1 PM Foundations

PM
FOUNDATIONS
1
 1 PM FOUNDATIONS
Introduction
1 PM Foundations

The PM Foundations Chapter is designed to provide the reader with the fundamentals necessary to perform Project
Management (PM) across the business. It is divided into six sub-chapters (Figure 1-1).

PM Knowledge Areas contain Task Groups. The Task Groups are the heart of the Guidebook as they describe which Tasks
and (lower level) Activities to do and when. Each Task Group is described over a two-page layout containing Overview, Inputs,
Tasks/Activities, Outputs, PM Deliverables, Golden Rules as well as RASCI guidelines.

PM Processes allocate the Task Groups to the classical Project Management processes; Initiating, Planning, Executing,
Monitoring and Controlling as well as Closing.
Together with the PM Knowledge Areas, this arrangement provides a structured approach to the Tasks, showing how they are
grouped and interlinked.

The description of a PM Lifecycle enables the reader to understand the life of a typical Project with its key Phases and
Milestone Gates. A checklist can also be found in this chapter indicating when to perform the Task Groups and produce the
PM Deliverables. In both the PM Lifecycle checklist and the PM Processes there are references to the Task Groups.
This chapter provides a mapping of the lifecycles of specific Airbus Projects, as applied in the business, with the PM Lifecycle.

Information about PM jobs, training and careers in Project Management is available in PM People. PM Tools contains a
description of some of the generic tools applied in Project Management at Airbus.

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1.1 PM Lifecycle .................................................................................................................................................................................. 36
1.2 PM Processes .............................................................................................................................................................................. 60
1.3 PM Knowledge Areas .............................................................................................................................................................. 68
1.4 PM People ................................................................................................................................................................................... 218
1.5 PM Tools ....................................................................................................................................................................................... 250
1.6 PM Assessments ..................................................................................................................................................................... 262

1 PM Foundations
PM FOUNDATIONS ..........................................................................................................................................................................
Fig. 1-1

PM Lifecycle
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Business Opportunity Solution and and Deliver
Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

PM P r ocesses

IN IN
IN IN
IN
ACT ACT
ACT
ACT OUT ACT OUT
OUT
OUT Processes Processes OUT Processes
Processes Processes

PM Knowled g e Areas/Ta sk Groups

Input Task Output Input Task Output Input Task Output Input Task Output

Input Task Output Input Task Output Input Task Output

P M P eople

P M To o ls

P M Assessments

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 34
1 PM Foundations
 1 PM Foundations
1.1 PM
FOUNDATIONS
LIFECYCLE
 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
Introduction
1 PM Foundations

The life of an Airbus Project is often represented by a series of phases (or stages) through which the Airbus Project passes from
creation to closure.

These phases are usually interconnected by Milestone Gates. These either represent the conclusion and termination of a
preceding phase or the kick-off of the subsequent phase or both.

They are thus used to perform a health check of the Airbus Project at given points in time during its life. Each Milestone Gate
calls for certain deliverables to enable decisions to be made about the progress, direction and next steps of the Airbus Project.

The phases, together with their interconnecting Milestone Gates, are called ‘lifecycle’.

36
1.1.1 Lifecycle Design .......................................................................................................................................................................... 38
1.1.2 Description of PM Lifecycle ................................................................................................................................................. 40
1.1.3 PM Deliverables .......................................................................................................................................................................... 50

1 PM Foundations

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 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
1.1.1 Lifecycle Design
1 PM Foundations

The design of a Lifecycle is typically driven by the needs of any of the following:
(1) The steps it takes to design, develop, produce, test, operate, maintain, support, and finally retire a hardware/software
deliverable (a product, system, service).
(2) The levels of maturity or improvement to be achieved.
(3) The needs of Project Management where the lifecycles help to organise the work, reduce complexity and drive delivery
performance in order to meet objectives.

Lifecycles very often encompass a mixture of these drivers (1 to 3). This can be seen clearly with the applicable lifecycles in
existence at Airbus, depending on Project Type, for example:
• PDP (DARE) for Aircraft Development Projects [drivers (1), (2), (3)]
• GPP for IS/IT Projects [drivers (1), (2), (3)]
• TRL for R&T Projects [drivers (2), (3)]
• LBIP for Lifecycle Business Improvement Projects [driver (3)].
It is important to note that the needs of Project Management are in fact reflected in all of these lifecycles. As such, driver (3) has
a major influence on how a specific lifecycle should be designed.

A lifecycle entirely shaped by driver (3) is called a PM Lifecycle. It is depicted in Figure 111-1. As with any other lifecycle, it
includes the generic phase groups, the phases and Milestone Gates required to manage an Airbus Project in a robust manner.

Figure 11-1 also includes the mapping of the main Airbus applicable lifecycles against the PM Lifecycle. Please note, however,
that not all phases and Milestone Gates of the PM Lifecycle may be required for some specific Airbus Projects.

In the following (Chapter 1.1.2), the PM Lifecycle is described in more detail. Chapter 1.1.3 summarises the PM Deliverables
which are to be generated for the different PM Lifecycle Milestone Gates.

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 1 PM Foundations
PM LIFECYCLE VS. EXISTING LIFECYCLES AT AIRBUS ...........................................................................................................
Fig. 111-1

PM Li fecycle
Phase
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER Group

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
and Deliver Phase
Business Opportunity Solution and
Opportunity Implementation Solution

Mile-
10 20 30 40 50 60 70 stone
Opportunity Project Proposal Proposal Customer Solution Project Gate
assessed launched ready validated committed delivered closed

Exi s t i ng Lifecycles at Airbus

Note: ATO
Aircraft is part of MG3
Projects MG1 MG2 Final MG3 ATO MG4 MG5 6 7 8 9 10 11 12 MG13 14 15 MG16
DSR
IS Projects
(GPP)
M1 End of M3 ‘End of RDA’ Work Spec. (BRD) M5 7 9 10 11 12 M13 M14
project
Business ‘scoping’
Improvement
Projects (LBIP) 67
G1 G2 G3 G4 G5 G8 G9 G10

Jigs and
Tools
Projects M1 M2 M3 M4 M5 M7 8 9 10 11 12 M13 M14

Buildings and
Infrastructure
Projects Basic Cap Ex Implementation Specification Tender & Inspection Practical
Evaluation Approval Planning Agreed Awarding of Building Completion
Works Certificate
Research
Development
Projects
(R&T) TRL TRL Handover to
“n” “n+1” Programme

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 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
1.1.2 Description of PM Lifecycle
1 PM Foundations

The PM Lifecycle consists of three phase groups.

DEVELOP OPPORTUNITY

During the initial phase group ‘Develop Opportunity’, identified business opportunities are assessed and any risks or possible
show stoppers to achieving the opportunity are identified. They are subsequently elaborated to a sufficient level of detail to
confirm the formal launch of a Project.
The launch also requires, amongst other things, a description of the Top Level Requirements, a High Level Business Case and
the confirmation of availability of sufficient resources necessary for the next Phase Group.
Through the formal launch act Airbus Management is declaring its commitment to make available the resources required by the
Project and confirming its intention to capture the business opportunity.
This phase group consists of the phases ‘Identify and Understand Business Opportunity’ as well as ‘Confirm Business
Opportunity’.

PLAN IMPLEMENTATION

The subsequent phase group, ‘Plan Implementation’, covers all tasks required to identify and plan the activities, steps,
deliverables, etc. – i.e. the Project Proposal – required to capture the business opportunity within the timeline, the budget and
the quality requirements as stated at Project Launch. It is therefore a crucial preparatory phase group for the subsequent phase
group, ‘Implement and Deliver’. It is here that Project Management can contribute most to a Project by driving through an
adequately detailed proposal.
However, the Project Proposal as proposed by the Project Team shall be validated by the sponsor(s) of the project. It shall also
be successfully negotiated with the Project’s customers so that they can commit to fund it. Note that a Project’s sponsor(s) may
also be its customer(s), and vice versa.
Once this commitment has been achieved, the major phase group, ‘Implement and Deliver’, is launched with significant ramp-
up of work and costs.
‘Plan Implementation’ consists of the phases ‘Generate Proposal for Solution and Implementation’, ‘Validate Proposal’ and
‘Negotiate Proposal’.

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 1 PM Foundations
IMPLEMENT & DELIVER

During the phase group ‘Implement and Deliver’ the Project is executed in order to implement and deliver the defined Solution.
The Solution is delivered when it is confirmed by the customer as meeting all requirements.
Once the Solution is delivered, there is still the task – most often neglected – of closing the Project down. It includes the
effective ramp-down of resources, the capturing of lessons learnt as well as any handover to non-Project-related lifecycle
phases or stages.
This phase group consists of the phases ‘Execute Implementation and Deliver Solution’ as well as ‘Close Project’.

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 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
1.1.2 Description of PM Lifecycle (cont’d)
1 PM Foundations

The PM Lifecycle consists of seven phases.

DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Opportunity Solution and and Deliver
Business
Implementation Solution
Opportunity

20 30 40 50 60 70
10 Project Proposal Proposal Customer, Solution Project
Opportunity launched ready validated Supplier delivered & closed
assessed committed accepted

Identify and Understand Business Opportunity

This phase includes the activities that identify business opportunities and formally describe them to allow their prioritisation.

• Identify business opportunities.

• Establish business benefits related to the opportunities (e.g. supports company strategy, compliance, risk mitigation).
PHASE

• Establish feasibility of pursuing business opportunities (e.g. resource feasibility, technology readiness).
• Prioritise and select business opportunities to be pursued through a Project.
• Develop Top Project Objectives for each business opportunity.
M IL ES T ON E
GAT E

10 Opportunity assessed
The Milestone can be passed when the successful opportunities have been described to a level where the top objectives to
meet the business opportunity are clear, the potential benefits are identified and the principal possibility to capture the business
opportunity by means of a Project is demonstrated.

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 1 PM Foundations
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Business Solution and and Deliver
Opportunity
Opportunity Implementation Solution

10 30 40 50 60 70
Opportunity
20 Proposal Proposal Customer, Solution Project
assessed Project ready validated Supplier delivered & closed
launched committed accepted

Confirm Business Opportunity

This phase includes the activities that develop a Launch Dossier, which comprises the Solution Overview (with its Top Level
Product Structure, if applicable) as well as the Project Charter with the following deliverables to support the commitment to
launch the Project:
PHASE

• Establish Top Level Requirements. • Stakeholder Register. • Initial Make/Buy and Worksharing.
• High Level Business Case. • Top Level Scope Description. • Initial Risk Exposure and their
• Master Schedule. • Top Level Resources Allocation Profile. Resource Needs.
• Top Level WBS and OBS. • Top Level Cost Targets.
M IL ES T ON E
GAT E

20 Project Launched (via Company Commitment)

The Milestone can be passed when a Project has been described to a level where the Solution Overview and the Final Project
Charter are established, the Project has been Categorised, the Project Leader has been nominated, the availability of resources
has been confirmed and the company has expressed its commitment to implement the Project.

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 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
1.1.2 Description of PM Lifecycle (cont’d)
1 PM Foundations

DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Business Opportunity and Deliver
Solution and
Opportunity Solution
Implementation

10 20 40 50 60 70
Opportunity Project
30 Proposal Customer, Solution Project
assessed launched Proposal validated Supplier delivered & closed
ready committed accepted

Generate Proposal for Solution and Implementation

This phase includes the activities that develop a detailed Project Proposal for the (technical, process improvement, etc.) Solution
as well as the Project’s implementation. This includes the Solution Definition (compliant with Customer Requirements), as well as
the Project Dossier.
PHASE

• Establish detailed Requirements for the Project’s team(s).

• Develop detailed Project Business Case.
• Develop detailed Schedules.
• Develop detailed WBS, OBS and CBS.
• Secure resource availability.
• Develop detailed risk responses.
• Prepare Project Proposal.
M I LE S T O N E
G AT E

30 Proposal Ready
The Milestone can be passed when a Solution Definition and the Project Dossier describing the implementation scenario has
been proposed with a sufficiently detailed description demonstrating that the Business Case and Project Requirements can
be met.

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 1 PM Foundations
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Business Opportunity Solution and and Deliver
Opportunity Implementation Solution

10 20 30 50 60 70
Opportunity Project Proposal
40 Customer, Solution Project
assessed launched ready Proposal Supplier delivered & closed
validated committed accepted

Validate Proposal
This phase includes the sponsor* validation of the Project Proposal prior to presentation to the customer.

• Secure sponsor approval of Project Proposal (including any approval by Works Councils/Unions, where required).
• Prepare Authorisation to Offer.
PHASE

*Note: Where sponsor and customer are identical (e.g. for some internal Projects) the ‘Validate Proposal’ phase and the
‘Negotiate Proposal’ phase should be done concurrently. Milestone Gates 40 and 50 overlap in this case.
M IL ES T ON E
GAT E

40 Proposal Validated (by sponsor)

The Milestone can be passed when the sponsor commits to the Project Proposal and authorises to offer the Project’s intended
deliverables to the customer.

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 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
1.1.2 Description of PM Lifecycle (cont’d)
1 PM Foundations

DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Business Opportunity Solution and and Deliver
Opportunity Implementation Solution

10 20 30 40 60 70
Opportunity Project Proposal Proposal
50 Solution Project
assessed launched ready validated Customer, delivered & closed
Supplier accepted
committed

Negotiate Proposal
This phase includes the activities to negotiate the Project Proposal with the customers and secure enough buy-in to justify the
implementation launch.
It also includes the activity to develop and negotiate agreements with internal or external suppliers. However, signing legally
binding contracts with suppliers may not necessarily be part of this phase.
PHASE

This phase may necessitate updates to the Solution Definition, and/or Project Dossier.

• Negotiate Project Proposal with customer • Plan the phase group ‘Implement and Deliver’ in detail
(internal or external). (scope, work packages, schedule, cost, organisation,
• Secure customer orders resourcing, risks and opportunities).
• Secure resources for ‘Implement and Deliver’ phase.
M IL ES T ON E
GAT E

50 Customer, Supplier Committed

The Milestone can be passed when the customer commits to funding the Solution (i.e. customer orders are secured) and/or the
supplier(s) have demonstrated their commitment to participate in the Project.

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 1 PM Foundations
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Business Opportunity Solution and and Deliver
Opportunity Implementation Solution

10 20 30 40 50 70
Opportunity Project Proposal Proposal Customer,
60 Project
assessed launched ready validated Supplier Solution closed
committed delivered &
accepted

Execute Implementation and Deliver Solution

This phase includes all the activities to deliver the Solution and secure customer acceptance.
This phase also involves any of the following possibly recurring activities: monitoring and controlling, detailed planning,
as well as managing change, documentation, training, design, manufacture, assembly, test and deployment.
PHASE

• Monitor Project against baseline and agree corrective actions where required.
• Manage changes to the Project in an integrated manner (e.g. integrating changes to the project’s scope considering cost,
schedule, resource and risk impacts).
• Conduct audits and assessments.
• Monitor and control suppliers.
• Communicate Project status to stakeholders.
• Validate deliverables against the Project requirements and scope.
• Manage customer acceptance of interim and final Project deliverables.
M IL ES T ON E
GAT E

60 Solution Delivered and Accepted

The Milestone can be passed when the delivered Solution is confirmed by the customer as meeting all requirements.

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 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
1.1.2 Description of PM Lifecycle (cont’d)
1 PM Foundations

DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
Business Opportunity Solution and and Deliver
Opportunity Implementation Solution

10 20 30 40 50 60
Opportunity Project Proposal Proposal Customer, Solution
70
assessed launched ready validated Supplier delivered & Project
committed accepted closed

Close Project
This phase includes the handover of tasks to operational teams as well as tasks to close the Project and capture all Lessons
Learnt

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

PHASE

• Conduct final Lessons Learnt activity.

• Archive Project documents.
• Ramp-down remaining Project resources.
• Close supplier contracts.
• Conduct Project financial closure.
M IL ES T ON E
GAT E

70 Project Closed
The Milestone can be passed as soon as any ongoing tasks have been terminated or handed over to non-Project phases or
stages, all Project resources have been released and Lessons Learned are captured.

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1 PM Foundations

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 1 PM FOUNDATIONS
1.1 PM LIFECYCLE
1.1.3 PM Deliverables
1 PM Foundations

During each of the PM Lifecycle Phases deliverables need to be generated in order to satisfy the requirements set forth by the
Project Management methodology. These are hereafter called PM Deliverables.

At each of the Milestone Gates terminating a PM Lifecycle Phase the Project team needs to demonstrate that the PM
Deliverables, which were planned to be produced during this Phase, have indeed been generated, approved, delivered,
communicated and accepted by their customers.

The aspect of ‘acceptance by the customers’ is particularly important. It is one of the traps often encountered when managing
Projects that deliverables are delivered on time but not at a maturity level which is acceptable to the customers of these
deliverables.

It is therefore highly recommended to agree with the identified customers of a future deliverable, what the expected maturity
level at delivery should be like. Only if all PM Deliverables are accepted by their respective customer(s), the PM Lifecycle
Milestone Gate can be declared as ‘passed’. As such, the Project team must present evidence that the PM Deliverables have
been accepted by their respective customers.

In Chapter 1.3 ‘PM Knowledge Areas’ it will be described which PM Deliverable is to be generated within which PM Knowledge
Area and for which Milestones Gate. It can also be found here who the customers for the PM Deliverables are, and which inputs
– and from where – are needed to generate them.

The below table, also available as an enlarged fold-out, summarises for each PM Knowledge Area (and Task Group thereof) the
PM Deliverables which are to be generated for the different PM Milestone Gates.

The table also provides the following information:

• The chapter number in this Guidebook, where the inputs, RASCIs, Golden Rules and tasks are described to generate the
PM Deliverable
• The unique code with which each PM Deliverable is referenced, enabling easy search for practical templates and/or best
practice examples via the P&PM Portal on Airbus People

Code Example: Unique

PM Deliverable 1 3 0 5 1 A
Code
PM Knowledge chapter Task Deliverable
number Group

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 1 PM Foundations
Whereas in Chapter 1.3 ‘PM Knowledge Areas’ the codes are provided at their full length (e.g. 13051A), they are split in
two parts in the PM Deliverables table in order to save text space.

Example: The PM Deliverable ‘Schedule Management Plan’ as described in Chapter 1.3.5.1 is attributed with the
PM Deliverable code ‘13051A’.
In the PM Deliverable table one finds on the right hand side the first part of the code (here:’13051’), with the second
part of the code added behind the PM Deliverable title (here: ‘Schedule Management Plan [A]’.

• A sequence number indicating for a given PM Lifecycle Phase the recommended PM Deliverable-sequence for a
PM Deliverable. The PM Deliverable-sequence is a direct consequence of the interdependencies which there are
between the different PM Deliverables – as described in Chapter 1.3.

Example: A PM Deliverable X with a sequence number of 3 should be available before a PM Deliverable Y with the
sequence number 4 becomes available, because X is needed as an input for the generation of Y.

• The applicability code which defines for each of the five Project Categories (i.e. Iron, Bronze, Silver, Gold, Platinum, see
Chapter 1.3.1.3) whether a PM Deliverable is:
N: Not applicable
R: Recommended
M: Mandated
Code Example:

Applicability N: Not applicable for Iron Projects

Code N R R M M R: Recommended for Bronze and Silver Projects
IRON BRONZE SILVER GOLD PLATINUM M: Mandated for Gold and Platinum Projects

Please note that it is not necessarily the Project Category of the Project under consideration, which is of interest for the
applicability code. If this Project belongs to a larger Project (such that it for example represents a Work Package of the WBS
of the larger Project), than it is the Category of the larger Project which is to be considered here.

Please also note that this PM Deliverables table is to be taken as a guide for all Airbus Projects, as the procedural
documentation for the different Airbus Project Types has yet to be updated to correctly reflect the statements, findings,
conclusions and PM Deliverables of Chapter 1.3 ‘PM Knowledge Areas’. As such, the PM Deliverables table as presented
here is not yet auditable (Status December 2011).

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 1.1.3 PM FOUNDATIONS
PM Deliverables
DEVELOP OPPORTUNITY PLAN

Identify and Understand Confirm Business Generate Proposal for

Business Opportunity Opportunity Solution & Implementation
10 20 30
Opportunity assessed Project launched Proposal ready

PM10 PM20
PM30
MG1, M1, G1 MG3, M3, G2
1.3.1 Integration Management

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

Management Plan* [A]
1 PM Foundations

1.3.1.2 Develop Project Charter 6 Initial Project Charter [A] R R M M M 14 Final Project Charter [B] M M M M M

1.3.1.3 Categorise Project 15 Project Category [A] M M M M M

1.3.1.4 Develop Project Dossier 11 Proposed Project Dossier [A] M M M M M

1.3.1.5 Direct and Manage Project Execution

1.3.1.6 Perform Change Control

1.3.1.7 Close or Handover Project

1.3.2 Requirements Management

1.3.2.1 Plan Requirements Management 1 Requirements R R M M M

Management Plan* [A]

1.3.2.2 Establish Top Level Requirements 2 Top Objectives Statement [A] R R M M M 2 Top Level Requirements [B] M M M M M

1.3.2.3 Develop Requirements Baseline 5 Proposed Project Team R R M M M

Requirements Document [A]

1.3.2.4 Monitor and Control Requirements

1.3.2.5 Plan Verification and Validation 17 Proposed V&V Agreements [A] M M M M M

1.3.2.6 Get Requirements Compliance

1.3.3 Scope Management

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

1.3.3.2 Develop Top Level Scope Description 3 Initial Scope Description [A] M R M M M 3 Top Level Scope Description [B] M M M M M

1.3.3.3 Agree Make/Buy and Worksharing 7 Initial Make/Buy M M M M M 7 Proposed Make/Buy R R M M M

and Worksharing [A] and Worksharing [B]

1.3.3.4 Develop Work Breakdown Structure 10 Top Level WBS [A] M M M M M 9 Proposed Detailed WBS [B] R R M M M

1.3.3.5 Monitor and Control Scope

1.3.4 Configuration Management

1.3.4.1 Plan Configuration Management 3 Configuration R R M M M

Management Plan* [A]

1.3.4.2 Develop Product Structure 5 Top Level Product Structure [A] M M M M M 4 Proposed Detailed R R M M M
Product Structure [B]

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 IMPLEMENTATION IMPLEMENT AND DELIVER

Execute Implementation
Validate Proposal Negotiate Proposal Close Project
and Deliver Solution
40 50 60 70
Proposal validated Customer, Supplier committed Solution delivered and accepted Project closed

PM50 PM60 PM70 Deliverable

PM40 Codes
MG5, M5, G5 MG13, M13, G8 MG16, M14, G9

13011

1 PM Foundations
13012

Approved changes to Project Cat. M M M M M 13013

8 Validated Project Dossier [A] M M M M M 11 Committed Project Dossier [A] M M M MM Approved changes to Project Dossier M M M M M 13014

Project Deliverables [A] M M M M M 13015

Change Request Feedback [A] M M M M M 13016

2 Project Closure Report [A] R M M M M 13017

13021

13022

2 Validated Project Team R R M M M 5 Committed Project Team R R M MM 13023

Requirements Document [A] Requirements Document [A]

Requirements Change Requests [A] M M M M M 13024

15 Validated V&V Agreements [A] M M M M M 6 Committed V&V Agreements [A] M M M MM 13025

Compliance Corrective Actions [A] M M M M M

13026
10 Requirements Compliance M M M M M
Statement [B]

13031

13032

3 Validated Make/Buy R R M M M 7 Committed Make/Buy R R M MM 13033

and Worksharing [A] and Worksharing [B]

4 Validated Detailed WBS [A] R R M M M 8 Committed Detailed WBS [B] R R M MM 13034

Project Scope Corrective Actions [A], M M M M M 13035

Change Requests [B]

13041

1 Validated Detailed R R M M M 4 Committed Detailed R R M MM 13042

Product Structure [B] Product Structure [B]

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 1.1.3 PM FOUNDATIONS
PM Deliverables
DEVELOP OPPORTUNITY PLAN

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

Business Opportunity Opportunity Solution & Implementation
10 20 30
Opportunity assessed Project launched Proposal ready

PM10 PM20
PM30
MG1, M1, G1 MG3, M3, G2
Monitor and Control Product
1.3.4.3
Structure and Data
1 PM Foundations

Monitor and Control Configuration

1.3.4.4 Conformity

1.3.5 Time Management

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

1.3.5.2 Develop Schedule 1 Key Dates [A] M R M M M 12 Master Schedule [B] M M M M M 16 Proposed Detailed Schedule [C] R M M M M

Monitor and Control Schedule

1.3.5.3
Deviations

1.3.6 Cost and Finance Management

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

1.3.6.2 Develop Financial Business Case 5 Initial Financial Assessment [A] M R M M M 9 High Level Business Case [B] M M M M M 1 Proposed Detailed R R M M M
Business Case [C]

1.3.6.3 Develop CBS for Cost Accounting 14 Proposed CBS [A] R R M M M

1.3.6.4 Manage Cost Targets 4 6 Top Level Cost Targets R M M M M 15 Proposed Detailed R R M M M
Estimated ROM Costs [A] M R M M M (Top down) [B] Cost Targets [C]

1.3.6.5 Monitor and Control Cost

1.3.7 Earned Value Management**

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

Management Plan* [A]
Develop Performance Measurement Proposed Performance R R R M M
1.3.7.2 17
Baseline Measurement Baseline [A]

1.3.7.3 Conduct Earned Value Analyses

1.3.8 Quality Management

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

1.3.8.2 Plan Quality Assurance Events 12 Proposed QA Agreements [A] M M M M M

1.3.8.3 Perform Quality Assurance Events

1.3.9 Human Resource Management

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

Management Plan* [A]

1.3.9.2 Develop Project Organisation 11 Top Level OBS [A] M M M M M 10 Proposed Organisation Note [B] R R M M M

1.3.9.3 Develop Resource Allocation 13 Top Level Resource M M M M M 17 Proposed Detailed Resource R R M M M
Allocation Profile [A] Allocation Profile [B]

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 IMPLEMENTATION IMPLEMENT AND DELIVER

Execute Implementation
Validate Proposal Negotiate Proposal Close Project
and Deliver Solution
40 50 60 70
Proposal validated Customer, Supplier committed Solution delivered and accepted Project closed

PM50 PM60 PM70 Deliverable

PM40 Codes
MG5, M5, G5 MG13, M13, G8 MG16, M14, G9
Configuration Corrective Actions [A], M M M M M 13043
Change Requests [B]

1 PM Foundations
1 Configuration Conformity Report [A] M M M M M
Conformity Corrective Actions [B], M M M M M 13044
Change Requests [C]

13051

7 Validated Detailed Schedule [C] R M M M M 12 Committed Detailed Schedule [C] R M M M M 13052

4 Actual Schedule [A] M M M M M

Project Schedule Corrective Actions [B], M M M M M 13053
Change Requests [C]

13061

1 Validated Detailed R R M M M 3 Committed Detailed R R M M M 13062

Business Case [C] Business Case [C]

9 Validated CBS [A] R R M M M 13 Committed CBS [A] R R M M M 13063

11 Validated Detailed R R M M M 18 Committed Detailed R R M M M 13064

Cost Targets [C] Cost Targets [C]
3 Cost Control Report [A] M M M M M
Cost Control Corrective Actions [B], M M M M M 13065
Change Requests [C]

13071

14 Validated Performance R R R M M 19 Committed Performance R R R M M 13072

Measurement Baseline [A] Measurement Baseline [A]

7 Earned Value Performance R R R M M

Report [A]
Performance Measurement Baseline 13073
Corrective Actions [B], R R R M M
Change Requests [C]

13081

5 Validated QA Agreements [A] M M M M M 9 Committed QA Agreements [A] M M M M M 13082

5 QA Event Deliverables [A] M M M M M

13083
QA Change Requests [B] M M M M M

13091

6 Validated Organisation Note [B] R R M M M 10 Committed Organisation Note [B] R R M M M 13092

10 Validated Detailed Resource R R M M M 16 Committed Detailed Resource R R M M M 13093

Allocation Profile [B] Allocation Profile [B]

55
 1.1.3 PM FOUNDATIONS
PM Deliverables
DEVELOP OPPORTUNITY PLAN

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

Business Opportunity Opportunity Solution & Implementation
10 20 30
Opportunity assessed Project launched Proposal ready

PM10 PM20
PM30
MG1, M1, G1 MG3, M3, G2
1.3.9.4 Develop Project Staffing 18 Proposed Project R R M M M
Staffing Agreement [A]
Acquire, Manage and Release
1 PM Foundations

1.3.9.5
Project Team

1.3.9.6 Monitor and Control OBS

1.3.9.7 Monitor and Control Project Resources

1.3.10 Communications Management

1.3.10.1 Plan Communications Management 1 Communications R R M M M

Management Plan* [A]

1.3.10.2 Manage Stakeholders 1 Stakeholder Register [A] M M M M M 2 Proposed Stakeholder R R M M M

Engagement Plan [B]

1.3.10.3 Manage Documentation 1 Proposed Project Document R R M M M

Management System [A]

1.3.10.4 Report Project Performance

1.3.11 Risk and Opportunity Management

Plan Risk and Opportunity Risk and Opportunity R R M M M
1.3.11.1 1
Management Management Plan* [A]

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

1.3.11.2 Identify Initial Risk Exposure
Resource Needs for
8 R&O Response Actions [B] M M M M M

1.3.11.3 Agree detailed Response Actions 13 Proposed R&O Register [A] M M M M M

1.3.11.4 Monitor and Control Risk Exposure

1.3.12 Supply Chain Management

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

Management Plan* [A]
19 Request for Proposal [A] M M M M M
1.3.12.2 Conduct Procurements
Supplier Contracts [B] M M M M M

1.3.12.3 Monitor and Control Supply Chain

1.3.12.4 Close Procurements

Deliverable Code: Suggested PM Deliverable Sequence Number:

Code Example: Unique Example:
PM Deliverable 1 3 0 5 1 A A PM Deliverable X with a sequence number of 3 should be available (and,
Code of course, customer accepted) before a PM Deliverable Y with the sequence
number 4 becomes available, because X is needed as an input for the generation of Y.
PM Knowledge chapter Task Deliverable
number Group
Abbreviations:
Use the Deliverable Code in the right hand column of the checklist (here:’13051’) and add code letter in the
brackets behind the PM Deliverable title (e.g.: ‘Schedule Management Plan [A]’ to create the full Deliverable CBS: Cost Breakdown Structure R&O: Risk and Opportunity
Code (i.e. 13051 + [A] = 13051A) OBS: Organisational Breakdown Structure ROM: Rough Order of Magnitude
QA: Quality Assurance WBS: Work Breakdown Structure

56
 IMPLEMENTATION IMPLEMENT AND DELIVER

Execute Implementation
Validate Proposal Negotiate Proposal Close Project
and Deliver Solution
40 50 60 70
Proposal validated Customer, Supplier committed Solution delivered and accepted Project closed

PM50 PM60 PM70 Deliverable

PM40 Codes
MG5, M5, G5 MG13, M13, G8 MG16, M14, G9
13 Validated Project R R M M M 17 Committed Project R R M M M 13094
Staffing Agreement [A] Staffing Agreement [A]

1 PM Foundations
N/A

OBS Change Requests [A] M M M M M 13096

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

13097
Project Resources Corrective M M M M M
Actions [B], Change Requests [C]

130101

1 Validated Stakeholder R R M M M 2 Committed Stakeholder R R M M M Stakeholder Corrective Actions [C] M M M M M 130102

Engagement Plan [B] Engagement Plan [B]

1 Validated Project Document R R M M M 1 Committed Project Document R R M M M Documentation Change Requests [B] M M M M M 130103
Management System [A] Management System [A]

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

130111

130112

12 Validated R&O Register [A] M M M M M 15 Committed R&O Register [A] M M M M M 130113

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

Risk Exposure Corrective Actions [B], M M M M M 130114
Project R&O Change Requests [C]

130121

16 Request for Proposal [A] M M M M M 14 Request for Proposal [A] M M M M M Request for Proposal [A] M M M M M
130122
Supplier Contracts [B] M M M M M Supplier Contracts [B] M M M M M Supplier Contracts [B] M M M M M
6 Supplier Performance Reports [A] M M M M M
Supplier Corrective Actions [B], M M M M M 130123
Change Requests [C]

1 Contract Closure Report [A] M M M M M 130124

Applicability Code: Comments:

Code Example: Applicability N: Not applicable for Iron Projects * for smaller Projects, the contents of these separate
Code N R R M MR: Recommended for Bronze and Silver Projects Management Plans should be included in the Project
IRON BRONZE SILVER GOLD PLATINUM M: Mandated for Gold and Platinum Projects Management Plan (PMP) document (as subject
chapters in the body of the document). For larger
The applicability code applies to stand-alone Projects. For Embedded Projects take the category of the highest level of the Work Breakdown Structure Projects (e.g. Gold and Platinum), where there
(WBS), i.e. of the Project, to which the Embedded Project belongs. The applicability code applies for this category. Example: A ‘level 2’ Embedded Project is more complexity and therefore more detail to
will not necessarily need to deliver its own Project Management Plan, however, it must adhere to the Project Management Plan for the highest level Project. describe, the Management Plans should be issued as
For uncategorised Projects, all PM Deliverables are recommended. individual documents. In this case, the individual PM
Please also note that this PM Deliverables checklist is to be taken as a guide for all Airbus Projects, as the procedural documentation for the different Knowledge Area Management Plans and the PMP
Airbus Project Types has yet to be updated to correctly reflect the statements, findings, conclusions and PM Deliverables of Chapter 1.3 ‘PM Knowledge shall cross-reference each other for optimum clarity.
Areas’. As such, the PM Deliverables checklist as presented here is not yet auditable (Status December 2011). ** EVM applicable for Aircraft Projects only
57
 58
1 PM Foundations
 1 PM Foundations
1.2 PM
FOUNDATIONS
PROCESS
 1 PM FOUNDATIONS
1.2 PM PROCESS
Introduction
1 PM Foundations

Following the standards set out by the Project Management Institute (PMI®) there are five different PM Processes. They are
listed and described below.

