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which they will exchange and protect confidential information. Also recognition of the level achieved, and identifies people to become part
known as a Confidentiality Agreement. of a pool of potential candidates for PM-related roles.
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10.3 Glossary
Portfolio Consists of a group of Airbus Projects and/or Airbus Programmes Product Development Process PDP The product development process is an Airbus-wide integrated
(the ‘Portfolio Members’), which may or may not be interdependent approach to structure and pace an aircraft development. The main
or directly related, and which are grouped together and managed in a objectives of this approach are to: develop acceptable lead-times,
coordinated way to meet strategic business objectives by locally and deliver fully service-ready products and ensure on time & on quality
continuously identifying, prioritising, authorising, controlling and perhaps deliveries, to secure the Business Case.
excluding Portfolio Members; thereby ensures the most value and
least risk for the invested resources; may or may not deliver a Financial
Product Lifecycle A collection of generally sequential, non-overlapping product phases
Business Case (i.e. a positive Net Present Value) to the company.
whose name and number are determined by the manufacturing and
control needs of the organization. The last product lifecycle phase for
Portfolio Management PPM Is the discipline of planning, organizing, monitoring, controlling, a product is generally the product’s retirement. Generally, a Project
securing and closing a Portfolio (in its entirety) to bring about the lifecycle is contained within one or more product lifecycles.
delivery of its specific objectives to the customer’s satisfaction while
respecting Portfolio constraints such as time and cost; is also the
discipline of continuously identifying, prioritising, authorising, managing, Product Structure PS A hierarchical breakdown of the product, used as a backbone for
controlling and perhaps excluding individual Airbus Projects and/or Product Data Management (PDM) tools.
Airbus Programmes as Members of a Portfolio, to ensure objectives
of the Portfolio Members are aligned with corporate strategy, and to Production Repercussion Sheet PRS Deliverable produced by Manufacturing which describes the
optimize the allocation of resources to those Airbus Projects and/or consequences of the change request.
Airbus Programmes which add most value to the company’s business;
is applied to local perimeters – but within these in a centralised way,
sharing resources and administration overhead – to obtain management Proficiency Level Set of 5 categories used to assess the level of competence,
efficiency, control and other benefits not available from managing them professions, activities, skills and knowledge (Basic, Capable, Proficient,
individually. Specialist, Expert).
Preliminary Design Review PDR Confirms the design content in the ‘As Designed’ Phase to be taken Programme Coordinates a set of technical, administrative and financial tasks,
through to detailed design with reference to an agreed Baseline. intended to design, develop, produce and support a product or service
for the benefit of End Customers and other internal and external
Process Operators Is an operational manager, identified by the Process Owner who apply Stakeholders; spans across the total lifecycle of a product or service;
the process or part of the process. consists of a group of interdependent or directly related Embedded
Projects (and Processes); may include elements of related work outside
Product Breakdown Structure PBS The PBS is a breakdown of the Product (end product and enabling the scope of the discrete Embedded Projects; may also involve a
product) in different sub-products according to the technical series of repetitive or cyclical undertakings; always is a Multi-Project;
requirements. In line with Airbus Configuration Management Rules the directly and measurably delivers over its full lifecycle a Business Case
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PBS shall be identified by Constituent Assembly (CA), Configuration (i.e. a positive Net Present Value) to the company; directly or indirectly
Component (CC) and Configuration Items (CI). generates revenues for the company.
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10.3 Glossary
Programme Management Is about steering a group of Projects and recurring Processes through Project Charter The Project Charter document captures the data that supports launch
the full lifecycle of a product or service: from understanding the current of the Airbus Project, i.e. its formal authorisation. It establishes the
or future customer needs through to delivery, operational support Airbus Project’s rationale, feasibility and assumptions, together with a
and eventual disposal of the product or service; consists of a set of high level description of its requirements, scope, schedule, costs, risks,
processes that are designed to define the Programme’s business organisation and financial business case.
strategy, to plan and lead the associated organisation and to deliver
products or services to customers on time and to the specified quality Project Deliverables Any measurable, tangible, verifiable outcome or result that must be
and performance, to the customer’s satisfaction; takes full business produced to complete a Airbus Project. Often used more narrowly in
responsibility to generate revenues and possibly profit for the company, reference, which are subject to approval by the Project Sponsor(s) or
covering the full lifecycle of the product or service. Customer(s). The final deliverable(s).
Programme Manager Has full management responsibilities of several Projects, including Project Dossier The Project Dossier is a combination of documents and is essentially
Projects interdependencies through the full lifecycle of a Programme/ a more detailed version of the Project Charter. Those documents are
Product. Propose, develop and apply programme/product strategy the Project Management Plan, the Airbus Project’s Governance which
towards customers. Ensure that all Programme/Projects targets should include Organisation Notes, all Baselines as described in the
(product quality & delivery schedule, financial objectives, including Profit different Project Management Knowledge Areas, all Schedule Plans and
& Loss) are met whilst verifying the company commitments towards the any framing and constraining aspects.
customers Lead the programme organization, optimise & arbitrate for
resources/conflicts/risk & opportunity. Project Launch Is the Milestone in which a Airbus Project has been described to a
level of maturity where the Solution Overview and the Final Project
Project Is a unique and temporary effort consisting of a set of co-ordinated and Charter are established, the Project Category has been assigned, the
controlled activities with definite start and finish dates; is undertaken to Project Leader has been nominated, the availability of resources has
achieve a unique objective (by means of a product, solution, service – the been confirmed and the company has expressed its commitment to
detailed representation of which is not exactly known at the beginning implement the Project.
of the Project); covers a defined perimeter; is conforming to specific
requirements, including constraints of time, cost and resources; is initiated Project Leader PL An Airbus title for Project Manager (see Project Manager).
by an initiation act (contract, mission letter or equivalent); ends when the
Project objectives have been achieved or it becomes clear that the Project Project Management PM Is the discipline of planning, organising, monitoring, controlling, securing
objectives cannot or will not be met and the Project is terminated. and closing of all aspects of a Project – and the motivation of all those
involved in it – to bring about the successful completion of its specific
Project Categories See Project Categorisation. objectives to the customer’s satisfaction while respecting preconceived
Project constraints such as time and cost. Is required to optimise the
Project Categorisation A Project can be classified as Iron, Bronze, Silver, Gold or Platinum via allocation and integration of inputs necessary to meet pre-defined
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Project Categorisation. It is a structured assessment of a Project using objectives.
16 weighted criteria clustered into 3 main criteria groups (Complexity,
Risk and Challenge) which give a Categorisation score. Project Management Career Path One of the existing career paths at Airbus.
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10.3 Glossary
