A330 PMO-en_cn_BI

Requirements management and
需求管理和
MOD closure process study on
the A330 WV80 project
A330 WV80 项目 MOD 关闭过程
研究
Master thesis report
硕士论文报告
LAUZIER, Charles-Antoine
查尔斯-安托万·劳齐尔
AIRBUS Superviser: BONNEFOUS, Jean-François

ENSICA Supervisor : SHEA, Joseph
空客主管： BONNEFOUS，Jean-Fran ç ois ENSICA 主
管：SHEA，Joseph
KTH Supervisor : RINGERTZ, Ulf
KTH 主管：乌尔夫·林格茨
13/03/2014
13/03/2014
GLOSSARY
AAR词汇表 Allocated Aircraft Requirements
AAR 分配的飞机需求
EASA European Aviation Safety Agency (UE)
EASA 欧洲航空安全局（欧盟）
EIS Entry Into Service
冰投入服务
FAA Federal Aviation Administration
联邦航空局联邦航空管理局
FAL Final Assembly Line
FAL 总装线
GPP Generic Project Process
GPP 通用项目流程
KPI Key Performance indicator
KPI 关键绩效指标
LBIP Lifecycle for Business Improvement Projects
LBIP 业务改进项目的生命周期
MG Maturity Gate
MG 成熟度门
MOD Modification
MOD 修改
MSN Manufacturing Serial Number
MSN 生产序列号
MTOW – MLW – MZFW Max Take-Off Weight – Max Landing Weight – Max Zero Fuel
MTOW-MLW-MZFW 最大起飞重量-最大着陆重量-最大零燃油
Weight
重量
OBS – PBS – WBS Organizational Breakdown Structure – Product Breakdown
OBS-PBS-WBS 组织分解结构-产品分解
Structure – Work Breakdown Structure
结构-工作分解结构
P&P Project and Processes
P&P 项目和流程
PDP Product Development Process
PDP 产品开发过程
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GLOSSARY
PMO Project Management Officer
词汇表
PMO 项目管理干事
RISE RE-use, Improve and Share Experience
上升重用、改进和分享经验
TLAR – TLIR – TLPPR Top Level Aircraft Requirements – Top Level Industrial
TLAR-TLIR-TLPPR 顶级飞机要求-顶级工业
Requirements – Top Level Project & Process Requirements
需求-顶级项目和过程需求
TPO – TPR Top Project Objectives – Top Project Requirements
TPO-TPR 最高项目目标-最高项目要求
WP Work Package
WP 工作包
WV Weight Variant
WV 重量变化
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ACKNOWLEDGEMENTS
致谢
First and foremost I would like to express my thanks to Airbus for enabling me to complete my
aerospace engineering degree within the Long Range Program Development department.
首先，我要感谢空中客车公司使我能够在远程项目开发部完成航空航天工程学位。
I would like to take this opportunity to express my profound gratitude and deep regards to my
tutor, Mr. Jean-François Bonnefous (Project Leader of the A330 Weight Variant 80), for his
exemplary guidance, monitoring and constant encouragement throughout the course of this
master’s thesis. The help and guidance and regular feedback given by him time after time shall
carry me a long way in the journey of life on which I am about to embark.
我想借此机会向我的导师 Jean-Fran ç ois Bonnefous 先生（A330 Weight Variant 80 项目负责

人）表示深深的感谢和深深的问候，感谢他在整个硕士论文过程中的模范指导、监督和不断鼓
励。他一次又一次给予的帮助、指导和定期反馈将在我即将踏上的人生旅程中带我走很长的路。
I also would like to thank Mr. Yannick Couderc, Mr. Jean-Marc Graindorge and Mr. Frédéric
Maréchal, members of the central project team and colleagues as well as Mrs. Odile Jubecourt, head
of the BLD department, and Mr. Vicent Lebas, technical leader of the A330 Weight Variant 80
project, who created an enjoyable working environment with their patience and openness and who
helped me in completing this task through various stages.
我还要感谢中央项目组成员 Yannick Couderc 先生、 Jean-Marc Graindorge 先生和 Frédéric

Maréchal 先生以及 BLD 部门负责人 Odile Jubecourt 女士和 A330 Weight Variant 80 项目技术负
责人 Vicent Lebas 先生，他们以耐心和开放的态度创造了一个愉快的工作环境，并在各个阶段帮
助我完成了这项任务。
I would like to thank all the people that worked in the module 37 of the B06 building for their
welcome and the support they have given me throughout the completion of my project.
我要感谢所有在 B06 大楼 37 号模块工作的人，感谢他们在我完成项目的过程中给予我的欢迎和

支持。
Finally, I would like to thank my academic tutor for ascertaining the proper conduct of this master’s
thesis.
最后，我要感谢我的学术导师确定了这篇硕士论文的正确进行。
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Table of Contents
目录
GLOSSARY 1
词汇表 1
ACKNOWLEDGEMENTS 2
致谢 2
1. INTRODUCTION 6
引言 6
1.1 THE COMPANY 6

本公司 6
1.2 THE BLD DEPARTMENT 6

屋宇署 6
2. CONTEXT OF THE PROJECT 7

项目背景 7
2.1 OBJECTIVES AND SCOPE OF THE NEW VARIANT AIRCRAFT 7

新变型飞机的目标和范围 7
2.2 THE PROJECT MANAGEMENT METHOD AT AIRBUS 8

空中客车公司的项目管理方法 8
2.2.1 The Project Development Process (PDP) 8

项目开发过程（PDP） 8
2.2.2 The Weight Variant 80 project management strategy 10

权重变体 80 项目管理策略 10
3. REQUIREMENTS MANAGEMENT IN THE PRE-MG7 PROJECT GOVERNANCE 14

MG7 之前项目治理中的需求管理 14
3.1 THE ISSUE OF REQUIREMENTS MANAGEMENT 14

需求管理问题 14
3.2 REQUIREMENTS BUILD-UP WITHIN THE WV80 PROJECT 15

WV80 项目中的需求累积 15
3.3 MG7 PREPARATION 17

MG7 制备 17
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3.3.1 The Verification and Validation (V&V) process 17
验证和确认（V&V）流程 17
3.3.2 The bottom-up consolidation 18

自下而上的整合 18
4. GOVERNANCE IMPROVEMENTS IMPLEMENTATION 20

治理改进实施 20
4.1 STRATEGY AFTER MG7 20

MG7 之后的策略 20
4.1.1 Lessons Learnt 20

经验教训 20
4.1.2 Requirements cleaning and database creation 20

需求清理和数据库创建 20
4.1.3 Reqtify mock-up implementation 22

Reqtify 模型实现 22
4.2 VISUAL MANAGEMENT IMPLEMENTATION 24

可视化管理实施 24
4.2.1 Purpose of visual management 25

可视化管理的目的 25
4.2.2 Deployment for the Weight Variant 80 project 25

Weight Variant 80 项目的部署 25
5. MOD CLOSURE PROCESS INVESTIGATION 27
MOD 关闭过程调查 27
5.1 CONFIGURATION MANAGEMENT 27

配置管理 27
5.1.1 General presentation 27

一般介绍 27
5.1.2 The Full Change process 28

完整的变革过程 28
5.2 MOD CLOSURE PROCESS INVESTIGATION 30

MOD 关闭过程调查 30
5.2.1 Link with the PDP 30

与 PDP 链接 30
5.2.2 MOD certification 30
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MOD 认证 30
5.2.3 MOD closure planning 31

国防部关闭计划 31
5.2.4 Comparison with a serial flow MOD 34

与串行流模式的比较 34
6. CONCLUSION 35
结论 35
7. MASTER’S THESIS FEEDBACK 36

硕士论文反馈 36
8. BIBLIOGRAPHY 37
参考书目 37
ANNEX 1: DETAILED PRESENTATION OF AIRBUS 38
附件 1：空客详细介绍 38
ANNEX 1.1 SOME HISTORY: FROM ARBEITSGEMEINSCHAFT AIRBUS AND SUD-
附件 1.1 SOME HISTORY: FROM ARBEITSGEMEINSCHAFT AIRBUS AND SUD-

AVIATION TO AIRBUS 38
航空至空客 38
ANNEX 1.2 AIRBUS TODAY 38
附件 1.2 今日空客 38
ANNEX 1.2.1 The A320 family 39
附件 1.2.1 A320 系列 39
ANNEX 1.2.2 The Long Range family 40
附件 1.2.2 远程家庭 40
ANNEX 1.2.3 The A380 41
附件 1.2.3 A380 41
ANNEX 2: PRESENTATION OF THE A330 42
附件 2：A330 的介绍 42
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Table of Figures
图表
Figure 1: Hierarchical organization breakdown..............................................................................6
图 1：层级组织细分.......................................................................................................................6
Figure 2: A330 market coverage evolution....................................................................................7
图 2：A330 市场覆盖演变..............................................................................................................7
Figure 3: A330 continuous improvement.......................................................................................8
图 3：A330 持续改进.....................................................................................................................8
Figure 4: The PDP key phases and Maturity Gates.......................................................................9
图 4：PDP 关键阶段和成熟度门....................................................................................................9
Figure 5: Link between the xBS...................................................................................................10
图 5：xBS 之间的链路..................................................................................................................10
Figure 6: A330 WV80 - Master schedule.....................................................................................12
图 6：A330 WV80-主计划............................................................................................................12
Figure 7: A330 WV80 project - Work Breakdown Structure (WBS).............................................13
图 7：A330 WV80 项目-工作分解结构(WBS)..............................................................................13
Figure 8: A330 WV80 Requirements cascade and verification process......................................16
图 8：A330 WV80 需求级联和验证流程.......................................................................................16
Figure 9: V&V process.................................................................................................................17
图 9：V&V 流程............................................................................................................................17
Figure 10: V&V bottom-up activities.............................................................................................18
图 10：自下而上的 V&V 活动.......................................................................................................18
Figure 11: Non-compliance summary by document....................................................................19
图 11：按文件列出的不合规情况汇总..........................................................................................19
Figure 12: Non-compliance risk evaluation..................................................................................19
图 12：不合规风险评估................................................................................................................19
Figure 13: Requirement identification and general attributes......................................................20
图 13：需求标识和一般属性........................................................................................................20
Figure 14: Requirement verification attributes.............................................................................20
图 14：需求验证属性...................................................................................................................20
Figure 15: Database view............................................................................................................21
图 15：数据库视图.......................................................................................................................21
Figure 16: KPI for the TPR coverage...........................................................................................22
图 16：TPR 覆盖范围的 KPI........................................................................................................22
Figure 17: Reqtify configuration window......................................................................................23
图 17：Reqtify 配置窗口...............................................................................................................23
Figure 18: Main view of Reqtify....................................................................................................23
图 18：Reqtify 的主视图...............................................................................................................23
Figure 19: Reqtify impact analysis...............................................................................................24
图 19：Reqtify 影响分析...............................................................................................................24
Figure 20: Drawing of the meeting room with the visual management boards............................26
图 20：带有可视化管理板的会议室图..........................................................................................26
Figure 21: A330 WV80 MOD breakdown.....................................................................................27
图 21：A330 WV80 MOD 分解....................................................................................................27
Figure 22: Change process pre and post MG5............................................................................28
图 22：MG5 前后变更工艺...........................................................................................................28
Figure 23: Full change process....................................................................................................29
图 23：完整变更流程...................................................................................................................29
Figure 24: Link between the full change process and the PDP...................................................30
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图 24：完整变更流程与 PDP 之间的链接.....................................................................................30
Figure 25: A330 WV80 MOD list..................................................................................................31
图 25：A330 WV80 MOD 列表....................................................................................................31
Figure 26: A330 WV80 MOD criticality........................................................................................31
图 26：A330 WV80 MOD 临界性.................................................................................................31
Figure 27: MOD closure process.................................................................................................32
图 27：MOD 关闭过程.................................................................................................................32
Figure 28: Technical documents release schedule......................................................................33
图 28：技术文件发布时间表........................................................................................................33
Figure 29: Comparison between a serial flow and a A330 WV80 MOD......................................34
图 29：串行流与 A330 WV80 MOD 之间的比较..........................................................................34
Figure 30: Cockpit commonality (A320 on the left - A330 on the right).......................................39
图 30：座舱通用性（左为 A320—右为 A330）...........................................................................39
Figure 31: A320 Sharklet.............................................................................................................39
图 31：A320 Sharklet..................................................................................................................39
Figure 32: A340 in flight Figure 33: A330-200 in flight..........................................................40
图 32：飞行中的 A340 图 33：飞行中的 A330-200............................................................40
Figure 34: A350 key characteristics.............................................................................................40
图 34：A350 关键特性.................................................................................................................40
Figure 35: A350 first flight............................................................................................................41
图 35：A350 首飞.........................................................................................................................41
Figure 36: A380...........................................................................................................................41
图 36：A380................................................................................................................................41
Figure 37: ETOPS route explicative scheme...............................................................................42
图 37：ETOPS 路线说明图..........................................................................................................42
Figure 38: ETOPS flight between LHR and JFK..........................................................................42
图 38：LHR 和 JFK 之间的 ETOPS 航班......................................................................................42
Figure 39: A330 manufacturing sharing.......................................................................................43
图 39：A330 制造分享.................................................................................................................43
Figure 40: A330 Key characteristics............................................................................................45
图 40：A330 关键特性.................................................................................................................45
Figure 41: A330 Main drawing.....................................................................................................46
图 41：A330 主图.........................................................................................................................46
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1. INTRODUCTION
引言
1.1 THE COMPANY
本公司
The civilian aerospace division of the newly renamed AIRBUS Group (previously EADS), Airbus is
the world’s leading commercial aircraft manufacturer. Its market shares represent more than half
of the total aircraft orders of all airlines in the world. With the A300, which was its very first plane
built in 1972; Airbus now builds 4 types of aircraft: the A320 family, the A330, the A380 and the
A350 whose entry into service is planned for the end of 2014.
空中客车公司是新更名的空中客车集团（前身为 EADS）的民用航空部门，是世界领先的商用飞
机制造商。其市场份额占全球所有航空公司飞机订单总量的一半以上。A300 是 1972 年制造的第
一架飞机；空客现在生产 4 种类型的飞机：A320 系列、A330、A380 和 A350，计划于 2014 年底
投入使用。
A detailed presentation of the company is given in Annex 1.
该公司的详细介绍见附件 1。
1.2 THE BLD DEPARTMENT