PM Processes ensure the effective flow of an Airbus Project throughout its PM Lifecycle (Chapter 1.1) by integrating Tasks
across the different PM Knowledge Areas (Chapter 1.3). This is depicted in Figure 12-2.

However, the application of the PM Processes is iterative, and many of them are repeated a number of times throughout
the lifecycle of an Airbus Project. Thus the level of work associated with the execution of PM Processes varies along the
PM Lifecycle. This is also depicted in Figures 12-1 and 12-2.

On the following pages, PM Processes are described by their associated Sub-Processes and Tasks. Note that Tasks are
presented in the traditional sequence in which they are performed. However, in some cases they can be conducted in parallel,
or may require several iterations. For example, the ‘Develop Work Package Schedule’ Task in the process ‘Planning’ may
require several iterations before a Project Baseline can be finalised.

In addition, the Task Groups and PM Knowledge Areas to which the individual Tasks belong are provided.

TYPICAL LEVEL OF PM ACTIVITY AND PM PROCESSES OVERLAPS ....................................................................................

Fig. 12-1

Level of Executing and

activity Controlling Phase

Planning
Phase

Feasibility Closing
Phase Phase

Time

60
1.2.1 PM Processes Overview ........................................................................................................................................................ 62

1 PM Foundations
APPLICATION OF PM PROCESSES ALONG THE PM LIFECYCLE ...........................................................................................
Fig. 12-2

Phase
DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER Group

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
and Deliver Phase
Business Opportunity Solution and
Opportunity Implementation Solution

Mile-
10 20 30 40 50 60 70 stone
Opportunity Project Proposal Proposal Customer, Solution Project Gate
assessed launched ready validated Supplier delivered & closed
committed accepted

Periodical replanning activity

™ Initiating

PM PROCESSES
š Planning

› Executing

œ Monitoring and Controlling

= level of PM work
 Closing

61
 1 PM FOUNDATIONS
1.2 PM PROCESS
1.2.1 PM Processes Overview
1 PM Foundations

™ Initiating
Defines a new Project and obtains authorisation to launch the Project.
This process is active until Project Launch.

š Planning
Establishes the scope of the Project, defines the actions required to achieve the Project objectives, and sets the Project
Baseline. This process is active throughout the Project Lifecycle, as successive Project phases are planned in detail within
a rolling time horizon (known as ‘Rolling Wave’ planning).
Typical Planning activities include:
• At the start of the ‘Develop Opportunity’ phase group:
- Plan the ‘Develop Opportunity’ phase group.
• Within the ‘Develop Opportunity’ phase group:
- Draft the Project Master Plan and plan the ‘Plan Implementation’ phase in detail.
• Within the ‘Plan Implementation’ phase group:
- Finalise the Project Master Plan and plan the ‘Implement and Deliver’ phase group in detail. Note that this is normally
the major planning activity for the Project.
• Within the ‘Implement and Deliver’ phase group:
- Continue ‘Rolling Wave’ planning. Re-planning may also be required to incorporate authorised changes, or where
variances to the Project Baseline are so large that it is no longer effective for monitoring Project performance.

62
 1 PM Foundations
› Executing
Manages the work described in the Project Baseline to satisfy the Project objectives. This process is active throughout the
Project Lifecycle with a level of activity largely related to the number of resources being managed. Consequently, the activity
which is relatively small during the ‘Develop Opportunity’ phase increases during the ‘Plan Implementation’ phase group and
peaks during the ‘Implement and Deliver’ phase group.

œ Monitoring and Controlling

Monitors the performance of the Project against the Project Baseline and controls the Project through corrective actions,
risk responses and integrated change control. This process is active throughout the Project’s Lifecycle with a level of activity
largely related to the number of resources being managed. As for the Executing process, the activity is relatively small during
the ‘Develop Opportunity’ phase group, increasing during the ‘Plan Implementation’ phase group and peaking during the
‘Implement and Deliver’ phase group.

 Closing
Finalises the Project. The Project closure planning should be conducted early in the Project. The capture of Lessons Learnt
and closure of work packages can be conducted on an ongoing basis throughout the Project. However, the main closing
tasks are usually between major phases and towards the end of the Project.

63
 1 PM FOUNDATIONS
1.2 PM PROCESS
1.2.1 PM Processes Overview (cont’d)
1 PM Foundations

PM PROCESSES AND THEIR TASK GROUPS .............................................................................................................................

Fig. 121-1
PM PROCESSES

Initiating Planning
Develop Project Charter Plan Change Control Management
Integration Management
Categorise Project Develop Project Dossier
Establish Top Level Requirements Plan Requirements Management
Requirements Management Develop Requirements Baseline
Plan Verification and Validation
Develop Top Level Scope Description Plan Scope Management
Scope Management Agree Make/Buy and Worksharing Agree Make/Buy and Worksharing
Develop WBS Develop WBS
Develop Product Structure Develop Product Structure
Configuration (Product) Management
Plan Configuration Management
PM KNOWLEDGE AREAS

Develop Schedule Develop Schedule

Time Management
Plan Schedule Management
Develop Financial Business Case Develop Financial Business Case
Manage Cost Targets Manage Cost Targets
Cost and Finance Management
Plan Cost Management
Develop CBS for Cost Accounting
Plan Earned Value Management
Earned Value Management
Develop Performance Measurement Baseline
Plan Quality Management
Quality Management
Plan Quality Assurance Events
Develop Project Organisation Develop Project Organisation
Develop Resources Allocation Plan Develop Resources Allocation
Human Resource Management
Plan Human Resources Management
Develop Project Staffing Plan
Manage Stakeholders Manage Stakeholders
Communications Management Manage Documentation
Plan Communications Management
Identify Initial Risk Exposure Plan Risk and Opportunity Management
Risk and Opportunity Management
Agree Detailed Response Actions
Supply Chain Management Plan Supply Chain Management

CBS: Cost Breakdown Structure OBS: Organisational Breakdown Structure WBS: Work Breakdown Structure

64
 1 PM Foundations
PM PROCESSES

Executing Monitoring & Controlling Closing

Direct and Manage Project Execution Perform Change Control Close or Handover Project

Monitor and Control Requirements

Get Requirements Compliance

Monitor and Control Scope

Monitor and Control Product Structure and Data

Monitor and Control Configuration Conformity
Monitor and Control Schedule Deviations

Monitor and Control Cost

Manage Cost Targets

Conduct Earned Value Analyses

Perform Quality Assurance Events Perform Quality Assurance Events

Acquire, Manage and Release Project Team Monitor and Control OBS
Monitor and Control Project Resources

Manage Stakeholders Manage Stakeholders

Manage Documentation Manage Documentation
Report Project Performance
Monitor and Control Risk Exposure

Conduct Procurements Monitor and Control Supply Chain Close Procurements

65
 66
1 PM Foundations
 1 PM Foundations
1.3 PM
FOUNDATIONS
KNOWLEDGE AREAS
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
Introduction
1 PM Foundations

There are twelve different PM Knowledge Areas to cover Project Management subjects (or ‘disciplines’).
A general introduction is provided for each PM Knowledge Area, including a table of applicable documents and other relevant
information.
This is followed by individual 2-page descriptions for each Task Group within the respective PM Knowledge Area.
The Task Group format is the same for each Task Group throughout the Guidebook. It contains the following information:
• An overview
• Inputs to the Task Group
• The Tasks/Activities of which the Task Group is constituted
• Outputs (Deliverables) from the Task Group
• The timing for when Inputs, Tasks/Activities and Outputs have to be received/performed/delivered in relation to the
PM Lifecycle (Figure 13-2 shows the Input/Output mapping)
• A ‘Golden Rules’ section highlighting rules to be applied, best practices as well as any lessons learnt
• RASCI guidelines. See Figure 13-1 for definitions.

RASCI DEFINITION ..........................................................................................................................................................................

Fig. 13-1

R Is Responsible Performs an activity or does the work while working within corporate rules. Is the one to
whom the Support contributor delivers. In other words, the Responsible must sign off
(approve) on work that the Support contributor provides.
A Is Accountable Has the ultimate ownership of the correct and thorough completion of the deliverable or task.
Takes the last decision, i.e. has Yes/No/Veto right.
Carries the risk if anything goes wrong.
Is the one to whom the Responsible is accountable. In other words, the Accountable must
sign off (approve) on work that Responsible provides.
There shall be only one Accountable specified for each task or deliverable.
S Must Support Elaborates overall or part of a deliverable.
C Must be Consulted Must be consulted to get view or opinion in order to establish a deliverable, or before a
decision/action is taken, i.e. there must be a two-way communication.
I Must be Informed Must be kept up-to-date on progress or about establishing a deliverable, or must be informed
after a deliverable or a decision has been taken, i.e. there must be a one way communication.
Needs to know about progress, activities, decisions, deliverables.

68
1.3.1 Integration Management ............................................................................................................................ 72
1.3.2 Requirements Management ..................................................................................................................... 88
1.3.3 Scope Management .................................................................................................................................... 102
1.3.4 Configuration Management .................................................................................................................... 114
1.3.5 Time Management........................................................................................................................................ 124
1.3.6 Cost and Finance Management ........................................................................................................... 134
1.3.7 Earned Value Management ..................................................................................................................... 146
1.3.8 Quality Management ................................................................................................................................... 156
1.3.9 Human Resource Management............................................................................................................ 166
1.3.10 Communications Management ............................................................................................................ 182
1.3.11 Risk and Opportunity Management ................................................................................................... 192
1.3.12 Supply Chain Management ..................................................................................................................... 204

1 PM Foundations
The following symbols are used throughout the PM Foundations chapter:

Task

Recurring Task

Deliverable

Recurring Task with recurring Deliverable

i Input

69
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
Introduction (cont’d)
1 PM Foundations

Figure 13-2 demonstrates why the Project Dossier (containing the Management Plans and Baselines) is necessary to prepare for
Project execution. The Monitoring and Controlling tasks then create feedback loops to keep the Project on track – via Change
Control Management as appropriate.
The interactions in this chart are fundamental to the understanding and performing of chapter 1.3.

70
 1 PM Foundations
PM FOUNDATIONS INTERACTION OVERVIEW ...........................................................................................................................
Fig. 13-2
PROJECT DOSSIER
PM Knowledge Area ‘Integration Management’ only (Chapter 1.3.1.4)

Project Baseline Baseline Type B

Baseline Type A Baseline
BaselineType
Baseline TypeCCC
Type
PM Knowledge Area XY:
PM Knowledge Area XY: Project Baseline PM
PM KnowledgeArea
PM Knowledge
Knowledge AreaXY:
Area XY:
XY:
Project References
Project Plan Project
ProjectObjectives
Project Objectives
Objectives
‘What actions need to
‘When to do which action’ consider’ ‘What
‘Whatto
‘What toachieve’
to achieve’
achieve’

Project Governance
DIRECT AND MANAGE
Organisation Note PROJECT EXECUTION
PM Knowledge Area ‘Integration
Management’ only (Chapter 1.3.1.5)
Change PM Knowledge Area XY: Project
Execute
Baseline Management Plan Deliverables
Tasks
‘How to perform actions’

Project Management Plan

Change
N Request
Feedback CHANGE CONTROL
Change MANAGEMENT
CCB to
Request Y Approved? PM Knowledge Area
Decide
Feedback ‘Integration Management’ only
(Chapter 1.3.1.6)

MONITORING AND CONTROL Corrective Get Project

Various PM Knowledge Areas Y N Performance
Actions
(including for ‘Integration Data
Management’)
Changes to Project Project Status
Change Recovery Report
Dossier from external N Y Deviations?
Request possible?
sources
Analyse
Variances

CCB: Change Control Board Project Deliverable

71
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
Introduction
1 PM Foundations

Integration Management is the PM Knowledge Area that coordinates all aspects of a Project.
The Task Groups are concerned with integration to accomplish Project Objectives and ensure that the Project runs smoothly.

72
1.3.1.1 Plan Change Control Management ............................................................................................................................. 74
1.3.1.2 Develop Project Charter .................................................................................................................................................... 76
1.3.1.3 Categorise Project ................................................................................................................................................................ 78
1.3.1.4 Develop Project Dossier (inc. Project Management Plan) ............................................................................. 80
1.3.1.5 Direct and Manage Project Execution ....................................................................................................................... 82
1.3.1.6 Perform Change Control.................................................................................................................................................... 84
1.3.1.7 Close or Handover Project ............................................................................................................................................... 86

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Manual Project Categorisation Manual M20014 MyDoc

APPLICABLE TOOLS

Title Description Reference Access

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

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

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

Project To be able to perform Project architecture and J06XAIW00012 Airbus People/

Management - integration activities within large Projects. myHR/Learning
Advanced

73
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
1.3.1.1 Plan Change Control Management

This Task Group describes the development of the Change Control system necessary to control and manage changes to and
within the Airbus Project in an integrated way. Change Control typically encompasses the specific elements involved in ultimately
making the decision to approve, reject, or postpone changes.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify Airbus Business • Integrated Change Control
• Project Category Knowledge Management Plan
• Airbus Business Knowledge • Write ICC Management Plan

Change Control Management typically includes the following activities:

O V ERV I EW

• Reviewing the requested changes by analysing incoming Change Requests starting with Decision Gate DG1, see Figure 1311-1
• Managing the flow of requested changes and their possible interdependencies
• Approving requested changes, while documenting the specific Change Control Management process and the foreseeable
impact of the requested changes
• Maintaining the integrity of baselines by releasing only approved changes for incorporation
• Securing that approved changes – and only changes which are Change Control Management approved – are implemented
with their foreseen repercussions on, for example, scope, cost, budget, schedule and quality, by coordinating changes across
the entire Airbus Project. (For example, a proposed schedule change will often affect cost, risk, quality, and staffing).

............................................................................................................................................................................................................
Fig. 1311-1

Initialisation DG1 Evaluation DG2 Investigation DG3 Implementation

The earlier a change is addressed, the less the cost, risk and schedule repercussions.
G OL DEN
RU L ES

Development of a Change Control system just after launch of the Airbus Project increases the likelihood
that unfavourable repercussions of potential changes are spotted as early as possible.

The Change Control Management Plan could be incorporated into the Project Management Plan.

Responsible PM O
R AS CI

Accountable Proj ect Leader

Supporting Confi gur ation Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

74
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
Final Project Charter 1.3.1.2
INPU TS

i
ii Project Category 1.3.1.3
iii Airbus Business Knowledge 1.3

Develop Integrated Change Control Management

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards. Use the
Project Charter to understand the specific details (type, scope, etc.) of the Airbus Project.
2. Write Change Control Management Plan: Develop components and set-up of the Change Control
Management system to include the following:
TASKS

• Change Register (document)

• Change Request Template (document)
• Change Control Board (Names, Nominations, etc.)
• Change Control Meetings (Instruction, Appointments, Agenda, etc.).
Define if the details for this PM Knowledge Area need to be documented as part of the overall Airbus Project
Management Plan, or within a separate Change Control Management Plan. Write Change Control Management
Plan. Validate the Change Control Management Plan with the Airbus Project’s key stakeholders.

code
Change This deliverable consists of: 13011A
Control
Management General Contents:
Plan • Introduction
O UT PU T S

• Management System/Approach
• Management Responsibilities
• Processes
• Measurements, Control, Analysis, Improvement.
Specific contents:
• Change Register
• Change Request Templates
• Change Control Board details
• Change Control Meetings timetable.

75
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
1.3.1.2 Develop Project Charter

The Project Charter document captures the data that supports launch of the Airbus Project, i.e. its formal authorisation.
It establishes the Airbus Project’s rationale, feasibility and assumptions, together with a high level description of its requirements,
scope, schedule, costs, risks, organisation and financial business case.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Many different inputs from • Identify Airbus Business • Initial Project Charter
a variety of PM Knowledge Knowledge • Final Project Charter
Areas • Write Project Charter

The Project Charter contains all the details to enable the Airbus Project to be understood and a Go/NoGo decision to be made
for Project Launch. Projects should be authorised by someone external to the Airbus Project, such as the Airbus Project’s
Sponsor or Steering Group.
OV ERV I EW

The Project Charter is replaced by the Project Dossier after Milestone PM20 (see Chapter 1.3.1.4).
The Project Charter will provide an understanding of the Airbus Project, the reason why it is being conducted and how it can be
justified.
PROJECT CHARTER KEY ELEMENTS ..........................................................................................................................................
Fig. 1312-1

Scope
Major participants

Project charter Objectives

Key Dates

Assumptions and restrictions Measurements

G O L DE N
R U LE S

A Project Charter is necessary to formally authorise any Airbus Project and begin to assign resources.

Responsible PM O
R AS CI

Accountable Busi ness O ppor tunity Leader

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Spons or, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

76
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

v vi vii
i ii iii iv

1 PM Foundations
viii ix x xi chapter
i Top Objectives Statement 1.3.2.2
ii Initial Scope Description 1.3.3.2
iii Initial Financial Assessment 1.3.6.2
iv Key Dates 1.3.5.2
I NPUTS

v Top Level Requirements 1.3.2.2

vi Top Level Scope Description 1.3.3.2
vii Master Schedule 1.3.5.2
viii High Level Business Case 1.3.6.2
ix Top Level OBS 1.3.9.2
x Initial Risk Exposure 1.3.11.2
xi Top Level Resource Allocation Profile 1.3.9.3

Develop Project Charter

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
TASKS

contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Project Charter: Based on the identified knowledge, define the suitable structure, contents and
depth of detail required for the Charter for the Airbus Project. Write Project Charter and validate it with the
Airbus Project’s key stakeholders.

code
Initial Project The initial Project Charter defines the following typical contents: 13012A
Charter • Introduction and Executive Summary
• Description of business opportunity
• Stakeholder/sponsor requirements
• Project purpose and objectives
• Deliverables (product or service) description
OU T P U TS

• Initial cost estimates

• Key Dates
• Assumptions, constraints
• Conclusion for PM10 Milestone review meeting.
Final Project The Final Project Charter typically includes the initial definitions – now more fine-tuned – 13012B
Charter and the following additional contents:
• Top Level Requirements list
• Master Schedule
• Top Level Resource Allocation Plan
• Conclusion for PM20 Milestone review meeting.

77
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
1.3.1.3 Categorise Project

This Task Group describes how to perform Project Categorisation. Project Categorisation is a structured assessment
of a Project using 16 weighted criteria clustered into 3 main criteria groups (Complexity, Risk and Challenge) giving a
Categorisation score.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Categorise Project • Project Category Assigned
• High Level Business Case • Update Project Category
• Initial Risk Exposure
• Project Dossier
• Change Request Feedback

The Categorisation score differentiates between 5 different levels and determines if the Project is Iron, Bronze, Silver, Gold
OV ERV I EW

or Platinum. Projects not meeting the entry threshold of * 5 million Euros (total estimated Non-Recurring Expenditure) are
considered as ‘uncategorised’ unless the sponsor specifically requests categorisation.
Project Categorisation is used to drive individual proficiency requirements, processes, methods, tools and standards, Business
Case approval and signature rules, size and set-up of the Project Management Offices for the Airbus Project and its team(s).
In addition, it will help identify where special measures and support could be useful including audits and assessments.
A Categorisation toolkit is available via Airbus People on the P&PM channel and a dedicated i-share. The result must be
validated by the Airbus Project’s sponsor and the local business coordinator for Project Categorisation.
WEIGHTED CRITERIA PROJECT ASSESSED CATEGORISATION SCORE RANGE
Finance 1041-1300 Platinum
Organisation
Technology Complexity score 801-1040 Gold
Product 50 %
Customer 591-800 Silver
Project Environment
and supply chain 411-590 Bronze

Risk 30 % Risk score 260-410 Iron

Project Targets Projects not
Business Criticality 20 % Challenge score uncategorised meeting the entry
Customer Opinion threshold
TOTAL SCORE

It is essential to provide objective evidence when assessing each of the categorisation criteria.
G OL D EN
RU L ES

A multi-functional team approach involving Project, Procurement, Finance, etc. is highly recommended.

Project Categorisation shall only be undertaken upon formal request from the Airbus Project’s sponsor and shall
only comprise the Remain-to Do perimeter of the Airbus Project at the time of Categorisation/Re-Categorisation.

Responsible Busi ness Oppor tunity Leader, Business Coordinato r, P M O

R AS CI

Accountable Proj e ct Sponsor

Supporting Fi na nce Manager, Resource Manager, Risk Manage r, P ro cu rem en t M an ag er
Consulted Sponsor s, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

78
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv v

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii High Level Business Case 1.3.6.2

iii Initial Risk Exposure 1.3.11.2
iv Project Dossier 1.3.1.4
v Change Request Feedback 1.3.1.6

Categorise Project
1. Prepare Categorisation Information: Using all the available sources including the Project Charter, Financial
Business Case and risk exposure. Compile the relevant information to support the categorisation. Use a multi-
functional team approach to ensure robustness of the data.
2. Assess Category: By utilising the Categorisation toolkit available on the P&PM channel, as well as the
supporting user guide (M5424) and manual (M20014), assess the Airbus Project’s Category.
3. Validate Categorisation Results: Get categorisation results validated by the Airbus Project’s sponsor and
the local business coordinator for Project Categorisation.
Update Project Category
Once any major changes to the Airbus Project’s Baseline have been decided by Change Control Management
TA SKS

(see Chapter 1.3.1.6), re-do Project Categorisation. The Project Category with the latest changes incorporated
is the Applicable Project Category.

code
Project Project Category assigned. 13013A
O U TP U T S

Category

79
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
1.3.1.4 Develop Project Dossier (inc. Project Management Plan)

This Task Group describes the compilation of the Project Dossier and the generation of the Project Management Plan (PMP)
which is a key element of the Dossier.

INPUTS TASKS OUTPUTS

1 PM Foundations

• Final Project Charter • Identify relevant Airbus • Project Dossier

• Airbus Business Knowledge Business Knowledge
• PM Knowledge Area • Compile/write Project
• Management Plans and Dossier and get it agreed
Baselines • Implement approved
• Organisation Note(s) changes
• Change Request Feedback
OV ERV I EW

While essentially being a more detailed version of the Project Charter, the scope of the Project Dossier is also larger as it
includes the following:
• The Project Management Plan, representing the aggregation and compilation of the Management Plans for each PM
Knowledge Area applicable for the Airbus Project (see Chapters 1.3.x.1). It describes how the tasks of each individual
PM Knowledge Area are to be executed. If a PM Knowledge Area Management Plan does not exist for a specific subject
(e.g. Communications) because there is not sufficient detail to warrant an individual Management Plan, then the Project
Management Plan should nevertheless include a chapter to describe that PM Knowledge Area, albeit in less detail.
• A description of the Airbus Project’s Governance, which in turn is constituted by the Project Management Plan as well as the
Organisation Note(s) for the Airbus Project (see Chapter 1.3.9.2). If an Organisation Note does not exist because there is not
sufficient detail to warrant an individual document, then the Project Dossier should nevertheless include a chapter to describe
those Governance aspects which otherwise would be described in the Organisation Note(s).
• All Baselines as described in the different PM Knowledge Areas, covering:
- the agreed references of what is intended to be achieved by the Airbus Project (e.g. as expressed in Requirements
Documents)
- the schedule plans defining which activity to do when (e.g. Master Schedule and Detailed Schedules)
- Any framing and constraining aspects (e.g. Make/Buy and Worksharing, WBS,CBS, Product Structure, etc.).
G O L DE N
R U LE S

Use communication sessions to ensure that the content of the Project Dossier is well understood and the
desired way of working expressed therein is activated by the Airbus Project team.

Responsible PM O
R AS CI

Accountable Proj ect Leader

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Spons or, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

80
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv v iii v iii v vi

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
PM Knowledge Area Management Plans 1.3.1.4
I NPU TS

ii
iii PM Knowledge Area Baselines 1.3.x.x
iv Airbus Business Knowledge 1.3
v Organisation Note(s) 1.3.9.2
vi Change Request Feedback 1.3.1.6

Develop Project Dossier

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Identify and make use of all
applicable PM Knowledge Area information, in particular the Management Plans and validated Baselines. Finally,
identify and use lessons learnt and best practice examples from similar Airbus Projects to complement the
business standards.
2. Compile/Write Project Dossier: Based on the identified knowledge, define the suitable structure, contents
and depth of detail required for the Project Dossier for the Airbus Project. Define whether the details for the
Project Dossier need to be written at all (in cases where no individual PM Knowledge Area Management Plans
TA SKS

and Baselines exist) or whether the Project Dossier can ‘just’ represent the compilation and aggregation of the
individual PM Knowledge Area Management Plans and Baselines as well as the Organisation Note(s). Compile/
write Project Dossier.
Get Project Dossier agreed: In cases where the Project Dossier is not already based on individual PM
Knowledge Area Management Plans and Baselines and thus has to be established as an individual document
for the Airbus Project, get the validation of the Project Dossier by the Airbus Project’s sponsor(s) and possibly by
the customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed, the detailed
Project Dossier represents the fully described Airbus Project’s Governance and Baseline for the ‘Implement and
Deliver’ phase.
Implement Approved Changes to Project Dossier: Once any changes to the Project Dossier have
been decided by Integrated Change Control (see Chapter 1.3.1.6), implement changes in the Project Dossier
and communicate the change to the relevant Airbus Project team(s). The Project Dossier with the latest changes
incorporated is the Applicable Project Dossier.
code
Project Dossier The typical contents for the Project Dossier are as follows (see Figure 13-2): 13014A
O U T P UT S

• The Project Management Plan

• A description of the Airbus Project’s Governance
• All Baselines as described in the different PM Knowledge Areas.

81
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
1.3.1.5 Direct and Manage Project Execution

This Task Group defines the steps to be taken to execute the work defined in the Project Dossier to achieve the Airbus Project’s
objectives while respecting requirements and constraints. The Project Leader directs the planned activities and, with the Airbus
Project team, manages the various Project Management and technical interfaces within the Airbus Project.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Project Dossier • Direct Project Execution • Project Deliverables
• Corrective Actions • Implement Corrective
Actions

For example, the Project Leader must secure that:

O V ERV I EW

• the processes, methods, tools defined by the Management Plans for each PM Knowledge Area applicable for the Airbus
Project (see Chapters 1.3.x.1) are implemented and in use
• the agreed references of what is intended to be achieved by the Airbus Project’s deliverables (e.g. as expressed in
Requirements Documents) are professionally described, documented and communicated
• the initial baselines as defined by each PM Knowledge Area (e.g. Risks and Opportunities, Detailed Business Case, Resource
Allocation Plan, etc.) are established and communicated to each applicable level of the Airbus Project’s organisation, and
possible changes to them are subject to Integrated Change Control
• Corrective actions are implemented as soon as possible to keep the Airbus Project on track.
G O L DEN
R UL E S

Direction and management of the Airbus Project will require the use of deliverables from all PM Knowledge
Areas.

Responsible Proj ect Leader

Accountable Proj ect Leader
R A SCI

Supporting PM O, Cost Manager, Resource Manager, Risk Manag er, K ey F u n cti o n al

Representatives in the Air bus Project’s team
Consulted Spons or, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

82
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii

1 PM Foundations
chapter
Project Dossier 1.3.1.4
INPU TS

i
ii Corrective Actions (from all ‘Monitoring and Controlling’ Chapters of each PM Knowledge Area) 1.3.x.x

Direct and Manage Project Execution

1. Direct Project execution: Direct and manage the work as defined and planned in the Project Dossier.
This includes:
• Identify the requirements applicable to the Airbus Project
• Define the Airbus Project’s deliverables
• Manage the Airbus Project team
• Obtain other resources such as materials, tools, facilities and equipment
• Secure implementation of the planned processes, methods and tools
• Manage and implement approved changes as described in the Change Request Feedbacks into the Project
Dossier
• Establish the internal and external communications channels for the Airbus Project
TASKS

• Generate Project performance data, such as cost, schedule, quality and technical status
• Manage risks and implement risk response actions
• Manage supply chain
• Document lessons learnt and implement process improvement activities.
2. Implement Corrective Actions: Throughout the Airbus Project, receive and implement the Corrective
Actions from the different PM Knowledge Areas.

code
Project Intermediate and end-deliverables produced by the Airbus Project and approved by their 13015A
O UT P UT S

Deliverables internal and/or external customers, such as:

• Documents
• Enabling facilities and products
• End-Products
• Services.

83
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
1.3.1.6 Perform Change Control

This Task Group describes how to assess and approve the Change Requests that are created throughout the Airbus Project.
Change management is concerned with the general management of the overall Project and its changes. Approved changes
influence the necessity to update the Project baseline.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Integrated Change Control • Assess Proposed Changes • Change Request Feedback
Management Plan • Manage ICCB meetings
• Internal Change Requests • Communicate on Change
• External Change Requests Request status
• Feedback ICCB decision
• Secure Change
O V ERV I EW

Implementation

Internal Change Requests are received from the output of the various Monitor and Control Task Groups. External Change
Requests may be received directly from any of the Airbus Project’s customers, sponsors and stakeholders (refer to Figure 13-2).
All Change Requests are reviewed by a formal and integrated Change Control Board (ICBB) at dedicated Decisions Gates (DG).
The final decision at the last DG in the process could be to approve or reject the Change Request, or to send it back to request
more information.

Where appropriate, the Change Control should be managed in conjunction with the Configuration Management PM Knowledge
Area (Chapter 1.3.4).
G O L DEN
R UL E S

Coordination of all Change Requests across the Airbus Project requires professional control.

The Change Control Management system must be robust and mature – this in turn allows the best decisions
to be made quickly.

Responsible Cha nge Control Manager, PMO

Accountable Proj ect Leader
R A SCI

Supporting Al l l eader s from key Project Management disciplines ( e. g . Co s t, S ch ed u l e, S co p e) ,

Customer
Consulted Spons or, Steer ing
Informed Proj ect Team

84
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
Change Control Management Plan 1.3.1.1
INPU TS

i
ii Internal Change Requests (from all ‘Monitoring and Controlling’ Chapters of each PM Knowledge Area) 1.3.x.x
iii External Change Requests (e.g. from customer)

Perform Change Control

1. Apply Integrated Change Control Management Plan
2. Assess Proposed Changes: Receive formal Change Request forms and ensure descriptions are complete,
accurate and at the right level of granularity. Register each Change Request in the Change Control Management
system. Assess the impact of Change Requests on the Airbus Project (covering, among others, schedule,
financial, quality, customer satisfaction, etc. repercussions). In doing so, apply an integrated approach because
a change in one area of the Airbus Project could adversely affect the other areas.
3. Manage Change Control Board Meetings: Plan and invite CCB members. Hold the meeting, document
and communicate all CCB meeting decisions. Ensure the decisions are based on expert judgment and an
integrated outlook covering the entirety of the Project.
4. Communicate on Change Request status: Continuously communicate the Change Requests’ status
TASKS

during the Change Control Management process back to the requestor, in particular at DG1 and DG2.
5. Feedback Change Request decision: Communicate the final CCB’s decision of DG3 on the Change
Requests’ status back to the requestor.
6. Secure Change Implementation: Secure that approved changes – and only changes which are CCB -
approved – are implemented with their foreseen repercussions on, for example, scope, cost, budget, schedule
and quality, by coordinating changes across the entire Airbus Project.

code
Change Carries the decision by the CCB whether the requested change shall be implemented or not. 13016A
O UT P U T S

Request The Change Request status must be either:

Feedback • Accepted (Approved)
• Rejected
• Returned for further information.
Also includes a description of the changes to be implemented as well as a description of the
expected repercussions.

85
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.1 Integration Management
1.3.1.7 Close or Handover Project

When all of the Airbus Project’s planned and/or corrective activities are finalised, the Airbus Project is closed. This Task group
describes the key elements to cover in the Project Closure Report. The activity to complete this Task Group should begin early
to ensure that the closure conditions are understood and any handover details and lessons learnt are described and available at
the close.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Project Dossier • Plan Handover to Operations • Project Closure Report
• Project Status Report • Implement Handover to
• Requirements Compliance Operations
Statement • Capture lessons learnt
• Perform administrative
closure
OV ERV I EW

The Project Closure Report describes the conditions to close the Airbus Project and provides an overview of the evidences
produced to prove that it can be closed.
Airbus Projects may require a handover to lifecycle phases beyond PM70. This could be a component handover for assembly or
software handover to a sales team. Although the Airbus Project is going to be closed as such, there is a responsibility to ensure
the delivery is well received and can be used by whomever is in charge to lead the lifecycle phases beyond PM70.
It is very important to capture lessons learnt and best practice from the experience of the management of the Airbus Project:
• Gaps between an expected situation and the real situation. E.g. a mistake not to be re-done, etc.
• What could have been done better or faster, etc.?
• Was there any re-work? How could it have been avoided?
• Was there any deviation to the original plan (schedule, cost, objective, etc.)? Could it have been avoided?
• Did the team work well together from the start? How could it have been improved?
• How did the communication within the team and between team and Management work?
• How were changes managed? Are there ideas for improvement?
• Did the Airbus Project team get the necessary support? What kind of additional support could have helped the team?
• Remaining Opportunities: opportunities/ideas for improvement not yet implemented.
G O L DE N

It is necessary to plan for Project Closure in the earlier phases of the Airbus Project and to collect lessons
R U LE S

learnt throughout its lifecycle (and not just at the end).