Project Management Coaching Is a service Airbus offers in collaboration with preferred coaching Project Management Methodologies Project Management Methodologies are systematic approaches based
suppliers, to help Project Managers and their teams deploy and upon best practices to be applied as required in order to fully cater for
implement Airbus Project Management practices into their daily work. the needs of specific Project Types on top of and beyond the application
The coaching activity may be launched as a result of a business request of the generic standards found in the Project Management Foundations.
for support or where it has been identified that a Project Management
Coaching service may benefit a Project. Project Management Office PMO An organisational body or entity assigned various responsibilities related
to the centralised and coordinated management of those Projects under
its domain. The responsibilities of a PMO can range from providing
Project Management Foundations Contains the generic Project Management information and guidelines Project Management support functions to actually being responsible for
necessary to understand and perform best Project Management for all the direct management of a Project.
Project Types at Airbus.
Project Management Officer PMO The role of a PMO is to define, set-up and manage the; Project plan,
Project Management Institute PMI PMI is the leading not-for-profit association for the Project Management Schedule plan, Resources plan, Risk register, Communication plan
profession. and Documentation plan. They are also responsible for supporting the
Project organisation set-up with HR and facilities managers. They must
monitor; Schedule, Resources availability, Actions, Risks, Work progress
Project Management Jobs There are six jobs related to Project and Programme Management and Earned value. Supporting the Project Leader, while ensuring to
(P&PM) in the EADS Competence Management Job Catalogue : Project deploy Project Management processes, methods and tools are also in
Manager, Project Management Officer (PMO), Programme Manager, encompassed within their responsibility.
Planning Manager, Customisation and Offer Manager and Customer
Programme Director (formerly FCO Manager). Project Management Performance PMPA A PMPA is a type of audit for measuring Project Performance and
Assessments adherence to the Project Management Requirements set out in A1002.
Project Management Knowledge Areas The areas of expertise or specialisation that are required for effective Any weaknesses and non-conformities that are found are used to plan
Project Management. actions to deliver improvements.
Project Management Processes Allocates the Task Groups to the classical Project Management processes;
Project Management Lifecycle The Project Management Lifecycle represents the series of Phases or Initiating, Planning, Executing, Monitoring and Controlling as well as Closing.
stages through which an Airbus Project passes from creation to closure.
These phases are usually interconnected by Milestone Gates. Project Management Tools Project Management tools are key enablers to improve Project
Management efficiency and delivery. They cover each PM Knowledge
Project Management Maturity Measure The PM Maturity Measure (PMMM) is a Project “health-check” to identify Area. Their applicability depends on the Project Type and Project
(PM3)
Projects or specific knowledge areas requiring improvement and to act Category respectively.
as an aid to target further actions (e.g. PMPA, support, coaching). The
Project Management Training Comprises a curriculum of six training modules: Project Management
PMMM is based on a detailed questionnaire split into Knowledge Areas.
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Curriculum Foundations, Aircraft Development Projects, Aircraft Series
Each Knowledge Area has a series of precise and non ambiguous
Programmes, Improvement Projects, R&T Projects, Project Portfolio. It is
questions based on A1002 requirements and best practices.
taught at three levels: Awareness, Standard and Advance.
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10.3 Glossary
Project Manager PM A Project Manager’s main role is to manage Project stakeholder Purchase Agreement PA Contract whereby the Seller commits to deliver to the Purchaser a good
relationships as well as customer expectation and requirements. against payment of its price by the purchaser.
Achieve Project objectives (performance, cost, quality, schedule) to
customer satisfaction in compliance with internal and external rules and Quality Assurance QA Quality Assurance is the systematic monitoring and evaluation of the
regulations. Define, implement and drive a Project team/organization processes applied during an Airbus Project’s Lifecycle to maximize the
all along the Project phases, formed by people coming from other probability that the required standards of quality and/or maturity are
functions (matrix organizations). Ensure active Risk and Opportunity and being attained for its deliverables(s).
contract (internal or external) management.
Project Objectives Describes the objectives based on Stakeholder needs, and forms the Quality Assurance Events Quality Assurance comprises the implementation of Quality Assurance
basis for the subsequent development of Top Project Requirements, Events such as Gate Reviews, Audits and Assessments
intended to materialised through project implementation. Without the
project the same effectiveness could not be realised. Quality Gates QG A Quality Gate (QG) is a key element of the Quality System within Airbus,
which ensures that the right Product Quality is provided along the whole
Project Portfolio Consists of a group of Airbus Projects (the ‘Portfolio Members’), which process. This is a methodology to measure and evaluate product and
may or may not be interdependent or directly related, and which are process quality by assessing critical or major deliverables at defined
grouped together and managed in a coordinated way to meet strategic phases of the process.
business objectives by locally and continuously identifying, prioritising,
authorising, controlling and perhaps excluding Portfolio Members; RASCI Responsible, Accountable, Support, Consulted, Informed
thereby ensures the most value and least risk for the invested resources;
may or may not deliver a Financial Business Case (i.e. a positive Net
RASCI Accountable Has the ultimate ownership of the correct and thorough completion of
Present Value) to the company.
the deliverable or task. Takes the last decision, i.e. has Yes/No/Veto
Project Proposal Dossier of documents and information to be presented at Milestone right. Carries the Risk if anything goes wrong. Is the one to whom the
PM30. Contains the Solution Definition as well as the Project Dossier at Responsible is accountable. In other words, the Accountable must sign
their respective maturity levels required for PM30. off (approve) on work that Responsible provides. There shall be only one
Accountable specified for each task or deliverable.
Project Sponsor The Project Sponsor promotes the Project, gives the Project Leader the
necessary means for Project success and is responsible for customer RASCI Consulted Must be consulted to get view or opinion in order to establish a
satisfaction. deliverable, or before a decision/action is taken, i.e. there must be a
two-way communication.
Project Type Generic expression to distinguish between the following Airbus Projects:
Commercial Aircraft Projects, Military Aircraft Projects, Continuous
RASCI Informed Must kept up-to-date on progress or about establishing a deliverable,
Development Projects during Series Production, Modification Projects,
or must be informed after a deliverable or a decision has been taken,
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Improvement Projects, Change Projects, IS/IT Projects, Function-related
i.e. there must be a one way communication. Needs to know about
Projects, R&T Projects, CapEx Projects, Methods & Tools Projects,
progress, activities, decisions, deliverables.
Environment Projects, and others.
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10.3 Glossary
RASCI Responsible Performs an activity or does the work while working within corporate Schedule The planned dates for performing Activities and the planned dates
rules Is the one to whom the Support contributor delivers. In other for meeting Milestones. (See Mater Schedule, Steering Schedule &
words, the Responsible must sign off (approve) on work that the Schedule Baseline).
Support contributor provides.
Schedule Baseline The Schedule Baseline is the agreed, detailed schedule for the entire
RASCI Support Elaborates overall or part of a deliverable. WBS of the Airbus Project.
RASCI Supported Has the right to be supported in performing an activities or delivering a