屋宇署
Everyone working at Airbus has a siglum corresponding to his job. This makes it easier to know
what someone’s function is. A siglum is composed of several letters, referencing an activity. There
are 24 main domains at Airbus, such as:
在空客工作的每个人都有一个与其工作相对应的标志。这样更容易知道某人的功能是什
么。siglum 由几个字母组成，指的是一项活动。空客有 24 个主要领域，例如：
 H: Human resources  M: Airbus military

 H：人力资源  M：空客军用
 F: Finance  E: Engineering
 F：财务  E：工程
 C: Customers  P: Procurement
 C：客户  P：采购
 B: Programmes  D: Production
 B：方案  D：生产
Each of the above main domains is subdivided in sub-activities which are defined by letters, and so
on. As an example, I was BLD. This means that I was working for the Development (D) of the Long-
range (L) Programme (B). The Figure 1 below is an extract of the organigram, focusing on my
position breakdown.
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上述每个主域都被细分为由字母定义的子活动，依此类推。举个例子，我是 BLD。这意味着我正
在为长期（L）计划（B）的发展（D）而工作。下图 1 是组织结构图的摘录，重点是我的职位细
分。
Figure 1: Hierarchical organization breakdown
图 1：层级组织分解
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2. CONTEXT OF THE PROJECT
项目背景
2.1 OBJECTIVES AND SCOPE OF THE NEW VARIANT AIRCRAFT
新变型飞机的目标和范围
The Airbus A330 is a wide-body twin engine jet liner whose first flight was on November 2,
1992. With an initial maximum take-off weight (MTOW) of 212 tons, in 2007 the A330 was
modified into the weight variant 50 in order to increase this latter up to 235 tons. This is the
current standard version of the aircraft, called “enhanced”.
空客 A330 是一种宽体双引擎喷气式客机，于 1992 年 11 月 2 日首飞。A330 最初的最大起飞重量

(MTOW)为 212 吨，2007 年被改装为重量变体 50，以便将后者增加到 235 吨。这是该机目前的
标准版本，称为“增强型”。
Market forecasts have shown that the use of both the A330 and the A350 represents a good
combination for airlines. However, they desired an increase of the A330 range with an identical
payload to operate new routes.
市场预测表明，A330 和 A350 的使用对航空公司来说是一个很好的组合。然而，他们希望以相同
的有效载荷增加 A330 的航程，以运营新航线。
It is within this context that the Weight Variant 80 project was launched during the end of 2011,
with the aim of increasing the maximum take-off weight (MTOW) to 242 tons and a scheduled
entry into service (EIS) in May 2015.
正是在这种背景下， Weight Variant 80 项目于 2011 年底启动，目标是将最大起飞重量
（MTOW）增加到 242 吨，并计划于 2015 年 5 月投入使用（EIS）。
The Top Requirements of the project to meet these needs consist in:
满足这些需求的项目的首要要求包括：
- Increasing the range by 500 NM 将范围增加 500 NM
- Increasing the payload by 7 tons for the same range 相同航程有效载荷增加 7 吨
Finally, compared to the very first aircraft manufactured, the range will then have been
increased by 52% which will allow it to cover a bit more than 90% of the global market, as
shown in Figure 2.
最后，与制造的第一架飞机相比，航程将增加 52%，这将使其覆盖略高于 90%的全球市场，如图

2 所示。
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Figure 2: A330 market coverage evolution
图 2： A330 市场覆盖演变
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Unlike many products such as cars, airplanes are designed from the beginning to last several
decades (remember that the A330 was designed in the 90s) and are then regularly upgraded to
integrate new technologies or processes. This is called continuous improvement. The A330
Weight Variant 80 takes place within the continuous improvement program of the current
aircraft. Figure 3 summarizes the evolutions of both the A330-200 and A330-300 that took
place within continuous improvement.
与汽车等许多产品不同，飞机从一开始就设计到持续几十年（记住 A330 是在 90 年代设计的），
然后定期升级以集成新技术或流程。这叫做持续改进。A330 重量变型 80 发生在当前飞机的持续
改进计划中。图 3 总结了 A330-200 和 A330-300 在持续改进过程中的演变。
To develop a brand new aircraft is not only a huge, risky and very costly project, but has no
certitude of capturing the targeted market. This is the reason why aircraft manufacturers tend to
use continuous improvement as much as possible. This is especially the case with the A320
Sharklet, A320 NEO and now the A330 WV80.
开发一种全新的飞机不仅是一个巨大的、有风险的和非常昂贵的项目，而且没有把握占领目标市
场。这就是飞机制造商倾向于尽可能使用持续改进的原因。 A320 Sharklet、A320 NEO 和现在的
A330 WV80 尤其如此。
Figure 3: A330 continuous improvement

图 3： A330 持续改进
2.2 THE PROJECT MANAGEMENT METHOD AT AIRBUS

空中客车公司的项目管理方法
Several project management methods exist in Airbus, depending on the type of the project. For
example, there is the GPP (Generic Project Process) for IT projects, the LBIP (Lifecycle for
Business Improvement Project) for improvements and the PDP (Project Development Process)
for aircraft development.
根据项目的类型，空中客车公司有几种项目管理方法。例如， IT 项目有 GPP（通用项目流程），

改进有 LBIP（业务改进项目生命周期），飞机开发有 PDP（项目开发流程）。
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2.2.1 The Project Development Process (PDP)
项目开发过程（PDP）
The return of experience on recent programmes has highlighted the adverse impact of the
acceptance of immaturity of requirements, product definition or deliverables. In particular, the
product definition and design need to be fixed as early as possible in the development process
to limit the risk of late changes. It is within this context that the Product Development Process
was defined to ensure lean and mature aircraft development, maturity at Entry Into Service
(EIS) and production ramp-up in a demanding market. It is an Airbus approach to structure and
paces an aircraft development.
最近方案的经验表明，接受不成熟的需求、产品定义或可交付成果的不利影响。特别是，产品定
义和设计需要在开发过程中尽早固定，以限制后期变更的风险。正是在这种背景下，产品开发流
程被定义为确保精益和成熟的飞机开发、投入使用时的成熟度（EIS）以及在要求苛刻的市场中
提高产量。这是空中客车公司构建和加快飞机开发速度的方法。
The PDP is paced by development phases, as shown in Figure 4.
PDP 按开发阶段定进度，如图 4 所示。
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Figure 4: The PDP key phases and Maturity Gates
图 4： PDP 关键阶段和成熟度门
The Maturity Gate (MG) reviews are key enablers to secure the maturity of the PDP
implementation. They are defined to enable an efficient assessment of the Aircraft Development
Process progress and maturity. This assessment, which is GO/NO-GO, enables better key
decision in taking as well as identification of risks against target requirements. The table below
summarizes the main topic of each MG review. In case of the development of a new variant
aircraft, as it is the case for the A330 WV80, only odd review are done.
成熟度门（MG）审查是确保 PDP 实施成熟度的关键促成因素。它们的定义是为了能够有效地评
估飞机开发过程的进度和成熟度。这种评估是通过/不通过的，可以更好地做出关键决策，并根据
目标要求识别风险。下表总结了每个 MG 的主要主题回顾。在开发新的变型飞机的情况下，如
A330 WV80 的情况，只有奇数回顾完成了。
MG1 Scenarii analysis MG9 Ready for S1 FAL

情景分析为 S1 FAL 做好准备
MG2 Scenarii selection MG10 Ready for S1 power on
场景选择准备好 S1 开机
Ready for first flight – End of S1
MG3 Entry into concept MG11
qualification
进入概念准备好首飞-S1 鉴定结束
MG4 Industrial launch MG12 Start of serial A/C (S2) production
工业发射开始系列 A/C（S2）生产
Entry into service – End of S2
MG5 End of concept MG13
qualification
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进入服务-S2 资格结束
概念结束
Start of development A/C (S1) Start of serial A/C ramp up (S3)
MG6 MG14
production production
开始开发 A/C（S1）生产开始系列 A/C 爬坡（S3）生产
MG7 End of design MG15 End of S3 qualification
设计结束 S3 鉴定结束
MG8 Ready for assembly and tests MG16 Full rate production
准备组装和测试全速生产
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The PDP relies on several breakdown structures in order to manage the diversity of the involved
disciplines:
PDP 依赖于几个分解结构来管理所涉及学科的多样性：
 PBS: The Product Breakdown Structure is a 4-layer hierarchical decomposition
of the aircraft product. The PBS is a key input for the Work Breakdown Structure
(WBS) PBS 产品分解结构是飞机产品的 4 层分层分解。PBS 是工作分解结构
（WBS）的关键输入
 WBS: The Work Breakdown Structure is an organized view of the activities to be
specified, deployed, verified and delivered by the program in order to fulfill the
program requirements and business case. WBS 工作分解结构是程序为了满足程
序需求和业务案例而要指定、部署、验证和交付的活动的有组织的视图。
 OBS: The Organization Breakdown Structure is an organized view of the
program teams. Each work package has to be allocated to an OBS team or a
supplier. OBS：组织分解结构是项目团队的组织视图。每个工作包必须分配给
OBS 团队或供应商。
The PBS is the first breakdown to be determined as it defines how the final aircraft will be. Due
to the close links between the WBS and project organization, it is strongly recommended that
the WBS and OBS are developed in parallel. The WBS of the A330 WV80 project is presented
in the next section, in Figure 7.
PBS 是第一个要确定的故障，因为它定义了最终飞机的外观。由于 WBS 和项目组织之间的密切
联系，强烈建议并行开发 WBS 和 OBS。A330 WV80 项目的 WBS 将在下一节的图 7 中介绍。
The links between the work packages and the breakdown structures are shown in Figure 5.
工作包和分解结构之间的链接如图 5 所示。
Figure 5: Link between the xBS

图 5： xBS 之间的链路
2.2.2 The Weight Variant 80 project management strategy

权重变体 80 项目管理策略
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The A330 Weight Variant 80 is a relatively small project compared to the development of a new
aircraft and as a result the processes and tools deployed fit the project scale. However, the
concepts presented such as Maturity Gate reviews and breakdown structures are at the heart of
the project governance.
与新飞机的开发相比，A330 Weight Variant 80 是一个相对较小的项目，因此部署的流程和工具

符合项目规模。然而，提出的概念，如成熟度门审查和分解结构，是项目治理的核心。
A reference document, called the Management Plan defines the perimeter and process for A330
WV80 project management. Every project has such a document in order to precisely define and
inform how governance will be done. In particular, it defines meeting frequency which will occur
一份名为管理计划的参考文件定义了 A330 WV80 项目管理的范围和流程。每个项目都有这样一

个文档，以便精确地定义和告知如何进行治理。特别是，它定义了将发生的会议频率
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in addition to those planned by the PDP. A set of three major types of meetings have been set
up in order to structure the project progression and as part of the central project team, I was in
charge of the minutes:
除了 PDP 计划的之外。为了组织项目进展，我们设立了三种主要类型的会议，作为中央项目团队
的一员，我负责会议记录：
 A monthly meeting which involves all the work package leaders is mandatory. The
aim of this meeting is not only to update a status of the project progression but also
to interact with the other actors. An exhaustive report with major risks, key
achievements, planning, and milestones synchronization with the related work
packages is required. 所有工作包负责人参加的月度会议是强制性的。本次会议的目
的不仅是更新项目进展的状态，也是与其他参与者互动。需要一份详尽的报告，其中
包含主要风险、关键成就、规划和与相关工作包同步的里程碑。
 A weekly meeting has the aim of giving an updated status about the week’s
progress. At the beginning, a standardized report with the key achievements, issues,
supports required and next steps was asked for. However, after a feedback from the
WPs, it was then decided to change the project governance and ask for such a
report only every other week. As a result, its aim is to: 每周例会的目的是提供一周进
展的最新情况。开始时，要求提供一份标准化报告，其中包含关键成就、问题、所需
支持和下一步措施。然而，在收到 WPs 的反馈后，决定改变项目治理，只要求每隔一
周提交一份这样的报告。因此，其目标是：
 Share information and make people talk with other work package leaders to
discuss about major issues. 分享信息，让人们与其他工作包领导交谈，讨论
重大问题。
 Get central project support in case of blocking points such as procurement for
example. 例如，在出现采购等瓶颈时，获得中央项目支持。
 A weekly PMO (Project Management Officer) reporting was set up. Involving only the
central project team, this meeting focuses on project management issues for the
coming week. 建立了每周 PMO（项目管理官员）报告。本次会议仅涉及中央项目团
队，重点讨论未来一周的项目管理问题。
My internship took place at the interface of the end of the “Design” and the beginning of the
“Integration & Qualification” phases, as shown in the project master schedule presented in
Figure 6. I arrived soon after the MG5 review during which the baseline was advanced by two
months and was then involved in the MG7 preparation. I was involved in the central project
team as shown in the WBS of Figure 7.
我的实习发生在“设计”结束和“集成和鉴定”阶段开始的界面上，如图 6 中的项目主进度表所
示。我在 MG5 之后不久就到了回顾在此期间，基线提前了两个月，然后参与了 MG7 的准备工
作。我参与了中心项目团队，如图 7 的 WBS 所示。
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Figure 6: A330 WV80 - Master schedule
图 6： A330 WV80-主时刻表
The MG7 review is the end of design. It means that all the technical solutions have been
found and that their development is finished. From this milestone, parts are manufactured and
tests can be performed. As a result, MG7 is at the bottom of the V-cycle which makes this
milestone a key-stone of the project. Before MG7 it is the development phase - descending part
of the V - and after it is the verification part - ascending part of the V – with the project closure in
sight.
MG7 回顾是设计的终结。这意味着所有的技术解决方案都已经找到，它们的开发已经完成。从这
个里程碑开始，可以制造零件并执行测试。因此，MG7 处于 V 周期的底部，这使得这一里程碑成
为该项目的基石。在 MG7 之前是开发阶段——V 的下降部分——之后是验证阶段——V 的上升部
分——项目即将结束。
I have been given two main missions and an additional one. First of all, I was in charge of
requirements management, both in preparation for MG7 and for the following reviews, for which
I performed a cleaning of the existing documents and created a consolidated database. The
second main mission was to investigate the MOD closure process. To understand this process
will help closing the project. Indeed, MG7 correspond to the bottom of the development V-cycle.
The manufacturing parts will start to be produced and their compliance to requirements has to
be checked. On the other hand, it is the starting point of project closure. Eventually, the last
mission given was to create and deploy a visual management tool, which will be used by either
the team or the top management. This report aims at presenting these tasks.
我被赋予了两个主要任务和一个额外的任务。首先，我负责需求管理，为 MG7 和随后的审查做准
备，为此我清理了现有文档并创建了一个统一的数据库。第二个主要任务是调查国防部的关闭过
程。了解这个过程将有助于结束项目。事实上，MG7 对应于开发 V 周期的底部。制造零件将开始
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生产，必须检查其是否符合要求。另一方面是项目收官的起点。最终，给出的最后一个任务是创
建和部署一个可视化管理工具，该工具将由团队或最高管理层使用。本报告旨在介绍这些任务。
In addition, I was involved in general project management monitoring, such as managing the
access to the project folders or making sure that there was always enough space to store
documents. The project documents are stored both in a collaborative workspace called iShare
whose storage capacity is limited, and in a specific folder on the Airbus intranet called SFS.
此外，我还参与了一般的项目管理监控，例如管理对项目文件夹的访问或确保始终有足够的空间
来存储文档。项目文档既存储在存储容量有限的名为 iShare 的协作工作区中，也存储在空客内部
网上名为 SFS 的特定文件夹中。
As few people have access to the SFS, the iShare is the tool that teams mostly use. These
storage bases reaching saturation, I regularly identified items that could be removed or
relocated to always have enough free space. One of the solutions to free up space is to replace
documents by links to the company archives.
由于很少有人可以访问 SFS，iShare 是团队最常用的工具。这些存储基地达到饱和，我定期确定
可以移除或重新定位的项目，以始终有足够的可用空间。释放空间的解决方案之一是用公司档案
的链接替换文档。
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我
Team I joined
加
入
的
团
队
第
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13
Figure 7: A330 WV80 project - Work Breakdown Structure (WBS)