Highlight the positive elements that could become a reference, such as a particularly successful method
that deserves to be shared with other Projects.

Responsible Proj ect Leader (suppor ted by PMO )

R AS CI

Accountable Proj e ct Leader, Sponsor

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Ste eri ng, Project team
Informed Re cei ving Project team

86
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
Project Dossier 1.3.1.4
INPU TS

i
ii Project Status Report 1.3.10.4
iii Requirements Compliance Statement 1.3.2.5

Close or Handover Project

1. Plan Handover to Operations: Where applicable, plan the transition of the Airbus Project into lifecycle
phases beyond PM70. Write any necessary instructions for and to those in charge of the take-over and
continuation into lifecycle phases beyond PM70.
2. Implement Handover to Operations: Formally handover the responsibility and accountability of the Airbus
Project to the receiving leader of the lifecycle phases beyond PM70.
3. Capture lessons learnt: Collect the key information that can highlight the areas for improvement (e.g. risks,
TASKS

issues, delays, failures, weaknesses, etc.). Where feasible, prioritise the information into a dossier containing
several key areas of focus. It should be incorporated into the Project Closure Report.
4. Perform administrative closure: Summarise in a Project Closure Report the achievements of the Airbus
Project and the completion of all activities and deliveries. Indicate the Airbus Project’s overall performance as
well as major issues, risks or ongoing parallel activities. Where applicable, provide a dossier of supplementary
information that will describe and prove the completion, delivery and acceptance of the closure of the Airbus
Project, including any contracts closure (see Chapter 1.3.12.4).

code
Project Closure The Project Closure Report typically includes: 13017A
Report • Closure Report
- Summary of the Airbus Project conclusions including the delivery status
- Customer acceptance criteria and results
- Assumptions (where necessary, such as ‘this Airbus Project is closed with any exceptions
O UT P U T S

noted’)
- Closure of contracts
- Closure of booking codes
- Release of resources and demobilisation of Airbus Project team
- Communication of closure of the Airbus Project to all stakeholders.
• Handover Report/Plan
- Summary of the deliverable handover
- Plan of tasks to secure handover.
• Lessons Learnt Report
- Key cases/Conclusions
- Evidences and advice.

87
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.2 Requirements Management
Introduction
1 PM Foundations

Requirements Management enables stakeholders to formally define their expectations as requirements (in agreement with
the Airbus Project team) and ensures that the final deliverable (and Airbus Project performance) fully complies with the agreed
expectations. The identification of the requirements is a prerequisite for all estimating, planning and assessment activities.

The scope of Requirement Management covers the following objectives:

• To ensure that all the customers and stakeholders needs are well described, understood and agreed
• To ensure that changes to those needs are controlled
• To ensure the definition and validation of requirements against the customer and stakeholder needs
• To ensure that each Airbus Project team has its individual set of validated requirements
• To ensure the verification of the design, sub-deliverables and final deliverables against the requirements
• To ensure the validation of the sub-deliverables and final deliverables against the customer and stakeholder needs
• To facilitate the trade-off between the requirements on the one hand and the Airbus Project’s time, cost and quality objectives
on the other
• To ensure that the Airbus Project reviews are conducted based upon a clear list of requirements.

Requirements can apply to both the Airbus Project’s deliverable(s) on the one hand and any management aspects to be
respected during Airbus Project execution on the other.
• Deliverable Requirements: express stakeholder needs regarding the intermediate and final deliverables to be delivered
by the Airbus Project. Deliverables may not only include ‘deliverables of interest’ (e.g. an aircraft) but also any ‘enabling
deliverables’ (e.g. an industrial system). Where deliverables are products, requirements are allocated to individual elements
of the Product Structure (PS). Otherwise they are allocated to individual elements of the Work Breakdown Structure (WBS).
For an Aircraft Project, these are known as Product Requirements and are allocated to the ‘As Defined’ Product Breakdown
Structure (PBS).
• Management Requirements: express stakeholder needs regarding the methods, processes, tools, dates, objectives, etc. to
be applied during the Airbus Project’s Lifecycle until its closure. Management Requirements are allocated to modules of the
Work Breakdown Structure (WBS) as they are related to the way the Airbus Project work is performed. For an Aircraft Project,
these are known as Project and Process Requirements.

88
1.3.2.1 Plan Requirements Management ................................................................................................................................. 90
1.3.2.2 Establish Top Level Requirements............................................................................................................................... 92
1.3.2.3 Develop Requirements Baseline ................................................................................................................................... 94
1.3.2.4 Monitor and Control Requirements............................................................................................................................. 96
1.3.2.5 Plan Verification and Validation ..................................................................................................................................... 98
1.3.2.6 Get Requirements Compliance................................................................................................................................... 100

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Policy EADS Policy on Requirements Mgt EADS-CDS-002 Airbus People/P&PM Management
Community/EADS link

Directive PM General Requirements A1002.0 MyDoc

Directive Systems Engineering AP1054 MyDoc

APPLICABLE TOOLS

Title Description Reference Access

DOORS RBE Requirements Based Engineering tool. Airbus People/ Engineering/eSites/
Database of Requirements. Functions include, develop_requirements_and_
baseline, tracking, linking and access control. technical_management

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

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

Requirements Airbus People/

Management myHR/Learning
(Write Good
Requirements)

Systems TN-06A03SEBT Airbus People/

Engineering Basic myHR/Learning
Training (SEBT)

89
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.2 Requirements Management
1.3.2.1 Plan Requirements Management

The Requirements Management Plan forms part of the overall Project Management Plan. This plan describes how to establish
the documents, timing, roles as well as applicable principles for the entire scope of Requirements Management in order to
manage requirements.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify Airbus Business • Requirements Management
• Project Category Knowledge Plan
• Airbus Business Knowledge • Write Requirements
Management Plan
O V ERV I EW

The purpose of the Requirements Management Plan is to ensure that the way of working to plan, manage and control the
requirements is state of the art, fit for the Airbus Project type, and understood and agreed by the whole Airbus Project team as
well as by the Airbus Project’s stakeholders, in particular the customer(s). The Requirements Management Plan also includes all
the Verification and Validation (V&V) aspects (for V&V see Chapter 1.3.2.5).
With regards to the latter, the Requirements Management Plan is a contract or agreement between the Airbus Project team and
the customers describing how the requirements process will be deployed and managed. It should include:

• Definition of the documentary referential: Requirements Documents Breakdown Structure

• Requirements Management roles and responsibilities
• Definition of key Requirements Management milestones which must be achieved during the Airbus Project’s Lifecycle
• Definition of Requirements Management tools and administration principles (access, security rules etc.)
• Identification of applicable methods, training and data model
• Monitoring processes for Requirements Management activities (KPIs, periodicity etc.).
G OL DEN
RU L ES

Always check to find out about the most recent Requirements Management state of the art methods,
processes and tools, and learn these best practices before starting.

Responsible Requi rements Manager (for Deliver able Requirements ) , P M O

R AS CI

Accountable Proj ect Leader

Supporting PM O, Configur ation Manager
Consulted Spons or, Steer ing
Informed Proj ect Team, Risk and O ppor tunity Manager, Cost M an ag er

90
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3

Develop Requirements Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing business standards, tools and templates
that are relevant for the Airbus Project type. Identify and use lessons learnt and best practice examples from
similar Airbus Projects to complement the business standards.
2. Write Requirements Management Plan: Based on the identified Knowledge, define the suitable structure,
contents and depth of detail required for the Requirements Management Plan for the Airbus Project. Define if the
details for this PM Knowledge Area need to be documented as part of the overall Project Management Plan or
TASKS

within a separate Requirements Management Plan. Validate the Requirements Management Plan with the Airbus
Project’s key stakeholders

code
Requirements The plan defines the management of requirements. It will typically contain the following: 13021A
Management
Plan General Contents:
• Introduction
• Management System/Approach
• Management Responsibilities
O U T P UT S

• Processes
• Measurements, Control, Analysis, Improvement.
Specific Contents:
• Requirements Documents Breakdown Structure
• Requirements Management roles and responsibilities
• Requirements Management activity roadmap (inc milestones)
• Requirements Management tools
• Applicable methods, training and data model
• Requirements Management monitoring processes.

91
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.2 Requirements Management
1.3.2.2 Establish Top Level Requirements

This Task Group covers the collection, formalisation and analysis of stakeholder needs as well as the subsequent elaboration
and validation of the Top Project Requirements. It is critical for Airbus Project success because the Top Level Requirements
form the basis for all subsequent Airbus Project planning activities (e.g. Scope definition, Work Breakdown Structure (WBS),
Costing, Scheduling) as well as the definition and cascading of more detailed requirements (where necessary).
1 PM Foundations

INPUTS TASKS OUTPUTS

• Initial Project Charter • Establish Top Project • Top Objectives Statement
• Airbus Business Knowledge Objectives • Top Level Requirements
• Stakeholder Register • Write and validate Top Level
Requirements
OV ERV I EW

To develop the Top Level Requirements it is recommended to start with the writing of a Top Objectives Statement (TOS). The
latter expresses what the Airbus Project is aiming to achieve, expressed in clear, and ideally quantifiable, statements. However,
the TOS do not need to respect the formal rules for requirements expression and should be limited in the number of statements
mentioned (no more than 10-20).
The Top Level Requirements (TLR) are formalised requirements that conform to standard rules for requirements expression. The
TLR are based on stakeholder needs and can be structured accordingly (for example, a section for Deliverable Requirements,
and another for Management Requirements). They should later be allocated to the elements of the Product Structure and Work
Breakdown Structure respectively, where applicable.
Any changes to the TLR should be traceable, explained and documented.
G O L DE N

TLR should be written from the stakeholder point of view – not from the final or enabling deliverable’s point of
R U LE S

view.
Sufficient time should be allowed to define and validate the TLRs. Errors in the TLRs can have significant impact
on Airbus Project performance.

Responsible Requi rements Manager (for Deliver able Requiremen ts ) , P M O

R AS CI

Accountable Busi ness O ppor tunity Leader

Supporting PM O, Configur ation Manager
Consulted Sponsor, Steer ing
Informed Proj ect Team, Risk and Oppor tunity Manager, Cost M an ag er

92
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii

1 PM Foundations
chapter
i Initial Project Charter 1.3.1.2
INPU TS

ii Airbus Business Knowledge 1.3

Establish Top Project Objectives

Describe and issue the Top Project Objectives in the form of a Top Objectives Statement.
Establish Top Project Objectives
1. Write Top Level Requirements: Interpret Top Project Objectives and formalise them in requirements.
Review the requirements to ensure they meet applicable quality standards (e.g. application of ‘Simplified
Technical English’). Ensure requirements cover all relevant Deliverable Requirements and Management
Requirements. Ensure all customer needs are covered.
2. Validate Top Level Requirements: Validate the requirements with stakeholders to ensure that they really
represent an adequate starting point – in terms of Requirements Management – for the Airbus Project.
TA SKS

Note: Any subsequent changes to the TLR should be traceable, explained and documented.

code
Top Objectives Document containing a list of Airbus Project Objectives Statements to demonstrate that the 13022A
O UT P U T S

Statement business opportunity has been understood,

Top Level Validated list of the Airbus Project’s Top Level Requirements. Supports the Airbus Project 13022B
Requirements Launch.

93
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.2 Requirements Management
1.3.2.3 Develop Requirements Baseline

Most Airbus Projects are split into hierarchical structures (e.g. the Work Breakdown Structure (WBS), the Product Structure
(PS)). This Task Group includes the tasks to define detailed requirements for each element of the WBS and PS, where
applicable. It also includes the validation of these requirements, their allocation to the Airbus Project Teams as well as the
creation of the Requirements Baseline.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Requirements Management • Define Requirements • Project Team Requirements
Plan • Ensure Requirements Document
O V ERV I EW

• Top Level Requirement Traceability

• Detailed Product Structure • Get Requirements Agreed
• Change Request Feedback and Allocated
• Implement Changes to
Requirements Baseline

Requirement Validation is an essential step for both Deliverable and Management Requirements as it assures that the
requirements are:
• appropriate and necessary
• well expressed
• agreed by all stakeholders
• coherent across the full set of requirements (e.g. no “clashes”).

It is vitally important to enable effective Airbus Project change control that traceability is retained from the
Top Level Requirements to the detailed requirements for each module of the PS respectively.

The structure of the PS needs to be defined in good time. Any changes after the requirements cascade work
G OL DEN
RU L ES

has been launched will be very costly in administration.

For very complex systems (e.g. aircraft), the requirements applicable to sub-modules of the PS are often
populated from existing product implementations. If so, it is critical that a robust traceability and validation
still takes place to assure integrity of the set of requirements for the Airbus Project.
The Develop Detailed Requirements and Get Requirements Agreed tasks are performed iteratively until the
lowest levels of the PS (where applicable) are allocated with requirements.

Responsible Requi rements Manager (for Deliver able Requirements ) , P M O

R AS CI

Accountable Proj e ct Leader

Supporting PM O, Configur ation Manager
Consulted Sponsor s, Steer ing
Informed Proj e ct Team, Risk and Oppor tunity Manager, Cost M an ag er

94
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iii iii iv

1 PM Foundations
chapter
i Requirements Management Plan 1.3.2.1
INPU TS

ii Top Level Requirements (TLR) 1.3.2.2

iii Detailed Product Structure (where applicable) 1.3.4.2
iv Change Request Feedback 1.3.1.6

Develop Detailed Requirements

1. Define Requirements: For each module of the PS (where applicable) collate all allocated requirements on
the next higher module-level (i.e. the TLR at the highest level) as well as other stakeholder needs, expectations
and requirements (i.e. those not allocated from an upper level). Possibly write or re-write requirements so
that they meet the needs of and can be understood and interpreted by the Airbus Project team. Review the
requirements to ensure they meet applicable quality standards.
2. Ensure Requirements Traceability: In whichever way the requirements have been established for a
given module of the PS (where applicable) (that is either by strict cascading of higher level requirements, or by
re-formulating higher level requirements, or by ‘inventing’ requirements), there must be consistency and full
traceability of requirements across all levels of the PS, respectively. The collection of all requirements on the PS’
TA SKS

lowest level should aggregate exactly to the TLR of the Airbus Project, such that the perimeter described by the
lower level requirements is not larger or smaller compared to the perimeter of the TLRs.
Get Requirements Agreed and Allocated
Get the validation of the requirements on each level of the PS (where applicable) by the Airbus Project’s
sponsor(s) and possibly by the customers and/or other key stakeholders. This may require additional fine-tuning
of the requirements. Once agreed, the detailed and entire set of requirements represents the fully described
Requirements Baseline for the ‘Implement and Deliver’ phase. Allocate requirements such that each Airbus
Project Team contributing to the Airbus Project has its individual set of validated requirements.
Implement Approved Changes to Requirements Baseline
Once any changes to the Requirements Baseline have been decided by Change Control (see Chapter 1.3.1.6),
implement changes in the Requirements Documents and communicate the change to the relevant Airbus
Project team(s). The Requirements Baseline with the latest changes incorporated is the Applicable Requirements
Baseline.

code
Project Team List of validated and therefore applicable requirements for any Airbus Project Team 13023A
O U T P UT S

Requirements contributing to the Airbus Project.

Document

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 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.2 Requirements Management
1.3.2.4 Monitor and Control Requirements

This Task Group is about monitoring and controlling the Airbus Project’s requirements against the Requirements Baseline as
described in Chapter 1.3.2.3. Although change in Airbus Projects is inevitable, Airbus Projects are still expected to meet their
time, cost and quality objectives. Therefore, unexpected or unapproved changes in requirements can affect the success of
the Airbus Project. One of the main benefits of monitoring and controlling Airbus Project requirements is to avoid uncontrolled
1 PM Foundations

changes in a Airbus Project’s set of requirements that can lead to budgetary increases and time delays.

INPUTS TASKS OUTPUTS

• Requirements Management • Apply Requirements • Requirements Change
Plan Management Plan Requests
• Project Team Requirements • Analyse Scope data
Document • Propose Change to
Requirements Baseline
OV ERV I EW

Requirements control is one of the keys to effective Project Management. This requires managing requirements in such a way
that the goals of the Airbus Project can be achieved.
G O L DE N
R U LE S

Where Airbus Project deliverables are products, it is often necessary to perform design work for the current
level and then to verify the design against the requirements before the requirements can be cascaded to the
next level down.

Responsible Requi rements Manager, PMO

R AS CI

Accountable Proj e ct Leader

Supporting PM O, Configur ation Manager
Consulted Sponsor, Steer ing
Informed Proj ect Team, Risk and O ppor tunity Manager, Cost M an ag er

96
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii

1 PM Foundations
chapter
i Requirements Management Plan 1.3.2.1
INPU TS

ii Project Team Requirements Document 1.3.2.3

Monitor and Control Project Requirements

1. Apply Requirements Management Plan: Use the Requirements Management Plan to ensure that the
agreed best way of working with regards to the management of the Airbus Project’s requirements is followed
across the Airbus Project.
2. Analyse Scope data: Monitor which variances in Airbus Project scope must lead to requirements change.
Conclude with definitions of any issues, consequences, risks or opportunities.
3. Propose Change to Requirements Baseline: Where necessary, propose to Integrated Change Control
changes to the Airbus Project’s Requirements Baseline, i.e. to the individual Airbus Project Teams’ Requirements
Documents.
TA S KS

code
Requirements The Change Requests may include requirements’ change, reduction or expansion. The 13024A
O U T P UT S

Change documentation must clearly state which area(s) (i.e. which work package(s) and which
Requests statements of work) are affected by the change, and in which way and to what extent. It must
also include used analyses and assumptions as well as a description of the proposed solution
post change.

97
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.2 Requirements Management
1.3.2.5 Plan Verification and Validation

Conformity to requirements is achieved by implementing Verification and Validation (V&V). This Task group is about planning the
V&V methods, criteria and events.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Requirements Management • Ensure Bi-lateral V&V • V&V Agreements
Plan Agreements
• Master Schedule • Get V&V Events agreed
• Project Team Requirements • Implement approved
Document changes
• Change Request Feedback
O V ERV I EW

All V&V Events are based on V&V Agreements between both the supplier and the customer of an intermediate and/or end-
deliverable. This includes agreements about the requirements to be met, the quality characteristics of the deliverable(s) to be
achieved, the criteria according to which V&V can be performed and decisions can be taken, as well as the dates at which they
should occur. V&V Agreements have to be reached and documented and it is important for both the supplier and customer to
refer to their V&V Agreement during the lifecycle of the Airbus Project.
V&V Events provide a forum where compliance to the V&V Agreements and requirements can be demonstrated.
Verification & Validation (V&V) includes:
• Verification of the Design: ‘Virtual testing’ of the design of the deliverable under development to predict performance and
check compliance against relevant requirements (e.g. Simulation, Wind tunnel tests, Mockups and prototypes, Analysis etc.)
• Verification of the Sub-Deliverable or Deliverable: Physical testing of sub-deliverable or the deliverable under development to
check compliance against relevant requirements (using e.g. test benches, flight tests, iron bird, ‘beta’ tests for software, etc.)
• Validation of the Sub-Deliverable or Deliverable: Evaluation of sub-deliverable or the deliverable by the customer against his
originally expressed needs (e.g. in-service simulation flights with airline crew).
G O L DEN
R UL E S

Define and agree the scope and planning of the V&V activities early in the Airbus Project (with Airbus Project
sponsor and customers).

Responsible Requi rements Manager, PMO

R A SCI

Accountable Proj e ct Leader

Supporting PM O, Configur ation Manager
Consulted Spons or, Steer ing
Informed Proj ect Team, Risk and O ppor tunity Manager, Cost M an ag er

98
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii ii iii ii iii iv

1 PM Foundations
chapter
i Requirements Management Plan 1.3.2.1
INPU TS

ii Master Schedule 1.3.5.2

iii Project Team Requirements Document 1.3.2.3
iv Change Request Feedback

Ensure Bi-lateral V&V Agreements

Identify deliverable(s) and type of V&V method to be applied. Arrange bi-lateral agreements between customer
and supplier of intermediate and/or end-deliverable(s) about the requirements to be met, as well as the dates at
which V&V events should occur. Use these V&V Agreements during the Airbus Project’s Lifecycle to help keep
on track.
Get V&V Events Agreed
Get the validation by the Airbus Project’s sponsor(s) and possibly the customer(s) of the deliverable(s) and/or
other key stakeholders. This may require additional fine-tuning. Once agreed, the V&V Agreements become part
of the Airbus Project’s Baseline.
Implement Approved Changes to V&V Agreements
TA SKS

Once any changes to the V&V Agreements have been decided by Integrated Change Control (see Chapter
1.3.1.6), implement changes to the V&V Agreements and communicate the change to the relevant Airbus
Project team(s). The V&V Agreement Baseline with the latest changes incorporated is the Applicable V&V
Agreement Baseline.

code
V&V Covers for each intermediate deliverable the requirements to be met, quality of the 13025A
O UT P UT S

Agreements characteristics to be achieved, the criteria according to which V&V can be performed and
decisions can be taken, as well as the dates at which V&V Events should occur.

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 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.2 Requirements Management
1.3.2.6 Get Requirements Compliance

This Task Group describes how any design, sub-deliverables, enabling and final deliverables are verified against their
requirements, and then validated against stakeholder needs in order to come to a compliance statement with regard to the
applicable requirements (note that this Task Group does not include requirement validation, as this is covered in Chapter 1.3.2.3).
1 PM Foundations

INPUTS TASKS OUTPUTS

• Requirements Management • Apply Requirements • Compliance Corrective
Plan Management Plan Actions
• V&V Agreements • Collect Project Performance • Requirements Compliance
• Project Team Requirements Data Statements
Document • Analyse Project Performance
• Project Performance Data Data
O V ERV I EW

• Agree corrective actions

• Verify against requirements.
• Validate against stakeholder
needs

As seen in Chapter 1.3.2.5, Verification & Validation (V&V) includes:

• verification of the Design: ‘Virtual testing’ of the design of the deliverable under development to predict performance and
check compliance against relevant requirements (e.g. Simulation, Wind tunnel tests, Mockups and prototypes, Analysis etc.)
• verification of the Sub-Deliverable or Deliverable: Physical testing of sub-deliverable or the deliverable under development to
check compliance against relevant requirements (using e.g. test benches, flight tests, iron bird, ‘beta’ tests for software, etc.)
• validation of the Sub-Deliverable or Deliverable: Evaluation of sub-deliverable or the deliverable by the customer against his
originally expressed needs (e.g. in-service simulation flights with airline crew).
G O L DEN
R UL E S

Feedback of the V&V status is a key enabler for effective Project Management. Project Managers must
recognise that the information contained in this feedback represents a significant proportion of the added
value of using Requirements Management.

Responsible Requi rements Manager, PMO

R A SCI

Accountable Proj e ct Leader

Supporting PM O, Configur ation Manager
Consulted Spons or, Steer ing
Informed Proj ect Team, Risk and O ppor tunity Manager, Cost M an ag er

100
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Requirements Management Plan 1.3.2.1
INPU TS

ii V&V Agreements 1.3.2.5

iii Project Team Requirements Document 1.3.2.3
iv Project Performance Data

Perform Verification and Validation

1. Apply V&V Agreements: Use the Requirements Management Plan and V&V Agreements to ensure that the
agreed best way of working with regards to the Airbus Project’s intermediate and end-deliverables is followed
across the Airbus Project.
2. Collect Project Performance Data.
3. Analyse Project Performance Data: Use Airbus Project Performance Data to help identify where deviation
from the agreed Applicable Requirements Baseline is taking place. Determine the root causes and degree of
variance relative to the agreed Applicable Requirements Baseline. Conclude with definitions of any issues, risks
or opportunities.
4. Agree Compliance preventative and/or corrective actions: Based on the conclusions, develop
TA S KS

solutions. Propose preventative and/or corrective actions as necessary. Agree and plan actions to implement.
5. Verify against requirements: Verify the design, sub-deliverables, deliverables as well as the applied
management methods, processes, tools against the Applicable Requirements Baseline and V&V Agreements,
using, for example:
• design reviews with developers and Airbus Project team
• capture and review of simulations and analyses
• creation of mockups and running reviews with developers and Airbus Project team
• physical testing of components
• flight testing
• running trials.
6. Support Validation: Support key stakeholders, in particular the customer(s), to validate the sub-deliverables
and deliverables against their stakeholder needs.

code
Compliance The deliverable documents must typically contain: 13026A
O UT P U T S

Corrective • Evidence of analysis and conclusions

Actions • Solutions and corrective detailed actions (owners and target dates).

Requirements Statement of the compliance of the design, sub-products, products, and processes against 13026B
Compliance their requirements and stakeholder needs.
Statement

101
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.3 Scope Management
Introduction
1 PM Foundations

Scope Management ensures that an Airbus Project has precisely identified all the work that is required and needs to be done to
meet stakeholder expectations and to deliver the Airbus Project successfully.
The Airbus Project scope includes a description of both:

• The Airbus Project’s deliverable(s)

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

102
1.3.3.1 Plan Scope Management ............................................................................................................................................... 104
1.3.3.2 Develop Top Level Scope Description .................................................................................................................... 106
1.3.3.3 Agree Make/Buy and Worksharing ........................................................................................................................... 108
1.3.3.4 Develop Work Breakdown Structure and Description .................................................................................. 110
1.3.3.5 Monitor and Control Scope ........................................................................................................................................... 112

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Requirements Airbus Project Management A1002.0 MyDoc
Policy and General Requirements

Process Make or Buy for Aerostructures AP2569 MyDoc

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

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

Project To be able to perform Project architecture and J06XAIW00012 Airbus People/

Management - integration activities within large Projects. myHR/Learning
Advanced

Scope eLearning Airbus People/

Management P&PM
Management
Community/EADS
PM eLearning

103
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.3 Scope Management
1.3.3.1 Plan Scope Management

This Task Group describes how to develop the Scope Management Plan that details how the Airbus Project scope will be
defined, verified and controlled.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify relevant Airbus • Scope Management Plan
• Project Category Business Knowledge
• Airbus Business Knowledge • Write Scope Management
• Top Level Scope Description Plan

The Airbus Project Scope Management Plan is a formalised document that is used for the purpose of exactly detailing how the
O V ERV I EW

Airbus Project Scope will be defined, developed, managed, monitored and controlled. This includes a description of how the
components of the Work Breakdown Structure (WBS) will be created and defined.

The Scope Management Plan should typically detail how the scope of an Airbus Project is:

• verified and accepted by the customer

• decomposed into the Airbus Project’s Work Breakdown Structure (WBS)
• change controlled (including WBS control).
The degree of formalism for Scope Management depends on the complexity and criticality of the Airbus Project. Low category
Airbus Projects may outline the Scope Management activities within the main Airbus Project Management Plan, while high
category Airbus Projects usually require a separate Scope Management Plan.

Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this
G O L DE N
R UL E S

PM Knowledge Area: either as an independent Scope Management Plan or as contents integrated in the overall
Project Management Plan (see Chapter 1.3.1.4).
It is very important that the Scope Management Plan is used as inputs to all the subsequent Task Groups. This
ensures that the agreed way of working is performed consistently across the Airbus Project team(s).

Responsible PM O
R AS CI

Accountable Proj ect Leader

Supporting Re qui rements Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

104
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3
iv Top Level Scope Description 1.3.3.2

Develop Scope Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Scope Management Plan: Based on the identified knowledge, define the suitable structure, contents
and depth of detail required for the Scope Management Plan for the Airbus Project. Define if the details for this
TASKS

PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or within a
separate Scope Management Plan. Define basic WBS architecture philosophy, e.g. deliverable oriented, Make/
Buy oriented, PS oriented, OBS oriented, or a mixture of the aforementioned. Write Scope Management Plan.
Validate the Scope Management Plan with the Airbus Project’s key stakeholders.

code
Scope The plan is to be used to define the management of Scope. It will typically contain the 13031A
Management following:
Plan
General Contents:
• Introduction
• Management System/Approach
O U T P UT S

• Management Responsibilities
• Processes
• Measurements, Control, Analysis, Improvement.
Specific Contents:
• Determination to what degree the Airbus Project’s deliverable(s) should be described
and on which deliverable(s) to concentrate
• Description of how the Airbus Project Scope will be decomposed into the WBS
• Description of how the scope of the Airbus Project will be managed and change controlled.

105
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.3 Scope Management
1.3.3.2 Develop Top Level Scope Description

This Task Group describes the development of a high level description of the Airbus Project’s scope. The process is iterative,
progressively developing an Initial Scope Description (within the Project Charter) into the Top Level Scope Description required
for Airbus Project Launch.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Stakeholder Register • Define and describe Project • Initial Scope Description
• Top Objectives Statement Scope • Top Level Scope Description
• Top Level Requirements • Define Assumptions
O V ERV I EW

• Initial Project Charter • Get Project Scope agreed

A clear definition of Airbus Project scope is critical to Airbus Project success as it provides the basis for the Airbus Project’s
Work Breakdown Structure (WBS) as well as the final verification whether the Airbus Project’s deliverable(s) are as specified.
The scope is strongly based on the Top Airbus Project Objectives.

Scope Descriptions always cover the full perimeter of an Airbus Project and not the one of a specific
contributor or subcontractor.

The scope should include the acceptance criteria where relevant (e.g. what level of maturity is required for
G O L DE N
R U LE S

each deliverable).
Any exclusions from the Airbus Project scope should be identified in order to manage customer
expectations.
Any Airbus Project constraints or assumptions that have a bearing on the Airbus Project scope should be
identified (e.g. contractual constraints, assumptions regarding the scope of linked projects or the maturity
of project inputs).

Responsible Busi ness Oppor tunity Leader

R AS CI

Accountable Proj e ct Sponsor

Supporting Requi rements Manager
Consulted Ste eri ng, Cost Manager, Risk Manager
Informed Proj e ct Team

106
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Top Objectives Statement 1.3.2.2
INPU TS

ii Top Level Requirements 1.3.2.2

iii Initial Project Charter 1.3.1.2

Develop Scope Description

1. Define and describe Project Scope: Describe the Airbus Project’s deliverable(s). For some Projects
a Product Structure (PS) may be used to define the product scope. Describe the work that needs to be
completed to deliver the Airbus Project’s deliverable(s).
2. Define Assumptions: Define and get agreed Airbus Project scope exclusions, constraints and assumptions.
3. Get Project scope agreed: By the Airbus Project’s sponsor(s).
TA SKS

code
Initial Scope Initial, high-level description of the Airbus Project’s top deliverable(s) and the work required to 13032A
O UT P UT S

Description ensure their delivery.

Top Level Description of the Airbus Project’s top deliverable(s), and the work required to ensure their 13032B
Scope delivery, at a level of detail in line with the needs to enable Airbus Project launch decision.
Description

107
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.3 Scope Management
1.3.3.3 Agree Make/Buy and Worksharing

The Agree Make/Buy (MoB) and Worksharing Task Group determines which particular activity of the Airbus Project should
be accomplished from which internal or external supplier. The starting point for this analysis is Airbus’ Core/Non-Core policy
(distinguishing between ‘core’, ‘non-core’ and ‘intermediate core’). Whether a work package is to be considered core,
non-core or intermediate core can be identified with the help of existing processes, such as the Core Competence Analysis
1 PM Foundations

Process (CCAP). All core work is strategically kept in-house, i.e. it is categorised as ‘Make’ (Exception: where there is a need to
increase capacity or to procure material, work may even be subcontracted under ‘Make’). However, not all of the non-core or
intermediate core work necessarily becomes ‘Buy’. Additional aspects need to be considered, such as cost, benefits, financing
needs, capacity constraints, access to technology, requirements for flexibility, offsets, political requirements, availability of
healthy and capable suppliers, among others.

INPUTS TASKS OUTPUTS

• Airbus Business Knowledge • Compile and detail Initial • Initial Make/Buy and
O V ERV I EW

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

Scope Description • Get it agreed • Detailed Make/Buy and
• Product Structure Worksharing Document
• Project Team Requirements
Documents

Once Make and Buy have been agreed, it remains to identify which Airbus-internal organisational unit and which external
supplier, respectively, will be entrusted with the respective work packages. The former activity leads to ‘Worksharing’ (described
in this Task Group), the latter to ‘Conduct Procurements’ (see Chapter 1.3.12.2).
In summary, the definitions of Make versus Buy are as follows:
Make: Airbus keeps the work in-house in order to keep or increase its competences. This may, however, include a degree of
sub-contracting.
Buy: Airbus outsources the work as there is no interest to develop its competences. However, this may not necessarily mean
that the cost of the work is carried by another company.
GO L DE N

Before any Make/Buy decision, the compliance with the overall Airbus Core/Non-Core strategy or policy as
R UL ES

well as with the Airbus Project’s objectives has to be verified.

The basis for the internal cost (Make) to be compared with the external market price (Buy) is the approved
AOP resource planning for the Make/Buy period in question.