Schedule Performance Index SPI The ratio of work performed to work scheduled (SPI = BCWP/BCWS).
deliverable.
A value greater than one indicates a favourable condition (Project ahead
of Schedule), a value less than one is unfavourable.
Recurring Cost RC All the costs that are incurred for each item produced (including
material, labour, sub-contracting, material levy, logistics…)
Schedule Variance SV Any difference between the scheduled start or completion of an activity
Request for Proposal RFP An invitation to potential Tenderers to provide a bid proposal defining and the actual start or completion of that activity. In EVM, SV = BCWP -
their ability and costs to supply a product or service. BCWS. Positive SV is favourable (Project ahead of schedule).
Request for Information RFI An invitation to potential Tenderers to provide information regarding their Second-Order Project Is a Project undertaken in support of a First-Order Project, to bring the
ability to supply a product or service. latter back to plan (in which case it may be called a ‘Recovery Project’)
and/or to contain or reduce the potential future impacts of a First-Order
Request for Technical Information RFTI An invitation to potential Tenderers to provide technical information Project’s risks (in which case it may be called a ‘Mitigation Project’); is
regarding their ability to supply a product or service. not a Sub-Project.
Risk An event or condition with a potential negative effect on the achievement

Self-Standing Project Is a Project not embedded in a Programme, Multi-Project or Portfolio;
of objectives (e.g Airbus strategic objectives, operative planning/forecast
always is an End Customer Project; may or may not be a Financial
objectives and figures, Project achievement objectives) and on the
Benefits Delivering Project.
value creation or preservation. It is measured in terms of impact (i.e.
consequences and probability (i.e. likelihood) of occurrence.
Series Programme Is a sub-set of a Programme; spans across the Series Production Phase
Risk Sharing Partner RSP A supplier who has entered into a contractual commitment with Airbus of a product or service; coordinates a set of technical, administrative
whereby the supplier pays for the product development costs. and financial task to produce and support the product or service in a
series mode, while continuously improving the product or service via
Rolling Wave Planning A form of progressive elaboration planning where the work to be means of continuous development; includes a series of repetitive or
accomplished in the near term is planned in detail, while the work in the cyclical undertakings; may also consists of a group of related Projects
future is planned at a higher-level. As time passes, the future high-level (and Processes) for continuous development; as such may represent a
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plans are converted into near term detailed plans on a continuous Multi-Project consisting of lower-level Projects which may or may not be
(rolling wave) basis. interdependent or directly related to each other.
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10.3 Glossary
Service Level Requirement SLR This document is the response to the service required by the end user Standard Specification The Aircraft Standard Specification document presents in a general form
of the application (specified by the Business Project Leader in the the aircraft functions/sub-functions and operational criteria for a given
Business Requirements Dossier). It defines and lists the characteristics Airbus product
of the service in such a way that the service can be operated.
Statement of Work SoW A narrative description of products, components, services, works
and also possibly subsidiary tasks to be supplied or done to reach the
Shaping Airbus Process Excellence SHAPE Shaping Airbus Process Excellence - An initiative aimed at streamlining
specified result of the Project, Sub-Project or Work Package.
core business processes, fostering trans-functional ways of working &
ensuring integration and unified ways of working.
Steering Schedule A more detailed version of the Master Schedule which allows the
Monitoring and Control of Project progress.
Solution Definition Provides a description of the (technical) solution envisaged to achieve
the desired Project Objectives. Includes the Detailed Product Structure, Sub-Project Is a (lower level) Project represented by a module of the Work
where applicable. Is at a maturity level commensurate with the Breakdown Structure of a (higher level) Project; is always an Embedded
requirements of Milestone Gate PM30. Project; is never an End Customer Project.
Supplier Furnished Equipment Equipment which is supplied in response to an Airbus originated