图 7： A330 WV80 项目-工作分解结构(WBS)
3. REQUIREMENTS MANAGEMENT IN THE PRE-MG7
PROJECT GOVERNANCE
MG7 之前项目治理中的需求管理
3.1 THE ISSUE OF REQUIREMENTS MANAGEMENT
需求管理问题
Requirements management is present across many sectors, whether industrial, economic or
even political. Indeed this is due to that fact that a requirement may be not only a function but
also a concept. Requirements management and functional analysis are often compared.
However this is a mistake as the basic elements of functional analysis are functions. Moreover,
the leading suppliers of requirements management software, such as DOORS ®, do not make
the link between these two activities.
需求管理存在于许多领域，无论是工业领域、经济领域还是政治领域。事实上，这是因为需求不
仅是一个函数，也是一个概念。需求管理和功能分析经常被比较。然而，这是一个错误，因为泛
函分析的基本元素是函数。此外，需求管理软件的领先供应商，如 DOORS®，不要把这两个活动
联系起来。
The largest users of requirements management demanding sectors are industries with complex
products for which the development takes several years, such as aeronautics or weaponry.
Within the framework of developing a new aircraft, requirements represent a means of
communication deriving from the needs in order to describe future aircraft capabilities. They
must be precisely defined and are known as a baseline for product development. As a result,
any change occurring to this baseline will most likely result in additional costs and delays whose
impact increases with time.
需求管理需求部门的最大用户是拥有复杂产品的行业，这些产品的开发需要几年时间，例如航空
或武器。在开发新飞机的框架内，需求代表了一种源于需求的通信手段，以描述未来飞机的能
力。它们必须被精确定义，并被称为产品开发的基线。因此，该基线的任何变化都很可能导致额
外的成本和延误，其影响随着时间的推移而增加。
Requirements are usually classified into three categories:

需求通常分为三类：
 Functional requirements: They describe system characteristics or processes
that the system must execute. One finds in this category the work rules and the
functional requirements for security (confidentiality, etc). They correspond to the
functional analysis main functions and services. 功能需求它们描述了系统特征或
系统必须执行的过程。在这一类别中，人们可以找到工作规则和安全（保密性
等）的功能要求。它们对应于功能分析的主要功能和服务。
 Non-functional requirements: They describe the properties that the system
must have, such as technical requirements of IT security (confidentiality,
integrity), performance, and availability according to the defined criteria. They
correspond to the constraints functions of functional analysis. 非功能性需求它们
描述了系统必须具有的属性，例如根据定义的标准对 IT 安全性（机密性、完整
性）、性能和可用性的技术要求。它们对应于泛函分析的约束函数。
 Constraints: They are in a certain way the limits of the development. It could be
to define an operating system with which the system should work, or what coding
language to use in order to set the system. These kinds of requirements
correspond to constraint functions of functional analysis. 约束条件它们在某种程
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度上是发展的极限。它可以定义系统应该使用的操作系统，或者使用什么编码语
言来设置系统。这些类型的需求对应于泛函分析的约束函数。
The customer-supplier agreement is based on requirements as they create a contractual

context with a common language. They allow the delivery of products in line with users’
expectations while removing many communication problems. Their assets are diverse:
客户-供应商协议基于需求，因为他们用通用语言创建了一个合同环境。它们允许交付符合用户期
望的产品，同时消除许多沟通问题。他们的资产多种多样：
 To attest product conformity with respect to constraints
证明产品符合约束条件
 To know the project status
了解项目状态
 To define and manage tests
定义和管理测试
 To limit interpretation and subjectivity
限制解释和主观性
 To follow the evolution of changes.
跟随变化的演变。
Only product and performance issues are really linked to customer needs. However,
manufacturing and processes are also important as they represent company know-how and will
lead to the final success of the project. Moreover, one should remember that aircraft projects
are dynamic and therefore requirements evolve while the project is running.
只有产品和性能问题才真正与客户需求相关。然而，制造和流程也很重要，因为它们代表了公司
的专业知识，并将导致项目的最终成功。此外，人们应该记住，飞机项目是动态的，因此需求在
项目运行时会发生变化。
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Within the scope of a project such the A330 WV80, aircraft requirements cover the following
contents:
在 A330 WV80 这样的项目范围内，飞机需求涵盖以下内容：
- What the plane should look like
飞机应该是什么样子
- What it should be capable of (functions, performances)
它应该能够做什么（功能、性能）
- How it should be manufactured, assembled and tested
它应该如何制造、组装和测试
- How the development and manufacturing phases are managed (processes)
如何管理开发和制造阶段（流程）
3.2 REQUIREMENTS BUILD-UP WITHIN THE WV80 PROJECT

WV80 项目中的需求累积
A hierarchy exists among requirements; indeed, all of them do not have the same status or
importance. Starting with only a few main ones, others will little by little appear as one goes to a
lower level as it is explained below. A requirement can be broken up into sub-requirements. This
is called the requirements cascade. It is theoretically possible to have as many sub-
requirements as needed, however it is recommended not to fall into exhaustiveness. This
cascade ensures traceability from top levels down to part levels and sub-contractors.
需求之间存在层次结构；事实上，它们并不都具有相同的地位或重要性。从只有几个主要的开
始，当一个人进入一个更低的层次时，其他的会逐渐出现，如下所述。需求可以分解成子需求。
这称为需求级联。理论上，根据需要有尽可能多的子需求，但是建议不要穷尽。这种级联确保了
从顶层到零件层和分包商的可追溯性。
The highest level document is the Top Project Requirements (TPR). It is the conversion of
external requirements coming from customers into internal requirements. As a result, involving
the customers as early as possible in the requirements definition not only contributes to
significantly reduce development cycles and rework, but it is also a way to ensure that the
requirements issued from the customers are complete, consistent and understandable by the
aircraft manufacturer. The TPR is considered as an agreement document as mentioned above.
Created by the technical leader, it is approved by the program leader – the long range program
leader in this case.
最高级别的文档是顶级项目需求（TPR）。它是将来自客户的外部需求转化为内部需求。因此，
尽早让客户参与需求定义不仅有助于显著减少开发周期和返工，而且也是确保客户发布的需求完
整、一致且可被飞机制造商理解的一种方式。如上所述，TPR 被视为一份协议文件。它由技术负
责人创建，并由项目负责人批准——在本例中是远程项目负责人。
The second step for requirement management is to translate the TPR into a more workable
basis which consists in top level requirements. These specify the TPR and are grouped into
specific topics. The top level requirements are composed of:
需求管理的第二步是将 TPR 转化为一个更可行的基础，即顶层需求。这些指定了 TPR，并被分
组到特定的主题中。顶层需求包括：
 Top Level Aircraft Requirements (TLAR): this document gathers product and
performance requirements. It is written by the technical leader. 顶级飞机要求
（TLAR）：该文件收集了产品和性能要求。是技术领导写的。
 Top Level Industrial Requirements (TLIR): this document concerns industrial,
manufacturing and testing requirements. It is written by the industrial manager.
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顶级工业要求（TLIR）：本文件涉及工业、制造和测试要求。它是由工业经理写
的。
 Top Level Process and Project Requirements (TLPPR): this document deals
with processes, project management, quality, procurement requirements. It is
written by the Head of the PMO long range. 顶级流程和项目要求(TLPPR)：该文
档涉及流程、项目管理、质量、采购要求。它是由 PMO long range 的负责人撰写
的。
Finally, engineering teams cascade top level requirements documents to work packages and
suppliers so that they can access those which are relevant for them. During this cascade
process, requirements can be reworded in order to better fit individual components. In the A330
Weight Variant 80 project, industrial requirements were managed at the central level and not
properly cascaded.
最后，工程团队将顶级需求文档级联到工作包和供应商，以便他们可以访问与他们相关的文档。
在这个级联过程中，可以重新措辞需求，以便更好地适应各个组件。在 A330 Weight Variant 80
项目中，工业需求是在中央层面管理的，没有适当的级联。
During this overall process, all requirements are studied and challenged one-by-one to check
that they are relevant. When a cascade is performed from an upper level, the stakeholder is the
owner of the upper level requirement. It can happen that work packages decide to add
requirements, either for themselves, or for other work packages with whom they have inter-
dependencies. It this case, they are not managed at the project level but directly by the work
packages who added them.
在整个过程中，所有需求都被逐一研究和质疑，以检查它们是否相关。当从上层执行级联时，涉
众是上层需求的所有者。可能会发生这样的情况：工作包决定为自己添加需求，或者为与它们有
相互依赖关系的其他工作包添加需求。在这种情况下，它们不是在项目级别管理的，而是由添加
它们的工作包直接管理的。
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At the end of the cascade process, each requirement is referenced and has the following
attributes:
在级联过程结束时，每个需求都被引用并具有以下属性：
 An identifier
标识符
 An owner and stakeholder
所有者和利益相关者
 A version
一个版本
 A means of verification and validation
验证和确认的手段
 A status about its compliance with the appropriate evidence
关于其符合适当证据的状态
 Acceptance or rejection from the stakeholder
利益相关者的接受或拒绝
As requirements build-up is done at the very beginning of a project, I was not involved in this
process; However, to understand how it is done is important to perform the validation &
verification (V&V) activity. The A330 WV80 cascade is represented in Figure 8. I inherited of
this cascade and had to get familiar with it. The following paragraph explains how it is used for
the verification and validation process.
由于需求构建是在项目的最开始完成的，所以我没有参与这个过程；然而，要了解它是如何完成
的，执行确认和验证（V&V）活动非常重要。A330 WV80 级联如图 8 所示。我继承了这个瀑布，
必须熟悉它。以下段落解释了如何将其用于验证和确认过程。
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Figure 8: A330 WV80 Requirements cascade and verification process
图 8： A330 WV80 要求级联和验证过程
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3.3 MG7 PREPARATION
MG7 制备
3.3.1 The Verification and Validation (V&V) process
验证和确认（V&V）流程
As part of the preparation for MG7, I was in charge of the requirements verification and
validation (V&V). A status about requirement coverage was asked and presented. Indeed, as
this milestone is at the interface between the end of design and start of the industrialization a
clear test plan for all the products had to be defined.
作为 MG7 准备工作的一部分，我负责需求验证和确认（V&V）。询问并介绍了关于需求覆盖的
状态。事实上，由于这个里程碑处于设计结束和工业化开始之间的界面，因此必须为所有产品定
义明确的测试计划。
In Figure 8, the V&V matrices are represented in orange. The blue part gathers Product
Requirements. These have a direct impact on the product design. This is the reason why both
the design and the product itself are checked during the verification process. The design is
reviewed during Critical Design Reviews (CDR) so that non-compliances can be detected as
early as possible.
在图 8 中，V&V 矩阵以橙色表示。蓝色部分收集产品需求。这些对产品设计有直接影响。这就是
为什么在验证过程中既要检查设计，也要检查产品本身的原因。在关键设计审查（CDR）期间对
设计进行审查，以便尽早发现不符合项。
The grey box represents the Industrial requirements, also called the Enabling Products as they
concern the manufacturing part (industrial set-up, testing support and tools, etc.). As mentioned
earlier, there is no official cascade for the work packages in this project; however they contribute
to the verification matrix.
灰框代表工业要求，也称为使能产品，因为它们涉及制造部分（工业设置、测试支持和工具
等）。）.如前所述，这个项目中的工作包没有正式的级联；然而，它们有助于验证矩阵。
Finally, the Project and Processes are represented by the green part. These requirements deal
only with the project governance and focus in particular about planning, quality, procurement
and project management. They are cascaded to all the work-packages according to the WBS
presented in Figure 7.
最后，项目和流程由绿色部分表示。这些要求仅涉及项目治理，特别侧重于规划、质量、采购和
项目管理。根据图 7 所示的 WBS，它们被级联到所有工作包。
For the verification of all these requirements, a V&V matrix to monitor the Verification and
Validation actions is associated to each document, as shown in orange in Figure 8. As
requirements give key information about project advancement, a status of V&V activities is
performed during Maturity Gate (MG) reviews. This ensures that proper verification is done at
each step of the development process. Figure 9 is a graphical representation of the Verification
& Validation process.
为了验证所有这些要求，每个文档都关联了一个用于监控验证和确认操作的 V&V 矩阵，如图 8 中
橙色所示。由于需求提供了关于项目进展的关键信息，因此在成熟度门（MG）评审期间执行验
证与确认活动的状态。这确保了在开发过程的每个步骤都进行了适当的验证。图 9 是验证和确认
过程的图形表示。
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Figure 9: V&V process
图 9：验证与确认过程
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At Airbus, there are 10 different families of means of verification, used for every kind of
requirement:
在空中客车公司，有 10 种不同的验证手段系列，用于每种要求：
 MVV0 – Compliance Statement / Engineering judgment
MVV0-符合性声明/工程判断
 MVV1 – Review
MVV1-回顾
 MVV2 – Calculation / Analysis
MVV2-计算/分析
 MVV3 – Safety Assessment
MVV3-安全性评估
 MVV4 – Tests on bench / Prototyping / Mock-up
MVV4-台架测试/原型/模型
 MVV5 – Ground tests on A/C
MVV5-空调地面测试
 MVV6 – Flight Tests
MVV6-飞行试验
 MVV7 – Inspection by airworthiness authorities or mandated person
MVV7-适航当局或获授权人员的检查
 MVV8 – Simulation / Modeling
MVV8-仿真/建模
 MVV9 – Equipment qualification
MVV9-设备确认
 MVV10 – Manufacturing / Support verification
MVV10-制造/支持验证
3.3.2 The bottom-up consolidation