Responsible Industr ial Manager or PMO

R AS C I

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting Requi rements Manager, PMO
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

108
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv iv v iv v iv v

1 PM Foundations
chapter
i Airbus Business Knowledge (here: Core/Non-Core Policy, among other) 1.3
INPU TS

ii Top Level Requirements 1.3.2.2

iii Top Level Scope Description 1.3.3.2
iv Product Structure 1.3.4.2
v Project Team Requirements Document 1.3.2.3

Compile Initial Make/Buy and Worksharing

Consult Airbus Core/Non-Core policy and check its opportunities and consequences for the Airbus Project.
Identify those potential work packages of the Airbus Project which are clearly ‘core’, and, thus, to be
categorised as ‘Make’. Taking other aspects into account, such as cost, benefits, financing needs, capacity
constraints, access to technology, requirements for flexibility, offsets, political requirements, availability of
healthy and capable suppliers, among others, make proposal for the Make vs. Buy split for ‘non-core’ and
‘intermediate core’ work packages. This should result in an overall view of which work packages of the WBS
could be ‘Make’, which ones ‘Buy’. Make suggestion for the Worksharing of the ‘Make’ part. Have ‘Make/Buy’
and Worksharing described to a level of detail which satisfies the needs to enable Airbus Project launch.
Detail and Fine-Tune Make/Buy and Worksharing
TA S KS

Continuously elaborate and fine tune the Initial Make/Buy and Worksharing. This includes proposing the Make/
Buy and Worksharing for work packages on the lower levels of the future WBS as well as a higher level of detail
in the description of the various Make/Buy and Workshare proposals.
Get Make/Buy and Worksharing Agreed
Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
stakeholders. This may require additional fine-tuning. Please note that during the life of the Airbus Project there
is rarely a change in the Make/Buy and Worksharing, once finalised (as opposed to the life of a Programme,
where changes do occur).

code
Initial This document describes which of the Airbus Project’s deliverables are ‘Make’ and which 13033A
O UT P U T S

Make/Buy and ones are ‘Buy’. For the ‘Make’ part, an initial Airbus internal Worksharing is proposed.
Worksharing

Detailed This document details which of all the Airbus Project’s deliverables are ‘Make’ and which 13033B
Make/Buy and ones are ‘Buy’. For the ‘Make’ part, the agreed Airbus internal Worksharing is described.
Worksharing

109
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.3 Scope Management
1.3.3.4 Develop Work Breakdown Structure

This Task Group covers the development of the Airbus Project’s Work Breakdown Structure (WBS) and associated Work
Package Statements of Work (SoW). The WBS subdivides the total Airbus Project scope into smaller, more manageable,
pieces of work, with each lower level representing an increasingly detailed definition.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Top Level Scope Description • Develop Top Level WBS • Top Level WBS
• Product Structure (PS) • Develop Detailed WBS • Detailed WBS
• Make/Buy and Worksharing • Get WBS Baseline agreed
• Change Request Feedback • Implement approved
changes
O V ERV I EW

The WBS covers the Airbus Project’s work to be completed as described in the Airbus Project’s scope statement. The highest
WBS component (i.e. at “Airbus Project-level”) represents the overall Airbus Project (the aggregation of all the lower levels).
The basic “building blocks” of the WBS are the work packages, covering a specified part of the Project’s scope.

The WBS evolves throughout the Airbus Project Lifecycle as the Airbus Project becomes progressively more detailed over time.
The description of the work ‘contained’ in the work packages is captured by what is called Statements of Work (SoW). The
latter also describe the applicable requirements and assumptions, the main inputs and outputs (deliverables), the key risks and
opportunities, as well as the main contributors (e.g. CoC, CoE, functions, suppliers).
Once the detailed WBS with all its work packages and detailed SoWs has been established, it represents the full description of
the Airbus Project Scope.

The size of the work packages should be decided with care. Too large and it will be difficult to determine
status due to the volume of work involved. Too small and it may require excessive effort to define, monitor
G O L DEN

and keep updated.

R UL E S

The WBS should preferably be aligned with other project structuring elements (e.g. PS, CBS, OBS etc).

The WBS should be created by those who will perform the work, with technical input from subject matter
experts, and other appropriate stakeholders.

Responsible PM O
R AS C I

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting Requi rements Manager, Contr ibutor s
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

110
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii ii iii ii iii ii iii iv

1 PM Foundations
chapter
i Top Level Scope Description 1.3.3.2
INPU TS

ii Product Structure (where applicable) 1.3.4.2

iii Make/Buy and Worksharing 1.3.3.3
iv Change Request Feedback 1.3.1.6

Develop Top Level WBS

Decompose the Airbus Project scope into more manageable work packages. For each work package, write
an initial SoW. The decomposition and degree of description detail should be to a level commensurate with the
management needs for the initial project phase(s) following Airbus Project Launch. Ensure 100% of the Airbus
Project’s scope is covered by the Top Level WBS.
Develop Detailed WBS
Use the Top Level WBS to develop a detailed WBS. Further decompose the breakdown, and check logic
and links to the OBS/PS throughout the structure and proceed through iterative loops as required. Create
assumptions annex. Develop Statements of Work (SoW), and use existing SoW templates to define and
TASKS

describe work package details.

Get WBS Baseline agreed
Get the validation of the WBS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other
key stakeholders. This may require additional fine-tuning. Once agreed, the detailed WBS with its SoWs
represents the fully described Airbus Project Scope Baseline for the ‘Implement and Deliver’ phase.
Develop Top Level WBS
Once any changes to the WBS Baseline have been decided by Integrated Change Control (see Chapter 1.3.1.6),
implement changes in the Detailed WBS and communicate the change to the relevant Airbus Project team(s).
The WBS Baseline with the latest changes incorporated is the Applicable WBS Baseline.

code
Top Level Contains the definition of the higher level work packages and their SoWs that must be 13034A
WBS performed to achieve the entire Airbus Project scope. The Top Level WBS anticipates lower-
O UT P U T S

level work packages without detailing them, so that the latter, once assembled, aggregate
to the higher level work packages.
Detailed Represents the WBS, containing the fully developed breakdown structure with all work 13034B
WBS packages on its lowest level as well as all SoWs. Each work package is allocated to a
responsible person or organisation unit. Once agreed, the Detailed WBS represents the
baseline for the Airbus Project, which is subject to Integrated Change Control and against
which any changes are to be monitored and controlled.

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 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.3 Scope Management
1.3.3.5 Monitor and Control Scope

This Task Group is about monitoring and controlling the scope of the Airbus Project against the Scope Baseline as described by
the agreed Detailed WBS. Although change in Airbus Projects is inevitable, Airbus Projects are still expected to meet their time,
cost and quality deadlines. Therefore, unexpected and unapproved changes in scope (‘scope creep’) can affect the success
of the Airbus Project. One of the main benefits of monitoring and controlling Airbus Project Scope is to avoid ‘scope creep’ (i.e.
1 PM Foundations

uncontrolled changes in a Airbus Project’s scope that can lead to budgetary increases and time delays).

INPUTS TASKS OUTPUTS

• Scope Management Plan • Apply Scope Management • Corrective Actions
• Agreed Detailed WBS Plan • Internal Change requests
(Project Scope Baseline) • Collect Project Performance
• Project Performance Data Data
OV ERV I EW

• Analyse Scope data

• Agree Scope corrective
actions
• Propose Scope Baseline
changes

Scope control is one of the keys to effective Project Management. Good Project Management requires managing scope in such
a way that the goals of a project can be obtained without leaving out resolution of items that are critical to the Project’s success.

Good scope control allows the changing and adding of critical tasks without adding in unnecessary items that could cause an
Airbus Project to miss its critical deadlines.

Determining which items need to be addressed during a successful Airbus Project is crucial to successful scope control and
positive Project outcome. It is imperative that a Project Manager maintains flexibility by changing and adding tasks that will
make or break a Project’s success. However, items that are not critical to a successful delivery or that may be better suited to
a phase two release or follow up version should be avoided in the current Airbus Project scope, especially if completion of the
items threatens an on time delivery or the success of the Airbus Project.
G O L DEN
R UL E S

Scope creep is a term which refers to the incremental expansion of the scope of a Project, which may
include and introduce more requirements that may not have been a part of the initial planning of the Project,
while nevertheless failing to adjust schedule and budget. It is essential that changes to scope are subject to
change control.

Responsible PM O
RA S CI

Accountable Proj e ct Leader

Supporting Requi rements Manager, Configur ation Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

112
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Scope Management Plan 1.3.3.1
INPU TS

ii Agreed Detailed WBS 1.3.3.4

iii Project Performance Data

Monitor and Control Project Scope

1. Apply Scope Management Plan: Use the Scope Management Plan to ensure that the agreed best way
of working with regards to Airbus Project Scope is followed across the Airbus Project. Collect Airbus Project
performance variances data.
2. Collect Project Performance Data.
3. Analyse Scope data: Use Airbus Project Performance Data to help identify where deviation from the agreed
Airbus Project Scope Baseline is taking place. Determine the root causes and degree of variance relative to the
Scope Baseline. Conclude with definitions of any issues, risks or opportunities.
4. Agree Scope preventative and/or corrective actions: Based on the conclusions, develop solutions.
TASKS

Propose preventative and/or corrective actions as necessary. Agree and set actions to implement.
5. Propose Scope Baseline changes: Where necessary, propose to Integrated Change Control changes to
the Airbus Project Scope Baseline, i.e. to the Detailed WBS.

code
Project Scope The deliverable documents must typically contain: 13035A
Corrective • Evidence of analysis and conclusions
O UT P U T S

Actions • Solutions and corrective detailed actions (owners and target dates).

Project Scope The Change Requests may include scope change, reduction or expansion. 13035B
Change The documentation must clearly state which area(s) (i.e. which work package(s) and which
Requests SoW(s)) are affected by the change, and in which way and to what extent. It must also
include used analyses and assumptions as well as a description of the proposed solution
post change.

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 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.4 Configuration Management
Introduction
1 PM Foundations

Configuration Management (CM) is only applicable where the Airbus Project deliverables are a product, and not, for example, a
business improvement. The main objective of CM is to define physical baseline characteristics of a product, to control changes
to this baseline, to record and report change processing and implementation, and to verify the product’s compliance with the
applicable baseline. In doing so, CM also satisfies contractual and legal requirements.

CM also enables all parties involved in the Project, at any given time in the lifecycle, to use identical data in the same controlled
status. This is a major enabler for concurrent engineering practices.

CM applies appropriate processes and tools to establish and maintain consistency between the product and its characteristics.
A disciplined CM process helps ensure that a product conforms to its physical baseline characteristics and is identified and
documented in sufficient detail to support the product lifecycle.

CM assures accurate product configuration information and enables product interchangeability, safe product operation and
maintenance to be achieved.

Configuration changes to the product have to be managed using Airbus’ change control processes. For Aircraft Projects
there is a well defined Configuration Change Process (see Chapter 2.9). There is also a well defined Configuration Conformity
Management process that includes a “Delta-Measurement” methodology to ensure the follow-up of the aircraft conformity all
along the steps of the Airbus industrial process (see Chapter 2.10).

114
1.3.4.1 Plan Configuration Management............................................................................................................................... 116
1.3.4.2 Develop Product Structure ............................................................................................................................................ 118
1.3.4.3 Monitor and Control Product Structure and Data............................................................................................ 120
1.3.4.4 Monitor and Control Configuration Conformity ................................................................................................ 122

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Policy EADS Configuration Management Policy EADS-CDS-001 AirbusPeople/
P&PM
Management
Community/
EADS link

Organisation Configuration Management Organisation Manual A10-EDC MyDoc

Manual

Directive Aircraft Configuration Management Rules (ACMR) A1080 MyDoc

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

Configuration J01XAIW00013 Airbus People/
Management Basics myHR/Learning

115
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.4 Configuration Management
1.3.4.1 Plan Configuration Management

This Task Group develops the Configuration Management (CM) Plan describing how:
• the Product (Breakdown) Structure (PS/PBS) will be developed and utilised on the Airbus Project
• the Product Configuration and the Configuration Conformity will be managed
• changes to the above will be controlled.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify relevant Airbus • Configuration Management
• Project Category Business Knowledge Plan
• Airbus Business Knowledge • Write Configuration
Management Plan
OV ERV I EW

The CM Plan is established to describe the implementation of the CM process, i.e. the process and resources for managing
the configuration of the product(s) to be delivered by the Airbus Project in a controlled and traceable manner throughout its
lifecycle. Note that an additional document may be required to plan for CM for post-Project lifecycle phases (not covered in
this Guidebook).
The CM approach described in the CM Plan shall be compliant with any corporate requirements (e.g. CM policies and
procedures) or Project requirements (e.g. contractual requirements).
For subcontractors, CM requirements are issued by the configuration manager, and are imposed on subcontractors in the
Request for Proposal (RfP) and/or the Statement of Work (SOW) and contract to the extent required based on the complexity
of the items supplied. The system and the procedures used to comply with CM requirements are described in a subcontractor
CM plan.

Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this PM
GO L DE N
R U L ES

Knowledge Area: either as an independent CM Plan or as contents integrated in the overall Project Management
Plan (Chapter 1.3.1.4).
It is very important that the CM Plan is used as inputs to all the subsequent Task Groups. This ensures that the
agreed way of working is performed consistently across the Airbus Project team(s).

Responsible Confi gur ation Manager, PMO

R AS C I

Accountable Proj ect Leader

Supporting Technical Product Manager s (e.g. Engineer ing)
Consulted Sponsor, Steer ing, Risk Manager, Quality
Informed Proj ect Team

116
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3

Develop Configuration Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Configuration Management Plan: Based on the identified knowledge, define the suitable structure,
TASKS

contents and depth of detail required for the Configuration Management Plan for the Airbus Project. Define if the
details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
Plan or within a separate Configuration Management Plan. Write Configuration Management Plan. Validate the
Configuration Management Plan with the Airbus Project’s key stakeholders.

code
Configuration The plan is to be used to define the management of the Airbus Project deliverable’s 13041A
Management configuration. It will typically contain the following:
Plan
General Contents:
• Introduction
• Management System/Approach
• Management Responsibilities
O UT PU T S

• Processes
• Measurements, Control, Analysis, Improvement.
Specific Contents:
• The CM organisation for the Airbus Project
• The CM processes and tools to be deployed
• How the CM processes will be managed (KPIs, audits, status reporting etc.)
• How the Configuration Baseline will be established
• How changes will be managed (including Change Control Board membership)
• How Configuration Conformity will be demonstrated
• How CM will be performed in the Extended Enterprise (if applicable).

117
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.4 Configuration Management
1.3.4.2 Develop Product Structure

This Task Group develops the Product Structure. The Product Breakdown Structure (PBS) is a hierarchical view of the Product
Structure.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Configuration Management • Develop Top Level Product • Top Level Product Structure
Plan Structure • Detailed Product Structure
• Top Level Requirements • Develop Detailed Product
• Top Level Scope Description Structure
• Change Request Feedback • Get Product Structure
agreed
• Implement changes
OV ERV I EW

The Product Structure (PS) is the hierarchical breakdown of the end product into successive levels of individually identified
subsets (hardware, software) for the purpose of controlling their development, production, qualification/certification, delivery and
usage.
The Product Structure should be developed in accordance with the standards applicable for the Project Type. For example, the
Aircraft Product Structure is composed of Layers, Views and Extracted Views. Product Structure Views and Extracted Views
can support specific deliverables for different customers. For example, for Aircraft Projects there is an “As Designed” view for
Engineering and an “As Planned” view for Manufacturing.
The Configuration Item (CI ) selection process is based on the Product Structure. Only items selected as CIs are subject to
Configuration Management .
The Product Structure is also a major input for the development of the Work Breakdown Structure (WBS) and Organisation
Breakdown Structure (OBS) as it defines the end-deliverables to be produced by the Airbus Project and (indirectly) the work to
be performed.

A baseline of the Product Structure must be established each time it is necessary to define a reference point
G O L DE N
R U LE S

for further activities (e.g. for the development of the WBS).

The different Product Structure views can help in structuring different areas of the WBS. For example, the
“As Designed” view can be used to structure design activities, while the “As Planned” view can be used to
structure manufacturing and assembly activities.

Responsible Technical Product Manager s (e.g. Engineer ing), PM O

R AS C I

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting Confi gur ation Manager
Consulted Sponsor, Steer ing, Risk Manager, Quality
Informed Proj e ct Team

118
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Top Level Requirements 1.3.2.2
INPU TS

ii Top Level Scope Description 1.3.3.2

iii Configuration Management Plan 1.3.4.1
iv Change Request Feedback 1.3.1.6

Develop Top Level Product Structure

Analyse the Top Level Requirements and Top Level Scope Description. Reuse existing Product Structures from
similar Airbus Projects as initial blueprints. Beware of the potential consequences of the PS for the definitions
of the WBS and OBS.
Develop Detailed Product Structure
The detailed PS is a refinement of the Top Level Product Structure. It is developed through the reuse
of existing detailed Product Structures for similar products. Up to PM50 the detailed Product Structure
supports the development of the detailed WBS and OBS. However, it is further detailed during the
‘Implement and Deliver’ phase.
Get Product Structure Baseline agreed
TA S KS

Get the validation of the PS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other
key stakeholders. This may require additional fine-tuning. Once agreed, the Detailed PS represents the fully
described PS Baseline for the ‘Implement and Deliver’ phase of the Airbus Project.
Further Detail and Implement Approved Changes to Product Structure
1. Further Detail Product Structure: Beyond PM50, the PS is further detailed following the necessities of
detailed product design.
2. Implement Approved Changes to Product Structure: Once any changes to the PS Baseline have been
decided by Change Control (see Chapter 1.3.1.6), implement changes in the Detailed PS and communicate
the change to the relevant Airbus Project team(s). The PS Baseline with the latest changes incorporated is the
Applicable PS Baseline.

code
Top Level The Top Level Product Structure describes the structure of the product to a level of detail 13042A
O UT P U TS

Product defined by the needs to have sufficient information available to launch the Airbus Project.
Structure
Detailed The detailed Product Structure should be defined according to the standards for the Project 13042B
Product Type. It is refined throughout the ‘Plan Implementation’ and ‘Implement and Deliver’ phases.
Structure

119
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.4 Configuration Management
1.3.4.3 Monitor and Control Product Structure and Data

This Task Group describes the monitoring and controlling of a product’s Configuration Baseline. The latter is defined by both
the Product Structure Baseline as well as the Product Data Baseline (drawings, documents, other technical data) which is
attached to the Product Structure Baseline. Monitoring and controlling a product’s configuration therefore means monitoring
and controlling individually and together both the Product Structure as well as the Product Data.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Configuration Management • Apply Configuration • Configuration Corrective
Plan Management Plan Actions
• Product Structure and Data • Collect Product Data • Configuration Change
Baselines Baseline and Product Request
• Project Performance Data Performance Data
(Actual Product Data) • Analyse Configuration
O V ERV I EW

variances
• Agree corrective actions
• Propose changes to
configuration

In this Guidebook only the changes to the Product Structure are dealt with as they may have onward repercussions for other
PM Knowledge Areas. Changes to the Product Data Baseline are not further considered in this Guidebook. However, as the
latter may initiate changes in the Product Structure, they must be taken into account as an input for the change control of the
Product Structure also.
GO L DE N
R UL ES

As the Airbus Project progresses, the degree of change that can be accepted should become reduced.
Major changes late in the Airbus Project can result in unacceptable cost and schedule impacts.

Responsible Confi gur ation Manager, PMO

R AS C I

Accountable Proj e ct Leader

Supporting Technical Product Manager s (e.g. Engineer ing)
Consulted Sponsor, Steer ing, Risk Manager, Quality
Informed Proj e ct Team

120
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Configuration Management Plan 1.3.4.1
INPU TS

ii Detailed Product Structure (i.e. Product Structure Baseline) 1.3.4.2

iii Product Data Baseline (not described in this Guidebook)
iv Project Performance Data (here: Actual Product Data)

Monitor and Control Configuration

1. Apply CM Plan: Use the CM Plan to ensure that the agreed best way of working with regards to CM is
followed across the Airbus Project. Collect Airbus Project performance variances data.
2. Collect Product Data Baseline: Collect the applicable technical baseline for the product data.
3. Collect Project Performance Data: Collect the actual product data.
4. Analyse Configuration Variances: By comparing the Actual Product Data with both the Product Structure
Baseline (i.e. the Detailed Product Structure) and the Product Data Baseline, identify where deviation from the
agreed Product Structure Baseline and/or Product Data Baseline is taking place. Determine the root causes and
degree of variance relative to the Baselines. Conclude with definitions of any issues, risks or opportunities.
5. Agree Configuration preventative and/or corrective actions: Based on the conclusions, develop
TASKS

solutions. Propose preventative and/or corrective actions as necessary. Agree and plan actions to implement.
6. Propose Configuration Changes: Where necessary, propose to Change Control changes to the Airbus
Project’s Product Structure Baseline and/or Product Data Baseline.

code
Configuration The deliverable documents must typically contain: 13043A
Corrective • Evidence of analysis and conclusions
O U T P UT S

Actions • Solutions and corrective detailed actions (owners and target dates).
Configuration The Change Requests may include scope change, reduction or expansion. The documentation 13043B
Change must clearly state which area(s) (i.e. which work package(s) and which SoW(s)) are affected
Request by the change, and in which way and to what extent. It must also include used analyses and
assumptions as well as a description of the proposed solution post change.

121
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.4 Configuration Management
1.3.4.4 Monitor and Control Configuration Conformity

This Task Group monitors and controls the conformity of the product to the technical documentation.

INPUTS TASKS OUTPUTS

1 PM Foundations

• Configuration Management • Apply Configuration • Configuration Conformity

Plan Management Plan Reports
• Product Structure and Data • Collect Product Data • Conformity Corrective
Baselines Baseline and Actual Actions
• Project Performance Data Physical Product Data • Conformity Change
(Actual Physical Product • Analyse Configuration Request
Data) Conformity Status
• Agree preventative/
corrective actions
O V ERV I EW

• Propose Configuration
Baseline changes

Monitoring and controlling Configuration Conformity provides the means by which the achieved built status of the product
is verified against the approved design standard and the customer/authorities requirements, ensuring to the customer the
conformity of the delivered product to the contract and any applicable civil or military regulations.

The management of Configuration Changes involves the proposal, justification, prioritisation, evaluation, coordination, approval
or rejection and implementation of all approved changes or deviations to the configuration baseline.
Any change or deviation to the Configuration Baseline should be identified, documented, described, justified and classified
by the requesting party, then submitted to the Configuration Control Board, (see Chapter 1.3.1.6) for review and approval.
GO L DE N
R UL ES

As the Airbus Project progresses, the degree of change that can be accepted should be reduced. Major
changes late in the project can result in unacceptable cost and schedule impacts.

Responsible Confi gur ation Manager, PMO

R AS C I

Accountable Proj e ct Leader

Supporting Technical Product Manager s (e.g. Engineer ing)
Consulted Sponsor, Steer ing, Risk Manager, Quality
Informed Proj ect Team

122
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Configuration Management Plan 1.3.4.1
INPU TS

ii Detailed Product Structure (i.e. Product Structure Baseline) 1.3.4.2

iii Product Data Baseline (not described in this Guidebook)
iv Project Performance Data (here: Actual Physical Product Data)

Monitor and Control Configuration Conformity

1. Apply CM Plan: Use the CM Plan to ensure that the agreed best way of working with regards to CM is
followed across the Airbus Project. Collect Airbus Project performance variances data.
2. Collect Product Data Baseline: Collect the applicable technical baseline for the product data.
3. Collect Project Performance Data: Collect the actual product data.
4. Analyse Configuration Conformity Status: Identify the Applicable Configuration Baseline, i.e. the
Applicable Product Structure Baseline and Product Data Baseline. Comparing this with the Actual Physical
Product Data, identify where deviation from the Configuration Baseline is taking place. Determine the root
causes and degree of variance relative to the Configuration Baseline. Conclude with definitions of any issues,
TASKS

risks or opportunities.
5. Agree Configuration Conformity preventative and/or corrective actions: Based on the conclusions,
develop solutions. Propose preventative and/or corrective actions as necessary. Agree and plan actions to
implement.
6. Propose Conformity changes: Where necessary, propose changes to the product’s conformity (which in
essence means to the Configuration Baseline, i.e. to the Product Structure Baseline and/or the Product Data
Baseline) to the Change Control Task Group (see Chapter 1.3.1.6) to ensure that any changes to the product’s
configuration are correctly reflected in the integrated baseline (e.g. scope, schedule, cost etc.) of the Airbus
Project.

code
Configuration These demonstrate the conformity of the product to its intended configuration. 13044A
Conformity
O UT P UT S

Report
Conformity Not further described in this Guidebook. 13044B
Corrective
Actions
Conformity Has the same implications as a Configuration Change Request (see Chapter 1.3.4.3). 13044C
Change
Request

123
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.5 Time Management
Introduction
1 PM Foundations

The PM Knowledge Area Time Management covers Task Groups that ensure the timely completion of the Project. These Task
Groups not only focus on the Airbus Project’s schedule development and control, but also include resource needs estimations
for the scheduled activities.

APPLICABLE DOCUMENTS

Type Title Reference Access

Policy EADS Common Programme Management EADS-CDS-005 Airbus
framework People/P&PM
Management
Community/
EADS link

Directive Airbus Project Management - Policy and General A1002.0 MyDoc

Requirements

Manual PM Schedule Management Manual M2454 MyDoc

124
1.3.5.1 Plan Schedule Management......................................................................................................................................... 126
1.3.5.2 Develop Schedule ............................................................................................................................................................... 128
1.3.5.3 Monitor and Control Schedule Deviations ........................................................................................................... 132

1 PM Foundations
APPLICABLE TOOLS

Title Description Reference Access

Unified Planning Airbus PM System used for A/C Projects and Airbus People/
Portfolio Projects. P&PM
Management
Community/
UPe-site

Microsoft Project Commonly used Scheduling/Planning tool.

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

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

Project To be able to perform Project architecture and J06XAIW00012 Airbus People/

Management - integration activities within large Projects. myHR/Learning
Advanced

Time Management eLearning Airbus People/

P&PM
Management
Community/EADS
PM eLearning

125
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.5 Time Management
1.3.5.1 Plan Schedule Management

This Task Group covers the creation of the Schedule Management Plan that describes how the Airbus Project’s schedule shall
be developed and controlled.

INPUTS TASKS OUTPUTS

1 PM Foundations

• Final Project Charter • Identify relevant Airbus • Schedule Management Plan

• Project Category Business Knowledge
• Airbus Business Knowledge • Write Schedule
• Master Schedule Management Plan

The degree of formalism for schedule management depends on the Airbus Project’s Category. Lower category Airbus Projects
may outline the schedule management activity within the main Project Management Plan and use basic schedule management
OV ERV I EW

tools.

However, higher category Aircraft Projects usually have a Schedule Management Plan that includes the schedule management
processes and use dedicated schedule management tools (e.g. Unified Planning, see Chapter 2.13).
The Schedule Management Plan should define the following:

• Schedule management organisation i.e. who is in charge of schedule management at each level within the Airbus Project’s
organisation
• Type of schedule to be used, possibly differentiated by the level of organisation (see Chapter 1.3.5.2)
• Target schedule cascade to work packages
• Synchronisation of milestones between work packages
• Classification of milestones to enable filtering and support the schedule analysis
• Process to create the baseline schedule including: activity definition, sequencing, resource estimating, duration estimating
and schedule optimisation
• Process to monitor the schedule inc. the schedule performance analysis techniques and Key Performance Indicators (KPIs)
to be used
• Process to control the schedule and manage schedule changes
• Process for periodical reporting, synchronised with the schedule status.

Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this
GO L DE N

PM Knowledge Area: either as an independent Schedule Management Plan or as contents integrated in the
R U L ES

overall Project Management Plan (see Chapter 1.3.1.4).

It is very important that the Schedule Management Plan is used as inputs to all the subsequent Task Groups
of this PM Knowledge Area. This ensures that the agreed way of working is performed consistently across the
Airbus Project team(s).

Responsible Pl a nni ng Manager, PMO

R AS C I

Accountable Proj ect Leader

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

126
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3
iv Master Schedule 1.3.5.2

Develop Schedule Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
TASKS

2. Write Schedule Management Plan: Based on the identified knowledge, define the suitable structure,
contents and depth of detail required for the Schedule Management Plan for the Airbus Project. Define if the
details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
Plan, or within a separate Schedule Management Plan. Write Schedule Management Plan. Validate the
Schedule Management Plan with the Airbus Project’s key stakeholders.

code
Schedule The plan is to be used to define the management of the schedule. It will typically contain the 13051A
Management following:
Plan General Contents:
• Introduction
• Management System/Approach
• Management Responsibilities
• Processes
O U TP UT S

• Measurements, Control, Analysis, Improvement.

Specific Contents:
• Activity definition
• Activity sequencing
• Activity resource estimating
• Activity duration estimating
• Activity Schedule optimisation
• Type of schedule to be used
• Process to cascade Master Schedule to Work Packages
• Synchronisation of milestones between work packages
• Classification of milestones
• Process for periodical reporting, synchronised with the schedule status.

127
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.5 Time Management
1.3.5.2 Develop Schedule

A schedule is required to determine the complete timescale for the Airbus Project, its resources requirements and - ultimately -
costs for the Make part. A more detailed schedule is required to manage and control the Airbus Project. A schedule is also
necessary to capture lessons learnt to be better prepared for any future Airbus Projects.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Top Level Requirements • Identify Key Dates • Key Dates
OV ERV IEW

• Top Level Scope Description • Develop Master Schedule • Master Schedule

• WBS • Develop Detailed Schedule • Detailed Schedule
• Change Request Feedback • Get Schedule Baseline
agreed
• Implement approved
changes

The level of detail embedded in the schedules should be decided with care. Too much detail – more effort
to keep the schedule updated. Too little detail – delegation and tracking will be difficult.
Avoid using very long duration activity bars in the schedule. Longer term activities should not hide
sub-activities and should be broken-up with interim Milestone Gates as appropriate.
G O L DEN
R UL E S

When assessing the critical path, use risk exposure to analyse the risk based critical path.

For Airbus Projects of high category or where the duration of the Airbus Project is very long, a ‘rolling wave’
planning technique is recommended where planning is done in waves or stages. The schedule is then
detailed for, say, the next period only and with only a lower level of detail further in the future.
It helps to identify the longest lead-time activities as these tend to drive the Critical Path in the early stages
of the Airbus Project.

Responsible Pl a nni ng Manager, PMO

R AS C I

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

128
 The Airbus Project’s Master Plan provides the targets for the Detailed Schedule(s). It is based on a “top-down” schedule
exercise, that must be reconciled later with the “bottom-up” schedules from the Airbus Project’s work packages. The latter
include detailed activities, durations and workload estimation. The Schedule Baseline is the agreed, clash-free, detailed
schedule for the entire WBS of the Airbus Project.

1 PM Foundations
Typical schedule development steps are shown in figure 1352-1.

SCHEDULE DEVELOPMENT STEPS .............................................................................................................................................

Fig. 1352-1

Input for scheduling

WORK BREAKDOWN STRUCTURE
Project XY
A B
B1
B2
B
2 Activity Sequencing A
C
OVE RV I EW (c ont’d)

D
NETWORK DIAGRAM
1 Activity Definition 3 Activity Resource
ACTIVITY LIST and Cost estimating
A. Initiation
B. Planning Analysis
B.1 Project Management 4 Activity Duration Estimating RESOURCE HISTOGRAM
B.2 Project Scoping
B.2.1 Scope Statement
B.2.2 WBS
GANTT CHART

5 Optimise Schedule and Resolve

Resource Allocations

129
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.5 Time Management
1.3.5.2 Develop Schedule (cont’d)

chapter
i Top Level Requirements 1.3.2.2
IN P U TS

ii Top Level Scope Description 1.3.3.2

1 PM Foundations

iii WBS 1.3.3.4

iv Change Request Feedback 1.3.1.6

Identify Key Dates

Identify those key dates which are of high relevance for the Airbus Project (e.g. Must meet date for Entry into
Service).
Develop Master Schedule
Develop the top-level schedule that provides an overview of the Project timeline to support communication
with key stakeholders of the Airbus Project. It also represents the framework (target) for the detailed
scheduling task. Required to launch the Airbus Project.
Develop Detailed Schedule
1. Cascade and Elaborate Schedule: Cascade of the Master Schedule target dates to the individual work
packages.
2. Develop Detailed Work Package Schedule:
I. Activity definition: what activities are required to produce the end deliverables.
II. Activity sequencing: in what order must these activities be conducted, and what are the interfaces with
other work packages.
III. Activity workload estimation: how many resources (human and other) are required (see Chapter 1.3.9.3),
TA SKS

and what is the cost of these resources.

IV. Activity duration estimating and schedule optimisation: how long will the activities take, what is the critical
path, and the overall duration.
3. Make Schedule Feasible: Any significant clashes within and/or between the work package schedules must
be removed (e.g. by means of re-scheduling, solving interdependency issues, changing resources constraints,
etc.). Once the aggregation of all detailed work package schedules yields the Master Schedule without clashes
and overlaps, the schedules supporting the WBS is feasible. Where clashes cannot be eliminated, establish an
action plan.

130
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iii iii iii iv

1 PM Foundations
Get Schedule Baseline agreed
Get validation of the completeness and maturity of the Detailed Schedule from the sponsor and possibly the
customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed, the Detailed
Schedule(s) represents the fully described Airbus Project Schedule Baseline for the ‘Implement and Deliver’
phase.
Implement Approved Changes to Schedule Baseline
Once any changes to the Schedule Baseline have been decided by Change Control (see Chapter 1.3.1.6),
implement changes in the Detailed Schedule(s) and communicate the change to the relevant Airbus Project
team(s). The Schedule Baseline with the latest changes incorporated is the Applicable Schedule Baseline.
TASKS

code
Key Dates 13052A

Master The Master Schedule typically contains the following: 13052B

Schedule • Key dates, lead-times and critical paths
O UT P U T S

• Workload estimates
• Applicable PM Lifecycle Milestone Gates
• Gantt chart format.

Detailed The Detailed Schedule(s) typically contains the following: 13052C

Schedule • All deliverables and activities
• Lead-times and critical paths
• Workload estimates
• Breakdown by work package to the appropriate level.