Solution Overview Provides a high level description of the (technical) solution envisaged purchase order.
to achieve the desired Project Objectives. This includes the Top
Level Product Structure, where applicable. Is at a maturity level System Configuration Guide SCG A Configuration Guide offers various options defined as “Airbus
commensurate with the requirements of Milestone Gate PM20. preferred solutions” to the customer. When used in conjunction with the
Standard Specification and the other Configuration Guides a complete
Specification Change Note SCN A Specification Change Notice (SCN) is a contractual document, which customization of the Aircraft is possible through the selection of the
is signed by both parties, for a given agreement between Airbus and different items and associated technical solutions.
the Customer. This document is specific to changes to be made on the
production line before delivery. Tasks Comprise activities done by people in order to generate a distinct
outcome.
Specification Dossier SD This document generates a comprehensive description of the Task Group A Task Group consists of Tasks which generate Project Management
operational scope, defining both functional and technical constraints, deliverables. A Task Group also belongs to a given Knowledge Area.
e.g. functionalities, user interface design.
Task Package An element of an aircraft WBS that does not have integrated scope,
time and cost (and does not have individual CPNs) but provides
Stakeholder Management The management of Individuals or organizations actively involved in a
additional granularity below the Work Package (for example, to allocate
10 Reference
10 Reference
Project, or whose interests may be affected, either positively or negatively,
elements of the Work Package scope to a specific functional team and/
as a result of Project execution or successful Project completion.
or support scheduling activities).
584 585
10 Reference
10.3 Glossary
Technical Product Leader (R&T) TPL Owns and drives the efficient and optimised prioritisation and planning Unified Planning UP Unified Planning is a new way of supporting new Aircraft Programmes
of product development activities in accordance with the Projects (development and series). It provides an integrated Programme
strategic priorities. Management solution, based on common methods, processes &
Information System, designed to optimize successful on time, on quality
Technical Repercussion Sheets TRS Document used to capture technical repercussions of a proposed and on costs new programmes.
Modification.
Unified Planning for Series UP- UP-Series is a platform of complementary Project Management
Technology Product TP A Technology Product is a single Technology solution or single Series solutions for all Series Phase aircraft.
Architecture solution dedicated to one or more A/C program or specific
Engineering, Manufacturing, Customer Service customer. UP-Development UP-Dev Unified Planning Development aims to manage the complexity of a huge
Development Programme and optimize its steering.
Technology Readiness Level TRL Technology Readiness Level is a measure to assess the maturity of
User Acceptance Test UAT Customer/User acceptance testing for IS Projects.
evolving technologies (materials, components, devices, etc.) prior to
incorporating that technology into a system or subsystem.
Value Stream Mapping VSM Value Stream Mapping is a tool used to identify and eliminate waste
and non value added activities. Its allow to visualize the deliverables and
Top Level Requirements TLR Top Level Requirements (TLR) are formalised requirements that conform information flows within the process in order to gain understanding.
to standard rules for requirements expression. The TLR are based on
stakeholder needs, and can be structured accordingly (for example,
Voice of the Customer VoC A planning technique used to provide products, services, and results
a section for Deliverable Requirements, and another for Management
that truly reflect customer requirements by translating those customer
Requirements).
requirements into the appropriate requirements for each Phase of
Project product development.
Top Project Objectives TPO Describes high-level Project Objectives based on Stakeholder needs,
and forms the basis for the subsequent development of Top Project Work Breakdown Structure WBS A deliverable-oriented grouping of Project elements which organises and
Requirements. defines the total scope of the Project. Each descending level element
represents an increasing detailed definition of a Project component
Top Project Requirements TPR The Top Project Requirements Document ‘TPRD’ (delivered at MG3) (products or services).
is a single document that gives, at the highest level, the requirements
for the whole Project. It includes top level requirements related to the Work Packages WP WPs are Work Breakdown Structure (WBS) elements assignable
performance of; the physical deliverable (i.e. aircraft), the non-physical to an individual or an organizational unit which is responsible at the
deliverables (e.g. services to be offered), the industrial system that will appropriate level.
deliver the physical deliverables (including supply chain), the Project
(e.g. Non Recurring Costs, duration).
10 Reference
10 Reference
Transfer of Title ToT The transfer of an aircraft from Airbus to the new owner.
586 587
Index
588
Whenever indexed terms are defined or further explained, page numbers are referenced in bold.
Active Risk Manager 258 Baseline Code Critical Path 128