自下而上的整合
Considering the reasonable size of the project, the Central Project Team uses a tailored
approach of the standard process. For example, DOORS®, the standard requirement
management software, was not deployed and only Excel files are used. Indeed, the
modifications integrated on the current A330 resulted in only several hundred requirements
compared to around 50000 for the A350 or the A380.
考虑到项目的合理规模，中心项目团队使用标准流程的定制方法。例如，标准需求管理软件
DOORS®没有部署，只使用 Excel 文件。事实上，与 A350 或 A380 的大约 50000 个需求相比，
当前 A330 上集成的修改仅导致了数百个需求。
From the requirements cascade, the V&V activities are performed with the WPs who had to
indicated their means of verification. I monitored this process using key performance indicators
(KPIs) I created. They helped me to easily know the status of each step of the verification and
validation and also the requirements acceptance by the stakeholders for each work package.
Finally, a couple sessions had been organized with the central project team in order to
consolidate the results for documents of a higher level: TLAR and TLPPR first and then TPR.
The bottom-up process is shown in Figure 10.
从需求级联中，V&V 活动由 WPs 执行，WPs 必须指出他们的验证方法。我使用我创建的关键绩

效指标（KPI）来监控这个过程。它们帮助我轻松地了解验证和确认的每个步骤的状态，以及涉
众对每个工作包的需求接受程度。最后，与中央项目组组织了几次会议，以巩固更高层次文件的
结果：首先是 TLAR 和 TLPPR，然后是 TPR。自下而上的过程如图 10 所示。
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Figure 10: V&V bottom-up activities
图 10： V&V 自下而上的活动
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During these sessions, all the requirements are reviewed one by one, going from the low level
(work packages) to the highest (TPR) ensuring that higher level requirements were properly
verified using the lower ones. Several non-compliance appear for both the TLAR and TPR, as
summarized in Figure 11.
在这些会议期间，从低级别（工作包）到最高级别（TPR）逐一审查所有需求，确保使用较低级
别的需求正确验证较高级别的需求。如图 11 所示，TLAR 和 TPR 均出现了一些不合规情况。
TLAR TPR
特拉尔 TPR
Total nummber 66 24
总数
Passed 28 12
通过
Planned 36 12
计划
Figure 11: Non-compliance summary by document
图 11：按文件列出的不符合项摘要
These non-compliances were studied in order to evaluate their risks and their status was
presented at MG7. As shown in Figure 12, it turned out that most of them had a low or very low
risk and only one was critical.
对这些不合规事件进行了研究，以评估其风险，并在 MG7 上报告了其状态。如图 12 所示，事实
证明，他们中的大多数具有低或非常低的风险，只有一个是关键的。
TLAR TPR
特拉尔 TPR
NIL 27 5
NIL
Very Low 7 6
非常低
Low 1 -
低
High 1 1
高
Figure 12: Non-compliance risk evaluation
图 12：不合规风险评估
In spite of these non-compliances, the MG7 was passed green. It was however mentioned that
the product verification had to be completed within the end of February. The non-compliances
were well understood by the MG7 review panel members.
尽管存在这些违规行为，MG7 还是获得了绿灯。然而，有人提到，产品验证必须在 2 月底前完
成。MG7 很好地理解了不合规情况回顾小组成员。
Following this review, some lessons learnt were put into practice and will be explained in the
next part.
在此之后回顾，一些经验教训被付诸实践，将在下一节中解释。
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4. GOVERNANCE IMPROVEMENTS IMPLEMENTATION
治理改进实施
4.1 STRATEGY AFTER MG7
MG7 之后的策略
4.1.1 Lessons Learnt
经验教训
Lessons Learnt is a standard practice in project management. It enables everyone involved

within the project to record what has worked well and what on the contrary was critical, in order
to help and better future projects. It is used throughout the project, during the preparation of the
MG reviews and a summary session is organized at the closure of the project. For example, the
A320 Sharklet project was closed in 2013 and we attended their lesson learnt session to
anticipate the issues that we might face and even avoid them.
经验教训是项目管理的标准做法。它使项目中的每个人都能够记录哪些工作良好，哪些工作相反
是关键的，以便帮助和改善未来的项目。它在整个项目中使用，在准备 MG 审查期间，并在项目
结束时组织一次总结会议。例如，A320 Sharklet 项目于 2013 年关闭，我们参加了他们的经验教
训会议，以预测我们可能面临的问题，甚至避免这些问题。
Airbus puts the emphasize on sharing this return of experience and a dedicated tool (RISE –
Re-use, Improve and Share Experience) has been set up.
空中客车公司强调分享这种经验回报，并建立了一个专门的工具（RISE——再利用、改进和分享
经验）。
So far, the main lessons learnt from the A330 WV80 project are:
到目前为止，从 A330 WV80 项目中吸取的主要经验教训是：
 Start the verification and validation process at the very beginning of project
otherwise it is difficult to catch up with the work load. 在项目一开始就开始验证和
确认过程，否则很难赶上工作量。
 Better cascade and challenge requirements to avoid having irrelevant ones. Not
all of them have to be cascaded. 更好地级联和挑战需求，以避免出现不相关的需
求。并非所有这些都必须级联。
4.1.2 Requirements cleaning and database creation

需求清理和数据库创建
Several meetings with the chief engineer were organized in order to challenge each requirement
about their relevance and check the cascade sequence. Also, it is decided to perform a V&V
activity at every milestone and not one time only as it was done before. This enabled us to be
sure no unexpected changes occurred and if so they were challenged to comply with the initial
requirements.
组织了几次与总工程师的会议，以质疑每个要求的相关性并检查级联顺序。此外，决定在每个里
程碑执行 V&V 活动，而不是像以前那样只执行一次。这使我们能够确保没有意外的变化发生，如
果发生了，他们将受到挑战，以符合最初的要求。
First all V&V matrices are created, gathering both the P&P and product requirements, for every
work package. The attributes for a requirement identification, shown in Figure 13, were kept
unchanged while the ones for the verification presented in Figure 14, were reviewed for
standardization and more coherence. The latter attributes are identical for both P&P and
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product requirements.
首先，创建所有 V&V 矩阵，收集每个工作包的 P&P 和产品要求。图 13 中所示的需求标识的属性
保持不变，而图 14 中所示的验证属性则被审查以实现标准化和更大的一致性。对于 P&P 和产品
需求，后一个属性是相同的。
P&PR ASSIGNED REQUIREMENTS

P&PR 指定要求
Assigned AR AR AR Allocated
Assigned Requirement Statement
分配空气空气空气已分配
Requirement ID 分配的需求陈述 version Stakeholder Owner Req ID
需求 ID 版本持份者所有者请求 ID
The A330 WV8x Variants development shall be made with the same
AO-3-001 V1 e PPR-005
suppliers as for the current A330 programme.
AO-3001 PPR-005
A330 WV8x 变型的开发应与 sam 供应商就当前的 A330 计划进和 V1
行。
Figure 13: Requirement identification and general attributes

图 13：需求识别和一般属性
Figure 14: Requirement verification attributes

图 14：需求验证属性
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After creating these V&V matrices and updating the top level documents, a consolidated
database in Excel summarizing the entire cascade sequence is set up ; Figure 15 gives an
overview of it. The aim of this file is to gather and record information from low level matrices so
that each upper level requirement can be reviewed relying on this low level information. For
example, to validate a specific TLAR, one can see at the same time all the corresponding
cascaded AAR. This is particularly useful for top level documents validating together with
validation monitoring.
在创建这些 V&V 矩阵并更新顶层文档后，在 Excel 中建立一个总结整个级联序列的统一数据库；
图 15 给出了它的概述。该文件的目的是收集和记录来自低级矩阵的信息，以便可以依靠该低级信
息审查每个上层需求。例如，为了验证特定的 TLAR，可以同时看到所有相应的级联 AAR。这对
于顶级文档验证和验证监控特别有用。
As a result, the database brings more visibility, more clarity and an ease of use in monitoring the
requirements status and acceptance from a project level.
因此，在从项目级别监控需求状态和验收时，数据库带来了更多的可见性、更清晰性和易用性。
Source: TPR TLAR - TLIR - TLPPR AAR - PPR
资料来源： TPR TLAR-TLIR-TLPPR AAR-PPR
ID Statement Owner ID Statement Owner ID Statement WBS

ID 声明所有者 ID 声明所有者 ID 声明 WBS
(A330-300)
A330-300
Modifications shall be designed to increase A330-300 range by The following Weight variants shall be offered : The fuselage shall be designed and certified with the A330-300 loads as
TPR001 V. Lebas TLAR005 AAR-001 FUSELAGE
TPR001 at least 350 nm. V. 勒巴斯 TLAR005
应提供以下重量变体：
AAR-001 defined in document G010RP1318947 issue 3 A330 WV8x fuselage load 机身
修改应设计为将 A330-300 范围增加至少 350 nm。 - WV80 : MTOW 238 t / MLW 187 t / MZFW 175 t 机身应按照文件 G010RP1318947 第 3 期 A330 WV8x 机身载荷中定义的
- WV80：MTOW 238 t/MLW 187 t/MZFW 175 t A330-300 载荷进行设计和认证
- WV81 : MTOW 242 t / MLW 187 t / MZFW 171 t
- WV81：MTOW 242 t/MLW 187 t/MZFW 171 t
- WV82 : Dynamic Payload between WV80 and WV81
The WV8X Variants shall be offered as options in the catalog.
- WV82：WV80 和 WV81 之间的动态有效载荷 WV8X 变
型应作为目录中的选项提供。
(A330-300)
A330-300
Modifications shall be designed to increase A330-300 range by The following Weight variants shall be offered : The wings shall be designed and certified with the A330-300 loads as defined
TPR001 V. Lebas TLAR005 AAR-002 WING
AAR-002 in document A330 WV8X G010RP1325626 issue 1 机翼
修改应设计为将 A330-300 范围增加至少 350 nm。 - WV80 : MTOW 238 t / MLW 187 t / MZFW 175 t 机翼应按照文件 A330 WV8X G010RP1325626 问题 1 中规定的 A330-300 载荷进
- WV80：MTOW 238 t/MLW 187 t/MZFW 175 t 行设计和认证
(A330-300)
A330-300
Modifications shall be designed to increase A330-300 range by The following Weight variants shall be offered : FCPC and FMGEC Weight Tables shall cover the weight range of A330-300
TPR001 V. Lebas TLAR005 AAR-003 SYSTEMS
AAR-003 WV80/81/82 系统
修改应设计为将 A330-300 范围增加至少 350 nm。 - WV80 : MTOW 238 t / MLW 187 t / MZFW 175 t FCPC 和 FMGEC 重量表应涵盖 A330-300 WV80/81/82 的重量范围
The landing gear shall be designed and certified with the A330-300 loads as
(A330-300) defined in document:
A330-300 起落架的设计和认证应符合文件中定义的 A330-300 载荷：
Modifications shall be designed to increase A330-300 range by The following Weight variants shall be offered : - A330-200/300 WV080/081 Wheel & Tyre Loads for Nose and Main Landing
TPR001 V. Lebas TLAR005 AAR-004 LG
AAR-004 Gears - G010RP1325940 - 2.0 LG
修改应设计为将 A330-300 范围增加至少 350 nm。 - WV80 : MTOW 238 t / MLW 187 t / MZFW 175 t - A330-200/300 WV080/081 前起落架和主起落架的轮和轮胎载荷-
- WV80：MTOW 238 t/MLW 187 t/MZFW 175 t G010RP1325940-2.0
- WV81 : MTOW 242 t / MLW 187 t / MZFW 171 t - A330-200/300 WV080/081 Static Loads for Enhanced Main Landing Gear
- WV81：MTOW 242 t/MLW 187 t/MZFW 171 t Design - G010RP1323411 - 1.0
- WV82 : Dynamic Payload between WV80 and WV81 - A330-200/300 WV080/081 用于增强型主起落架设计的静载荷-
The WV8X Variants shall be offered as options in the catalog. G010RP1323411-1.0
- WV82：WV80 和 WV81 之间的动态有效载荷 WV8X 变 - A330-300 WV081 - Main Landing Gear (MLG) Fatigue Ground Loads for MRW
型应作为目录中的选项提供。 -A330-300 WV081-MRW 的主起落架(MLG)疲劳地面载荷
Mission - G010RP1325692 - 1.0
任务-G010RP1325692-1.0
(A330-300)
A330-300
RFE, pylons and nacelle shall be certified with the A330-300 loads as defined
Modifications shall be designed to increase A330-300 range by The following Weight variants shall be offered :
TPR001 V. Lebas TLAR005 AAR-005 in document G010RP1325626 issue 1 A330 WV8x loads synthesis normal AO
TPR001 at least 350 nm. TLAR005
AAR-005 AO
V. 勒巴斯 conditions
修改应设计为将 A330-300 范围增加至少 350 nm。 - WV80 : MTOW 238 t / MLW 187 t / MZFW 175 t
RFE、挂架和机舱应按照文件 G010RP1325626 第 1 期 A330 WV8x 载荷合成正
常条件中定义的 A330-300 载荷进行认证
(A330-300)
A330-300
Modifications shall be designed to increase A330-300 range by The following Weight variants shall be offered :
TPR001 V. Lebas TLAR005 PROJECT
TPR001 at least 350 nm. TLAR005
V. 勒巴斯项目
修改应设计为将 A330-300 范围增加至少 350 nm。 - WV80 : MTOW 238 t / MLW 187 t / MZFW 175 t
Figure 15: Database view
图 15：数据库视图
The line highlighted in grey corresponds to a higher level requirement. It means that the
Page 27
verification action can be performed only when all the above requirements have reviewed. The
process is the same for even higher requirements: TPRs can be reviews only when
corresponding TLAR and/or TLPPR – TLIR have been first reviewed.
以灰色突出显示的线对应于更高级别的要求。这意味着只有当上述所有要求都已审查完毕时，才
能执行验证操作。对于更高的要求，流程是相同的：只有当相应的 TLAR 和/或 TLPPR-TLIR 首次
被审查时，才能审查 TPR。
For each requirements, the V&V attributes previously presented have been created. In order to
keep an historic of what have been done and the previous status, both MG7, MG9 and MG13
were implemented.
对于每个需求，已经创建了前面介绍的 V&V 属性。为了记录已经完成的工作和以前的状态，实施
了 MG7、MG9 和 MG13。
In addition to this database, some KPI (key performance indicator) are built up in order to
monitor the verification and validation status of each requirement document (TPR, TLAR and
TLPPR) and the coverage by lower levels of each top requirement. This will help to quickly spot
the blocking points.
除了该数据库之外，还建立了一些 KPI（关键绩效指标），以监控每个需求文档（TPR、TLAR
和 TLPPR）的验证和确认状态以及每个顶级需求的较低级别的覆盖范围。这将有助于快速发现阻
塞点。
The following Figure 16 is the KPI for TPR coverage. It is organized in a table whose first line
gives an overview of the document coverage and each line below corresponds to a specific
requirement status. There is no value in this table as the V&V activity was not performed yet for
MG9 and MG13 when this report was written.
下图 16 是 TPR 覆盖率的 KPI。它被组织在一个表格中，该表格的第一行给出了文档覆盖范围的
概述，下面的每一行都对应于一个特定的需求状态。由于在撰写本报告时尚未对 MG9 和 MG13
进行 V&V 活动，因此本表中没有数值。
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TPR coverage
TPR 覆盖范围
MG 9 MG 13
Cascaded MG 9 Coverage Cascaded MG 13 Coverage
count Coverage 覆盖范围 count Coverage 覆盖范围
级联计数 % 级联计数 %
count count
覆盖计数覆盖计数
TPR 23 0 0 23 0 0
TPR
TPR001 7 0 0 7 0 0
TPR001
TPR002 3 0 0 3 0 0
TPR002
TPR003 1 0 0 1 0 0
TPR003
TPR004 3 0 0 3 0 0
TPR004
TPR005 7 0 0 7 0 0
TPR005
TPR006 3 0 0 3 0 0
TPR006
TPR007 3 0 0 3 0 0
TPR007
TPR008 3 0 0 3 0 0
TPR008
TPR009 2 0 0 2 0 0
TPR009
TPR010 1 0 0 1 0 0
TPR010
TPR011 2 0 0 2 0 0
TPR011
TPR013 1 0 0 1 0 0
TPR013
TPR014 1 0 0 1 0 0
TPR014
TPR020 2 0 0 2 0 0
TPR020
TPR021 2 0 0 2 0 0
TPR021
TPR022 1 0 0 1 0 0
TPR022
TPR023 1 0 0 1 0 0
TPR023
TPR024 1 0 0 1 0 0
TPR024
TPR025 8 0 0 8 0 0
TPR025
TPR026 1 0 0 1 0 0
TPR026
TPR030 2 0 0 2 0 0
TPR030
TPR031 2 0 0 2 0 0
TPR031
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TPR032 3 0 0 3 0 0
TPR032
Figure 16: KPI for the TPR coverage