131
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.5 Time Management
1.3.5.3 Monitor and Control Schedule Deviations

This Task Group includes the tasks necessary to monitor the Airbus Project’s performance against its schedule, assessing
proposed schedule changes and proposing and implementing approved schedule changes.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Schedule Management Plan • Collect Schedule data • Actual Schedule Plan
• Detailed Schedule • Analyse Schedule data • Corrective Actions
• Project Performance Data • Propose Corrective Actions • Internal Change Requests
• Propose Change Requests
O V ERV I EW

An example of a schedule control method is the milestone S-Curve tracking shown in Figure 1353-1.

............................................................................................................................................................................................................
Fig. 1353-1

Average
Delay
Missed
Milestones

Milestones

Baseline
Forecast
Achieved Milestones
Time

Update the Schedule Baseline only if it is no longer useful as a reference.

G O L DE N
R UL E S

Milestone ‘S-Curves’ are built from achievable and measurable milestones taken from the Schedule Baseline.
(Milestones produced by the Airbus Project’s team shall be included in the S-Curves. Supplier milestones
may also be included in the S-Curves.)
The number of milestones (achieved/missed), the phasing to make the link with relevant Master Schedule
and the major milestones to explain the curve trend should be clearly identified on the diagram.

Responsible Pl a nni ng Manager

R AS C I

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

132
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Schedule Management Plan 1.3.5.1
INPU TS

ii Detailed Schedule 1.3.5.2

iii Project Performance Data

Monitor and Control Project Schedule

1. Apply Schedule Management Plan: Use the Schedule Management Plan to ensure that the agreed best
way of working is followed across the Airbus Project.
2. Collect Schedule data: Keep live schedule up to date.
3. Analyse Schedule data: Analyse the Airbus Project’s work performance information in view of any potential
variances to the schedule baseline.
4. Agree Schedule preventative and/or corrective actions: Develop solutions based on the conclusions
from the analysis of the schedule dates. Propose preventative and/or corrective actions as necessary. Agree and
TASKS

plan actions to implement.

5. Propose Schedule Baseline changes: Where necessary, propose to Integrated Change Control changes
to the Airbus Project Schedule Baseline, i.e. to the Detailed Schedule(s).

code
Actual Represents the live schedule plan at a given point in time. 13053A
Schedule

Project
O UT P U T S

The deliverable documents must typically contain: 13053B

Schedule • Evidence of analysis and conclusions
Corrective • Solutions and corrective detailed actions (owners and target dates).
Actions
Project The Change Requests may include scope change, reduction or expansion. 13053C
Schedule The documentation must clearly state which area(s) (i.e. which work package(s) and which
Change SoW(s)) are affected by the change, and in which way and to what extent. It must also
Requests include used analyses and assumptions as well as a description of the proposed solution
post change.

133
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.6 Cost and Finance Management
Introduction
1 PM Foundations

Project Cost and Finance Management is a permanent activity during the life of an Airbus Project. It begins early with a Rough
Order of Magnitude (ROM) Financial Assessment, eventually leading to the development of target costs and target benefits
documented in a Financial Business Case (BC). The latter is a crucial document that supports the Airbus Project launch
decision.
A more detailed, final Financial Business Case is then established during the ‘Plan Implementation Phase’, to support the
implementation of the Airbus Project. It serves as the basis for the establishment of Cost Targets.
Cost and Finance Management monitors the cost performance against these Cost Targets, analyses any variances, and
proposes and ensures implementation of actions to secure recovery.
Cost and Finance Management includes accounting, monitoring and controlling activities to ensure that an Airbus Project is
completed within the approved Cost Targets. It thus ensures that only the “available” money is spent, and that no risks coming
from the Airbus Project affect Airbus’ financial results.

134
1.3.6.1 Plan Cost Management ................................................................................................................................................... 136
1.3.6.2 Develop Financial Business Case ............................................................................................................................. 138
1.3.6.3 Develop Cost Breakdown Structure for Cost Accounting .......................................................................... 140
1.3.6.4 Manage Cost Targets........................................................................................................................................................ 142
1.3.6.5 Monitor and Control Cost .............................................................................................................................................. 144

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Manual Cost Management Manual AM2455 MyDoc

Manual Monitoring and Control Manual AM2453 MyDoc

APPLICABLE TOOLS

Title Description Reference Access

SAP The tool used for all Cost and Finance interactions Airbus People/
in the Business ICT Community/
Workplace Link/
Quick Access/
Client Software
Catalogue Link

UP Cost and This module of the UP platform manages the cost, Airbus People/
Workload workload and resources ICT Community/
Workplace Link/
Quick Access/
Client Software
Catalogue Link

Airbus Business Excel based Generic Business Case template C1_Business_Case_ Airbus People/
Case template Template Finance
community/
Business
Controlling/
Business Case

135
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.6 Cost and Finance Management
1.3.6.1 Plan Cost Management

Planning Cost Management is about outlining the criteria and activities which must be carried out as part of the Airbus
Project’s cost control. This includes the formal way of working and criteria for estimating, planning, budgeting, monitoring and
controlling Airbus Project costs. This also includes the requirements for a Cost Breakdown Structure, on the basis of which Cost
Management shall be done (see Chapter 1.3.6.3).
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify relevant Airbus • Cost Management Plan
• Project Category Business Knowledge
• Airbus Business Knowledge • Agree Cost Management
• High Level Business Case Plan structure
OV ERV I EW

• Develop, validate and issue

Cost Management Plan

The Cost Management Plan shall generally be integrated in the Project Management Plan (see Chapter 1.3.1.4),
G O LD EN

either as a sub-chapter or as an appendix. For Airbus Projects of Gold or Platinum category, it is recommended
R UL E S

to create a separate detailed Cost Management Plan. They require dedicated Cost Management methods and
processes, whereas for Airbus Projects of lower categories standard methods and processes are to be applied.

Lessons learnt from similar projects should be used to set up the Cost Management Plan.

Responsible Cost Controller or PMO

R AS C I

Accountable Proj ect Leader

Supporting Resource Manager, UP Cost and Wor kload planner, R i s k M an ag er
Consulted Spons or, Steer ing
Informed Proj ect Team

136
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3
iv High Level Business Case 1.3.6.2

Develop Cost Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Cost Management Plan: Based on the identified knowledge, define the suitable structure, contents
and depth of detail required for the Cost Management Plan for the Airbus Project. Define if the details for this
PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or within a
separate Cost Management Plan. Write Cost Management Plan. Validate the Cost Management Plan with the
TASKS

Airbus Project’s key stakeholders.

code
Cost Typical contents: 13061A
Management • Introduction
OU T P UT S

Plan • Controlling processes

• Responsibilities for planning, managing and reporting costs (including for change control)
• Levels and granularity of costs control
• Key Performance Indicators to be monitored
• Formats and tools for capturing and analysing costs
• Requirements for setting up the Cost Breakdown Structure
• Change control process for CBS (in relation to WBS).

137
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.6 Cost and Finance Management
1.3.6.2 Develop Financial Business Case

The approval of an Airbus Project is dependent on its financial viability, which is demonstrated by means of a Financial Business
Case (hereafter referred to as Business Case). The latter details all the economical aspects of the Airbus Project, either to
provide evidence that it is in the financial interest of the company or to provide information to judge whether the Airbus Project
can be afforded, or both. From the Business Case, targets for benefits (e.g. revenues, savings) and effort (e.g. costs, cash
1 PM Foundations

consumption) can be derived for allocation to the Airbus Project’s team(s).

INPUTS TASKS OUTPUTS

• Top Objectives Statement • Perform Initial Financial • Initial Financial Assessment
• Initial Project Charter Assessment • High Level Business Case
O V ERV I EW

• Initial Risk Exposure • Establish High Level • Detailed Business Case

• Resources Needs for R&O Business Case
Response Actions • Develop Detailed Business
• Project Dossier Case
• Change Request Feedback • Get Business Case agreed
• Implement approved
changes to Business Case

The Business Case is a living document. It first needs to achieve an adequate level of maturity (depending on the Airbus
Project’s category), so that it can serve as an important piece of information for decision making and as a baseline reference.
It subsequently needs to be change controlled and updated according to the Airbus Project’s evolution, replacing planned
figures by actual figures whenever available.
There are various approaches to calculate the Business Case at Airbus, however, they are all based on the principles embodied
in the standard Financial Business Case template.

A clear description of the Airbus Project’s deliverables and lifecycle is a sound basis for estimating costs
and benefits to establish the Business Case.
G OL D EN
RU L ES

A Business Case is mandatory if the Airbus Project’s Non-Recurring Expenditure (NREs) exceed 2,5 M€.

The validated Business Case provides the Target Cost set as the baseline and is the reference for Project
monitoring and controlling throughout the Project lifecycle.

Responsible Cost Controller and/or Costing Estimator

R AS C I

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting Resource Manager, Risk Manager, PMO, Costing E s ti m ato r
Consulted Sponsor, Steer ing
Informed Proj e ct Team

138
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv v v vi

1 PM Foundations
chapter
i Top Objectives Statement 1.3.2.2
Initial Project Charter 1.3.1.2
I NPU TS

ii
iii Initial Risk Exposure 1.3.11.2
iv Resources Needs for Risk and Opportunity Response Actions 1.3.11.2
v Project Dossier (e.g. for PM40 use Project Dossier of PM30) 1.3.1.4
vi Change Request Feedback 1.3.1.6

Perform Initial Financial Assessment Initial Financial Assessment is to be performed to identify whether
the Airbus Project promises to be viable and will deliver adequate Return on Investments. This assessment is
done in a simplified way providing orders of magnitude only. It is a key document to provide preliminary evidence
that there is a business opportunity.
Establish High Level Business Case Utilise all available Airbus Project and other data to develop the
financial Business Case to a level of maturity that can support Airbus Project launch decision.
TASKS

Develop Detailed Business Case Use the High Level Business Case to develop a detailed one. The level
of detail must be such that targets for Airbus Project’s work packages can be derived from it.
Get Business Case agreed Get the validation for Business Case by the Airbus Project’s sponsor(s) and
possibly by the customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed,
the Detailed Business Case represents the Baseline for the ‘Implement and Deliver’ phase. It is often called the
(Industrial) Launch Business Case.
Implement Approved Changes to Business Case In case any changes to the Business Case Baseline
have been decided by Change Control (see Chapter 1.3.1.6), implement changes and communicate the change
to the relevant Airbus Project team(s). The Business Case Baseline with the latest changes incorporated is the
Applicable Business Case Baseline.
code
Initial Financial This deliverable contains some financial justification to support the business opportunity 13062A
Assessment which is assessed at the PM10 Milestone Gate.
High Level The Business Case demonstrates at a sufficient level of maturity the financial viability of the 13062B
Business Case Airbus Project. Among others, it includes:
• Assumptions
O UT P U T S

• Operational Expenditure (OpEx), such as NRC or RC

• Capital Expenditure (CapEx) for all expenditures to be capitalised
• Streams of revenues, fundings
• Cash flow curve
• Net Present Value, Return on Investment and Internal Rate of Return
• Profitability evolution
• Sensitivity scenarios.
Detailed Same as High Level Business Case, but possibly with more refinement and details. Validated by 13062C
Business Case the Airbus Project’s sponsor(s). Represents the reference for monitoring and controlling purposes.
139
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.6 Cost and Finance Management
1.3.6.3 Develop Cost Breakdown Structure for Cost Accounting

Project Cost Accounting, i.e. the collection of actual costs and commitments, is based on the Airbus Project’s Cost Breakdown
Structure (CBS).
1 PM Foundations

INPUTS TASKS OUTPUTS

• WBS • Get the needs for Cost • CBS (Set of CPNs)
• PS Accounting
• OBS • Allocate Corporate Booking
• Cost Management Plan Number (CPNs)
• Change Request Feedback • Get CBS agreed
O V ERV I EW

• Implement approved
changes

The CBS reflects the way in which Airbus Project costs are subdivided, both for cost targeting and cost collection. It is constituted
by Corporate Project Numbers (CPN) (and their local cost accounts) against which costs incurred can be booked. For each
work package in the Work Breakdown Structure with individual cost accountability, there is at least one CPN.
Actual costs incurred, as well as commitments, are collected by the Airbus accounting system using the CPNs:
• The Actual Costs (Actuals) represent the costs that are booked against the Airbus Project. This includes invoices for external
charges booked on the Airbus Project’s CPNs, or the costs of ‘direct people’ captured via the company’s hours booking system.
• The Committed Costs (Commitments) result from Purchase Orders (PO) sent to suppliers, but not yet invoiced, as well as
Purchase Requests (PReq) which are not yet turned into POs.
Actual and Commitments are collected every month into the accounting system (the Finance reference). They can then be
consolidated along the CBS, WBS, the contributor axis, etc.

The granularity of the CBS must be commensurate with the transparency needs required by the Airbus
Project and the business.
G OL D EN
RU L ES

The CBS should be aligned to the WBS, PS and OBS.

Each work package with full cost accountability should be connected to at least one CPN.

Responsible Cost Controller

R AS C I

Accountable Proj e ct Leader

Supporting Resource Manager, Risk Manager, UP Cost and Workl o ad p l an n er, P M O
Consulted Sponsor, Steer ing
Informed Proj e ct Team

140
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv i ii iii iv i ii iii iv v

1 PM Foundations
chapter
i Work Breakdown Structure 1.3.3.4
INPU TS

ii Product Structure 1.3.4.2

iii Organisation Breakdown Structure 1.3.9.2
iv Cost Management Plan 1.3.6.1
v Change Request Feedback 1.3.1.6

Develop CBS
1. Get the needs for Cost Accounting: Identify which axes of cost monitoring, controlling and reporting
should be possible for the Airbus Project, defining what Cost Accounting must be capable of delivering. Typical
axes to be taken into account include:
• Work Breakdown Structure (WBS)
• Product Structure (PS) (e.g. to provide a reference for estimation of work to be done on future products)
• Cost Chapters
• Contributors (i.e. the Functions, departments, entities, etc. contributing to the Airbus Project, i.e. the OBS)
• Make vs. Buy
• Customer
• Capitalised vs. Non-capitalised items
TA SKS

• Non-Recurring vs Recurring Costs

• Cost natures (cost element groups)
• Period (e.g. Year, month).
2. Allocate CPNs: Establish sufficient individual CPNs in such a way that the needs of 1) can be satisfied for
each WBS element where costs are to be controlled. Allocate them to the respective WBS elements.
Get CBS agreed
Get the validation for the CBS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other
key stakeholders. This may require additional fine-tuning. Once agreed, the CBS represents the Baseline for the
‘Implement and Deliver’ phase.
Implement Approved Changes to CBS
Once any changes to the CBS Baseline have been decided by Change Control (see Chapter 1.3.1.6),
implement changes in the CBS and communicate the change to the relevant Airbus Project team(s). The CBS
Baseline with the latest changes incorporated is the Applicable CBS Baseline.
code
Cost Represented by the set of chosen CPNs (and their local cost accounts by entity), allocated 13063A
OU T P UT S

Breakdown to the workpackages of the WBS.

Structure

141
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.6 Cost and Finance Management
1.3.6.4 Manage Cost Targets

This Task Group is about establishing the Cost Targets for every work package in the WBS (with cost accountability) as well as
for every contributor to the Airbus Project in order to provide references against which costs can be monitored and controlled.
A Cost Target can be both a periodical target or an individual Target Cost at Completion (TCAC).
1 PM Foundations

INPUTS TASKS OUTPUTS

• Initial Scope Description • Identify ROM Costs • Estimated ROM Costs
• Top Objectives Statement • Establish Top Level Cost • Top Level Cost Targets
• WBS/CBS Targets • Detailed Cost Targets
• Change Request Feedback • Establish and get agreed
O V ERV I EW

• Business case Detailed Cost Targets

• Implement approved
changes

Establishing the Cost Targets by work package and contributor is a complex process involving, among others:
• a shared view between the Airbus Project and its contributors about which work needs to be done and by when
• the challenging of teams to take cushions and contingencies out of their cost estimations, while allowing them to receive the
funds they really need to do the work
• the analysis to remove double accounting, missing costs, etc.
• the negotiation towards an agreement between the Airbus Project and its contributors
• there is also a definite link to be taken into account between the Cost Targets and the company’s annual AOP process.

Usually the Target Cost is lower than the Forecast Cost. As a result, the gap has to be closed during a
convergence process, which can be lengthy and time-consuming until an agreement is reached. Sufficient
G OL D EN

time for the convergence process should therefore be taken into account.
RU L ES

In order to speed up the convergence process, it is essential to have an early view of the work to be done,
and to have this view shared between the Airbus Project and its contributors.

Work should not have progressed too much before an agreement has been reached.

Responsible Cost Controller or PMO

R AS C I

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting UP Cost and Wor kload planner, PMO , Resource Ma n ag er
Consulted Sponsor, Steer ing
Informed Proj e ct Team

142
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iii iv iii iv v iii iv v vi

1 PM Foundations
chapter
i Initial Scope Description 1.3.3.2
Top Objectives Statement 1.3.2.2
I NPU TS

ii
iii Business case 1.3.6.2
iv Work Breakdown Structure 1.3.3.4
v Cost Breakdown Structure 1.3.6.3
vi Change Request Feedback 1.3.1.6

Identify ROM Cost Costing Department (for Gold and Platinum Airbus Projects) or the Airbus Project itself
(for other Airbus Project Categories) derive the Rough Order of Magnitude (ROM) costs for the Airbus Project
based on initial assumptions and on the inputs provided by the Airbus Project as well as on other business
information (e.g. historical data, risks and opportunities, market information, etc.).
Establish Top Level Cost Targets
1. Identify Target Cost at Completion (TCAC): In the Financial Business Case.
2. Identify Agreement Level: Identify the level in the WBS and the contributors’ organisations (‘agreement
level’) to which TCACs should be allocated. Take the CBS into account.
3. Cascade Cost Targets: Cascade cost targets to a level to provide a framework for the bottom-up
forecasting so that each work package and contributor on this level has its individual TCAC.
Establish Detailed Cost Targets
TA S KS

1. Estimate Forecasts: Estimate Forecast Cost At Completion (FCAC) per work package and contributor
through bottom-up analysis and forecasting. To be done bottom-up, up to ‘agreement level’.
2. Analyse Gaps to Cost Targets: Between TCACs and FCACs.
Get Detailed Cost Targets agreed
1. Run Convergence Process: Converge to an agreement between Airbus Project and contributors for each
pair of TCACs/FCACs.
2. Cascade TCACs: Subsequently, cascade detailed TCACs to all those work-packages in the WBS below the
‘agreement level’, which have cost accountability.
3. Establish Cost Targets: Get the validation for the Detailed Cost Targets by the Airbus Project’s sponsor(s)
and possibly by the customers and/or other key stakeholders. This may require additional fine-tuning. Once
agreed, the Detailed Cost Targets represent the Cost Target Baselines for the ‘Implement and Deliver’ phase.
Implement Approved Changes to Cost Target Baseline Once any changes to the Cost Target
Baseline have been decided by Change Control (see Chapter 1.3.1.6), implement changes and communicate
the change to the relevant Airbus Project team(s). The Cost Target Baseline with the latest changes
incorporated is the Applicable Cost Target Baseline.
code
Estimated ROM Document with the initial estimate of the ROM costs for the Airbus Project. Must include 13064A
O U T P UT S

Costs the set of assumptions used.

Top Level Cost Document with the top level TCACs for the Airbus Project, taking into account more detailed 13064B
Targets (top down) Airbus Project requirements. Includes assumptions used.
Detailed Cost Validated and committed Cost Target for each work package with individual cost accountability. 13064C
Targets

143
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.6 Cost and Finance Management
1.3.6.5 Monitor and Control Cost

Monitoring and Controlling Costs aims at monitoring cost progress versus cost target and versus work progress, analysing
variances and their causes as well as proposing corrective actions.
1 PM Foundations

INPUTS TASKS OUTPUTS

• CBS • Apply Cost Management • Cost Control Reports,
• Cost Targets Plan Corrective Actions
• Actual Costs and • Collect Actuals and • Change Requests
Commitments Commitments
• Performance Measurement • Analyse Cost Variances
Baseline • Agree Cost preventative
and/or corrective actions
O V ERV I EW

• Propose Cost Baseline

changes

Cost Monitoring has the objective to report the cost situation of the Airbus Project, including:
• level of cost actuals and commitments versus target (TCAC)
• level of the forecasted or re-forecasted cost (FCAC) versus target and versus actuals and commitments
• analysis of variances and reasons for evolutions
• level of financial risks and opportunities (short term and at completion).
The analysis is performed along multiple axes in line with the constraints imposed by the CBS (see 1.3.6.3).
Cost Controlling has the objective to:
• propose and get agreed corrective actions
• to implement them
• to follow them up.
G OL DEN
RU L ES

Be aware of accounting requirements and accounting system constraints when negotiating the reporting timing.

Airbus Project Leader must quickly take actions, or escalate to sponsors, in case of important gaps.

Responsible Cost Controller or PMO

R AS C I

Accountable Proj ect Leader

Supporting Resource Manager, Risk Manager
Consulted Spons or, Steer ing
Informed Proj ect Team

144
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Cost Breakdown Structure 1.3.6.3
INPU TS

ii Cost Targets 1.3.6.4

iii Project Performance Data (here: Actual Costs and Commitments based on CBS)
iv Performance Measurement Baseline 1.3.7.2

Monitor and Control Costs

1. Apply Cost Management Plan: Use the Cost Management Plan to ensure that the agreed best way of
working is followed across the Airbus Project. In particular, ensure that costs are booked/allocated to the correct
CPNs.
2. Collect Actual Costs and Commitments: Get cost actuals and commitments from CBS-based Cost
Accounting. Aggregate to levels in the WBS where comparisons with Cost Targets are possible.
3. Analyse Cost Variances: Compare actual costs and commitments with Cost Targets and Performance
TASKS

Measurement Baselines (see Chapter 1.3.7). Identify route causes, risks and opportunities.
4. Agree Cost preventative and/or corrective actions: Propose, get agreed and plan corrective actions.
5. Propose Cost Baseline changes: Where necessary, propose to Change Control changes to the Cost
Targets (see Chapter 1.3.6.4).

code
Cost Control Must contain facts and figures which are accurate and up-to-date. Is issued periodically and 13065A
Report covers the details described in the Overview.
The agreed reporting format must be used across the Airbus Project’s perimeter to ensure
the messages are clear and the data can be consolidated to higher levels where necessary.
O UT P UT S

Cost Control The deliverable documents must typically contain: 13065B

Corrective • Analyses and conclusions
Actions • Solutions and corrective detailed actions (owners and target dates).
Cost Control Change Requests must document the rationale for change of any of: 13065C
Change • Detailed Business Case
Requests • Cost Breakdown Structure (CBS)
• Cost Targets.
The rationale may include change, reduction or expansion of scope. In order to maintain
control, the documentation must clearly state which Airbus Project areas and which
documents are impacted by the change.

145
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.7 Earned Value Management
Introduction
1 PM Foundations

Earned Value Management (EVM) is a methodology for integrating scope, schedule, resources and costs of an Airbus Project in
order to objectively measure its performance.

While in “traditional” management analyses there are normally two data sources for cost (i.e. the budget and the actual spent),
EVM uses three data sources:

1. Budgeted Cost of Work Scheduled (BCWS), or Planned Value (PV): What has been planned to do (the BCWS to be
completed until Time Now). The time-phased profile of BCWS is also called the Performance Measurement Baseline (PMB).
2. Actual Cost of Work Performed (ACWP), or Actual Costs (AC): The actual cost booked until Time Now.
3. Budgeted Cost of Work Performed (BCWP), or Earned Value (EV) (i.e. the value of the completed work expressed in terms
of the budget assigned for that work): What has been actually done (the BCWP until Time Now).

EVM compares all three sources simultaneously, relating:

• work completed (progress/achievement)
• planned work (planned progress according to the baseline schedule)
• actual cost incurred.
This provides a much more accurate picture of the Airbus Project’s performance and future trends. This demonstrates the basic
benefit of knowing the Earned Value – showing where the Project is in terms of achievement, rather than just seeing how much
has been spent.

146
1.3.7.1 Plan Earned Value Management ................................................................................................................................ 148
1.3.7.2 Develop Performance Measurement Baseline .................................................................................................. 152
1.3.7.3 Conduct Earned Value Analyses ................................................................................................................................ 154

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Policy EADS Earned Value Management Policy EADS-CDS-038 Airbus People/
P&PM
Management
Community/
EADS link

Policy EADS Common Programme Management EADS-CDS-005 Airbus

framework People/P&PM
Management
Community/
EADS link

Directive Airbus Project Management - Policy and General A1002.0 MyDoc

Requirements

Manual Earned Value Management Manual Mxxxx

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

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

Project To be able to perform Project architecture and J06XAIW00012 Airbus People/

Management - integration activities within large Projects. myHR/Learning
Advanced

147
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.7 Earned Value Management
1.3.7.1 Plan Earned Value Management

This Task Group develops the Earned Value Management (EVM) Plan describing:
• how Earned Value Management will be deployed and utilised on the Airbus Project
• how the Performance Measurement Baseline (PMB) will be developed and controlled
1 PM Foundations

• how EV Analysis will be used to monitor and control the Airbus Project.

INPUTS TASKS OUTPUTS

O V ERV IEW

• Final Project Charter • Identify relevant Airbus • EVM Plan

• Project Category Business Knowledge
• Top Level Requirements • Write EVM Plan
• Airbus Business Knowledge

Note that EVM is mandatory for Gold and Platinum end product deliveries Airbus Projects.

Lessons learnt and best practice from previous Airbus Projects should be integrated into the EVM Plan.
GO L DE N

Depending on the complexity of the Airbus Project, decide how to issue and communicate the details of this
R UL ES

PM Knowledge Area: either as an independent EVM Plan or as contents integrated in the overall Project
Management Plan (Chapter 1.3.1.4).
The Performance Measurement Technique selected can influence the planning requirements for the Airbus
Project’s work packages (e.g. the Weighted Milestone technique requires a schedule broken down into specific
milestones. A Fixed Formula or Percent Complete technique can be supported by an activity based schedule
(without milestones)).

The EVM Plan should be developed and approved by both the Airbus Project Team and the Finance organisation.

Responsible PM O
RA S CI

Accountable Proj ect Leader

Supporting Cost Controller, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Project’s HO Finance, Risk Man ag er
Informed Proj ect Team

148
 The development of the PMB is influenced by the techniques that will be used to measure the performance of the Airbus
Project. These techniques include:
• Fixed Formula: The Earned Value, for a given work scope, is calculated as a fixed percentage of the assigned budget

1 PM Foundations
at the start and at the end of the work (e.g. 50% when the work starts, and 50% at completion).
• Weighted Milestone: A given work scope is divided into segments, each ending with a verifiable milestone with an
assigned budget value. The Earned Value is equal to the assigned budget for the milestones once completed.
• Percent Complete: The Earned Value is calculated as the estimated percentage completion of the planned work,
multiplied by the budget for the planned work.
• Statistical Approach: The Earned Value is equal to the budget planned for the number of EV relevant milestones
completed. This Airbus specific technique is used by the Unified Planning Development platform for Aircraft Projects.
It reduces the effort required to perform EVM.

The EV approach described in the EVM Plan shall be compliant with any corporate requirements (e.g. related to Project
Category, EADS EVM Policy) or Project Requirements (e.g. Contractual Requirements).
In some cases (e.g. military contracts) the EVM Plan is a critical mandatory element of the Airbus Project Proposal.
OVE RV I EW (c ont’d)

149
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.7 Earned Value Management
1.3.7.1 Plan Earned Value Management (cont’d)
1 PM Foundations

150
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Top Level Requirements 1.3.2.2
iii Airbus Business Knowledge 1.3

Develop Earned Value Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Earned Value Management Plan: Based on the identified knowledge, define the suitable structure,
contents and depth of detail required for the Earned Value Management Plan for the Airbus Project. Define if the
TASKS

details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
Plan, or within a separate Earned Value Management Plan. Write Earned Value Management Plan. Validate the
Earned Value Management Plan with the Airbus Project’s key stakeholders.

code
Earned Value The Earned Value Management Plan typically describes: 13071A
Management
Plan • The Airbus Project structures required to support EVM (e.g. WBS, OBS, CBS mapping)
• The techniques to link the Airbus Project schedule to a time-phased budget and create
the Performance Measurement Baseline (PMB) (see Chapter 1.3.7.2)
O UT P U TS

• The change control process for the Performance Measurement Baseline

• The techniques to be used to measure Earned Value
• The process to accumulate Airbus Project data and conduct EV analysis
• The use of EV analysis results in management decision making
• The roles and responsibilities for EVM
• The tools and training required to support the EVM process
• The links required between the Finance and Project Management processes and tools.

151
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.7 Earned Value Management
1.3.7.2 Develop Performance Measurement Baseline

This Task Group develops the Performance Measurement Baseline (PMB). The PMB is the reference against which the Airbus
Project’s performance can be measured using Earned Value Analysis methods (see Chapter 1.3.7.3).
1 PM Foundations

INPUTS TASKS OUTPUTS

• EVM Plan • Develop Phased Work • Performance Measurement
O V ER VIEW

• Detailed Schedules and Cost Package Cost Targets Baseline (PMB)

Targets • Get Performance
• Change Request Feedback Measurement Baseline
agreed
• Implement approved
changes to PMB

The PMB integrates work package schedules with the associated cost targets. The result is the time-phased budget for a work
package or aggregation of work packages.

The creation of the PMB requires close co-operation between the Airbus Project team and the Finance
organisation.

The PMB shall be subject to formal change control.

An Integrated Baseline Review (IBR) should be conducted to assess the integrity of the PMB and the associated
G O L DE N
R UL ES

management control processes. The IBR should confirm that:

• The PMB covers the scope of the Airbus Project to be managed by EV
• The work is scheduled to meet the Airbus Project targets
• Risks and opportunities are identified and managed
• Suitable management control processes are implemented.
Once changes to the PMB are approved the underlying phased Cost Targets and/or Detailed Scheduled must be
updated. However, no retrospective changes should be made to the PMB (i.e. no changes to historical data).

Always maintain the stability of the PMB because it is a primary tool for evaluating performance while the Airbus
Project progresses.

Responsible PM O
RA S CI

Accountable Proj e ct Leader

Supporting Cost Controller, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Projects Head of Finance, Risk M an ag er
Informed Proj e ct Team

152
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii i ii iii i ii iii iv

1 PM Foundations
chapter
i EVM Plan 1.3.7.1
INPU TS

ii Detailed Schedules 1.3.5.2

iii Detailed Cost Targets 1.3.6.4
iv Change Request Feedback 1.3.1.6

Develop Phased Work Package Cost Targets

1. Select Performance Measurement Technique: Select the technique to measure performance of the
Airbus Project. It should be selected based on the guidelines provided in the EVM Plan. For some Project types
(e.g. Aircraft Projects using Unified Planning) specific Performance Measurement Techniques are mandated.
Some Airbus Projects may allow a range of techniques to be used depending on the nature of individual work
packages.
2. Phase Work Package Cost Targets: The phasing of the Cost Target of a work package is achieved by
the integration of its Detailed Schedule with its associated Cost Target. It is created by time-phasing the latter
using the milestones and/or activities planned in the Detailed Schedule of the work package as well as the
selected Performance Measurement Technique(s). As a result, it is the time-phased Budgeted Cost of the Work
TA SKS

Scheduled (BCWS).
Get Performance Measurement Baseline agreed
Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
stakeholders for the phased work package Cost Targets. This may require additional fine-tuning. Once
agreed, the phased work package Cost Targets represents the Performance Measurement Baseline
(PMB) for this work package for the ‘Implement and Deliver’ phase. The PMB for higher levels of the Work
Breakdown Structure can be formed by consolidating the PMBs of the lower level work packages.
Implement approved changes to Performance Measurement Baseline
Once any change to the Performance Measurement Baseline has been decided by Change Control (see
Chapter 1.3.1.6), implement this change in the Performance Measurement Baseline and communicate
the change to the relevant Airbus Project team(s). The Performance Measurement Baseline with the latest
changes incorporated is the Applicable Performance Measurement Baseline.

code
Performance The PMB is the validated, phased Cost Target of a work package (or aggregation of work 13072A
OU T P UT S

Measurement packages). It is committed in parallel with the Cost and the Schedule Baselines.
Baseline

153
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.7 Earned Value Management
1.3.7.3 Conduct Earned Value Analyses

This Task Group conducts Earned Value Analyses, including the calculation of the Airbus Project’s Earned Value, the associated
EV KPIs and the overall EV performance analysis.

INPUTS TASKS OUTPUTS

1 PM Foundations

• EVM Plan • Calculate EV • EV Performance Report

• Performance Measurement • Perform EV Analyses • Updated PMB
Baseline • Agree corrective actions
• Cost Control Report • Propose changes to
• Actual Schedule Plan Performance Measurement
Baseline
O V ERV I EW

The Airbus Project’s Earned Value is calculated using any of the Performance Measurement Techniques proposed in the EVM
Plan. With the figure for the Earned Value at hand, there are several EV KPIs that can then be used. However, the Schedule
Performance Index (SPI) and Cost Performance Index (CPI) are often considered to be the most meaningful EV KPIs. The SPI
shows how efficiently the Airbus Project uses time, and the CPI shows how efficiently it uses resources.
.....................................................................................
One benefit of the SPI and CPI indices is that Fig. 1373-1
they can be used to compare performance

CPI > 1.0

at any level of an Airbus Project and across Under budget Under budget
different Airbus Projects, regardless of the Behind Schedule Ahead
different Airbus Projects’ Categories. At any Cost
trend of Schedule
level SPI and CPI can be used to assess 1.0
overall status and to monitor trends over time.
CPI < 1.0
Over budget
Over budget
Ahead
EV KPIs can also be used to forecast a Project’s Behind Schedule
of Schedule
future performance.
SPI < 1.0 SPI > 1.0
Schedule
G O L DE N

EV performance KPIs can be used to find the root causes for Airbus Project performance issues by ‘drilling
R UL E S

down’ in the Work Breakdown Structure.