Active Work Force 175, 244 Performance Measurement Baseline 54-55, 146, Applicability Code 51 Customer Driven 538
Actual Cost of Work Performed 146, 155 152-153, 155, 283-285 Deliverable Code 50-51 Data Classification 434
Actual Schedule 55, 133 Schedule Baseline 129, 131, 133 Communications 16, 182 Decision Panel 497
Administrative Budgeted Cost of Work Performed (Earned Value) 146 Management Plan 182 Deliverable Code 50-51
Authorisation 510 Budgeted Cost of Work Scheduled 146, 155 Concurrent Engineering 14-15, 302 Delivery Workstreams 540
Dossier 507 Business Configuration 300, 304 Deployment Authorisation 453, 455
Airbus Case 40, 134, 138, 338 Conformity Report 123, 314 Design
Business Process 286, 422, 512, 530 Improvement Project 446 Management 114, 117, 290 Solution 301, 418
Configuration Control 539 Opportunity 40, 42-43 Configured Digital Mock-Up 316 Team 510, 521
Configuration Guide 412 Project Leader 438 Contract Closure Report 57, 215 Team Leader 521
Directive 28 Requirements Dossier 434 Control Analysis and Design Phase 450
Engineering 290, 418, 466 Units 26 Change Control 70, 74-75, 307 Overall Aircraft Design 297, 468, 470, 479
P&PM Council 26 High Level Business Case 54, 139, 198 Integrated Change Control 75, 85 Preliminary Design Phase 510
P&PM Network 26 Lifecycle for Business Improvement Project 446, 450- Quality Control 158, 160 Production Design Team 538
Process and Technology Leader 528 451, 456, 459 Cost Detailed Schedule 54-55, 130-131, 455
Programme 21-22, 412 CapEx and Finance Management 134 Develop
Project 19, 22, 36 Authorisation 549 Benchmark Table 516 and Realise Jigs and Tools 530-531
Project and Programme Landscape 19, 23 File 549 Breakdown Structure 141, 296 Opportunity 40
Aircraft Project 549 Control Report 55, 145 Development
Development Project 290, 492 Change Management Plan 54, 136-137 Programme 19-20, 22
Programme 20, 274 Control 70, 74-75, 307 Performance Index 155, 349 Aircraft Development Project 290, 492
Project 20, 274, 286 Management 84 Target 54, 64, 142-143, 153, 340-341 Manufacturing Development Engineer 528
Route Books 280 Request Feedback 71, 85 Variance 145 Product Development Process 278, 295-296, 352
Analysis and Design Phase 450 Integrated Change Control 75, 85 Actual Cost of Work Performed 146, 155 Unified Planning for Development Projects 149, 295,
Applicability Code 51 Request for Change 304, 408 Budgeted Cost of Work Performed (Earned Value) 146 326-337, 340-351
Architect Level 478 CoC Project & Programme Management 4, 244 Budgeted Cost of Work Scheduled 146, 155
Architecture Dossier 437 Non Recurring Cost 338, 340
590 591
EADS Human Resource Labour Relations and Social Policy 461 Management (cont’d)
Common Programme Management Framework 26, 28 Management 166, 265 Launch Dossier 43 EADS Common Programme Management
Competence Management 25, 220, 228, 391 Management Plan 168-169 Leader Framework 26, 28
PM Council 26 Implementation Plan 39, 452, 508, 514 Airbus Process and Technology Leader 528 EADS Competence Management 25, 220, 228, 391
PM Network 26 Improvement Opportunity 450, 452 Business Project Leader 438 Earned Value Management 54, 146, 340, 346, 350, 385
PM Policies 26, 28 Information Design Team Leader 521 Earned Value Management Plan 54, 151
PM Steering Board 26 and Communication Technology 422 Information System (IS) Project Leader 437-438, 440 Human Resource Management 166, 265
Earned Value System (IS) Project 39, 422, 424-426, 432-434, 436 Infrastructure Leader 438, 440 Human Resource Management Plan 168-169
Management 54, 146, 340, 346, 350, 385 System (IS) Project Leader 437-438, 440 Project Leader 221, 241-242, 244, 438, 460 Integration Management 71-72, 265
Management Plan 54, 151 System (IS) Solutions 422, 432 Technology Product Leader 471 Lean Management 461
Performance Report 55 System (IS) Standards 432 Lean Management 461 Process Management 389, 416
Budgeted Cost of Work Performed (Earned Value) 146 Technology 425 Lifecycle Product Lifecycle Management 14, 297
e-Catalogue 538 Infrastructure Leader 438, 440 for Business Improvement Project 446, 450-451, Programme Management 20-22, 220, 283, 295,
Embedded Project 383-384 Initial 456, 459 297, 350
Engineering Financial Assessment 54, 139 Phases 24, 86, 208 Portfolio Management 255
Change Request 528 Project Charter 52, 77 Product Lifecycle 114 Quality Management 156, 436
Methods and Tools Programme 540 Scope Description 52, 106-107 Project Management Lifecycle 24, 32, 36 Quality Management Plan 160