图 16： TPR 覆盖范围的 KPI
4.1.3 Reqtify mock-up implementation

Reqtify 模型实现
REQTIFYTM is a requirements traceability and impact analysis software package. It creates links
between documents coming from a huge range of different sources (such as DORRS ®, Excel,
etc) and then enables the user to easily follow the requirement cascade. It also automatically
generates reports. Initially developed by IBM®, as an add-on to its Rhapsody® software (known
as the Gateway Add On), Reqtify is now a Dassault System product. This is currently used by
the IT department of Airbus in requirements management.
修正 TM 是一个需求可追溯性和影响分析软件包。它在来自大量不同来源的文档之间创建链接（例
如 DORRS®、Excel 等），然后使用户能够轻松地遵循需求级联。它还会自动生成报告。最初由
IBM®，作为其 Rhapsody®软件（称为网关插件），Reqtify 现在是达索系统的产品。这是空客 IT
部门目前在需求管理中使用的。
In order to have an easier way to visualize requirements coverage, a mock-up using a snapshot
of the MG7 situation without including the TLIR has been implemented. The main challenge was
to understand the syntax to parameter the software. Indeed, there was no user’s guide clearly
explaining how to code the filter used for analyzing Excel file input. Figure 17 gives an overview
of the configuration window. On the left side, on can remark several menus; the most important
ones are “Types” – to define the different types of document analysis- and “Filters” – to create
filters-. It has to be pointed out that a different type of analysis had to be create for each
document to ensure the links between them and requirements identifiers were correctly taken
为了有一个更简单的方法来可视化需求覆盖，已经实现了一个使用 MG7 情况快照而不包括 TLIR
的模型。主要的挑战是理解参数化软件的语法。事实上，没有用户指南清楚地解释如何编码用于
分析 Excel 文件输入的过滤器。图 17 给出了配置窗口的概述。在左侧，on 可以备注几个菜单；
最重要的是“类型”——定义不同类型的文档分析——和“过滤器”——创建过滤器。必须指出
的是，必须为每个文档创建不同类型的分析，以确保它们与需求标识符之间的联系是正确的
Page 30
into account. The method used was then trial and error to see how the software behaved given
some code elements.
考虑到。然后使用的方法是反复试验，看看给定一些代码元素的软件如何表现。
Figure 17: Reqtify configuration window

图 17： Reqtify 配置窗口
Figure 18 shows the software main view. This view displays all the documents taken into
account and the links between them. Furthermore, it gives a quick and visual overview of the
percentage coverage using colors.
图 18 显示了软件主视图。此视图显示所有考虑的文档以及它们之间的链接。此外，它使用颜色快
速直观地概述了覆盖率。
Figure 18: Main view of Reqtify
图 18： Reqtify 主视图
The next step in the mock-up build-up was to define filters on the stakeholder’s acceptance
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status. Being able to sort out requirements according to the stakeholder’s acceptance is one of
the main useful characteristics. A second one is the impact analysis. It enables users to
visualize the cascade both upward and downward starting from a selected requirement. This
view is presented in Figure 19.
模型构建的下一步是定义涉众验收状态的过滤器。能够根据涉众的接受程度来整理需求是主要有
用的特性之一。第二个是影响分析。它使用户能够从选定的需求开始向上和向下可视化级联。该
视图如图 19 所示。
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Figure 19: Reqtify impact analysis
图 19： Reqtify 影响分析
To combine the impact analysis view with filters is useful to find requirements which has not
been reviewed yet.
将影响分析视图与过滤器相结合有助于查找尚未审核的需求。
Indeed although the software configuration is done only once, this step is more time consuming
compared to Excel file creation (keeping in mind the project size) and the graphical view didn’t
manage to counterbalance this configuration drawback. However, it appears that for projects
with a bigger scope, the use of Reqtify can strongly help in managing requirements.
事实上，尽管软件配置只完成一次，但与 Excel 文件创建相比，这一步更耗时（记住项目大
小），并且图形视图未能抵消这一配置缺点。然而，对于范围更大的项目，使用 Reqtify 可以极大
地帮助管理需求。
4.2 VISUAL MANAGEMENT IMPLEMENTATION

可视化管理实施
In order for the top management and work packages leaders to have a quick and clear overview
of the project status, a visual management tool has been created. Indeed, after MG7 the first
parts start to be manufactured and the first aircraft is becoming more and more concrete. This
section first explains what the advantages of visual management are and the second part
describes what was deployed. From a project management point of view, visual management
enables to get insight of the current situation as changes to the baseline are quickly and easily
spotted. Besides, a keystone of project management is communication, either with teams or top
management. As a result, this tool is used not only by teams for monitoring but also to
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communicate with top management about the project status.
为了让最高管理层和工作包负责人快速清晰地了解项目状态，创建了一个可视化管理工具。事实
上，在 MG7 之后，第一批零件开始制造，第一架飞机变得越来越具体。本节首先解释可视化管理
的优势，第二部分描述部署的内容。从项目管理的角度来看，可视化管理能够洞察当前情况，因
为基线的变化可以快速轻松地被发现。此外，项目管理的一个关键是与团队或高层管理人员的沟
通。因此，该工具不仅被团队用于监控，还用于与高层管理人员就项目状态进行沟通。
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4.2.1 Purpose of visual management
可视化管理的目的
Visual management can be described as "management by eyes". In other words, our eyes are
used to help manage things, being able to see at a glance if the project is on track or not. It is a
system that highlights abnormal conditions. When something goes wrong, there should be some
way to see it right away.
可视化管理可谓“用眼睛管理”。换句话说，我们的眼睛是用来帮助管理事情的，能够一眼看出
项目是否在正轨上。它是一个突出异常情况的系统。当出现问题时，应该有办法马上看到。
Another important aspect of visual management is that it helps provide clarity and transparence
of information. In order to increase clarity and efficiency, information is communicated using
visual signals and/or graphs instead of text and written instructions. Everyone involved in the
process is in a better position to help if things go wrong because everyone can see what needs
to be done. As a result, the purpose of visual management is to quickly communicate indicators
on the project status to empower team members and enable them to better control it.
可视化管理的另一个重要方面是，它有助于提供信息的清晰度和透明度。为了提高清晰度和效
率，使用视觉信号和/或图形而不是文本和书面指令来传达信息。如果出现问题，参与该过程的每
个人都能更好地提供帮助，因为每个人都能看到需要做什么。因此，可视化管理的目的是快速传
达项目状态的指标，以增强团队成员的能力，使他们能够更好地控制项目状态。
The baseline of visual management is the normal state. The aim is to quickly see a deviation
from that standard. An example can be a seating chart in school: the teacher can look over the
classroom and see in an instant who is absent. Without assigned seating, the teacher would be
forced to spend extra time each morning figuring out who is present and who is not. With the
seating chart, the information is available in a fraction of second just by glancing around the
room.
目视管理的基线是正常状态。目的是快速发现与该标准的偏差。一个例子可以是学校的座位表：
老师可以环顾教室，一瞬间就能看到谁缺席了。如果没有分配座位，老师将被迫每天早上花额外
的时间来弄清楚谁在谁不在。有了座位表，只需环顾房间，就可以在几分之一秒内获得信息。
4.2.2 Deployment for the Weight Variant 80 project

Weight Variant 80 项目的部署
Several loops were necessary to set-up the information and indicators that will be displayed.
This step is the most important one in visual management set-up as it will influence how this tool
will be used.
需要几个循环来设置将显示的信息和指示器。这一步是可视化管理设置中最重要的一步，因为它
将影响该工具的使用方式。
For the Weight Variant 80 project, the first goal is to use it as a communication tool with the top
management, giving them a quick and reliable overview of the project status. It will be used
during weekly and monthly meetings to share information with all the work package leaders.
对于 Weight Variant 80 项目，第一个目标是将其用作与高层管理人员的沟通工具，让他们快速可
靠地了解项目状态。它将在每周和每月的会议上用于与所有工作包负责人分享信息。
However, as the room where the information is displayed is in public access the question of
confidentiality was raised. What information is considered as sensitive? Is it relevant to show it?
How can we keep confidentiality while showing it?
然而，由于展示信息的房间是公众可以进入的，因此提出了保密问题。什么信息被认为是敏感
的？展示它有关系吗？如何在展示的同时保密？
After realizing a one-scale mock up, a meeting was organized and each indicator was
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challenged to quantify its relevancy and confidentiality. At the end, it was decided to remove the
values and just keep the graph shapes. This way, the trend is visible while keeping the key
values protected.
在实现一个规模的模型后，组织了一次会议，对每个指标进行了质疑，以量化其相关性和保密
性。最后，决定删除这些值，只保留图形形状。这样，趋势是可见的，同时保持关键值的保护。
The final version relies on three white boards, divided into five parts:
最终版本依赖于三个白板，分为五个部分：
 A general overview combined with the objectives. This board is mostly dedicated
to the top management as well as to newcomers in orders to quickly become
familiar with the project scope and status. 结合目标的总体概述。该委员会主要面
向高层管理人员以及新来者，以快速熟悉项目范围和状态。
 An EVM (Earn Value Monitoring) and Risks & Opportunity board. The global
EVM as well as that of every work package is displayed. It shows the deliverable
milestones as well as actual cost situation compared to the baseline. The second
part of this panel is dedicated to risk and opportunities at the project level. With
history kept in the folders, it aims at monitoring the risk criticality. EVM（赚取价值
监控）和风险与机会委员会。显示全局 EVM 以及每个工作包的 EVM。它显示了可
交付的里程碑以及与基线相比的实际成本情况。该小组的第二部分致力于项目层
面的风险和机遇。通过将历史记录保存在文件夹中，它旨在监控风险的严重性。
 A resources and actions tracking board. Here again the board is divided into two
parts. The resources are in fact the number of persons working on the project for
each topic. It enables to monitor if each activity has the required workforce. 资源
和行动跟踪板。这里，棋盘再次分为两部分。资源实际上是为每个主题从事项目
的人数。它能够监控每项活动是否有所需的劳动力。
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At each meeting, actions are recorded. This is especially true during MG reviews
and these actions have to be closed before the next review. This part of the
board will enable the project team to ensure everything is done in time.
在每次会议上，行动都被记录下来。在 MG 审查期间尤其如此，这些操作必须在
下一次审查之前关闭回顾。董事会的这一部分将使项目团队能够确保一切都及时
完成。
A couple trials and presentations to the project leader were necessary to come up with this
solution. The initial implementation was based on 4 boards with in particular one dedicated to
the earn value management (EVM), which was then removed and summarized for a better
readability. This sequence also enabled selecting the information and KPI that would have been
relevant to present.
为了提出这个解决方案，有必要进行几次试验并向项目负责人进行演示。最初的实施基于 4 个
板，特别是一个专用于赚取价值管理（EVM），然后为了更好的可读性而将其删除并总结。该序
列还允许选择与演示相关的信息和 KPI。
A drawing of the visual management board in the chosen room is presented in Figure 21. It will
be updated on a monthly basis by the next intern or the central PMO. All the material for visual
management had been ordered and received however the installation couldn’t be completed
due to a last minute administrative issue.
所选房间中的可视化管理板的图如图 21 所示。它将由下一个实习生或中央项目管理办公室每月更
新一次。所有用于可视化管理的材料都已订购并收到，但是由于最后一分钟的管理问题，安装无
法完成。
Figure 20: Drawing of the meeting room with the visual management boards
图 20：带有可视化管理板的会议室图纸
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5. MOD CLOSURE PROCESS INVESTIGATION
MOD 关闭过程调查
5.1 CONFIGURATION MANAGEMENT
配置管理
5.1.1 General presentation
一般介绍
The main objective of configuration management is to define the 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.
配置管理的主要目标是定义产品的物理基线特征，控制对该基线的更改，记录和报告更改处理和
实施，并验证产品是否符合适用的基线。
Commercial aircrafts, which consist in millions of parts, are built taking into account specification
coming from both the aircraft manufacturer and airline which can be grouped in:
商用飞机由数百万个零件组成，在制造时考虑了飞机制造商和航空公司的规格，这些规格可分为：
 standard definition of the aircraft
飞机的标准定义
 options from the manufacturer catalog
制造商目录中的选项
 specific requests of the customer – called GES –
客户的具体要求-称为 GES-
As a result, an aircraft consists in a stack of MODs:

因此，飞机由一堆模块组成：
 Type certificate MOD: it is the standard version of the aircraft
型号合格证 MOD：是飞机的标准版本
 Additional standard MOD: It is the product evolution, initiated by the aircraft
manufacturer, due to technology changes or in service problem solving
附加标准 MOD：它是由飞机制造商发起的产品进化，由于技术变化或服务问题的
解决
 Standard options: Those options are available on the manufacturer catalogue
标准选项：这些选项可在制造商目录中找到
 Customer version MOD: These are special requests from the customer
客户版本 MOD：这些是客户的特殊要求
However, modifications can be embodied on the aircraft only if they passed through the entire
change process and have been certified. Figure 21 shows how modifications are stacked to
form the Weight Variant 80 aircraft.
然而，只有通过整个变更过程并获得认证，改装才能体现在飞机上。图 21 示出了如何堆叠修改以
形成重量变型 80 飞机。
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Figure 21: A330 WV80 MOD breakdown
图 21： A330 WV80 改装故障
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5.1.2 The Full Change process
完整的变革过程
The change process controls all product definition changes from initialization to implementation.
It allows the project to identify a change, evaluate and investigate its impact, make the decision
to implement and ensure that all tasks have been finished to close and approve the modification
(MOD).
变更过程控制从初始化到实现的所有产品定义变更。它允许项目识别变更，评估和调查其影响，
做出实施的决定，并确保所有任务都已完成，以关闭和批准修改（MOD）。
As shown in Figure 22, the change process relies on two processes depending on the project
development lifecycle: the change note process between MG3 and MG5 and the full change
process after MG5. The change note process is a fast, light and flexible process. It is used to
control baseline modifications in terms of scenario and not specifying MSN. One can notice that
the 4 phases of the change – which are on the left column in orange in Figure 22 - correspond
to the change note status (from opened to closed). On the other hand, the full change process is
more complete and is the one used for serial flow aircraft.
如图 22 所示，根据项目开发生命周期的不同，变更过程依赖于两个过程：MG3 和 MG5 之间的变
更说明过程和 MG5 之后的完整变更过程。变更单流程是一个快速、轻松且灵活的流程。它用于根
据场景和不指定 MSN 来控制基线修改。可以注意到，变更的 4 个阶段——在图 22 中橙色的左栏
中——对应于变更注释状态（从打开到关闭）。另一方面，全变流程更完整，是用于串流飞机的
流程。
The aim of my second mission was to study if and how it is possible to transfer the MOD
management from the project team to the serial flow in order close the project earlier.
我的第二个任务的目的是研究是否以及如何有可能将 MOD 管理从项目团队转移到系列流程，以
便更早地结束项目。
Figure 22: Change process pre and post MG5
图 22： MG5 前后变更工艺

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The full change process is divided into 4 steps with 3 Decision Gates (DG) between them, as
shown in Figure 23. Almost all functions are involved in this process (engineering, finance,
manufacturing, etc.) as repercussions of all kind and not only technical are studied.
整个变更过程分为 4 个步骤，中间有 3 个决策门（DG），如图 23 所示。几乎所有的职能都涉及
到这个过程（工程、财务、制造等。）因为研究了各种影响，而不仅仅是技术影响。
Page 41
Figure 23: Full change process
图 23：完整变更流程
Each phase has a specific focus, with inputs, outputs and accountable persons:
每个阶段都有一个特定的重点，有投入、产出和责任人：
 Initialization: The objective of the Initialization phase is to register a complete
and clearly understood request, in a common format and with a common set of
information, whatever the origin of the request. 初始化初始化阶段的目标是以共同
的格式和共同的信息集注册一个完整的和清楚理解的请求，而不管请求的来源是
什么。
 Input: Request for change 输入：变更请求
 Output: Change Request 输出：变更请求
 Evaluation: The objective of the Evaluation phase is to supply a rough
estimation on the potential solutions to the request (in terms of technical,
industrial, costing aspects). 评价评估阶段的目标是对请求的潜在解决方案提供一
个粗略的估计（在技术、工业、成本方面）。
 Input: Change Request 输入：变更请求
 Output: Evaluation Sheet 输出：评价表
 Investigation: The objective of the Investigation phase is to describe the impacts
of the Change regarding in detail (technical, industrial, costing… aspects), in
order to prepare the decision for the MOD action (opening, inclusion…). 调查：
调查阶段的目标是详细描述变更的影响（技术、工业、成本……方面），以便为国
防部行动（开放、纳入……）做出决定。
 Input: Evaluation sheet 输入：评价表
 Output: 输出：
 Implementation: 1- Update repercussion sheets
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实施： 1-更新影响表
2- Elaboration of MOD approval documents for authorities
为当局准备国防部批准文件
3- Manage the MOD milestones & closure
管理国防部里程碑和关闭
 Input: TRS, ERS, PRS 输入： TRS、ERS、PRS

 Output: MOD, Technical Dossier (TD), Modification Approval Sheet (MAS)
输出： MOD、技术档案(TD)、修改批准表(MAS)
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Each of the 3 decision gates aims at check specific aspect and maturity of the change and are
chaired by the Configuration Control Board (CCB):
3 个决策门中的每一个都旨在检查变更的特定方面和成熟度，并由配置控制委员会（CCB）主持：
 DG1: It checks the maturity of the change request and decides whether it is
worth launching the MOD.
DG1：它检查变更请求的成熟度，并决定是否值得启动 MOD。
 DG2: It confirms the MOD breakdown.
DG2：它证实了国防部的故障。
 DG3: It is during this review that the decision to open the MOD is made.
DG3：正是在此期间回顾做出了开放国防部的决定。
The full change process – which is applied from MG5 – is complete process with inputs and
outputs at every phase. Besides, this process has several attributes whose most important are:
从 MG5 开始应用的完整变更过程是一个完整的过程，每个阶段都有输入和输出。此外，该过程
具有几个属性，其中最重要的是：
 The applicability: it is defines the aircraft list for which the modification will be
implemented. 适用性：它定义了将实施修改的飞机列表。
 The point of embodiment: it is the first aircraft for which the change will be
applied. This is a strategic decision with is taken during DG2 and confirmed at
DG3. 实施例的要点：它是将应用改变的第一个飞行器。这是在 DG2 期间做出并
在 DG3 确认的战略决策。
5.2 MOD CLOSURE PROCESS INVESTIGATION

MOD 关闭过程调查
5.2.1 Link with the PDP
与 PDP 链接
The first step was to understand how to link the change process with the PDP used for the
development. The parallel between these two is shown in Figure 24. As a result, most of the
MODs are today officially opened and are in the implementation phase. A clear plan leading to
their certification is then built-up by the configuration management work package.
第一步是了解如何将变更过程与用于开发的 PDP 联系起来。这两者之间的平行关系如图 24 所

示。因此，大多数 mod 今天正式开放，并处于实施阶段。然后，配置管理工作包会为他们的认证
建立一个清晰的计划。
Figure 24: Link between the full change process and the PDP
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图 24：完整变更流程与 PDP 之间的链接
5.2.2 MOD certification

MOD 认证
MOD certification is a key step in MOD closure at it formalizes the fact that the MOD is closed
and can be embodied on the aircraft.
MOD 认证是 MOD 关闭的关键步骤，因为它正式确定了 MOD 关闭并可以在飞机上体现的事实。
Modifications are defined as either minor or major depending on the effect they have on the
aircraft in terms of criticality with regards airworthiness regulation. The MOD criticality is defined
by the airworthiness authorities. It means that this qualification is made from a certification
perspective. It is an important decision as a minor MOD can be certified by the aircraft
改装被定义为小的或大的，这取决于它们在适航法规方面对飞机的影响。MOD 临界由适航当局定
义。意味着这个资格是从认证的角度做出的。这是一个重要的决定，因为一个次要的 MOD 可以
通过飞机的认证
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manufacturer by the DOA (Design Organization Approval) privilege, while a major one has to
follow a much more complex process involving the authorities.
制造商享有 DOA（设计组织批准）特权，而大型制造商则必须遵循涉及当局的更复杂的流程。
 A minor MOD is “a modification that has no appreciable effect on mass,
balance, structural strength, reliability, operational characteristics, noise, fuel
venting, exhaust emission or other characteristics affecting the airworthiness of
the product”. It means that no additional work is required to show compliance
with the applicable certification basis. 次要改装是指“对质量、平衡、结构强度、
可靠性、操作特性、噪音、燃油排放、废气排放或其他影响产品适航性的特性没
有明显影响的改装”。这意味着不需要额外的工作来证明符合适用的认证基础。
 A major MOD embeds all other type of modification and is classified as

significant or not significant
主要 MOD 嵌入所有其他类型的修改，并被分类为显著或不显著
 Significant: the latest certification basis has to be considered
显著：必须考虑最新的认证依据
 Not significant: the certification basis originally used for the current
aircraft is applicable.
不显著：适用原用于当前飞机的认证依据。
The A330 Weight Variant 80 is composed of either several additional standard MOD or few
option MODs (such as the WCT for example). Figure 25 is a table summarizing the different
MODs of the WV80 and if they are standard or optional and Figure 26 shows each MOD
criticality – one can realize that most modifications are major non-significant –.
A330 重量变型 80 由几个额外的标准改装或几个可选改装（例如 WCT）组成。图 25 是一个总结

WV80 不同改装的表格，以及它们是标准的还是可选的，图 26 显示了每个改装的关键程度——人
们可以意识到大多数改装都是不重要的。
NEW WV8X
WP Package A Package B WCT
新 WV8X
WP certification A包 B包 WCT
认证
DryFCMC
structure
LG
从
Amendme
systems
LG
fuselage
Forward
前
FMGEC
FMGEC
干
Jettison
抛
ST8
FTF
FTF
FCMC
FCPC
FCPC
Slat 1
板
to wet
Wing
机机
102
nt
Component WV8X 条弃到
翼身湿
组件 WV8X
1
Figure 25: A330 WV80 MOD list
图 25： A330 WV80 改装清单
Page 46
Figure 26: A330 WV80 MOD criticality
图 26： A330 WV80 MOD 临界性
5.2.3 MOD closure planning

国防部关闭计划
Using configuration management reference documents, I was able to draw the MOD closure
process – presented on Figure 27 – and the technical documents planning – presented on
Figure 28 –, from creation to validation. These schedules not only show the processes but also
使用配置管理参考文档，我能够绘制从创建到验证的 MOD 关闭过程（如图 27 所示）和技术文档

规划（如图 28 所示）。这些时间表不仅显示了流程，而且
Page 47
the actors involved. This last information is really important as it enabled me to compare two
modifications: one from the serial flow and one from the WV80 project.
参与其中的演员。这最后一个信息非常重要，因为它使我能够比较两个修改：一个来自串行流，一
个来自 WV80 项目。
Figure 27: MOD closure process

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图 27： MOD 关闭过程
Page 49
Figure 28: Technical documents release schedule
图 28：技术文件发布时间表
Page 50
5.2.4 Comparison with a serial flow MOD
与串行流模式的比较
Modifications for serial aircraft do not have a dedicated project to manage their progression. As
a result, two questions are raised: what are the differences between these serial modifications
and the ones in development projects such as the A330 WV80 and is it possible to transfer the
WV80 modification to the serial flow. A governance transfer will enable closing the A330 WV80
project earlier.
系列飞机的改装没有专门的项目来管理其进展。因此，提出了两个问题：这些系列改装与 A330
WV80 等开发项目中的改装有什么区别，是否有可能将 WV80 改装转移到系列流程中。治理转移
将使 A330 WV80 项目能够更早结束。
To investigate this topic, I decided to select two modifications concerning the fuselage: one
modification of the WV80 – from the WCT – and one from the serial flow – opened after a
problem that occurred in service –. I investigated who was in charge for each phase and key
document to be delivered of the process.
为了研究这个主题，我决定选择两个关于机身的修改：一个是 WV80 的修改——来自 WCT——
另一个是在服役中出现问题后打开的串行流。我调查了谁负责流程的每个阶段和要交付的关键文
档。
In service MOD A330 WV80 MOD

在役模式 A330 WV80
Change Request L.52.000114-0001 L.92.000253-001
变更请求 FIC LR FAL FIC LR NCF
Initiated by L.52.000114-0001 FIC LR L.92.000253-001 FIC
发起人 FAL LR NCF
Requestor ESBSI1 -
请求者 ESBSI1
Evaluation sheet No Evaluation sheet in Closed by LR NCF
评价表 ICC (tool for managing Leader 通过 LR NCF
ICC（管理工具）中没有评估表封闭式
change documents) 领导
变更文件）
TRS signatures TRS Issue 1 signed TRS issue 1
TRS 签名 TRS 第 1 期签署 TRS 第 1 期
Design Office ESBTD1 -
设计办公室 ESBTD1
Air Worthiness EIAASG -
适航性 EIAASG
CM checker - ESBSI12
CM 检查器 ESBSI12
HO Engineering BLERS BLENY
何工程布莱斯布莱尼
HO Config. Mgnt BLERM2 BLMM1
我有配置。Mgnt BLERM2 BLMM1
MOD approval Not yet approved – no Not yet approved – no
国防部批准不然而批准没不然而批准没
MAS 有 MAS 有
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但是但是
MOD COORDINATOR ESBSI11 EYYWA
国防部协调员 ESBSI11 埃尤瓦
Figure 29: Comparison between a serial flow and a A330 WV80 MOD
图 29：串行流与 A330 WV80 MOD 的比较
The table presented in Figure 29 summarizes the information found for the two selected MOD. I
noticed that the same department were in charge of the same tasks for both serial and aircraft
development modifications. At a first glance, a governance transfer seems to be possible
however, more information is need. I didn’t have time to complete this study which will be taken
over by the next intern.
图 29 中呈现的表格总结了为两个选定的 MOD 找到的信息。我注意到同一个部门负责系列和飞机
开发改装的相同任务。乍一看，治理转移似乎是可能的，但是，需要更多的信息。我没有时间完
成这项研究，这项研究将由下一个实习生接管。
In order to share what I have found so far, I wrote a small guide, a presentation and drawn the
different process I am aware. These material will the basis for the study follow-up.
为了分享我到目前为止的发现，我写了一个小指南，一个演示文稿，并画出了我所知道的不同过
程。这些材料将作为研究随访的基础。
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6. CONCLUSION
结论
As mentioned in the introduction, I had three missions during this master's thesis (requirements
management, study of the MOD closure process for the A330 project WV80) and set up a visual
management tool.
正如引言中提到的，在这篇硕士论文中，我有三个任务（需求管理，A330 项目 WV80 的 MOD 关