EV performance forecasts represent a useful check against traditional ‘bottom-up’ Remain to Do (RtD)
estimates.

Responsible PM O
RA S CI

Accountable Proj e ct Leader

Supporting Cost Controller, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Project’s HO Finance, Risk Man ag er
Informed Proj e ct Team

154
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i EVM Plan 1.3.7.1
INPU TS

ii Performance Measurement Baseline 1.3.7.2

iii Cost Control Report 1.3.6.5
iv Actual Schedule Plan 1.3.5.3

Conduct Earned Value Analyses

1. Apply EVM Plan: Use the EV Management Plan to ensure that the agreed best way of working with regards
to EVM is followed across the Airbus Project.
2. Calculate EV: Determine the progress of the work performed (using the appropriate Performance Measurement
Technique) and identify the budgeted cost for this work. For example, if the weighted milestone technique is
used, the Earned Value is equal to the budgeted cost of the milestones achieved until that point in time.
3. Perform EV Analyses: This task includes the following steps:
• Identify the Budgeted Cost of Work Scheduled (BCWS), or Planned Value (PV). This is the budgeted cost in
the Performance Measurement Baseline until the current time.
TASKS

• Identify the Actual Cost of Work Performed (ACWP), or Actual Cost (AC), i.e. the actual costs booked to date.
• Calculate the EV KPIs:
- Schedule Performance Index (SPI): The Earned Value (EV) divided by the Budgeted Cost of Work Scheduled (BCWS).
- Cost Performance Index (CPI): The Earned Value (EV) divided by the Actual Cost of Work Performed (ACWP).
• Conduct the EV Analysis based on the EV KPIs (actual and trends). Figure 1373-1 is an example of a charting
technique that can be used to support this.
4. Agree preventative and/or corrective actions: Based on the conclusions, develop solutions. Propose
preventative and/or corrective actions as necessary to bring performance back in line with the original baseline.
Agree and plan actions to implement. The EV Analysis should include these recommended corrective actions.
5. Propose Change to Performance Management Baseline: Where necessary, propose to Change Control
changes to the Airbus Project’s Performance Management Baseline, i.e. to the individual Airbus Project Detailed
Schedules and/or phased Cost Targets.
code
EV Performance Includes EV Performance Indicators, performance trends and recommended corrective 13073A
Report actions. Can be delivered as part of the overall Airbus Project status reporting dashboard.
O UT P UT S

Performance The deliverable documents must typically contain: 13073B

Measurement • Analyses and conclusions
Baseline • Solutions and corrective detailed actions (owners and target dates).
Corrective Actions
Performance Change Requests must document the rationale for change. The latter may include change, 13073C
Measurement reduction or expansion or scope. In order to maintain control, the documentation must
Baseline Change clearly state which Airbus Project areas and which documents are impacted by the change.
Requests

155
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.8 Quality Management
Introduction
1 PM Foundations

Quality Management is about defining, planning and implementing everything necessary to ensure that the quality and/or
maturity of the end-deliverable(s) of the Airbus Project is at the expected level. This is essentially done by means of Quality
Assurance and Quality Control.

Quality Assurance (QA) is the systematic monitoring and evaluation of the processes applied during an Airbus Project’s Lifecycle to
maximize the probability that the required standards of quality and/or maturity are being attained for its deliverable(s). With regards
to the Project Management aspects discussed in this Guidebook, QA comprises the implementation of QA Events such as:
• Gate Reviews
• Audits and Assessments.
Gate Reviews are reviews performed to check the achievement status of any of the following gate types applied during an
Airbus Project’s Lifecycle:
• Quality Gates (QG)/Maturity Gates (MG): The objective of QGs is to ensure that the Airbus Project’s end-deliverables will be to
the expected level of quality/maturity. A series of QGs are planned prior to final delivery to continuously verify that all required
processes are applied in the specified way, leading to intermediate deliverables, the maturity of which can be checked at the
QGs/MGs.
• Decision Gates (DG): The objective of DGs is to down-select possible but alternative solutions for the intermediate and/or
end-deliverable(s) and to eventually decide for one solution to be implemented.
• Milestone Gate Reviews (MGR): MGRs must be planned for intermediate and end-deliverables to ensure they are delivered on
time. MGRs essentially are high-level, key milestones for the Airbus Project.

All Gate Reviews must demonstrate that the Airbus Project’s intermediate and/or end-deliverable(s) comply with the agreements
and meet the expectations of their customers.

156
1.3.8.1 Plan Quality Management .............................................................................................................................................. 160
1.3.8.2 Plan Quality Assurance Events ................................................................................................................................... 162
1.3.8.3 Perform Quality Assurance Events........................................................................................................................... 164

1 PM Foundations
Audits and assessments measure the capability of an Airbus Project’s team (internal at Airbus or in the supply chain) in a given
discipline (e.g. Project Management), as well as its stability and control in order to achieve the Airbus Project’s objectives. They
also measure the level of adherence to the required standards applicable in that discipline. Identified weaknesses and non-
conformities require action plans to deliver improvements.

As far as the Project Management discipline is concerned, there are the following dedicated audits and assessment
methodologies available:
• Project Management Capability Assessment (PMCA) for suppliers to Airbus Projects
• Project Management Performance Assessment (PMPA) for internal Airbus Project activities
• Project Management Maturity Measure (PM3)
See chapter 1.6 for further details.

157
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.8 Quality Management
Introduction (cont’d)
1 PM Foundations

Quality Control (QC) comprises a system of pre-defined and planned checks applied during an Airbus Project’s Lifecycle to
verify that its deliverable(s) are at the required level of quality and/or maturity. With regards to the Project Management aspects
discussed in this Guidebook, QC comprises:
• the actual Verification and Validation of the Airbus Project’s intermediate and end-deliverables against requirements (see PM
Knowledge Area Requirements Management described in Chapter 1.3.2)
• management of the Configuration Conformity (see PM Knowledge Area Configuration Management described in Chapter 1.3.4).
the
Both require preventative and corrective improvements and actions if the actual status of the deliverable is not satisfying the
requirements and specifications applicable to it.

APPLICABLE DOCUMENTS

Type Title Reference Access

Process Programme/Project Quality Management AP2075 MyDoc

Process Programme/Project Quality Plan AP2075.1 MyDoc

Process Implement Advanced Product Quality AP5351.2 MyDoc

Manual Airbus Advanced Quality Planning Model M20056 MyDoc

Manual Phase Gate Reviews M200014 MyDoc

Requirements Quality Gate - General Requirements A1018 MyDoc

Vision Quality Vision Quality & Lean Airbus People/Quality

Website & Lean/Quality & Lean
Improvement Community/
About Quality & Lean

Manual Perform Project Management Performance AP5350 MyDoc

Assessments (PMPA) including PM Maturity
Measure (PM3)

158
 1 PM Foundations
The Quality Management Task Groups must always be planned and delivered in accordance with the wider Airbus Quality
Management System and Advanced Product Quality Planning (APQP). The latter is based on up-front quality issues detection,
prevention and avoidance. It provides specialised tools to offer the opportunity to get ahead of potential problems and solve
them before the problems affect the customer. For more details, refer to the APQP handbook, available on the Quality and Lean
Improvement portal on Airbus People.

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

Project To be able to perform Project architecture and XJ06XAIW0005 Airbus People/
Management - integration activities within large Projects. myHR/Learning
Into Practice

Quality Performance XQ03XAIW0011 Airbus People/

Metrics myHR/Learning

Process Maturity XQ03XAIW0004 Airbus People/

myHR/Learning

159
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.8 Quality Management
1.3.8.1 Plan Quality Management

The Quality Management Plan (QMP or sometimes known as the ‘Quality Plan’) describes how the quality objectives, standards
and processes for the Airbus Project will be developed and how Quality Assurance and Control are established and performed.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify relevant Airbus • Quality Management Plan
• Project Category Business Knowledge
• Airbus Business Knowledge • Write Quality Management
Plan
O V ERV I EW

The purpose of the QMP is to ensure that the Airbus Project stakeholders (sponsors, customers, Project team, suppliers, etc.)
achieve a common understanding and agreement about overall quality expectations, methods and criteria across the Airbus
Project. The Project QMP must typically also include an understanding of the customers acceptance criteria. The QMP thus
provides the basis for Quality Assurance and Quality Control.

The QMP must also be aligned to the Airbus’ Quality Management System (QMS) which is based on EN9100. This includes
the strategy of Advanced Product Quality Planning (APQP) and an outline of how the harmonisation of standards, procedures,
techniques and tools across the Airbus Project scope will be achieved and agreed.

The QMP is a ‘living document’. It shall include (or refer to) the list of applicable documents for the Airbus Project.
G OL DEN

Any variations to the Airbus QMS with consequences for the Airbus Project shall only be authorised through the
RU L ES

QMP.

The description of the Airbus Project’s deliverable(s) should contain quality criteria, tolerances, methods
and responsibilities.

The QMP must reflect latest Quality department strategies (e.g. APQP).

Responsible Qua l i ty Manager

RA S CI

Accountable Proj ect Leader

Supporting PM O
Consulted Spons or, Steer ing
Informed Proj ect Team

160
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3

Develop Quality Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. This includes any existing methodologies for auditing and assessing
the capabilities of Airbus internal or external Project teams in a given discipline. Also identify any existing Airbus
Project requirements (including contractual requirements) as well as the Airbus Project’s Category (if applicable).
Finally, identify and use lessons learnt and best practice examples from similar Airbus Projects to complement
TASKS

the business standards.

2. Write Quality Management Plan: Based on the identified knowledge, define the suitable structure,
contents and depth of detail required for the Quality Management Plan for the Airbus Project. Define if the details
for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or
within a separate Quality Management Plan. Write Quality Management Plan. Validate the Quality Management
Plan with the Airbus Project’s key stakeholders.

code
Quality The plan defines the management of quality by the Airbus Project. It will typically contain 13081A
Management the following:
Plan General Management Plan contents:
• Introduction
• Management System/Approach
• Management Responsibilities
O UT PU T S

• Processes
• Measurements, Control, Analysis, Improvement.
Specific Contents:
• Quality Management System for the Airbus Project
• Quality policies and objectives
• Quality Management responsibilities (Quality responsibilities, Project Quality Organisation,
Quality Management Reviews)
• Quality Control and Assurance Plans
• Manage and Enable Processes
• Measurements, Analysis and Improvement (QG, metrics, KPI, preventive actions,
dashboards).

161
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.8 Quality Management
1.3.8.2 Plan Quality Assurance Events

Quality Assurance for the Airbus Project is achieved by implementing the Quality Management Plan. This includes the
implementation of QA Events described in this Task Group.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Quality Management Plan • Ensure Bi-lateral QA • QA Agreements
• WBS Agreements
• Change Request Feedback • Get QA Events agreed
• Implement approved
changes
O V ERV I EW

All QA Events are based on QA Agreements between both the supplier and the customer of a deliverable. This includes
agreements about the requirements to be met, the quality characteristics of the deliverable(s) to be achieved, the criteria
according to which status checks, audits and assessments can be performed and decisions can be taken, as well as the dates
at which they should occur. QA Agreements have to be reached and documented and it is important for both the supplier and
customer to refer to their QA Agreement during the lifecycle of the Airbus Project.
Perform QA Events regularly. Where possible merge into one QA Event (e.g. if they take place on the same date).
All QA Events must demonstrate compliance to the QA Agreements. They should cover all aspects of the Airbus Project
(schedule, resources, financial status, industrial, supply chain, technical subjects, quality, risks and opportunities, etc.) and
the involved disciplines (Engineering, Project Management, etc.), whatever applies. This is necessary to enable integrated
conclusions about the Airbus Project’s status upon which next steps are decided to ensure its successful continuation.
G O LD EN
R UL E S

Ensure agreements between customer and supplier are signed.

Responsible Qua l i ty Manager

RA S CI

Accountable Proj e ct Leader

Supporting PM O
Consulted Sponsor, Steer ing
Informed Proj e ct Team

162
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii ii ii iii

1 PM Foundations
chapter
i Quality Management Plan 1.3.8.1
INPU TS

ii WBS 1.3.3.4
iii Change Request Feedback 1.3.1.6

Ensure Bi-lateral QA Agreements

Identify deliverable(s) and type of QA Event to be applied. Arrange bi-lateral QA Agreements between customer
and supplier of intermediate deliverable(s) about the requirements to be met, quality characteristics to be
achieved, criteria according to which status checks, audits and assessments can be performed and decisions
can be taken, as well as the dates at which QA Events should occur. Use the QA Agreements during the
Airbus Project’s Lifecycle to help keep on track.
Get QA Events Agreed
Get the validation by the Airbus Project’s sponsor(s) and possibly the customer(s) of the end-deliverable(s)
and/or other key stakeholders. This may require additional fine-tuning. Once agreed, the QA Agreements
become part of the Airbus Project’s Baseline.
TA SKS

Implement Approved Changes to QA Agreements

Once any changes to the QA Agreements have been decided by Change Control (see Chapter 1.3.1.6),
implement changes in the QA Agreements and communicate the change to the relevant Airbus Project
team(s). The QA Agreement Baseline with the latest changes incorporated is the Applicable QA Agreement
Baseline.

code
QA Covers for each intermediate deliverable the requirements to be met, quality characteristics 13082A
OU T P UT S

Agreements to be achieved, the criteria according to which checks, audits and assessments can be
performed and decisions can be taken, as well as the dates at which QA Events should
occur.

163
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.8 Quality Management
1.3.8.3 Perform Quality Assurance Events

This Task Group identifies the activities required to perform Quality Assurance (QA) Events such as Gate Reviews, audits and
assessments.
1 PM Foundations

INPUTS TASKS OUTPUTS

• QA Agreements • Perform Individual QA • QA Event Deliverables
Events • QA Agreement Change
• Propose Changes to QA Requests
Agreements
OV ERV I EW

The agenda of the individual QA Events must be well planned and adequately communicated to ensure that
the Airbus Project teams can demonstrate their achievements and can deliver, while flagging up any issues,
risks or opportunities.
G OL DEN
RU L ES

Where appropriate, include independent assessors in QA Events.

For QA Events concluding with a No-Go status it is necessary to take a ‘stop and fix’ approach to allow
in-depth problem solving activities to take place.

Performing QA Events also covers Continuous Improvement activities based on the “Plan-Do-Check-Act“
(PDCA) concept.

Responsible Qua l i ty Manager

RA S CI

Accountable Proj e ct Leader

Supporting PM O
Consulted Sponsor, Steer ing
Informed Proj e ct Team

164
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

1 PM Foundations
chapter
i QA Agreements 1.3.8.2
INPU TS

Manage QA Events
1. Perform Individual QA Events: Based on the QA Agreements, identify dates and schedule-plan individual
QA Events on a rolling-wave basis. Develop the objectives, agenda, attendees, etc. of the QA Events. Finalise
and communicate. Coordinate QA Event meeting (as well as any potential feeder meetings). Conclude, make
decision(s) and minute actions. Follow actions up until their full closure (only then is the QA Event closed).
2. Propose Changes to QA Agreements: Where necessary, propose to Change Control changes to the QA
Agreements.
TASKS

code
QA Event Covers: 13083A
Deliverables • Agenda, dates, attendees, objectives and target outcome
O U T P UT S

• Minutes
• Actions Plan.
QA Agreement The Change Requests may include scope change, reduction or expansion. 13083B
Change The documentation must clearly state which area(s) (i.e. which work package(s) and which
Request SoW(s)) are affected by the change, and in which way and to what extent. It must also
include used analyses and assumptions as well as a description of the proposed solution
post change.

165
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
Introduction
1 PM Foundations

The PM Knowledge Area Human Resource Management describes how to set-up, organise and manage the teams in charge
of and/or contributing to Airbus Projects. It covers:
• Planning and matching human resources capacity and needs
• The setting-up of an Airbus Project team
• Team building induction where the agreed way of working is communicated
• Team performance monitoring to meet Airbus Project objectives
• The re-allocation of team staff during and after closing the Airbus Project.

166
1.3.9.1 Plan Human Resource Management....................................................................................................................... 168
1.3.9.2 Develop Project Organisation...................................................................................................................................... 170
1.3.9.3 Develop Resources Allocation Profile .................................................................................................................... 172
1.3.9.4 Develop Project Staffing Plan ...................................................................................................................................... 174
1.3.9.5 Acquire, Manage and Release Project Team ...................................................................................................... 176
1.3.9.6 Monitor and Control Organisation Breakdown Structure ........................................................................... 178
1.3.9.7 Monitor and Control Project Resources................................................................................................................ 180

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

PM Manual PM Resource Management Manual AM2456 MyDoc

General HR Policy HR Strategies and Policies A05.0 MyDoc

General HR Provide, Develop and Maintain staff to match A2595.0 MyDoc

Process internal workload

Handbook Enhancing Project Management Competencies Airbus People/

P&PM Community/
Enhancing PM
Competence

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

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

Project To develop a common approach to Project J06XAIW00005 Airbus People/

Management - Management within Airbus and to be able to myHR/Learning
Into Practice implement the basic PM Process and methods
to ensure project success.

167
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
1.3.9.1 Plan Human Resource Management

This Task Group defines how to develop the Human Resource Management Plan for the Airbus Project.

INPUTS TASKS OUTPUTS

1 PM Foundations

• Final Project Charter • Identify Airbus Business • HR Management Plan

• Project Category Knowledge
• Airbus Business Knowledge • Write HR Management Plan

The Human Resource Management Plan is a formalised document that is used for the purpose of detailing exactly how the
management of resources will be defined, developed, managed, monitored and controlled for the Airbus Project.
The degree of formalism for HR Management depends on the complexity and criticality of the Airbus Project. Low category
O V ERV I EW

Airbus Projects may outline the HR Management activities within the main Airbus Project Management Plan, while high category
Airbus Projects usually require separate HR Management Plans.

Depending on the complexity of the Airbus Project, decide how to issue and communicate the details
G OL DEN
RU L ES

of this PM Knowledge Area: either as an independent HR Management Plan, or as contents integrated

in the overall Project Management Plan (Chapter 1.3.1.4).
It is very important that the HR Management Plan is used as inputs to all the subsequent Task Groups.
This ensures that the agreed way of working is performed consistently across the Airbus Project team(s).

Responsible HR M anager
RA S CI

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting Cost Manager, Resource Manager, PMO
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

168
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3

Develop Human Resource Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Human Resource Management Plan: Based on the identified knowledge, define the suitable
TASKS

structure, contents and depth of detail required for the Human Resource Management Plan for the Airbus
Project. Define if the details for this PM Knowledge Area need to be documented as part of the overall Airbus
Project Management Plan or within a separate Human Resource Management Plan. Write Human Resource
Management Plan. Validate the Human Resource Management Plan with the Airbus Project’s key stakeholders.

code
Human The plan defines the management of Human Resources. It will typically contain the following: 13091A
Resource General Contents:
Management • Introduction
Plan • Management System/Approach
• Management Responsibilities
• Processes
O UT PU T S

• Measurements, Control, Analysis, Improvement.

Specific Contents:
• Principles for designing an OBS
• Roles and Responsibilities
• Generic Staffing strategies
• Templates for Resource Allocation Plan and Staffing Plan
• Methods for recruitment and release
• Necessary ways of working to ensure that resource needs and skills are matched with the
right availability for the durations required. Including for Make/Buy strategy and suppliers.

169
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
1.3.9.2 Develop Project Organisation

This Task Group describes the development of the Airbus Project’s organisation. This is described in dedicated Organisation
Notes covering, among others:
• The hierarchical structure of the organisation in charge of managing the work packages described in the Work Breakdown
1 PM Foundations

Structure. This is the Organisation Breakdown Structure (OBS).

• Roles and responsibilities: e.g. lines of reporting, RASCIs (covering, for example, the balance of power between Central Project
Team and contributing functions’ teams), sigla, authority delegation as well as signature, approval and escalation rules.
• Any additional desired way-of-working and care-taking within and between Airbus Project teams.

INPUTS TASKS OUTPUTS

O V ERV I EW

• HR Management Plan • Develop Top Level OBS • Top Level OBS

• Top Level Requirements and • Develop Project Organisation • Organisation Note(s)
Scope Description • Get Project Organisation
• Make/Buy and Worksharing agreed
• WBS, PS • Implement Approved
• Change Request Feedback Changes

Airbus Projects often utilise human resources from a number of different functions and departments across the company.
A fundamental requirement of a well managed Airbus Project is a clear people organisation that relates to the WBS (see
Chapter 1.3.3.4). This is particularly important in ‘Matrix’ management organisations such as Airbus.

The OBS is not the same as the functional organisation of the company.

It is not uncommon that people contributing to Airbus Projects have more than one reporting line (i.e. one
G OL DEN
RU L ES

into the Airbus Project and another into their Function). However, any more than two reporting lines shall be
avoided.
Due to the close links between the WBS and OBS it is recommended to develop them in parallel. However,
for a variety of reasons they are not necessarily identical.

The roles, responsibilities and accountabilities within the Airbus Project should be clearly defined and
communicated across the Project Team.

Responsible PM O
RA S CI

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, HR
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

170
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

ii iii iv v vi i iv v vi i iv v vi i iv v vi vii

1 PM Foundations
chapter
i Human Resource Management Plan 1.3.9.1
ii Top Level Requirements 1.3.2.2
I NPU TS

iii Top Level Scope Description 1.3.3.2

iv Make-Buy and Worksharing 1.3.3.3
v Work Breakdown Structure 1.3.3.4
vi Product Structure 1.3.4.2
vii Change Request Feedback 1.3.1.6

Develop Top Level OBS Develop Top Level OBS tree structure based on what is known about the
requirements, scope, Make/Buy, Worksharing, WBS and PS applicable to the Airbus Project.
Develop Project Organisation
1. Develop the Detailed OBS: Develop detailed OBS tree structure based on what is known about the
detailed Make/Buy, Worksharing, WBS and PS applicable to the Airbus Project.
2. Develop Responsibility Assignment Matrix (RAM): Develop matrix defining which unit of the OBS is in
charge of which work package of the WBS.
3. Assign Roles and Responsibilities: Identify roles and responsibilities, inc. lines of reporting, RASCIs sigla,
authority delegation as well as signature, approval and escalation rules for each role/position in the Airbus
TA S KS

Project’s organisation.
4. Determine Ways-of-Working: Define the desired ways-of-working within and between the Airbus Project’s
teams.
5. Write Organisation Note: Covering 1. to 4.
Get Project Organisation Agreed Get the validation by the Airbus Project’s sponsor(s) and possibly
by the customers and/or other key stakeholders. This may require additional fine-tuning. Once agreed,
the Project Organisation as described in the corresponding Organisation Note(s) is called the Project
Organisation Baseline and represents a part of the Airbus Project’s Baseline.
Implement Approved Changes to Project Organisation In case changes to the Project Organisation
Baseline have been decided by Change Control (see Chapter 1.3.1.6), implement changes in the Organisation
Note(s) and communicate the change to the relevant Airbus Project team(s). The Project Organisation Baseline
with the latest changes incorporated is the Applicable Project Organisation Baseline.
code
Top Level OBS Provides a high level overview on how the Airbus Project’s organisation is expected to look. 13092A
OU T P UT S

Organisation An Organisation Note covers: 13092B

Note • The applicable detailed OBS
• Responsibility Assignment Matrix (RAM)
• Rules for ways-of-working
• Roles and Responsibilities.

171
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
1.3.9.3 Develop Resources Allocation

This Task Group describes how to establish the human resource needs for the Airbus Project and how to ensure that they can
be confirmed and allocated.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Initial Project Charter • Develop Top Level • Top Level Resource
• Top Level Scope Description Resource Allocation Allocation Profile
• Project Schedule(s) • Develop Detailed Resource • Detailed Resource
• HR Management Plan Allocation Allocation Profile
• WBS, OBS • Get Resource Allocation
• Change Request Feedback agreed
• Implement Approved
O V ERV I EW

Changes

The Resource Allocation is a key element to ensuring the success of the Airbus Project as it helps to support and determine the
ability of the scheduled work and activities to be performed and the corresponding milestones and deliverables to be reached.
Other PM Knowledge Areas (e.g. Time, Cost and Finance, Risk and Opportunity Management) may be impacted by the ability
to secure the necessary skilled resources throughout the lifecycle of the Airbus Project. If the resources are not available then
the alternative scenarios (e.g. lower skills or external suppliers) must be considered and built into the Airbus Project Dossier.
Thus, early planning and resource needs forecasting, as well as satisfactory negotiations with resource holders/providers is a
crucial pre-requisite to ensure success of the Airbus Project.
G O L DEN
R UL E S

Responsible PM O, Planning Manager

RA S CI

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting Cost Manager, Resource Manager, HR
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

172
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv v iii iv v vi iii iv v vi iii iv v vi vii

1 PM Foundations
chapter
i Initial Project Charter 1.3.1.2
ii Top Level Scope Description 1.3.3.2
I NPU TS

iii Project Schedule(s) 1.3.5.2

iv Work Breakdown Structure 1.3.3.4
v Organisation Breakdown Structure 1.3.9.2
vi Human Resource Management Plan 1.3.9.1
vii Change Request Feedback 1.3.1.6

Develop Top Level Resource Allocation Profile Based on experience from past Airbus Projects and
on OBS, scope description, schedule and work to be done, develop Top Level Resource Allocation for the
Airbus Project.
Develop Detailed Resource Allocation Profile
1. Elaborate resource estimates: Based on the detailed schedule activities (workload), define the
corresponding detailed resource requirements for all levels.
2. Consolidate resources: Develop the consolidated view of resource types, dates and durations for
each work package and for the whole Airbus Project. Review with resource providers (functions) to match
TA SKS

requirements with capacity.

Get Resource Allocation Agreed Use top down targets, bottom-up estimates and functional resource
information to define the best workload and resource convergence for the Project. Get validation by the
Airbus Project’s sponsor(s) and possibly by the customers. This may require additional optimisation. Once
agreed, the Resource Allocation Profile becomes the Resource Allocation Profile Baseline and represents a
part of the Airbus Project’s Baseline. All required headcount and budget for resources is then approved.
Implement Approved Changes to Resource Allocation Once any changes to the Resource Allocation
Profile Baseline have been decided by Change Control (see Chapter 1.3.1.6), implement changes in the Resource
Allocation and communicate the change to the relevant Airbus Project team(s). The Resource Allocation Profile
Baseline with the latest changes incorporated is the Applicable Resource Allocation Profile Baseline.

code
Top Level The Top Level Resource Allocation typically contains the following: 13093A
Resource • Resource estimates mapped to Master Schedule
OU T P UT S

Allocation • Summary table of required resources, by quantity and skills

Profile • Preliminary resource availability estimation.
Detailed The agreed detailed Resource Allocation typically contains the following: 13093B
Resource • Proposed resource estimates in Hours and/or Full Time Equivalents (FTE), mapped to
Allocation Detailed Schedule(s)
Profile • Resource histogram (‘Lasagne’ charts) and calendars showing needs and availabilities by
quantity and skills.

173
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
1.3.9.4 Develop Project Staffing

This Task Group describes how to generate a plan for the staffing of the Airbus Project’s team(s). The timely acquisition of the
right resources in terms of quantity and skills is crucial for protecting the Airbus Project. An inability to acquire the necessary
resources in time will adversely impact the Airbus Project’s schedule and deliveries.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Resource Allocation Plan • Establish Staffing Needs • Staffing Plan
• Human Resource • Agree Staffing
Management Plan • Implement approved
• Change Request Feedback changes
OV ERV I EW

The Airbus Project must plan ahead, identify and request the specific resources from the (possibly different) functions. When the
agreements are made to acquire the resources and build the team, Staffing Agreements are signed between the Airbus Project
and the resource-providing functions. The Staffing Agreements also contain details regarding competence levels and duration of
the assignment to the Airbus Project.
Where necessary, resources acquisition may require resources from outside of the internal resource pool (normally due to
capacity constraints or specific skill requirements). The contributing functions will normally ensure that the resources, which
could be a combination of internal and external resources, are available to cover the needs of the Airbus Project.
G O L DEN
R UL E S

Project Staffing Plan agreements must be correlated with available Budgets.

After securing resources, an important task is to plan and request IT equipment, access to folders
and office space for the individuals to join the Airbus Project’s team(s).

Responsible PM O
RA S CI

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, HR
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

174
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii i ii i ii ii iii

1 PM Foundations
chapter
i Human Resource Management Plan 1.3.9.1
INPU TS

ii Resource Allocation Profile 1.3.9.3

iii Change Request Feedback 1.3.1.6

Establish Staffing Needs

For each work package, discuss with contributing functions as well as with the HR department about what the
most feasible strategies for acquiring resources are to meet the quantity/skills and acquisition timing needs as
described in the RAP(s). This may include any of the following:
a. Assigning Active Workforce (AFW) resources from other activities to the Airbus Project
b. Recruitment of Active Workforce (AFW) resources (from internal and/or external sources) not yet working in
the perimeter of authority of a function contributing to the Airbus Project
c. Recruitment of temporary workforce
d. Identifying activities in the work package which could be off-loaded to in-situ and/or ex-situ suppliers.
For a), b) and c), and for each role/position to be filled, establish a Staffing List which lists the names of potential
TA SKS

candidates as well as their individual date at which they start working for the Airbus Project.
Agree Project Staffing
Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
stakeholders (i.e. functions as resource providers). This may require additional fine-tuning. In the case of
resource-providing Functions, Staffing Agreements are signed between the Airbus Project and the contributing
functions. Once agreed and signed, the Staffing Agreement becomes the Staffing Baseline and represents a
part of the Airbus Project’s Baseline.
Implement Approved Changes to Staffing Agreements
Once any changes to the Staffing Agreements Baseline have been decided by Change Control (see Chapter
1.3.1.6), implement changes in the Staffing Agreements and communicate the change to the relevant Airbus
Project team(s). The Staffing Baseline with the latest changes incorporated is the Applicable Staffing Baseline.

code
Project Contains the Project staffing strategy for a work package as well as lists with potential 13094A
OU T P UT S

Staffing candidates to fill roles/positions needed by the Airbus Project. Also includes the timing for
Agreement when these resources will be coming on board the Airbus Project.

175
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
1.3.9.5 Acquire, Manage and Release Project Team

This Task Group describes how to acquire, manage and release the Airbus Project teams.

INPUTS TASKS OUTPUTS

1 PM Foundations

• HR Management Plan • Acquire and Manage Project • Committed teams

• Project Staffing Team(s)
Agreement(s) • Release Resources

This Task Group is an important aspect of an Airbus Project’s leader accountability and should include:
• Observe team behaviours
• Manage conflict
OV ERV I EW

• Resolve issues
• Appraise team member performance
• Coach team members
• Perform Performance & Development (P&D) reviews.
The team members should be provided with challenging assignments and recognition for performance. Team members should
feel engaged with the Airbus Project’s objectives to ensure their commitment to them.
Management of the Project Team also involves identification of development needs and training to ensure that the team is
competent to perform and deliver their activities.

Before the end of the Project (or a phase or milestone), the release and handover of resources must be coordinated and
scheduled with the resource-providing contributors.
G O L DEN
R UL E S

Interim Performance & Development (P&D) reviews should be held.

Ensure each employee has a clear job description and knows his/her roles and responsibilities.

Responsible Proj ect Leader

RA S CI

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, HR
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

176
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii

1 PM Foundations
chapter
i HR Management Plan 1.3.9.1
INPU TS

ii Project Staffing Agreement(s) 1.3.9.4

Acquire and Manage Project Team

1. Acquire Resources: For internal AWF, ensure that the transfers to the Airbus Project really take place at the
dates agreed in the Staffing Plan(s). For external recruitments and temporary workforces use standard Airbus
recruitment processes to acquire resources. Beware of the long lead-times to get individuals recruited.
2. Launch Sub-contracts: Using standard Airbus processes, launch the sub-contracts for the workload
intended to be covered by in-situ and/or ex-situ sub-contracts. Be clear on the duration of the sub-contracts.
3. Induct Team Members: Induct new team members by communicating relevant information to them, e.g.
on the Airbus Project in general and what to expect from it, the importance of their contribution to it, their
individual roles and responsibilities, the intended ways-of-working within and between teams, their reporting
lines, the applicable methods, processes and tools, etc.
4. Take Care of Team Members’ Personal Development: Together with resource-providing Functions, hold
initial/periodical interview for P&D, Mid Term Review, ad-hoc bi-lateral discussions, etc. with individual team
members. Ensure periodical objectives are set, agreed and monitored. Ensure job descriptions are established
and up-to-date. Analyse potential proficiency gaps and launch and implement corrective actions. Discuss any
TA SKS

issues/conflicts, opportunities and ideas for solutions. Discuss training and development needs. Discuss career
development and salary progression.
5. Perform Team Building Events: Launch initial team kick-off event(s), ideally moderated by facilitators
external to the team. Explain the cycles for a team’s evolution. Periodically perform further events where the
team status is assessed. As a team, launch corrective actions, if necessary. Finally, perform events which
further re-enforce the ‘kit’ between team members.
6. Solve Team Conflicts: Openly address conflicts between team members. Solve them using techniques
such as Confrontation Problem Solving, Compromising, Smoothing, Forcing, Withdrawal.
Release Resources
As soon as a reduction in workload allows, release resources. Ensure nevertheless that the mix of skills
remains adequate for the remaining workload to be done. For a) and b), ensure responsible functions are
identifying new assignments for the released resources. For c), terminate temporary assignments.