Final Project Charter 52, 77 Innovation Cell 469 Major Process 286, 386, 388, 404 Requirements Management 52, 88, 290, 434
Finance Integrated Make/Buy 52-53, 108-109, 296, 430, 480, 482 Risk and Opportunity Management 192, 258, 344,
Cost and Finance Management 134 Change Control 75, 85 Manage 364, 385
Fulfil Customer Orders 389, 404 Methodology 446 Integrated Planning 386-388, 390 Schedule Management 126-127, 133, 327, 330,
Gate Planning Network 394 Programme Domain 286, 404 331, 334
Maturity Gate 156, 280-281, 292, 352, 354 Production Programme 386, 388, 390 Management Scope Management 102
Milestone Gate 36, 50, 426 Project Plan 286 Change Management 84 Stakeholder Management 186, 459
Generation Phase 450, 454, 457 Version Planning 389, 406, 408, 413 Configuration Management 114, 117, 290 Supply Chain Management 204
Generic Project Process 424, 432 Integration Management 71-72, 265 Communications Management Plan 182 Time Management 124
High Level Business Case 54, 139, 198 Investment Solution 549 Cost and Finance Management 134 Manager
Key Performance Indicators 190, 317, 384, 408, 454-455 Cost Management Plan 54, 136-137 Technical Project Manager 520
592 593
Manufacturer Serial Number 393 Overall Plan (cont’d) Process (cont’d)
Manufacturing Aircraft Design 297, 468, 470, 479 Implementation Plan 39, 452, 508, 514 Operators 286
Development Engineer 528 Physical Design 468, 470, 479 Integrated Planning Network 394 Owner 551
Engineering 300, 302, 313, 381, 528 System Design 468, 470, 479 Integrated Project Plan 286 Owners Directives 540
Process Engineer 528 Partner Integrated Version Planning 389, 406, 408, 413 Stakeholder 551
Master Risk Sharing Partner 295, 366-369, 481 Manage Integrated Planning 386-388, 390 Workstreams 540
Plan 255, 282-283 Partnering Strategy 474 Master Plan 255, 282-283 Airbus Business Process 286, 422, 512, 530
Schedule 54, 130-131, 282-285 Performance Quality Management Plan 160 Airbus Process and Technology Leader 528
Materialisation Phase 450, 457 Measurement Baseline 54-55, 146, 152-153, 155, Rolling Wave Plan 62, 128 Generic Project Process 424, 432
Maturity 283-285 Stakeholder Engagement Plan 187 Product Development Process 278, 295-296, 352
Gate 156, 280-281, 292, 352, 354 Schedule Performance Index 154, 349 Subcontracting Plan 551 Project Management Process 60
Gate Reviews 352, 354 Supplier Performance Report 213 Unified Planning 252 Procurement Representative 519
Microsoft Project 256 Phase Unified Planning for Development Projects 149, 295, Product
Milestone Gate 36, 50, 426 Reviews 385, 460 326-337, 340-351 Breakdown Structure 88, 118, 296
Multi Analysis and Design Phase 385, 460 Unified Planning for Series Programmes 252, 392, Development Process 278, 295-296, 352
-Project 19-21 Generation Phase 450, 454, 457 402 Lifecycle 114
-Project Workload Baselining 551 Lifecycle Phases 24, 86, 208 Workforce Adaptation Plan 550-551 Lifecycle Management 14, 297
Non Materialisation Phase 450, 457 PM Professional Certification 224-226, 240, 242 Structure 52-53, 88, 92, 118-120, 300-301, 320
-Conformities 529 Preliminary Design Phase 510 Portfolio Technology Product 466, 471, 478-479, 486, 488,
Recurring Cost 338, 340 Project Management Lifecycle Phases 24, 50 Management 255 490, 492
Opportunity Sub-Phases 426 Project Portfolio 222, 232, 486 Production
Develop Opportunity 40 Phase Reviews 385, 460 Pre-Engineered 538 Design Team 538
Improvement Opportunity 450, 452 Plan Preliminary Repercussion Sheet 309
Organisation Implementation 40, 62-63, 134 Design Phase 510 Programme 19-23
Project Organisation 170, 378, 438, 460, 468, 518 Communications Management Plan 182 Design Report 510 Management 20-22, 220, 283, 295, 297, 350
Organisational Cost Management Plan 54, 136-137 Process Manager 220-222, 286, 308
Breakdown Structure 170, 296 Earned Value Management Plan 54, 151 Management 389, 416 Airbus Programme 21-22, 412
Breakdown Structure Change Requests 57, 179 Human Resource Management Plan 168-169 Mapping 446 Aircraft Programme 20, 274
594 595
Programme (cont’d) Project (cont’d) Project Management (cont’d) Risk
EADS Common Programme Management Aircraft Project 20, 274, 286 Lifecycle Phases 24, 50 and Opportunity Management 192, 258, 344, 364, 385
Framework 26, 28 Business Improvement Project 446 Maturity Measure 262, 264 Sharing Partner 295, 366-369, 481
Engineering Methods and Tools Programme 540 Business Project Leader 438 Methodologies 23 Active Risk Manager 258
Integrated Production Programme 386, 388, 390 CapEx Project 549 Office 25, 220 Rolling Wave Plan 62, 128
Manage Programme Domain 286, 404 Embedded Project 383-384 Performance Assessment 28, 262, 266 Report