闭过程研究），并建立了一个可视化管理工具。
After managing the requirements verification and validation for MG7 review, a redesign of these
requirements has been achieved. Indeed, several of them were redundant and the links
between the various documents were not always relevant. I also created a database to make
the validation of documents from the top level easier. This database is used during reviews with
requirements' stakeholders because it provides an overall view of the situation. Due to the size
of the project , only Excel files were used. However, studies have been launched on the
opportunity to use other methods. I implemented in particular MG7 situation in Reqtify to
measure the suitability of such software. finally, we concluded that despite the visual tools, the
ratio time spent and complexity versus added value was not high enough for this project size. A
study using the DOORS software is also ongoing. As the software in still in the configuration
loop, no results are known yet.
在管理 MG7 的需求验证和确认后回顾，已经实现了对这些需求的重新设计。事实上，其中一些

文件是多余的，各种文件之间的联系并不总是相关的。我还创建了一个数据库，使从顶层验证文
档变得更加容易。该数据库在与需求涉众进行评审时使用，因为它提供了情况的总体视图。由于
项目的规模，只使用了 Excel 文件。然而，已经开始研究使用其他方法的机会。我在 Reqtify 中特
别实现了 MG7 的情况来衡量这种软件的适用性。最后，我们得出结论，尽管有可视化工具，但
对于这个项目规模来说，花费的时间和复杂性与附加值的比率还不够高。使用 DOORS 软件的研
究也在进行中。由于软件仍在配置循环中，因此还没有已知的结果。
MG7 is at the bottom of the V cycle and the end of the project begins to be in sight. Indeed, this
review represents the end of the design and symbolizes the beginning of parts manufacturing .
As a result, I studied configuration management and more particularly the modification (MOD)
closure process and the possibility to transfer modifications management to the serial flow.
Indeed, changes are also initiated in the series and not just developing projects.
MG7 正处于 V 周期的底部，项目的结束也开始在望。的确，这回顾代表设计的结束，象征零件制
造的开始。因此，我研究了配置管理，更具体地说是修改（MOD）关闭过程以及将修改管理转移
到串行流的可能性。事实上，变化也是在系列中开始的，而不仅仅是开发项目。
Since modifications made in the serial flow do not have dedicated projects, transferring the
A330 WV80 modifications management would allow closing the project earlier.
由于在串行流程中进行的修改没有专门的项目，转移 A330 WV80 修改管理将允许更早地关闭项
目。
To answer the second question, I compared two modifications: one following a problem
occurred in service (thus serial flow) and the other from the WV80 project. I discovered that the
same actors were involved in both cases. Despite understanding the processes for the
preparation of documents leading to certification (which i drew into a planning), this question is
still open and further investigation will be performed by the next intern. Indeed, two sub-
questions are still unanswered : who decides if a modification is considered as part of the serial
flow or part of development and how to perform the transfer.
为了回答第二个问题，我比较了两个修改：一个是在服务中出现问题（即串行流）之后，另一个
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是来自 WV80 项目。我发现两起案件都涉及相同的演员。尽管了解了准备认证文件的流程（我将
其纳入了计划），但这个问题仍然悬而未决，下一位实习生将进行进一步的调查。事实上，两个
子问题仍然没有答案：谁决定修改是被认为是串行流的一部分还是开发的一部分，以及如何执行
转移。
The MOD closure process is linked to requirements management. Indeed, when a MOD is
certified (and as a result closed), the corresponding requirements are met and all the V&V
activities had been successfully performed.
MOD 关闭过程与需求管理相关联。事实上，当 MOD 获得认证（并因此关闭）时，就满足了相应

的要求，并且所有 V&V 活动都已成功执行。
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7. MASTER’S THESIS FEEDBACK
硕士论文反馈
This master's thesis is the conclusion of my practical training at ISAE-formation ENSICA and my
master in aerospace at KTH (Sweden).
这篇硕士论文是我在 ISAE-formation ENSICA 实践培训和在 KTH（瑞典）获得航空航天硕士学位

的结论。
I had the opportunity to integrate the A330 programme management department, which has
raised awareness and given me the basis of project management. Working with the Weight
Variant 80 team was particularly rich and rewarding. I was able to not only work on the
development aspect of a new aircraft, but also because of the project human scale brush
against all functions involved and not a small part of them as it is the case for much larger
projects. In addition, during this internship I faced issues related to human and I have developed
communication skills.
我有机会加入 A330 项目管理部，这提高了我的意识，并为我提供了项目管理的基础。与 Weight

Variant 80 团队合作特别丰富和有益。我不仅能够在一架新飞机的开发方面工作，还因为这个项
目与所有涉及的功能相冲突，而不是像更大项目那样的一小部分。此外，在实习期间，我面临着
与人类相关的问题，我培养了沟通技巧。
This master's thesis highlighted the versatility and multidisciplinarity of an aerospace engineer.
Technical concepts learned in school helped me integrate myself and quickly understand issues
and problems ; versatility has allowed me to learn new methods of working.
这篇硕士论文强调了航空航天工程师的多功能性和多学科性。在学校学到的技术概念帮助我整合
自己，快速理解议题和问题；多才多艺让我学会了新的工作方法。
Page 55
8. BIBLIOGRAPHY
参考书目
[1] Airbus internal website – Airbus people - http://airbuspeople.airbus.corp/
空客内部网站-空客人-http://airbuspeople.airbus.corp/
[2] Airbus external website – http://www.airbus.com/

空客外部网站-http://www.airbus.com/
[3] Airbus Photograph Gallery – https://airbus-photolib.keepeek.com/

空中客车照片库-https://airbus-photolib.keepeek.com/
[4] Project Management at AIRBUS – PM Guidebook Issue 1 – Hans Henrich ALTFELD,

Head of Airbus Centre of Competence Project & Programme Management (CoC P&M)
空客项目管理-PM 指南第 1 期-Hans Henrich ALTFELD，空客项目与计划管理能力中心
(CoC P&M)负责人
[5] Product Development Process (PDP) booklet – Francis Charton, Luc Delaire, Lionel
Marcouire, Daniel Neiss, Céline Polin – EZDI
产品开发过程(PDP)小册子-Francis Charton、Luc Delaire、Lionel Marcouire、Daniel
Neiss、Céline Polin-Ezdi
[6] Project Management – Monitoring and Control – Airbus Means and methods AM2453
项目管理。监测和控制。空客手段和方法 AM2453
[7] CASE France – La gestion d’exigences pour les débutants - http://www.case-france.com

案例法国——初学者的需求管理-http://www.case-france.com
[8] Aircraft Configuration Management Rules (ACMR) – Airbus directive A1080

飞机配置管理规则(ACMR)-空中客车指令 A1080
[9] Manage full change process – Airbus procedure AP2843.3

管理整个变更流程-空客程序 AP2843.3
[10] A330 WV80 Configuration management plan – A330 WV80 Project reference document
LR00PL1240343
A330 WV80 配置管理计划-A330 WV80 项目参考文件 LR00PL1240343
[11] Wikipedia – Airbus presentation - http://fr.wikipedia.org/wiki/Airbus

维基百科-空客演示-http://en.wikipedia.org/wiki/Airbus
[12] A330-300 Standard specification Issue 7.4 – Airbus aircraft specifications

A330-300 标准规范第 7.4 期-空中客车飞机规范
[13] Wikipedia – A330 presentation - http://fr.wikipedia.org/wiki/Airbus_A330

维基百科-A330 演示-http://en.wikipedia.org/wiki/Airbus_A330
Page 56
ANNEX 1: DETAILED PRESENTATION OF AIRBUS
附件 1：空客详细介绍
ANNEX 1.1 SOME HISTORY: FROM ARBEITSGEMEINSCHAFT AIRBUS
AND SUD-AVIATION TO AIRBUS
附件 1.1 一些历史：从空中客车公司和南方航空公司到空中客车公
司
After the Second World War, the aeronautics industry was widely dominated by the US. Some
projects did exist in Europe, but none of them really were successful. In 1966 the English,
French and German governments decided to unite themselves and created a national company.
Airbus was then born as a European consortium, which enables to share the developing costs.
Among the different existing projects, the HBN-100 (for Hawker, Breguet and Nord) is selected
and will become the Airbus A300. This aircraft aimed at carrying 300 passengers over more
than 800 nautical miles.
第二次世界大战后，航空业在很大程度上由美国主导。欧洲确实存在一些项目，但没有一个真正成
功。1966 年，英国、法国和德国政府决定联合起来，创建了一家国家公司。空中客车公司随后作
为一个欧洲财团诞生，这使得分担开发成本成为可能。在不同的现有项目中，HBN-100（用于霍
克、宝玑和诺德）被选中，并将成为空客 A300。这架飞机旨在搭载 300 名乘客飞行 800 多海里。
Realizing this aircraft was oversized for the market, the A330B was launched in 1969 at the
Paris Air Show. It is the first wide body twinjet, capable of carrying 226 passengers in a
comfortable two-class layout. An elongated 250-seat version, the A300B2, requested by Air
France, was later produced in series. Five years later, the certification is granted and Airbus
gets 10% of the market shares. The following years are darker for the company, until the US
airline Eastern Airlines buys four A300B4. This order represents a decisive turning point for the
company, which will subsequently experience a growing success. In 1979, Airbus more than
doubled its market share reaching 26% in value!
意识到这种飞机对于市场来说太大了，A330B 于 1969 年在巴黎航展上推出。这是第一架宽体双
喷气式飞机，能够以舒适的两级布局搭载 226 名乘客。法航要求的 250 座加长版本 A300B2 后来
批量生产。五年后，认证获得批准，空客获得 10%的市场份额。接下来的几年对该公司来说更加
黑暗，直到美国航空公司东方航空购买了四架 A300B4。该订单代表了该公司决定性的转折点，
该公司随后将取得越来越大的成功。1979 年，空中客车公司的市场份额增加了一倍多，达到
26%！
In 1978, the A310 which is a shorter version of the A300 is launched.
1978 年，A310 推出了 A300 的短版本。
After the English left then came back and entry of Spain, Airbus was composed of 4 national
companies:
在英国离开然后回来和西班牙进入后，空中客车公司由 4 个国家公司组成：
 France : Airbus Operation SAS
法国：空客运营 SAS
 UK: Airbus Operation Ltd.
英国：空中客车运营有限公司。
 Germany: Airbus Operation GmbH
德国：空中客车运营有限公司
 Spain : Airbus Operation SL
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西班牙：空客运营 SL
Each of them takes care of manufacturing certain aircraft parts, before all parts are gathered by
boat, truck and through the air with the Belugas, to Toulouse or Hamburg for final assembly.
This work sharing is still in use today.
他们每个人都负责制造某些飞机零件，然后所有零件通过船、卡车和白鲸一起空运到图卢兹或汉
堡进行最终组装。这种工作共享至今仍在使用。
It is only in 2001 that all the national entities are merged into a unique company: EADS
(European Aeronautic Defense and Space Company), which became the Airbus Group in 2013.
直到 2001 年，所有的国家实体才合并为一家独特的公司： EADS（欧洲航空防务和航天公
司），2013 年成为空客集团。
ANNEX 1.2 AIRBUS TODAY

附件 1.2 今日空客
Since its inception, Airbus puts the emphasis on commonality between aircraft families. Indeed
it makes training, maintenance and operation easier and cheaper. This led to the creation of the
“Cross-crew Qualification”. It gives the possibility for pilots to switch aircraft family via difference
training instead of full type rating training. For example, “the transition training from A320 Family
aircraft to the A380 takes 13 working days, from A330/A340 Family aircraft it takes 12 working
days, while a pilot with no Airbus FBW experience requires 24 working days to complete the
A380 standard type rating course” (from airbus.com).
自成立以来，空中客车公司一直强调飞机系列之间的通用性。事实上，它使培训、维护和操作更
容易、更便宜。这导致了“跨船员资格”的产生。它为飞行员提供了通过差异训练而不是全类型
等级训练来切换飞机系列的可能性。例如，“从 A320 系列飞机到 A380 的过渡培训需要 13 个工
作日，从 A330/A340 系列飞机需要 12 个工作日，而没有空客 FBW 经验的飞行员需要 24 个工作
日才能完成 A380 标准型号评级课程”（来自 airbus.com）。
The following two pictures – Figure 30 – represent the cockpit of an A320 (on the left) and an
A330 (on the right). Only a few differences are visible.
下面的两张图片——图 30——代表了一架 A320（左）和一架 A330（右）的驾驶舱。只有少数差
异是可见的。
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Figure 30: Cockpit commonality (A320 on the left - A330 on the right)
图 30：驾驶舱通用性（左侧为 A320–右侧为 A330）
ANNEX 1.2.1 The A320 family

附件 1.2.1 A320 系列
The A320 family includes the A318, A319, A320 and A321. They are medium-haul single-aisle
aircrafts and the final assembly lines are located either in Toulouse, France or in Hamburg,
Germany.
A320 系列包括 A318、A319、A320 和 A321。它们是中程单通道飞机，总装线位于法国图卢兹或