177
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
1.3.9.6 Monitor and Control Organisation Breakdown Structure

Due to the many changes which any Project encounters during its lifecycle, it is often necessary to adjust the OBS accordingly.
This Task Group describes how to manage deviations from the baselined OBS.
1 PM Foundations

INPUTS TASKS OUTPUTS

• HR Management Plan • Monitor and Control OBS • OBS Change Requests
• Organisation Note
OV ERV I EW
G O L DEN
R UL E S

Responsible PM O
RA S CI

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager, H R M an ag er
Informed Proj ect Team

178
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii

1 PM Foundations
chapter
i HR Management Plan 1.3.9.1
INPU TS

ii Organisation Note 1.3.9.2

Monitor and Control OBS

1. Apply HR Management Plan
2. Propose changes to OBS: Where necessary, propose to Integrated Change Control changes to the OBS
baseline.
TA S KS

code
OBS Change The Change Requests may include scope change, reduction or expansion. 13096A
OU T P UT S

Requests The documentation must clearly state which area(s) (i.e. which work package(s) and which
SoW(s)) are affected by the change, and in which way and to what extent. It must also include
used analyses and assumptions as well as a description of the proposed solution
post change.

179
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.9 Human Resource Management
1.3.9.7 Monitor and Control Project Resources

Due to the many changes which any Project encounters during its lifecycle, it is always necessary to adjust resource allocation
planning accordingly. This Task Group describes how to manage deviations from the baselined resources plans.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Resource Allocation Profile • Apply HR Management Plan • Project Resource Status
• Project Staffing • Collect resource data Report
Agreement(s) • Analyse resource data • Project Resources
• Resource Actuals • Agree resource corrective Corrective Actions
• Detailed WBS actions • Project Resources Change
O V ERV I EW

• Detailed Schedule • Propose changes to Requests

• HR Management Plan Resource Allocation Profile
and/or Project Staffing
Agreements

This Task Group must be repeated periodically throughout the Project as required.
G O L DEN
R UL E S

The most active phase will be the ‘Implement and Deliver’ phase where most of the workload and resource
are focused.
Regular communication between the Airbus Project and the resources-providing functions is clearly
important to remove resource bottlenecks in good time in order to reduce or eliminate risks. Especially so
when there is a third party supplier or sub-contracted resource.

Responsible HR M anager
RA S CI

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, PMO
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

180
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv v vi

1 PM Foundations
chapter
i HR Management Plan 1.3.9.1
ii Resource Allocation Profile 1.3.9.3
I NPU TS

iii Project Staffing Agreement(s) 1.3.9.4

iv Project Performance Data (here: Resource Actuals)
v Detailed WBS 1.3.3.4
vi Detailed Schedule 1.3.5.2

Monitor and Control Project Resources

1. Apply HR Management Plan
2. Collect Resource Data: Collect actual data with regards to the resources working for the Airbus Project
(in terms of quantity and skills)
3. Analyse Resource Data: Identify variances against the Resource Allocation Profile and Project Staffing
Agreement baselines.
4. Agree Resources preventative and/or corrective actions: Use analysis conclusions to focus on issues
TASKS

and risks. Find opportunities and define solutions. Detail, agree and plan actions.
5. Propose changes to Resource Plan: Where necessary, propose to Change Control Management
changes to the Resource Allocation Profile and Project Staffing Agreement baselines.

code
Project Provides actuals on the used resources by quantity and skills. 13097A
Resource
Status Report
Project The deliverable documents must typically contain: 13097B
O U TP U T S

Resources • Evidence of analysis and conclusions

Corrective • Solutions and corrective detailed actions (owners and target dates).
Actions
Project The change requests may include scope change, reduction or expansion. The documentation 13097C
Resources must clearly state which area(s) (i.e. which work package(s) and which SoW(s)) are affected
Change by the change, and in which way and to what extent. It must also include used analyses and
Requests assumptions as well as a description of the proposed solution post change.

181
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.10 Communications Management
Introduction
1 PM Foundations

Communications Management ensures that stakeholder needs for information about the Airbus Project are understood and that
they are suitably informed throughout its lifecycle.
It also involves the management of documents and information, including the compilation and delivery of Project Status Reports.

182
1.3.10.1 Plan Communications Management .................................................................................................................... 184
1.3.10.2 Manage Stakeholders ................................................................................................................................................... 186
1.3.10.3 Manage Documentation .............................................................................................................................................. 188
1.3.10.4 Report Project Performance ..................................................................................................................................... 190

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

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

APPLICABLE TOOLS

Title Description Reference Access

EDS (Enterprise EDS (Enterprise DMS Solution) is a DMS FileNet MyDoc
DMS Solution) (Document Management Service) that allow
the creation, storage, publishing, archiving and
distribution of electronic documents.

183
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.10 Communications Management
1.3.10.1 Plan Communications Management

Plan Communications Management is the Task Group that defines the Airbus Project’s stakeholder information needs and the
associated communications approach.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify relevant Airbus • Communications
• Project Category Business Knowledge Management Plan
• Airbus Business Knowledge • Write Communications
Management Plan

The Communications Management Plan (CMP) states the principles concerning who needs to be informed about what, when
OV ERV I EW

and how often – and by which media (e.g. paper, email, meetings, etc.). This enables decision making and efficient collaboration
between the Airbus Project teams and team members. The information needs vary depending on the Airbus Project’s type,
Category and lifecycle phase as well as on the different stakeholders. However, the communication format needs to be
consistent for best practice.
Poor communication planning could lead to problems such as delay in message delivery, communication of sensitive information
to the wrong audience, frustration, lack of clarity, “kept in the dark syndrome” or lack of communication to relevant stakeholders.
Efficient communication means providing only the information that is needed – and not more – to match the specific stakeholder
needs.
As far as relevant (internal and external) stakeholders are concerned, the CMP provides guidance for how to identify and map
them and their level of influence on the Airbus Project. Stakeholders can be classed as:
• Champions, working within the Airbus Project and have detailed knowledge of it, support and ‘sell’ it
• Floating Voters, indifferent or uncertain about the Airbus Project
• Blockers, block the Airbus Project’s launch and/or progress, have no interest in it or even opposing interests, can endanger it
and may have the formal power to do so, and do not necessarily communicate their objections openly.
The CMP is strongly influenced by the stakeholder analysis.
G O L DEN
R UL E S

A higher category Airbus Project will require a detailed and individual Communications Management Plan
document. Lower category Airbus Projects can include the Communications Management details in the overall
Project Management Plan.

Responsible Com m unications Manager, PMO

RA S CI

Accountable Proj ect Leader

Supporting Proj e ct Team
Consulted Spons or
Informed Stake holder s

184
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3

Develop Communications Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Communications Management Plan: Based on the identified knowledge, define the suitable
structure, contents and depth of detail required for the Communications Management Plan for the Airbus
TASKS

Project. Define if the details for this PM Knowledge Area need to be documented as part of the overall Airbus
Project Management Plan or within a separate Communications Management Plan. Write Communications
Management Plan. Validate the Communications Management Plan with the Airbus Project’s key stakeholders.

code
Communica- The plan defines the management of Communications. It will typically contain the following: 13101A
tions General Contents:
Management • Introduction
Plan • Management System/Approach
• Management Responsibilities
O U T P UT S

• Processes
• Measurements, Control, Analysis, Improvement.
Specific Contents:
• Type of Information or data needed/required by the stakeholder (reports, data, etc.)
• Frequency of reporting
• Management of information
• Format of media to distribute the information (e.g. paper, e-mail, etc.)
• Management of the feedback expected from the receiver.

185
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.10 Communications Management
1.3.10.2 Manage Stakeholders

The Airbus Project must continuously engage and manage its stakeholders especially when they have high influence on its
success. In general, stakeholders are persons who are actively involved in the Airbus Project or whose interests may be affected
by its performance and deliverable(s). Stakeholder Management includes implementing the agreed stakeholder engagement
actions and continuously monitoring their expectations.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Initial Project Charter • Identify and Map • Stakeholder Register
• Project Category Stakeholders • Stakeholder Engagement
• Top Level Requirements • Plan and get agreed Plan
OV ERV I EW

• Communications Stakeholder Engagement • Stakeholder Corrective

Management Plan • Communicate with Actions
Stakeholders
• Monitor Stakeholder
Expectations

An early stakeholder analysis done through a stakeholder mapping exercise is essential to identify which stakeholders to target
and which strategy to adopt. However, managing stakeholders is a dynamic process and continuously changing, as new
stakeholders appear all along the Airbus Project’s Lifecycle while others disappear.
The needs and expectations of stakeholders must be pro-actively identified and their issues and concerns must be addressed
promptly. It must be understood that both the interest and influence of stakeholders might vary throughout the Airbus Project’s
Lifecycle. The communication strategy must be adapted accordingly.
One of the key elements of managing stakeholders is the use of influence (“the ability to affect the actions, beliefs and
attitudes of other people”) to ensure that people give their support to the Airbus Project. Face-to-face communication with key
stakeholders about the Airbus Project’s progress is a good way to manage their expectations and evaluate their current position
regarding the Project.

When the benefits are all clear to everyone, a simple communication exercise is all that is needed to manage
a huge number of stakeholders.
G O L DE N

A pro-active management of the stakeholders’ expectations reduces the risk of failure for the Airbus Project
R U LE S

to reach its objectives.

Concentrate on stakeholders who have the desire and time to influence the Airbus Project.

Decide which strategy to select for the different type of stakeholders, e.g. Blockers.

Responsible Busi ness Oppor tunity Leader, Project Leader, PMO

RA S CI

Accountable Busi ness Oppor tunity Leader, Project Leader

Supporting Cost Manager, Resource Manager, Risk Manager, Co m m u n i cati o n s M an ag er
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager, Stakeh o l d ers
Informed Proj e ct Team

186
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv iv iv

1 PM Foundations
chapter
i Initial Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Top Level Requirements 1.3.2.2
iv Communications Management Plan 1.3.10.1

Identify and Map Stakeholders

Identify all stakeholders of the Airbus Project. Map them according to the methods defined in the CMP. The
analysis should focus on aspects such as attitude towards the Airbus Project, knowledge and influence levels,
expectations, etc. The results of this analysis should be recorded for each stakeholder in a dedicated Stakeholder
Register.
Plan Stakeholder Engagement
Agree the strategy to manage each stakeholder (based on the stakeholder analysis), and translate it in
concrete action plans (what, when and by whom, e.g. communications, training, face-to-face meetings, etc.).
TASKS

Get Stakeholder Engagement Agreed

Get the validation by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
stakeholders. This may require additional fine-tuning. Once agreed, the Stakeholder Engagement Plan for
the ‘Implement and Deliver’ phase is applicable for the ‘Implement and Deliver’ phase.
Communicate with Stakeholders
Implement the agreed stakeholder engagement actions. This can include communications, trainings, face-to-
face meetings, workshops etc. Manage the feedback from the stakeholders.
Monitor Stakeholder Expectations
Continuously monitor the expectations of current (and new) stakeholders. Beware that stakeholders may change
their position (e.g. from ‘Floating Voter’ to ‘Blocker’) and react to this. Apply corrective actions, if necessary.

code
Stakeholder The Stakeholder Register should show: 13102A
Register • Stakeholder mapping expectations and classification
• New stakeholders (if any)
O UT P U T S

• Engagement actions completed (and results)

• New engagement actions to be launched (if any).
Stakeholder States concretely who of the stakeholders needs to be informed/consulted when 13102B
Engagement and about what.
Plan
Stakeholder Contains suggestions for corrective detailed actions (owners and target dates). 13102C
Corrective
Actions

187
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.10 Communications Management
1.3.10.3 Manage Documentation

Manage Documentation applies to all documents issued by or on behalf of the Airbus Project teams within the work scope
defined in the Project Dossier.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Communications • Establish Documentation • Project Documentation
Management Plan Management System and Management System
• Stakeholders register get it agreed • Documentation Change
• Airbus Business Knowledge • Manage Documentation Requests
• Change Request Feedback
OV ERV I EW

Manage Documentation requires the establishment of a Documentation Management System to be used throughout the Airbus
Project and all its contributing teams as defined by the Communications Management Plan (see Chapter 1.3.10.1).
Manage Documentation also involves an effective distribution of information, where the right information is distributed to the
right stakeholders at the right time and where unexpected stakeholder information requests are considered.
G O L DEN
R UL E S

Wherever the applicable procedural documents (e.g. APs/AMs/ABD’s) do not provide Document
Management rules that are directly applicable to the Project, the rules set in the Communication
Management Plan (CMP) shall be applied.

Responsible Com m unications Manager, PMO

RA S CI

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

188
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii i ii iii i ii iii iv

1 PM Foundations
chapter
i Communications Management Plan 1.3.10.1
INPU TS

ii Stakeholder Register 1.3.10.2

iii Airbus Business Knowledge (here: e.g. templates and standardised processes, Collaborative Work Platform) 1.3
iv Change Request Feedback 1.3.1.6

Establish Documentation Management System (DMS)

Using Airbus Business Knowledge and existing DMS standards, establish an Airbus Project specific DMS.
Establish templates and document structures. Implement the corresponding tools, user groups, access rights,
etc. Deliver training, user advice and guidance where required (e.g. communications, handbooks etc.).
Get DMS agreed
Get the validation of the DMS by the Airbus Project’s sponsor(s) and possibly by the customers and/or other key
stakeholders. This may require additional fine-tuning. Once agreed, the DMS is to be used for the ‘Implement
and Deliver’ phase.
Manage Documentation
TASKS

1. Manage Documentation: Manage documentation related to the Airbus Project, ensuring that the DMS rules
are applied. Ensure on time delivery to stakeholders. Manage document versions.
2. Propose Changes to Document: Where necessary, propose to Integrated Change Control changes to the
current version of a document.
3. Implement Approved Changes to Document: Implement approved changes.

code
Project The Project Documentation Management System includes applicable procedural documents, 13103A
Documentation templates, tools such as the collaborative platforms, etc.
O UT P UT S

Management
System
Documentation The Change Requests may include scope change, reduction or expansion. 13103B
Change The documentation must clearly state which area(s) (i.e. which document, which work
Requests package(s) and which SoW(s)) are affected by the change, and in which way and to what
extent. It must also include used analyses and assumptions as well as a description of the
proposed solution post change.

189
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.10 Communications Management
1.3.10.4 Report Project Performance

The Report Project Performance Task Group includes the collection and distribution of performance data of the Airbus Project.
The main outputs are (consolidated and integrated) Project Status Reports that are used to communicate with key stakeholders,
and to support management decision making.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Communications • Apply Communications • Project Status Report
Management Plan Management Plan
• Stakeholders Register • Get Project Performance
• Actual Schedule Plan Data
• Cost Control Report • Consolidate and
OV ERV I EW

• EV Performance Report Communicate Project

• Resources Status Report Performance
• Project Performance Data

Reporting on the Airbus Project’s performance involves:

• the regular collection and consolidation of ‘actual’ performance data

• the comparison of this data against the Applicable Project Dossier data
• the analyses of any variances and their possible root causes
• the forecasting of future performance
• the production and distribution of Project Status Reports.
There may be large amounts of performance data available on some Airbus Projects. The key challenge is to turn this into useful
information at the right level of detail which is understandable by the report recipients. The selection and use of appropriate
Key Performance Indicators (KPI) can help decision-makers to easily understand where problems are occurring and to initiate
corrective actions where needed.

Project Status Reports should be customised for the target audience. Standard templates, automated data
consolidation and reuse of core data can minimise the administrative effort.
G O LD EN
R UL E S

The use of ‘reporting by exception’, where only deviations from the baseline are reported, can help to focus
the attention on actions required.
Project Status Reports should draw attention to the ‘dynamic data’ that changes with each reporting period,
rather than the ‘static data’ that provides the unchanging reporting framework.

Responsible PM O
RA S CI

Accountable Proj e ct Leader

Supporting Cost Manager, Resource Manager, Risk Manager
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

190
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv v vi vii

1 PM Foundations
chapter
i Communications Management Plan 1.3.10.1
ii Stakeholder Register 1.3.10.2
I NPU TS

iii Detailed Schedule 1.3.5.2

iv Cost Control Report 1.3.6.5
v EV Performance Report 1.3.7.3
vi Resources Status Report 1.3.9.7
vii Project Performance Data

Report Project Performance

1. Apply Communications Management Plan: Use the Communications Management Plan to ensure that
the agreed best way of working with regards to communications is followed across the Airbus Project.
2. Get Project Performance Data: Periodically collect information about the Airbus Project’s performance,
typically including:
• Actual Schedule Plan
• Cost Control Report
• EV Performance Report
• Resources Status Report
TA SKS

• Any other Project Performance Data.

3. Consolidate Project Performance Data: Based on the rules set forth by the Communications
Management Plan, consolidate and integrate Project Performance Data in factual, balanced Project Status
Reports, including:
• Review of actual performance (achievement) of the Airbus Project
• Analyses of the variances against the baselines described by the Project Dossier
• Forecasted Airbus Project performance, including forecasts at end of year and at completion (e.g. for schedule
and cost)
• Overview of work completed in this reporting period, and work to be completed in the next period
• Other relevant information which must be analysed and discussed.
4. Communicate Project Performance: Distribution of Project Status Reports to the Airbus Project’s team
and stakeholders.
code
Project Status Project Status Reports should include: 13104A
O U T P UT S

Report • Key Performance Indicators in a summary Airbus Project ‘dashboard’

• Actual performance versus the baselines
• Forecast Project performance (including forecasts at end of year and at completion)
• Main risks, issues and opportunities.

191
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.11 Risk and Opportunity Management
Introduction
1 PM Foundations

An efficient Risk and Opportunity Management process is key to the success of Airbus Projects. It should be formally
structured, rather than based on chance. In addition, effective Risk and Opportunity Management is crucial to protect the
realisation of future business objectives and cash opportunities in improving Airbus Projects’ results.
Risk Management aims to ensure that risks are identified and analysed, and that suitable responses are planned to avoid risk
occurrence and to reduce risk impact. Opportunity Management is the technique by which the Airbus Project team can identify
and understand possible improvement actions to reach the Airbus Project objectives.

Both risks and opportunities are characterised by their lack of certainty. A risk, if it occurs, becomes an issue that will affect at
least one objective of the Airbus Project. The complexity of Risk Management is that a risk may have one or more causes. This
is why root cause analyses are necessary for efficient risk response planning. On the other hand, an opportunity becomes an
improvement - provided it is certain that it will occur.

Figure 1311-1 illustrates the description of a Risk and an Opportunity.

192
1.3.11.1 Plan Risk and Opportunity Management ........................................................................................................... 196
1.3.11.2 Identify Initial Risk Exposure ..................................................................................................................................... 198
1.3.11.3 Agree Detailed Response Actions ......................................................................................................................... 200
1.3.11.4 Monitor and Control Risk Exposure...................................................................................................................... 202

1 PM Foundations
RISK AND OPPORTUNITY DESCRIPTIONS .................................................................................................................................
Fig. 1311-1

RISK OPPORTUNITY

Definite fact about The client Technical

Cause the Project or its doesn’t know architecture is still
environment what he wants undefined

RISK/ Uncertainly that could Design assumptions Re-use of existing

OPPORTUNITY affect the Project if it may not meet client’s modules may be
occurs expectations possible

Contingent effect of Problems during Reduced

risk/opportunity on the acceptance development time
Effect
one or more Project phase and cost
objectives

193
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.11 Risk and Opportunity Management
Introduction (cont’d)
1 PM Foundations

APPLICABLE DOCUMENTS

Type Title Reference Access

Policy EADS Enterprise Risk Management (ERM) Policy A11_ Airbus
EADS-CDS-009 People/P&PM
Management
Community/
EADS link

Policy EADS PROM Policy A11_ Airbus

EADS-CDS-044 People/P&PM
Management
Community/
EADS link

Top Document Airbus Enterprise Risk Management (ERM) A11 MyDoc

Requirements Airbus Enterprise Risk Management (ERM) A1042 MyDoc

Requirements

Procedure Manage Risks and Opportunities A2008 MyDoc

Policy Airbus Project Management - Policy and General A1002.0 MyDoc

Requirements

Handbook Enterprise Risk Management Handbook AirbusPeople/

Finance/R&OM
e-site

194
 1 PM Foundations
APPLICABLE TOOLS

Title Description Reference Access

Active Risk The EADS ERM IT tool ARM AirbusPeople/
Manager (ARM) Finance/R&OM
e-site

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

P&PM E-Learning Risk Management eLearning Airbus People/
P&PM
Management
Community/EADS
PM eLearning

Risk & Opportunity This module will enable participants to understand XF01XAIW0051 Airbus People/
Management - the R&OM process, get familiarised with basic myHR/Learning
Fundamentals notions and use a common risk/opportunity
language.

Risk & Opportunity This module will enable participants to understand XF01XAIW0061 Airbus People/
Management - why ERM is essential for Airbus business success. myHR/Learning
Simulation

195
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.11 Risk and Opportunity Management
1.3.11.1 Plan Risk and Opportunity Management

This Task Group develops the Risk and Opportunity Management (ROM) Plan which describes:
• how Risk and Opportunity Management will be deployed and used on the Airbus Project
• how risks and opportunities will be identified and assessed, and response actions agreed
1 PM Foundations

• how risks and opportunities will be monitored and controlled.

INPUTS TASKS OUTPUTS

• Final Project Charter • Identity Relevant Airbus • Risk and Opportunity
• Project Category Business Knowledge Management Plan
OV ERV I EW

• Airbus Business Knowledge • Write Risk and Opportunity

• Top Level Requirements Management Plan

The Risk and Opportunity Management Plan shall be compliant with the Airbus Enterprise Risk Management (ERM) Policy as
described in the A11 Top Document.

The ROM Plan describes how Risk and Opportunity Management will be structured and performed on the Airbus Project. The
degree of formalism for Risk and Opportunity Management depends on the complexity and criticality of the Airbus Project.

Build the ROM Plan into the Project way-of-working.

GO L DE N

Risks should be handled by the same process and the same people as opportunities.
R UL ES

The ROM Plan should be started at PM10 and completed earlier than PM30.

Low category Airbus Projects may outline the Risk and Opportunity Management activities within the main
Airbus Project Management Plan (see Chapter 1.3.1.4), while high category Airbus Projects usually require
separate Risk and Opportunity Management Plans.

Responsible Ri sk Manager or PMO

RA S CI

Accountable Proj ect Leader

Supporting Cost Manager, Planning Manager
Consulted Spons or, Steer ing
Informed Proj ect Team

196
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3
iv Top Level Requirements 1.3.2.2

Develop Risk and Opportunity Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type (e.g. A11 Top Document, ARM IT Tool, Risk Management Plan
Templates). Also identify any existing Airbus Project requirements (including contractual requirements) as well as
the Airbus Project’s Category (if applicable). Finally, identify and use lessons learnt and best practice examples
from similar Airbus Projects to complement the business standards.
2. Write Risk and Opportunity Management Plan: Based on the identified knowledge, define the suitable
structure, contents and depth of detail required for the ROM Plan for the Airbus Project. Define if the details
TASKS

for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management Plan or
within a separate ROM Plan. Write ROM Plan. Validate the ROM Plan with the Airbus Project’s key stakeholders.

code
Risk and Typically includes: 13111A
Opportunity
• Management system/approach for risk and opportunity identification, assessment,
Management
prioritisation, aggregation (e.g. Monte Carlo analysis), response strategy selection, action
Plan
OU T P U TS

planning (inc. required resources needs), action implementation, as well as risk exposure
estimation
• Management responsibilities (based on the RASCI rule)
• Processes
• Measurements, Control, Analysis and Improvement:
- Risk and opportunity key deliverables
- Monitoring
- Improvement activities including AS IS, TO BE
- Roadmap.

197
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.11 Risk and Opportunity Management
1.3.11.2 Identify Initial Risk Exposure

This Task Group identifies the initial risk exposure of the Airbus Project as well as the resources needs for the implementation
of risk and opportunity response actions. Both will have to be considered by the High Level Business Case required to launch
the Airbus Project. In fact they drive the reserves and contingencies that must be provided. The acceptance of the resourced
response actions as well as the initial risk exposure represents in fact an agreement for the level of net risk deemed acceptable
1 PM Foundations

for the Airbus Project.

INPUTS TASKS OUTPUTS

• Top Level Requirements • Identify and assess initial • Resource needs for risk
• Key Dates risks and opportunities and opportunity response
• Initial Financial Assessment • Select response strategy actions
and quantify their need for • Initial risk exposure
OV ERV I EW

resources
• Estimate the initial risk
exposure

Response Actions can follow any of four strategies RISK AND OPPORTUNITY RESPONSE STRATEGIES ...................
Fig. 13112-1
(see Figure 13112-1):
• Exploit or Avoid: total elimination of the uncertainty. Exploit Avoid
• Share or Transfer: transfer the liability or ownership 1

Decision Steps
of the uncertainty to 3rd party (e.g. supplier).
• Enhance or Mitigate: reduce for a risk (or increase Share Transfer
2
for an opportunity) impact and/or probability
of occurrence. Enhance Mitigate
• Accept: Take no response action but continue 3
to monitor and review. Accept
4

Risks should be kept at “local team level” - only report significant risks upwards from sub-Project to
Project level (to be defined by the ROM Plan)
G OL D EN
RU L ES

Risk reviews can be integrated into other Airbus Project reviews. This can help if it is difficult to get all team
members together in the same meeting. Ensure the ROM agenda item is not skipped.

A root cause analysis is important to develop effective and appropriate Response Actions.

Responsible Busi ness Oppor tunity Leader

RA S CI

Accountable Proj e ct Sponsor

Supporting ERM Exper t
Consulted Fi nance
Informed TBD

198
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Top Level Requirements 1.3.2.2
INPU TS

ii Key Dates 1.3.5.2

iii Initial Financial Assessment 1.3.6.2

Identify Initial Risk Exposure

1. Identify Initial Risks and Opportunities: Identify top level risks and opportunities through regular reviews
with relevant stakeholders.
2. Assess Initial Risks and Opportunities: Assess the potential impact of the identified risks and
opportunities as well as their probability of occurrence in accordance with the principles laid down in the ROM
Plan.
3. Decide upon Risk and Opportunity Response Strategy: For each initial risk and opportunity, decide
upon the most adequate response strategy to reduce/improve impact and/or probability in accordance with
the principles laid down in the ROM Plan.
4. Quantify resource needs for Response Actions: Quantify the resource needs (funding, people, CapEx,
TA S KS

etc.) for all the response actions to be implemented to deliver the selected response strategies.
5. Estimate the Initial Risk Exposure: Assume resources for response actions will be made available.
Further assume response strategies will work as expected. In accordance with the principles laid down in the
ROM Plan, estimate the remaining Initial Risk Exposure.

code
Initial Risk Estimated initial risk exposure of the Airbus Project, net of response actions which are 13112A
OU T P UT S

Exposure assumed to be successful and net of any opportunities.

Resource Estimation of needed resources (funding, people, CapEx, etc.) to enable implementation and 13112B
Needs for Risk execution of response actions.
and Opportunity
Response
Actions

199
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.11 Risk and Opportunity Management
1.3.11.3 Agree Detailed Response Actions

This Task Group develops the response actions to be implemented in each work package of the Airbus Project’s WBS in order
to reduce its overall risk exposure to agreed levels.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Risk and Opportunity • Plan Detailed Response • Risk and Opportunity
Management Plan Actions Register
• WBS • Get Detailed Response
• Initial Risk Exposure Actions Agreed
• Change Request Feedback • Implement approved
O V ERV I EW

changes

Only Risks and Opportunities with an impact (either positive or negative) on business objectives are relevant
and must be reported.
G O L DEN
R UL E S

It is important that detailed Risk and Opportunity Response Actions are included in the Project Dossier with
an agreed cost, resources and owner.
Implementation of a response plan may sometimes introduce a new “secondary” risk.
To ensure overall efficiency, the possible impact and probability of a secondary risk should be considered
prior to implementation of the original response plan.

Responsible Ri sk Manager or PMO

RA S CI

Accountable Proj e ct Leader or Wor k Package Leader

Supporting ERM Exper t
Consulted Fi nance
Informed TBD

200
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii iv

1 PM Foundations
chapter
i Risk and Opportunity Management Plan 1.3.11.1
INPU TS

ii Work Breakdown Structure 1.3.3.4

iii Initial Risk Exposure 1.3.11.2
iv Change Request Feedback 1.3.1.6

Plan Detailed Response Actions

1. Identify Risks and Opportunities: Identify risks and opportunities on all levels of the WBS. Capture them in
the Airbus Project’s Risk and Opportunity Register. The identification should take account of lessons learnt from
past experience and feedback from similar Airbus Projects, best practices, etc.
2. Assess Risks and Opportunities: Assess the potential impact of the identified risks and opportunities as
well as their probability of occurrence in accordance with the principles laid down in the ROM Plan.
3. Prioritise between Risks and Opportunities: Identify those risks and opportunities which need to be
taken care of with high priority in accordance with the principles laid down in the ROM Plan.
4. Decide upon Risk and Opportunity Response Strategy: For priority risks and opportunities, decide
upon the most adequate response strategy to reduce/improve impact and/or probability in accordance with the
principles laid down in the ROM Plan.
5. Quantify resources needs for Response Actions: Quantify the resources needs (funding, people, CapEx,
TA SKS

etc.) for all the response actions to be implemented to deliver the selected response strategies.
6. Ensure Total Risk Exposure is inferior to the Initial Risk Exposure: Assume resources for response
actions will be made available. Further assume response strategies will work as expected. In accordance with
the principles laid down in the ROM Plan, estimate the total risk exposure of the Airbus Project (e.g. by using
Monte Carlo analyses). Adapt response strategies/actions where necessary to ensure that the overall risk
exposure is inferior to the Initial Risk Exposure.
Get Detailed Response Actions Agreed Get the validation by the Airbus Project’s sponsor(s) and possibly
by the customers and/or other key stakeholders for the selected response strategies/actions and their resource needs.
This may require additional fine-tuning. Once agreed, the Risk and Opportunity Register with its list of resourced
Response Actions is an integral part of the overall Airbus Project baseline for the ‘Implement and Deliver’ phase.
Implement Approved Changes to Risk and Opportunity Register Once any changes to Airbus
Project Dossier have been decided by Change Control (see Chapter 1.3.1.6) implement possible changes to the
risk exposure by implementing the changes in the detailed Risk and Opportunity Register. Also communicate
the changes to the relevant Airbus Project team(s). The Risk and Opportunity Register with the latest changes
incorporated is the Applicable Risk and Opportunity Register.
code
Risk and List of risks and opportunities with their: 13113A
O UT PU T S

Opportunity
• Assessments (impact, probability)
Register
• Priorities
• Response Strategies’ actions including the action owner name, response costs and
schedule as well as implementation status.

201
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.11 Risk and Opportunity Management
1.3.11.4 Monitor and Control Risk Exposure

This Task Group explains the monitoring and controlling of the Airbus Project’s risk exposure which must always stay at or
below agreed levels.

INPUTS TASKS OUTPUTS

1 PM Foundations

• Risk and Opportunity • Monitor Risk Exposure • Risk Exposure Report

Management Plan • Control Risk Exposure • Risk Exposure Corrective
• Risk and Opportunity • Propose Baseline changes Actions
Register • Change Requests
• Project Status Report

Two kinds of interlinked control activities are used.

O V ERV I EW

• Controls which are process risk responses. These can be manual, automated, preventive or detective and are embedded
throughout the organisation encompassing a range of different activities like approvals, authorisations, verifications,
operational performance reviews, segregation of duties etc.
• Controls are established and implemented to help ensure the risk responses are effectively carried out e.g. risk and action
reviews.

Regular Risk and Opportunity (R&O) reviews shall be organised with relevant stakeholders of a business area (minimum every
3 months). They are essential for:
• Identification, validation and assessment of new R&Os
• Alignment and challenge
• Check of the quality of R&O data
• Validation of Top R&Os
• Decision upon the adequate response strategy
• Decision and validation of the target risk criticality (probability, impact) and ‘time to impact’
• Tracking of the response plan achievements and re-assessment of residual impact
• Alignment of schedule with the current R&O assessment
• Drumbeat of report.
G O L DEN
R UL E S

R&O reviews must be organised and well prepared by the Head of Risk Management and chaired by
the Head of Programme/Function.

Responsible Ri sk Manager or PMO

RA S CI

Accountable Proj e ct Leader or Wor k Package Leader

Supporting Cost Manager, Planning Manager
Consulted Sponsor, Steer ing
Informed Proj ect Team

202
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Risk and Opportunity Management Plan 1.3.11.1
INPU TS

ii Risk and Opportunity Register 1.3.11.2

iii Project Status Report 1.3.10.4

1. Monitor Risk Exposure: Regularly check the level of risk exposure of the Airbus Project. Changes are
possible due to:
• adjustments to the assessments originally made for the risks and opportunities
• inadequate selection or infeasibility of selected response strategies
• inadequate or delayed response actions
• non-availability of resources required for response actions’ implementation
• new risks and opportunities.
2. Agree Risk Exposure preventative and/or corrective actions: Update existing or get new Response
TASKS

Actions agreed up to the point where risk exposure of the Airbus Project is back to agreed levels. Plan updated
or new Response Actions.
3. Propose Baseline changes: Where necessary, propose to Change Control changes to the Airbus Project
baseline to get the required resources needs and/or to accept different levels of risk exposure.

code
Risk Exposure Must contain facts and figures which are accurate and up-to-date. Is issued periodically and 13114A
Report covers the details described in the Risk and Opportunities Management Plan.
The agreed reporting format must be used across the Airbus Project’s perimeter to ensure
the messages are clear and the data can be consolidated to higher levels where necessary.
OU T P UT S

Risk Exposure The deliverable documents must typically contain: 13114B

Corrective • Analyses and conclusions
Actions • Solutions and corrective detailed actions (owners and target dates).
Project Risk The Change Requests may include scope change, reduction or expansion. 13114C
and Opportunity The documentation must clearly state which area(s) (i.e. which work package(s) and which
Change SoW(s)) are affected by the change, and in which way and to what extent. It must also
Requests include used analyses and assumptions as well as a description of the proposed solution
post change.