Unified Planning for Series Programmes 252, 392, 402 Generic Project Process 424, 432 Process 60 Cost Control Report 55, 145
Project 15, 19-23 Information System (IS) Project 39, 422, 424-426, Roles 220, 438 Earned Value Performance Report 55
Categorisation 78-79, 245 432-434, 436 Tools 32, 250 Preliminary Design Report 510
Category 23, 51-52, 79, 283 Initial Project Charter 52, 77 Training Curriculum 232 Supplier Performance Report 213
Closure Report 53, 86-87 Integrated Project Plan 286 Project Manager 220, 240, 380, 438 Reviews
Deliverables 53, 71, 83, 287 Lifecycle for Business Improvement Project 446, 450- Proposal Maturity Gate Reviews 352, 354
Launch 43, 62, 134, 245, 452, 454 451, 456, 459 Request for Proposal 210-211 Phase Reviews 385, 460
Leader 221, 241-242, 244, 438, 460 Microsoft Project 256 Quality Schedule
Objectives 42, 72, 93, 288 Multi-Project 19-21 Assurance 162-165 Baseline 129, 131, 133
Organisation 170, 378, 438, 460, 468, 518 Scope Project 452 Control 158, 160 Management 126-127, 133, 327, 330, 331, 334
Performance Manager 221, 235 Technical Project Manager 520 Gate 156, 389, 404, 426, 437 Performance Index 154, 349
Portfolio 222, 232, 486 Unified Planning for Development Projects 149, 295, Management 156, 436 Actual Schedule 55, 133
Proposal 40, 44-46 326-337, 340-351 Management Plan 160 Master Schedule 54, 130-131, 282-285
Realisation Model 514 Project Management R&T 466 Steering Schedule 328
Scope 53, 102, 104, 113, 452, 454 Capability Assessment 262, 268 Recurring Costs 338 Scope
Sponsor 76, 78, 460 Career Path 240 Request Management 102
Staffing Agreement 175 Coaching 236 for Change 304, 408 Initial Scope Description 52, 106-107
Status Report 191, 358 Deliverables 24, 50-51 for Proposal 210-211 Project Scope 53, 102, 104, 113, 452, 454
Steering 76, 460, 510 Foundations 24, 32 Requirements Series Programme 20-23, 253
Team 40, 176, 520 Jobs 220 Compliance Statement 101 Service
Type 23, 38, 118 Knowledge Areas 32, 68 Management 52, 88, 290, 434 Level Agreement 519
Airbus Project 19, 22, 36 Lifecycle 24, 32, 36 Service Level Requirements 434 Level Requirements 434
596 597
Solution Technology
Definition 44, 46, 424 Product 466, 471, 478-479, 486, 488, 490, 492
Overview 43 Product Leader 471
Specification Readiness Level 488-493
Dossier 434 Time Management 124
Stakeholder Traceability Matrix 434
Corrective Actions 187 Unified
Engagement Plan 187 Planning 252
Management 186, 459 Planning for Development Projects 149, 295, 326-337,
Register 187 340-351
Statistical Process Control 457 Planning for Series Programmes 252, 392, 402
Steering User Acceptance Test 427
Committee 438, 460, 510, 519 Value Stream Mapping 457
Schedule 328 Work
Subcontracting Plan 551 Breakdown Structure 88, 92, 94, 102, 104, 106, 110,
Sub 118, 129, 140, 294-299, 340, 384, 478, 502
-Phases 426 Package 51, 60, 110, 130, 153, 294-298, 317, 325-
Supplier 350, 364, 366, 368-369, 402
Contracts 211 Workforce
Performance Report 213 Adaptation Plan 550-551
Supply Chain Management 204 Active Work Force 175, 244
Task Workload Matching 551
Group 32, 50, 68
Package 298
Technical
Project Manager 520
Repercussion Sheets 309
598
AIRBUS S.A.S. 31707 Blagnac Cedex, France
© AIRBUS S.A.S. 2011 - All rights reserved, Airbus,
its logo and the product names are registered
trademarks.
Concept design by Airbus Multi Media Support
20111161. Photos by Airbus, EXM company:
H. Beranger, H. Gousse, P. Masclet, P. Jalby.
Computer renderings by Fixion.
December 2011.
Printed in France by Art & Caractère.
Confidential and proprietary document. This document
and all information contained herein is the sole
property of AIRBUS S.A.S. No intellectual property
rights are granted by the delivery of this document
or the disclosure of its content. This document shall not
be reproduced or disclosed to a third party without
the express written consent of AIRBUS S.A.S.
This document and its content shall not be used
for any purpose other than that for which it is supplied.
The statements made herein do not constitute an offer.
They are based on the mentioned assumptions
and are expressed in good faith. Where the supporting
grounds for these statements are not shown, AIRBUS
S.A.S. will be pleased to explain the basis thereof.
This brochure is printed on Triple Star Satin.
This paper is produced in factories that are accredited
EMAS and certified ISO 9001-14001, PEFC and
FSC CoC. It is produced using pulp that has been
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PM GUIDEBOOK