德国汉堡。
The first plane of the family is the A320. Initially launched in 1984 and with a first flight in 1987, it
pioneered the use of digital fly-by-wire flight control systems, as well as side-stick controls, in
commercial aircraft. It was then extended to the A321, A319 and A318, changing only the length
and passenger capacity.
该家族的第一架飞机是 A320。它最初于 1984 年发射，并于 1987 年首飞，开创了使用数字电传
操纵飞行控制系统，以及侧杆商用飞机上的控制装置。然后扩展到 A321、A319 和 A318，只改
变了长度和载客量。
In 2010, Airbus officially launched the new generation of the A320 family with the A320neo, for
"New Engine Option". New engines combined with airframe improvements and the addition of
winglets, named Sharklets by Airbus, will deliver fuel savings of up to 15%. The standard
versions of the A320 are called CEO for “Current Engine Option”.
2010 年，空客正式推出新一代 A320 系列 A320neo，用于“新发动机选项”。新发动机与机身改
进和小翼的增加相结合，被空客命名为 Sharklets，将节省高达 15%的燃油。A320 的标准版本被
称为 CEO，代表“当前发动机选项”。
The A320 is the Airbus best seller with more than 5895 deliveries!
A320 是空客最畅销的飞机，交付量超过 5895 架！
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Figure 31: A320 Sharklet
图 31： A320 鲨鱼
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ANNEX 1.2.2 The Long Range family
附件 1.2.2 远程家庭
The long range family is composed of the A330 (twin engine) and the A340 (four engines). A
detailed presentation of the A330 is available in the Annex 2. Those two aircrafts are very
similar as the A330 is based on the A340. Besides, they benefit from innovations coming from
the single-aisle aircrafts, including adopting the fly-by-wire principle, mini-stick technology and
glass-cockpit displays (EFIS).
远程系列由 A330（双引擎）和 A340（四引擎）组成。A330 的详细介绍见附件 2。这两架飞机非

常相似，因为 A330 是基于 A340 的。此外，他们还受益于单通道飞机的创新，包括采用电传操纵
原理、迷你操纵杆技术和玻璃驾驶舱显示器（EFI）。
The A340 has four versions (-200, -300, -500, -600) depending on the length and then the
passenger capacity.
根据长度和载客量，A340 有四个版本（-200、-300、-500、-600）。
On the other side, the A330 is available in three versions (-200, -300 and -200F for the
freighter). The A330-200 which is shorter but has a better range, is the long-range aircrafts best
seller.
另一方面，A330 有三个版本（货机的-200、-300 和-200F）。A330-200 更短，但航程更好，是
远程飞机中最畅销的。
Figure 32: A340 in flight Figure 33: A330-200 in flight
图 32：飞行中的 A340 图 33：空客 A330-200
Officially launched in 2005, the A350XWB for “Extra Wide Body” is made of 53% of lightweight
structures (carbon fiber-reinforced polymer). It can carry 250 to 350 passengers in a typical
three-class seating layout, or a maximum of 440 to 550 passengers in a single economic class,
depending on variant. Key characteristic are presented in Figure 34. The A350 MSN001 first
flew in Toulouse-Blagnac on June 14th 2013.
2005 年正式推出，用于“超宽体”的 A350XWB 由 53%的轻质结构（碳纤维增强聚合物）制
成。它可以在典型的三级座位布局中搭载 250 至 350 名乘客，或者在单个经济舱中最多搭载 440
至 550 名乘客，具体取决于变体。关键特性如图 34 所示。A350 MSN001 于 6 月 14 日在图卢兹-
布拉尼亚克首飞 th 2013.
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Figure 34: A350 key characteristics
图 34： A350 主要特性
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Figure 35: A350 first flight
图 35： A350 首飞
ANNEX 1.2.3 The A380

附件 1.2.3 A380
The A380 is a four engines wide body full double deck aircraft. It is the world largest commercial
jetliner. Unlike the Boeing 747, the A380 upper deck runs all along the fuselage. The A3XX
project was launched in the 90s but the A380 first flight was only in 2005!
A380 是一种四引擎宽体全双层飞机。它是世界上最大的商用喷气式客机。与波音 747 不
同，A380 的上层甲板沿着机身延伸。A3XX 项目启动于 90 年代，但 A380 首飞是在 2005 年！
Its dimensions are impressive: 80 meters wingspan, MTOW of 575 tons. It can carry between
525 and 853 passengers depending on the cabin configuration over 15700 km.
它的尺寸令人印象深刻：80 米的翼展，575 吨的 MTOW。它可以搭载 525 至 853 名乘客，具体
取决于 15700 公里内的客舱配置。
This aircraft is the Airbus technological flagship.
这架飞机是空客的技术旗舰。
Figure 36: A380
图 36： A380
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ANNEX 2: PRESENTATION OF THE A330
附件 2：A330 的介绍
With the apparition of wide-body aircrafts such as the Airbus A300 or the Boeing 767, that have
high reliability and high power reserve in case of failure, ETOPS (Extended-range Twin-engine
Operation Performance Standards) flights were allowed from 1985. ETOPS is a regulation from
the International Civil Aviation Organization (ICAO) that allows twin-engines commercial
aircrafts to use air routes with sectors to over than 60 minutes from an alternate airport. The
following Figure 37 is a scheme of an ETOPS route.
随着空客 A300 或波音 767 等宽体飞机的出现，它们在故障时具有高可靠性和高功率储备，从

1985 年开始允许 ETOPS（增程双引擎运行性能标准）飞行。 ETOPS 是国际民用航空组织
（ICAO）的一项法规，允许双引擎商用飞机使用距离备降机场超过 60 分钟的航线。下图 37 是
ETOPS 路线的示意图。
Figure 37: ETOPS route explicative scheme

图 37： ETOPS 路线解释方案
There are four types of ETOPS certificates:

ETOPS 证书有四种类型：
 ETOPS-90
ETOPS-90
 ETOPS-120: it is granted to the airline after one years of trouble-free ETOPS-90
ETOPS-120：在 ETOPS-90 无故障运行一年后授予航空公司
 ETOPS-180: it is granted to the airline after one years of trouble-free ETOPS-
ETOPS-180：在一年无故障 ETOPS-180 后授予航空公司-
120. This makes 95% of the Earth’s surface available to ETOPS flights.
120.这使得地球表面的 95%可供 ETOPS 航班使用。
 ETOPS-240: The A330 was the first aircraft certified ETOPS-240, in 2009.
ETOPS-240：A330 是 2009 年第一架获得 ETOPS-240 认证的飞机。
The picture below is a concrete example of the advantage of ETOPS route for a flight between
London Heathrow and New-York John-F.-Kennedy.
下图是伦敦希思罗机场和纽约之间航班 ETOPS 航线优势的具体例子。-肯尼迪。
Page 64
Figure 38: ETOPS flight between LHR and JFK
图 38： LHR 和 JFK 之间的 ETOPS 航班
Page 65
Airbus has decided to develop both a twin-engine jet (A330) and a four-engine (A340). Indeed,
for the European aircraft manufacturer twin-engine lose their benefits against four engines from
11.000km (machine weight, fuel taken, engine power ...).
空中客车公司决定同时开发双引擎喷气式飞机（A330）和四引擎喷气式飞机（A340）。事实
上，对于欧洲飞机制造商来说，双引擎在 11.000 公里（机器重量、耗油量、发动机功率...）.
The principle of commonality between aircrafts applies perfectly to the A330/A340 Programme.
The A300 / A310 fuselage section and the modern avionics of the A320 are included in the
A330. The only differences between the A330 and A340 are at the wing level and the fuel
system. Commonality between aircrafts is not only an advantage in the design, but it also allows
companies to save on training pilots and maintenance personal.
飞机之间的通用性原则完全适用于 A330/A340 计划。A300/A310 机身部分和 A320 的现代航空电
子设备包含在 A330 中。A330 和 A340 之间的唯一区别在于机翼水平和燃油系统。飞机之间的通
用性不仅是设计上的优势，还可以让公司节省培训飞行员和维修人员的费用。
In June 1987 the program is officially launched at the Paris Air Show. The first customers are Air
Inter, Malaysia Airlines and Thai Airways International. The first flight took place on 14
December 1992. Besides, as the previous planes and as it is still done today, the A330 parts
are built by all the different Airbus sites, as presented on Figure 39.
1987 年 6 月，该计划在巴黎航展上正式启动。首批客户是国际航空公司、马来西亚航空公司和泰
国国际航空公司。第一次飞行发生在 1992 年 12 月 14 日。此外，与以前的飞机一样，并且今天
仍然如此，A330 的部件由所有不同的空客工厂制造，如图 39 所示。
Figure 39: A330 manufacturing sharing

图 39： A330 制造分享
The A330 is available in three versions:

A330 有三个版本：
Page 66
 A330-300
A330-300
 A330-200
A330-200
 A330-200F
A330-200F
Compared to the -300, the -200 is shorter of 10 frames (its length is 59 meters). Therefore, the
horizontal and vertical stabilizers have been enlarged to compensate for the loss of stability
associated with the decrease in length of the fuselage. A cargo version has also been
developed. This is the-200F. This aircraft is recognizable with the protruding landing gear box,
necessary to hide the higher landing enabling horizontality while on the ground. It can carry a
load of 63 tons over a distance of 7800km.
与-300 相比，-200 短了 10 帧（长度为 59 米）。因此，水平和垂直稳定器已经扩大，以补偿与机
身长度减小相关的稳定性损失。还开发了货运版本。这是零下 200F。这种飞机可以通过突出的起
落架箱来识别，这是在地面上隐藏更高水平着陆所必需的。它可以在 7800km 的距离内承载 63 吨
的负载。
Page 67
On July 19th 2013, the 1000th A330 was delivered to Cathay Pacific. This is the third type of
Airbus plane after the A320 and A319 which has reached this production level.
7 月 19 日 th 2013 年，1000th A330 交付国泰航空。这是继 A320 和 A319 之后，第三款达到这一生
产水平的空客飞机。
The following figures – Figure 40 and Figure 41 – are key characteristics and a drawing of the
A330.
下图——图 40 和图 41——是 A330 的关键特性和图纸。
Page 68
Figure 40: A330 Key characteristics
图 40： A330 关键特性
Page 69
Figure 41: A330 Main drawing
图 41： A330 主图
Page 70

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Requirements management and

AIRBUS Superviser: BONNEFOUS, Jean-François

我想借此机会向我的导师 Jean-Fran ç ois Bonnefous 先生（A330 Weight Variant 80 项目负责

我 还 要 感 谢 中 央 项 目 组 成 员 Yannick Couderc 先 生 、 Jean-Marc Graindorge 先 生 和 Frédéric

我要感谢所有在 B06 大楼 37 号模块工作的人，感谢他们在我完成项目的过程中给予我的欢迎和

1.1 THE COMPANY 6

1.2 THE BLD DEPARTMENT 6

2. CONTEXT OF THE PROJECT 7

2.1 OBJECTIVES AND SCOPE OF THE NEW VARIANT AIRCRAFT 7

2.2 THE PROJECT MANAGEMENT METHOD AT AIRBUS 8

2.2.1 The Project Development Process (PDP) 8

2.2.2 The Weight Variant 80 project management strategy 10

3. REQUIREMENTS MANAGEMENT IN THE PRE-MG7 PROJECT GOVERNANCE 14

3.1 THE ISSUE OF REQUIREMENTS MANAGEMENT 14

3.2 REQUIREMENTS BUILD-UP WITHIN THE WV80 PROJECT 15

3.3 MG7 PREPARATION 17

3.3.2 The bottom-up consolidation 18

4. GOVERNANCE IMPROVEMENTS IMPLEMENTATION 20

4.1 STRATEGY AFTER MG7 20

4.1.1 Lessons Learnt 20

4.1.2 Requirements cleaning and database creation 20

4.1.3 Reqtify mock-up implementation 22

4.2 VISUAL MANAGEMENT IMPLEMENTATION 24

4.2.1 Purpose of visual management 25

4.2.2 Deployment for the Weight Variant 80 project 25

5.1 CONFIGURATION MANAGEMENT 27

5.1.1 General presentation 27

5.1.2 The Full Change process 28

5.2 MOD CLOSURE PROCESS INVESTIGATION 30

5.2.1 Link with the PDP 30

5.2.2 MOD certification 30

5.2.3 MOD closure planning 31

5.2.4 Comparison with a serial flow MOD 34

7. MASTER’S THESIS FEEDBACK 36

ANNEX 1: DETAILED PRESENTATION OF AIRBUS 38

ANNEX 1.1 SOME HISTORY: FROM ARBEITSGEMEINSCHAFT AIRBUS AND SUD-

附件 1.1 SOME HISTORY: FROM ARBEITSGEMEINSCHAFT AIRBUS AND SUD-

ANNEX 1.2 AIRBUS TODAY 38

ANNEX 1.2.1 The A320 family 39

ANNEX 1.2.2 The Long Range family 40

ANNEX 1.2.3 The A380 41

ANNEX 2: PRESENTATION OF THE A330 42

A detailed presentation of the company is given in Annex 1.

1.2 THE BLD DEPARTMENT

 H: Human resources  M: Airbus military

空客 A330 是一种宽体双引擎喷气式客机，于 1992 年 11 月 2 日首飞。A330 最初的最大起飞重量

最后，与制造的第一架飞机相比，航程将增加 52%，这将使其覆盖略高于 90%的全球市场，如图

Figure 3: A330 continuous improvement

2.2 THE PROJECT MANAGEMENT METHOD AT AIRBUS

根据项目的类型，空中客车公司有几种项目管理方法。例如， IT 项目有 GPP（通用项目流程），

MG1 Scenarii analysis MG9 Ready for S1 FAL

Figure 5: Link between the xBS

2.2.2 The Weight Variant 80 project management strategy

与新飞机的开发相比，A330 Weight Variant 80 是一个相对较小的项目，因此部署的流程和工具

一份名为管理计划的参考文件定义了 A330 WV80 项目管理的范围和流程。每个项目都有这样一

Figure 7: A330 WV80 project - Work Breakdown Structure (WBS)

Requirements are usually classified into three categories:

The customer-supplier agreement is based on requirements as they create a contractual

3.2 REQUIREMENTS BUILD-UP WITHIN THE WV80 PROJECT

图 8： A330 WV80 要求级联和验证过程

3.3.2 The bottom-up consolidation

从需求级联中，V&V 活动由 WPs 执行，WPs 必须指出他们的验证方法。我使用我创建的关键绩

图 10： V&V 自下而上的活动

Figure 11: Non-compliance summary by document

我还要感谢中央项目组成员 Yannick Couderc 先生、 Jean-Marc Graindorge 先生和 Frédéric

图 29：串行流与 A330 WV80 MOD 的比较

图 32：飞行中的 A340 图 33：空客 A330-200