Applicability by Project Code Issue 1

9 MORE INFORMATION. .................................................................................................................................................................................................................546

Commercial Aircraft Programmes Diversification Future Military Aircraft Programmes

Sharklets CJ/VIP Series Mod A350-900 Eurofighter Series Mod C-212

CJ/VIP Head of Version A350-1000 Tornado P3

e.g. Optimise e.g. Cabin e.g. Services

e.g. A Project e.g. A Project

Generic Perimeter Title: Portfolio Development Programme ♦ Applicable Management Approach:

Note: Programme Management Approach usually encompasses many,

Many Deliverables*$ (First few or)

Airbus Project: Project Management Approach applies

Type Title Reference Access

PM Knowledge Areas/Task Groups

Input Task Output Input Task Output Input Task Output

The PM Lifecycle consists of three phase groups.

The PM Lifecycle consists of seven phases.

Identify and Understand Business Opportunity Confirm Business Opportunity

Generate Proposal for Solution and Implementation Validate Proposal

30 Proposal Ready 40 Proposal Validated (by sponsor)

Negotiate Proposal Execute Implementation and Deliver Solution

DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

• Manage handover to operational teams (including transfer of any residual tasks).

• Conduct final Lessons Learnt activity.

PM10 PM20 PM50 PM60 PM70 Deliverable

1.3.1 Integration Management

1.3.1.1 Plan Change Control Management 1 Change Control R R M M M 13011

1.3.1.6 Perform Change Control Change Request Feedback [A] M M M M M 13016

1.3.1.7 Close or Handover Project 2 Project Closure Report [A] R M M M M 13017

1.3.2 Requirements Management

1.3.2.1 Plan Requirements Management 1 Requirements R R M M M 13021

Compliance Corrective Actions [A] M M M M M

1.3.3.1 Plan Scope Management 1 Scope Management Plan* [A] R R M M M 13031

1.3.4.1 Plan Configuration Management 3 Configuration R R M M M 13041

(cont’d) Identify and Understand Confirm Business Generate Proposal for

PM10 PM20 PM50 PM60 PM70 Deliverable

Monitor and Control Product Configuration Corrective Actions [A], M M M M M

Monitor and Control Configuration

1.3.5.1 Plan Schedule Management 8 Schedule Management Plan* [A] R R M M M 13051

4 Actual Schedule [A] M M M M M

1.3.6.1 Plan Cost Management 1 Cost Management Plan* [A] R R M M M 13061

1.3.7.1 Plan Earned Value Management 1 Earned Value R R R M M 13071

7 Earned Value Performance R R R M M

1.3.8.1 Plan Quality Management 1 Quality Management Plan* [A] R R M M M 13081

5 QA Event Deliverables [A] MMMMM

1.3.9.1 Plan Human Resource Management 1 Human Resource R R M M M 13091

(cont’d) Identify and Understand Confirm Business Generate Proposal for

PM10 PM20 PM50 PM60 PM70 Deliverable

2 Project Resources Status Report [A] M M M M M

1.3.10.1 Plan Communications Management 1 Communications R R M M M 130101

1.3.10.4 Report Project Performance 9 Project Status Report [A] M M M M M 130104

1.3.11 Risk and Opportunity Management

4 Initial Risk Exposure [A] M M M M M

8 Risk Exposure Report [A] M M M M M

1.3.12.1 Plan Supply Chain Management 6 Supply Chain R R M M M 130121

1.3.12.4 Close Procurements 1 Contract Closure Report [A] M M M M M 130124

Deliverable Code: Suggested PM Deliverable Sequence Number: Applicability Code: Comments:

• Manage handover to operational teams (including transfer of any residual tasks).

• Conduct final Lessons Learnt activity.

evelop Integrated Change Control Management

Establish Top Project Objectives

• Agree corrective actions

evelop Scope Description

• Top Level Requirements and Make/Buy and Worksharing Worksharing Document

• Analyse Scope data