203
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.12 Supply Chain Management
Introduction
1 PM Foundations

Supply Chain Management (SCM) covers the Task Groups for planning, conducting, monitoring and controlling procurements
during the lifecycle of an Airbus Project through to contract closure.

Depending on the Airbus Project and its deliverables, it is necessary to engage with the Procurement department. Procurements
follow clearly defined processes (see Figure 1312-1) and are generally managed through commodity streams:
• EADS General Procurement (EGP)
• Aerostructures
• Materials
• Equipment and Systems
• Cabin
• Propulsion.

204
1.3.12.1 Plan Supply Chain Management............................................................................................................................. 208
1.3.12.2 Conduct Procurements ................................................................................................................................................ 210
1.3.12.3 Monitor and Control Supply Chain ........................................................................................................................ 212
1.3.12.4 Close Procurements ...................................................................................................................................................... 214

1 PM Foundations
FIG. 1312-1 OVERVIEW OF THE PROCUREMENT PROCESS AND AP2131 ...........................................................................
Fig. 1312-1

Market
Define Supplier
Assessment and Supplier Order and
Procurement Monitoring Supplier
Identification Selection and Receive
Strategy and Contract Control
of Potential Contracting Products
and Policy Management
Suppliers

AP2131.1 AP2131.2 AP2131.3 AP2131.4 AP2131.5 AP2131.6

205
 1 PM FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.12 Supply Chain Management
Introduction (cont’d)
1 PM Foundations

APPLICABLE DOCUMENTS

Type Title Reference Access

Process Procurement Strategy and Policy AP2131 MyDoc

Process Claims Process AP5252 MyDoc

Manual Generic PM Manual - Supplier Management AM2458 MyDoc

Policy EADS Policy for Collaboration with key EADS-CDS-059 Airbus

suppliers in extended enterprise People/P&PM
Management
Community/
EADS link

206
 1 PM Foundations
APPLICABLE TOOLS

Title Description Reference Access

Sup@irWorld Sup@irWorld is a Procurement collaborative Airbus People/channels/
platform which connects Airbus and its Suppliers Procurement/e-sites/
supairworld

BuySide The e-procurement ordering process for General Procurement Airbus People/channels/
goods and services from requisition to payment approval Procurement/e-sites/
supairworld

eSourcing The shared space for Airbus and its Suppliers supporting the Airbus People/channels/
Sourcing process from potential Supplier identification to awards Procurement/e-sites/
supairworld

eSupplyChain The platform where all relevant SupplyChain information (any flying Airbus People/channels/
products) is shared between Airbus and its Suppliers Procurement/e-sites/
supairworld

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

Procurement Y02XAIW0010 Airbus People/myHR/Learning
Awareness for
other functions

Procurement XY02XAIW0011 Airbus People/myHR/Learning

Induction for
Newcomers

207
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.12 Supply Chain Management
1.3.12.1 Plan Supply Chain Management

This Task Group develops the Supply Chain Management (SCM) Plan describing the applicable principles, rules and processes
for managing the supply chain from supplier analysis and selection to contracts closure.
1 PM Foundations

INPUTS TASKS OUTPUTS

• Final Project Charter • Identify relevant Airbus • Supply Chain Management
• Project Category Business Knowledge Plan
• Airbus Business Knowledge • Write Supply Chain
Management Plan

The Procurement department principles, rules, definitions, etc. must be represented in the SCM Plan to ensure that SCM is in
OV ERV I EW

line with the overall company policy and standards. This will ensure that procurements are accurate, commercially and legally
secure, use the most suitable suppliers and deliver on time, cost and quality.
The SCM Plan also describes how the Airbus Project team communicates with the Procurement department.
Note that the SCM Plan may cover lifecycle phases beyond the PM Lifecycle Milestone Gate PM70, because it needs to cover
the entire lifecycle of the deliverable.
G OL D EN
RU L ES

The Airbus Project team should clearly understand the purposes and objectives of the outsourced work
package(s) and the content of their corresponding contracts.

Responsible Proc urement Manager

RA S CI

Accountable Proj ect Leader

Supporting PM O
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

208
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Final Project Charter 1.3.1.2
INPU TS

ii Project Category 1.3.1.3

iii Airbus Business Knowledge 1.3

Develop Supply Chain Management Plan

1. Identify relevant Airbus Business Knowledge: Identify existing process standards, tools and templates
that are relevant for the Airbus Project type. Also identify any existing Airbus Project requirements (including
contractual requirements) as well as the Airbus Project’s Category (if applicable). Finally, identify and use lessons
learnt and best practice examples from similar Airbus Projects to complement the business standards.
2. Write Supply Chain Management Plan: Based on the identified knowledge, define the suitable structure,
TASKS

contents and depth of detail required for the Supply Chain Management Plan for the Airbus Project. Define if the
details for this PM Knowledge Area need to be documented as part of the overall Airbus Project Management
Plan or within a separate Supply Chain Management Plan. Write Supply Chain Management Plan. Validate the
Supply Chain Management Plan with the Airbus Project’s key stakeholders.

code
Supply Chain The plan defines the principles and rules for managing the supply chain of the Airbus Project. 13121A
Management It will typically contain the following aspects:
Plan
General Contents:
• Introduction
• Management System/Approach
• Management Responsibilities
O UT PU T S

• Processes
• Measurements, Control, Analysis, Improvement.
Specific Contents:
• General Procurement rules and applicable documents/templates
• Supplier analysis and selection
• Contract and Claims/Waiver Management
• Monitoring and controlling of suppliers’ performance
• Goods receipt
• Contracts closure.

209
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.12 Supply Chain Management
1.3.12.2 Conduct Procurements

The Conduct Procurements Task Group contains the key tasks to prepare Requests for Proposals (RFP), select suppliers and
place contracts.

INPUTS TASKS OUTPUTS

1 PM Foundations

• Supply Chain Management • Engage suppliers • RFP(s)

Plan • Verify supplier capability • Supplier contract(s)
• WBS • Negotiate contract and
• Change Request Feedback select supplier(s)
• Implement approved
O V ERV I EW

changes

To perform Conduct Procurements in a robust manner, the following Airbus Project details shall be available:
• A decision on which work packages are ‘Buy’ work packages and are thus to be procured from the supply chain
• Fully described specifications and Statements of Work for these ‘Buy’ work packages
• Clarity on which deliverables have to be supplied by the supplier(s), and when.

From the beginning it is essential that the Procurement department is actively involved.
G O L DEN

All supplier contracts for a given Airbus Project should be harmonised, i.e. they are structured in the same
R UL E S

way.
Supplier selection and contracting shall be conducted on a fair and equitable basis with equality of
information for all potential suppliers.

If the RFP requires design and development activities, it should describe the suppliers’ deliverables by
means of specifications/requirements but shall not propose design solutions.

Responsible Proc urement Manager

RA S CI

Accountable Proj e ct Leader

Supporting PM O
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

210
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii

1 PM Foundations
chapter
i Supply Chain Management Plan 1.3.12.1
INPU TS

ii Work Breakdown Structure (and Statements of Work) 1.3.3.4

iii Change Request Feedback 1.3.1.6

Conduct Procurements
1. Engage Suppliers: For the ‘Buy’ work packages, gather internal request information and use the business
drivers to develop Requests for Proposal (RFP). Identify potential suppliers that are expected to be capable
of delivering. Contact the suppliers and send RFP(s). Arrange meetings where necessary to clarify details and
answer questions.
2. Verify Supplier Capability: By means of assessments, verify the potential suppliers’ technical, financial,
Supply Chain Management (SCM), Project Management (and possibly other) capabilities.
3. Negotiate Contract and Select Supplier(s): Analyse the proposals received from the suppliers
TASKS

against the details and conditions set out in the RFP. Pay attention to the suppliers’ Risk and Opportunity
Management. Use independent estimates to assess value. Select the most competitive proposals in terms
of delivery, quality and cost. Shortlist where possible/necessary. Negotiate and finalise contract. Review the
shortlisted proposals and identify areas for negotiation. Engage the suppliers and reach the optimum contract.
Following the negotiations, finalise the contract details and terms and conditions (including legal). Formally
award the contract to the selected supplier.
Implement Approved Changes to Supplier Contract(s)
Once any changes to the Supplier Contracts have been decided by Change Control (see Chapter 1.3.1.6),
implement changes in Supplier Contracts and communicate the change to the relevant Airbus Project
team(s).

code
Request for The RFP(s) are based on formal Procurement templates. Typical contents include: 13122A
Proposal (RFP) • Requirements specification/Statement of work
• Quality requirements specific to the product/service (GRAMS or GRESS for A/C Projects,
O U T PU T S

EN9100, ISO etc.)

• Applicable documents, processes, tools, etc.
Supplier Typical contents include, amongst others: 13122B
Contracts • Specifications (SoW)
• Project details (schedule, risks, etc)
• Finance details (price)
• Legal terms and conditions
• Reporting requirements.

211
 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.12 Supply Chain Management
1.3.12.3 Monitor and Control Supply Chain

This Task Group describes how to manage and control the supplier’s contribution to the overall Airbus Project’s objectives
achievement. As working together, between the Airbus Project and the supply chain, is based on contractually binding
agreements, any change to agreements made is to be accompanied and followed-up by contractual management. Although
this makes working together more complex, it is unavoidable. Airbus Project leaders and teams shall therefore be fully aware
1 PM Foundations

of the contractual relationships with the supply chain. The tasks in this Task Group are performed closely with the Procurement
department.

INPUTS TASKS OUTPUTS

• Supply Chain Management • Apply SCM Plan • Supplier Performance
Plan • Monitor and Control Reports
• Supplier Contracts Supplier Performance • SCM Corrective Actions
O V ERV I EW

• Project Status Reports • Agree corrective actions • Supplier Change Requests

• Manage claims and waivers

The one fundamental aspect for monitoring and controlling the supply chain is to always know about the current performance
of the supplier and to analyse variances to the expected performance. Supplier performance can be monitored through reviews,
assessments, audits, etc. (see Chapter 1.3.8). The Airbus Project must ensure that any preventative/corrective actions are
launched as soon as possible by the supplier in order to achieve the planned objectives.

The other important aspect is the mastering of the claims and waiver management to ensure that changes which occur during
the lifecycle of the Airbus Project do not result in unfavorable claims enforced by the supply chain. This must be done in
accordance with Airbus’ claims procedure (AP5252).
G O LD EN
R UL E S

Changes to the contract or the specification of the deliverable may require adaptive actions. Like the formal
change control system, the adaptive actions must be formally recorded.

Responsible Proc urement Manager

RA S CI

Accountable Proj e ct Leader

Supporting PM O
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj e ct Team

212
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii iii

1 PM Foundations
chapter
i Supply Chain Management Plan 1.3.12.1
INPU TS

ii Supplier Contracts 1.3.12.2

iii Project Status Reports (here: as issued by suppliers) 1.3..10.4

Monitor and Control Supply Chain

1.Apply SCM Plan: Use the SCM Plan to ensure that the agreed best way of working with regards to SCM is
followed across the Airbus Project.
2. Monitor Supplier Performance: Use review Project Status Reports, meetings, inspections, audits, etc.
to monitor the progress and quality of the work performed by the supplier(s). Identify variances to contractual
agreements. Determine the root causes. Conclude with definitions of any issues, risks or opportunities.
3. Agree Supplier preventative and/or corrective actions: Based on the conclusions, develop solutions.
Propose preventative and/or corrective actions as necessary. Agree and plan actions to implement.
TASKS

4. Manage Claims and Waivers: Ensure any changes to the contractual agreements are based on Change
Requests. Carefully monitor and record all changes to and deviations from the contractual agreements induced
by Airbus on the one hand and/or the supplier(s) on the other. Estimate the cost repercussions of changes and
deviations. Settle claims/waivers and counter-claims/waivers by means of negotiations.

code
Supplier Contains all relevant performance KPIs to be reported on a regular basis. 13123A
Performance
Report
O UT P U T S

Supplier The deliverable documents must typically contain: 13123B

Corrective • Evidence of analysis and conclusions
Actions • Solutions and corrective detailed actions (owners and target dates).
Supplier The Change Requests may include scope change, reduction or expansion. 13123C
Change The documentation must clearly state which area(s) (i.e. which work package(s) and which
Requests SoW(s)) are affected by the change, and in which way and to what extent. It must also
include used analyses and assumptions as well as a description of the proposed solution
post change.

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 1 FOUNDATIONS
1.3 PM KNOWLEDGE AREAS
1.3.12 Supply Chain Management
1.3.12.4 Close Procurements

This Task Group describes how to close procurements of the Airbus Project.

INPUTS TASKS OUTPUTS

1 PM Foundations

• Supply Chain Management • Negotiate settlements • Contract Closure Report

Plan • Close contracts
• Supplier Contracts

Close Procurement is about the formal conclusion of the contract, the process of accepting all process deliverables and
finalising all the administrative activities of open claims until the final payment of the supplier. It includes the management of any
O V ERV I EW

potential consequences resulting from the end of the contract and the prevention of any potential disruption to the supply chain.
Any payments of supplier invoices are made upon issuing of Purchase Orders and after deliverables have been goods receipted
and accepted. Contract closure cannot occur prior to having settled all due payments.

The Airbus Project together with the Procurement Function may organise a contract closure meeting together with the key
actors from the supplier(s) to evaluate accomplished work and discuss any lessons learnt.

The Airbus Project shall obtain written confirmation that all Intellectual Property Rights (IPR) and Airbus confidential information
has been returned or destroyed. It has also to check that the supplier ensures the return of any shared, loaned or borrowed
material.
G OL DEN
RU L ES

Supplier contracts should stipulate the terms of their closure.

Deliverables’ acceptance criteria should be defined in the contract.

Responsible Proc urement Manager

RA S CI

Accountable Proj e ct Leader

Supporting PM O
Consulted Sponsor, Steer ing, Cost Manager, Risk Manager
Informed Proj ect Team

214
 DEVELOP OPPORTUNITY PLAN IMPLEMENTATION IMPLEMENT & DELIVER

Identify and Confirm Generate Validate Negotiate Execute Close

Understand Business Proposal for Proposal Proposal Implementation Project
LIFECYCLE

Business Opportunity Solution and and Deliver

Opportunity Implementation Solution

10 20 30 40 50 60 70
Opportunity Project Proposal Proposal Customer Solution Project
assessed launched ready validated committed delivered closed

i ii

1 PM Foundations
chapter
i Supply Chain Management Plan 1.3.12.1
INPU TS

ii Supplier Contracts 1.3.12.2

Close Procurements
1. Negotiate settlements: Identify elements of the contract deemed as not fulfilled and thus to be
drawn-up for settlement. Communicate with the supplier. Negotiate with supplier and agree settlement.
2. Close contracts: Identify the requirements in the contract that define the closure of the contracts. Collect
evidence of contract completion (legal, Intellectual Property Rights, deliverable acceptance, inspections, change
register, etc.). Ensure any settlements are finalised. Collect lessons learnt. Issue required formal documentations
necessary to close the contracts.
TA SKS

code
Contract This report typically includes: 13124A
O UT P U T S

Closure Report • Procurement file (the contractual documents)

• Deliverable acceptance reports
• Lessons learnt.

215
 216
1 PM Foundations
 1 PM Foundations
1.4 PM
FOUNDATIONS
PEOPLE
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
Introduction
1 PM Foundations

Project-oriented companies do not only rely on good Project Management methods, processes and tools, but also rely heavily
on professional Project Managers. However, the latter are a scarce resource in probably every company, with Airbus being no
exception.

Strengthening Project Management skills and competences is therefore key to the future of Airbus and is considered as a
crucial activity. Airbus must ensure that the necessary competencies are in place at the right time to meet business objectives
and to remain a company capable of delivering Projects successfully.

The following outlines what Airbus is doing to ensure professional Project Management staff are in place to manage its
demanding Projects, now and in the future.

218
1.4.1 Project Management Jobs, Positions and Roles.................................................................................................. 220
1.4.2 Project Management Professional Certification................................................................................................... 224
1.4.3 Project Management Competence Management ................................................................................................ 228
1.4.4 Project Management Training ........................................................................................................................................ 232
1.4.5 Project Management Coaching ...................................................................................................................................... 236
1.4.6 Project Management Career Path Model ................................................................................................................. 240
1.4.7 PMO Service............................................................................................................................................................................... 244

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Handbook Enhancing Project Management Airbus People/
Competencies P&PM Community/
Enhancing PM
Competence

Manual P&PM Human Aspects Manual AM2530 MyDoc

Directives ECM (Directory of P&PM Airbus People

Professions/Competence/Skills) Website

219
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.1 Project Management Jobs, Positions and Roles
1 PM Foundations

The following definitions are introduced to better support people-related matters in Project Management and ensure alignment
to company strategy in managing key competences (see also Figure 141-1):
• Employees are occupying individual positions in the company.
• Each position has a title. Position titles can differ, even if the contents of the positions are similar.
• Some positions, even with different titles, may represent generically the same cluster of tasks to be done. In these cases,
positions can be grouped to generic roles.
• There are also generic role titles for these generic roles. They depend on the Project Category.
• Through EADS Competence Management (ECM), a Job Catalogue is published comprising all the jobs (formerly called
professions) at Airbus, with their associated competences and skills.
• During the ECM process, managers identify which job – and possibly which additional competencies and skills from other
jobs – at which Proficiency Level (ranging from 1 to 5) best characterises an individual position.
• During the same process, employees characterise their proficiencies for the job selected by the manager – and possibly
additional competencies and skills from other jobs from the ECM job catalogue – by allocating their subjective Proficiency
Levels to them.

There are six jobs related to Project and Programme Management (P&PM) listed in the ECM job catalogue:
• Project Manager
• Project Management Officer (PMO)
• Programme Manager
• Integrated Planning Manager
• Customisation and Offer Manager
• Customer Programme Director (formerly FCO Manager).

220
 1 PM Foundations
OVERVIEW ON PM JOBS, POSITIONS AND ROLES ..................................................................................................................
Fig. 141-1

This Guidebook: For comparison only:

Project Manager Programme Manager

Examples for Position IPT leader Head Head of

Head of PMO Risk Programme
PMO PPM LBIP leader of A350 Single Aisle
Titles at Airbus Head of PPM Manager Manager SA
ALPS leader Programme Programme

PM
Project Project Programme Programme
GENERIC Head of PMO Discipline PM Officer
Leader Leader Manager Manager
Leader

Executive Senior
Project Project
PLATINUM PM PM PM Officer N/A N/A
Director Director
Officer Officer

Generic Executive
Senior PM Advanced
GOLD PM Officer Project N/A N/A N/A
Role Titles Officer PM Officer
Leader
for Projects
categorised Senior
as: Advanced PM
SILVER PM Officer PM Officer Project N/A N/A N/A
Officer
Leader

Project Team
BRONZE N/A PM Officer PM Officer N/A N/A N/A
Leader

Project
IRON N/A PM Officer PM Officer Task N/A N/A N/A
Leader

Project Programme Programme Programme

P&PM Jobs in ECM PMO PMO PMO
Manager Manager Manager Manager
SJ-PM-AI SJ-PM-AI SJ-PM-AI
Job Catalogue SJ-PM-AI SJ-PM-AI SJ-PM-AI SJ-PM-AI
-002 -002 -002
-001 -003 -003 -003

221
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.1 Project Management Jobs, Positions and Roles (cont’d)
1 PM Foundations

This Guidebook concentrates on Project Managers (see Figure 141-1) and only the following jobs are considered here (please
note that for reasons of simplicity, all jobs, positions and roles in this Guidebook are generically called ‘Project Manager’ unless
stated otherwise):

• Project Manager
(ECM Job Catalogue: SJ-PM-AI-001)
Having direct responsibility to the client (customer or sponsor or steering committee) for the achievement of the Project,
ensuring the achievement of all technical, cost and time objectives.
• Project Management Officer (PMO)
(ECM Job Catalogue: SJ-PM-AI-002)
Supporting the Project Manager or Programme Manager through the application of Project Management standards laid
down in this Guidebook (among others), and by providing quantitative and qualitative data as well as advice in support of the
decision making process within Projects or Programmes.
• Programme Manager
(ECM Job Catalogue: SJ-PM-AI-003)
Leading a Programme or a Project Portfolio by:
• defining the business strategy, planning and leading the organisation
• steering a group of unique Projects and possibly recurring processes through the full lifecycle from understanding the
customer needs until delivery, operational support and eventual disposal of the product, solution or service
• delivering products, solutions and services to customers on TCQP (on Time, at the right Cost, with sufficient Quality and
at the right Price) while generating profit for the company over the full lifecycle of the product, solution or service
• taking full business responsibility.

222
1 PM Foundations

223
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.2 Project Management Professional Certification
1 PM Foundations

PM Professional Certification defines the minimum required PM competencies to be demonstrated through knowledge and
experience.

PM PROFESSIONAL CERTIFICATION LEVELS ............................................................................................................................

Fig. 142-1

Iron Bronze Silver Gold Platinum

Certificate Certificate Certificate Certificate Certificate

They are grouped into five distinct and cumulative levels, see Figure 142-1, each possessing specific experience and knowledge
requirements grouped into six different clusters:
• Project Management
• Product/technical
• Multi-functional
• Multi-cultural
• Deliverable oriented
• Financial and business related.
As an example, the Project Management cluster is depicted in the Figure 142-2.
Certification is achievable through a dedicated process, described in Figure 142-3. Completion of the process results in the
award of one of the following:
• formal recognition by a dedicated multi-functional PM Recognition Committee that the Airbus PM Professional Certification
level applied for has been achieved
• recommendation for the steps a candidate may need to take to close eventual competency gaps.

As of 2012, the Airbus PM Professional Certification is a mandatory pre-requisite for newly appointed Project Managers (Note
that this does not bear consequences for existing Project Managers in their current positions).

224
 1 PM Foundations
PM PROFESSIONAL CERTIFICATION: CLUSTER “PROJECT MANAGEMENT” .....................................................................
Fig. 142-2

Minimum Competency Requirements for

Airbus PM Certification Levels
INPUTS Iron Bronze Silver Gold Platinum
PROJECT MANAGEMENT
Years of Engagement in Projects 2 5 8 11 15
0

Project Management – Into Practice

Blank

Unified Planning – Plan Viewer

Blank

PMI PMP® Accreditation

Blank
Customisation/Offer Management/
FCO Fundamentals Blank

Years of Leading Project Teams 0 0 3 6 10

0
Project Management –
People Make the Difference Blank

Project Management – Advanced PM

Blank

Advanced Project Team Leading

Blank
Airbus Development Centre for
Project Manager (DCPM) Blank

IPMA® Level B Accreditation

Blank

IPMA® Level A Accreditation

Blank

Note:
• Grey areas describe training courses.
• Green areas describe the relevant experience required.
• Blue areas describe certifications issued by external bodies required as part of the Airbus PM Professional Certification scheme.
• Dots indicate the lowest certification level where a given training course is required.
• Small white squares describe the minimum number of years or other minimum number required.
• Arrows indicate where a certain number of years of experience can supersede the need for training courses.

225
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.2 Project Management Professional Certification (cont’d)
1 PM Foundations

As an Airbus employee, gaining Airbus PM Professional Certification offers:

• personal recognition
• becoming part of a pool of people for newly appointed Project Managers
• preparation for 2012, when certification becomes mandatory for key PM roles
• acquisition of the foundations enabling a career based on delivering increasingly demanding Projects
• the right to claim Minimum Proficiency Levels in EADS Competence Management (ECM).

PM PROFESSIONAL CERTIFICATION: HOW TO BECOME CERTIFIED ...................................................................................

Fig. 142-3

Step 1 Step 2 Step 3 Step 4

AWARNESS APPLICATION ANALYSIS AWARD

The Airbus PM Professional Certification is cumulative. The Silver PM Professional level requirements
GO L DE N
R UL E S

includes all Bronze PM Professional level requirements plus those which are specific to Silver PM
Professional level.
As of 2012, a candidate must at least be certified as an Airbus Silver PM Professional to be nominated
to lead a Silver Project.

226
 1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Template Airbus PM Certification self assessment Airbus People/
Airbus PM Certification questionnaire P&PM Community/
Enhancing PM
Competence

Handbook Enhancing Project Airbus People/

Management Competencies P&PM Community/
Enhancing PM
Competence

APPLICABLE TOOLS

Title Description Reference Access

Project Harmonise and Categorise AirbusPeople/
Categorisation Projects to determine required competencies P&PM
Toolkit for Project Managers across Airbus Management
Community/
Standards and
Tools

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

Enhancing PM Handbook Airbus People/
Competencies myHR/Learning

227
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.3 Project Management Competence Management
1 PM Foundations

Airbus believes that competence management is essential to manage business challenges with an optimum level of resources.
The competence management process aims at describing and mapping Airbus competences in order to identify the present
and future needs for competences in the company. It is governed by the EADS Competence Management (ECM) policy.

The objective of ECM is to obtain a structured list of all Airbus jobs and expected competencies, skills, and knowledge in order
to identify potential competence gaps to be filled. Figure 143-1 describes the overall process.

Every manager is requested to describe each PM position in his/her area of responsibility in terms of required competencies and
skills. Managers assign a Proficiency Level between 1 and 5 to each PM position’s competencies and skills. Figure 143-2 depicts
suggested Proficiency Levels for the generic P&PM roles in Categorised Airbus Projects using the ECM Catalogue jobs, competences
and skills. It also describes the link between ECM and Airbus PM Professional Certification described in Chapter 1.4.2.

ECM PROCESS ................................................................................................................................................................................

Fig. 143-1

Map job Set Self Assessment

Interview Validation
to position requirement assessment review

Manager Manager Employee Manager & Employee Manager

Employee
The manager The manager The employee The manager and the The employee The manager
selects a job sets a Proficiency assesses his/her employee discuss updates the validates the
for each position Level (PL) for the PL against the the employee’s assessment assessment.
in his/her team. job and each requirements. competences and following the
competence He/She can add the best solutions to interview.
& skill. competences and develop them.
He/She can skills not required The competence
also add other by the position. gaps and linked
competences learning events are
& skills. summarised on the
profile match-up.

Training
requests

228
 1 PM Foundations
Employees subsequently assess themselves against the set position requirements using the same Proficiency Level scale.
Proficiency Level 1 stands for adequate education with no experience in the subject whilst Proficiency Level 5 stands for
extensive knowledge about the subject and demonstrated world class expertise.

MINIMUM PROFICIENCY LEVEL REQUIREMENTS FOR GENERIC ROLES IN P&PM ...........................................................

Fig. 143-2

PROFICIENCY LEVELS
CRITERIA 1 2 3 4 5

Knowledge Adequate Limited Good Level High Level Extensive

Education Generic Role Titles
Experience None Sufficient Enough Wide World Class

r
de
r
er
Perform Perform Perform all

r
de

PM Lea
er

ce
r
Basic Standard

fic
de

ad

ea
Autonomy Autono- Complex Complex

fi
er
Routines Tasks

Of

ive ect

Of
ea

Le

tL

fic

or
mously Tasks Tasks
kL

PM

oj

ct
ec

Of
m

Pr

ire
Limited to Define
ea
as

j
er

ro

M
ed
Transfer of Provides Develop

ive

tD
tT

tT
fic

rP

rP
None Basic Methods &

nc
Knowledge Instructions Methods

ut
ut
ec

ec

ec
Of

Instruction Influence

nio

nio
va

ec
ec
oj

oj

oj
PM

Ad

Se

Se

Ex
Ex
Pr

Pr

Pr
JOBS

SJ-PM--AI-001 Project Manager 2 2 3 4 4

SJ-PM-AI-002 Project Management Officer (PMO) 2 2 3 4
CO-GM-00006 Communicate and Influence 2 2 3 3 3 3 4 4 4
CO-GPA-00001 Risk & Opportunity Management Execution 2 2 3 2 3 3 4 4 5
CO-PJ-00001 Project Lifecycle Management 3 2 3 3 4 3 4 4 4
COMPETENCES

CO-PJ-00002 Partner & Subcontractor Management 2 2 2 3 3 3 4 4 5

CO-PM-00001 PM Processes, Methods & Tools 3 3 3 3 3 4 4 4 4
CO-PM-00002 PM Operations 3 2 3 2 3 4 4 4 4
CO-PS-00001 Stakeholder Management 2 2 2 2 3 3 4 3 5
CO-GM-00002 Manage/Fulfill customers expectations 2 2 2 2 3 3 4 4 5
CO-OP-00001 Analyse and Solve Complex Problems 2 2 3 3 4 3 5 5 4
CO-PS-00002 Contract Management 2 2 2 2 3 3 4 4 5

Required Airbus PM Professional Certificate*: Proficiency level for “MUST” competences related to the job

Iron Bronze Silver Gold Platinum Proficiency level for additional competences
N/A
*As of 2012 for newly appointed Project Managers

229
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.3 Project Management Competence Management (cont’d)
1 PM Foundations

The analysis of the data collected during competence interviews aims at identifying the actions required to close the gaps
between competencies required by the manager and competencies available with the employee. Proposed solutions can be
linked to training, mobility, recruitment amongst others.

Competence gaps are analysed at individual and collective levels. See Figure 143-3 for an example of collective analysis for
an organisational entity. Human Resources (HR) and functions have a shared responsibility in the identification, launch and
sponsorship of appropriate gap-closing actions, according to the company priorities and constraints. Beyond the measurement
of Airbus’ current business needs, the goal is to ensure the evolution of competences in order to meet anticipated future needs
determined by the market, technology and demographics.

By proposing a clear vision of P&PM jobs, positions and roles, recognised and understood by all, a higher level of professionalism
can be applied when selecting Project Management professionals.

COLLECTIVE PM COMPETENCE ANALYSIS FOR AN ORGANISATIONAL ENTITY ................................................................

Fig. 143-3

Available Proficiency Level with Position Owner

(B) Pool of resources
(A) Too low a 1 2 3 4 5 for potential mobility to
proficiency level achieve better match
1
Level for the Position
Needed Proficiency

in any case (A) (B)

2 (C) Nominal situation
for most positions, no
3 (C) special actions

4 (D) (E) Experts to be

(D) Improvements (E)
used for Mentoring/
5
required Expert Advising
G OL DEN
RU L ES

Only one main job can be assigned to a position or individual. Further customisation, if needed, can be made
by adding specific competences or skills from other jobs.

230
 1 PM Foundations
Better visibility on the available or lacking P&PM competences across the company then allows:

• Best use of resources to meet business requirements

• Anticipation of whether Airbus’ future competence needs can be met
• The launch of appropriate development actions such as training, knowledge transfer or mobility.
The ECM approach applied to P&PM:
• Provides a common reference to guarantee that the same understanding of jobs, competences and skills is achieved across
the company, in every activity and in every country
• Represents a consistent and comprehensive approach to managing competences - encompassing recruitment, resource
planning, learning, training, career management, etc.
• Enables managers to acquire a global vision regarding the potential of teams by identifying competence gaps to be filled and
making training solutions available
• Enables HR to better support adequate staffing for business activities and/or emerging Projects
• Enables employees to position themselves objectively by understanding position requirements and how to close identified
competence gaps
• Ensures that the necessary competencies are in the right place at the right time in order to meet business objectives and to
remain a successful company
• Secures employment by ensuring that employee development is oriented towards both short and long term needs.

APPLICABLE TOOLS

Title Description Reference Access

ECM-I Tool This tool is used to maximise competence AirbusPeople
management effectiveness and investment MyHR/
in training across EADS. Competence
Management

231
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.4 Project Management Training
1 PM Foundations

Airbus PM training modules are planned and managed by the PM Academy. The compendium of all PM training courses offered
by the PM Academy, the “PM Training Curriculum”, is depicted in Figure 144-1.

It offers a wide range of modules in six different areas:

• PM Foundations (refer to Chapter 1)
• Aircraft Development Projects (refer to Chapter 2)
• Aircraft Series Programmes (refer to Chapter 2)
• Improvement Projects (refer to Chapter 4)
• R&T Projects (refer to Chapter 5)
• Project Portfolio.
The Training Curriculum also defines three levels of training modules: Awareness, Standard and Advanced.

The individual training modules are set out to achieve the following objectives:
Awareness
• “PM Discover”
To learn common Airbus Project Management terminology and to be able to understand how Projects are managed
according to Airbus policy.
• “Play Earned Value Management (EVM)”
To give basic knowledge of EVM.
• “Organisation and Process for Technical Product Leader (TPL)”
To present the Research and Technology (R&T) environment, explain the role and responsibilities of the Technical Product
Leaders and to provide the PM methodology.

Standard
• “EADS e-Learning”
To provide an autonomous training in the Project Management Institute (PMI) methodologies and team leadership
approaches.
• “PM Into Practice”
To develop a common approach to Project Management within Airbus; to be able to implement the basic Airbus PM
processes and methods to ensure Project success.
• “PMI PMP Certification”
To achieve accreditations with the worldwide recognised Project Management Institute (PMI).

232
 1 PM Foundations
PROJECT MANAGEMENT TRAINING CURRICULUM .................................................................................................................
Fig. 144-1

AWARENESS STANDARD ADVANCED

• EADS e-Learning • PM Advanced

• PM lnto Practice • IPMA Level B

• IPMA Level A
• PMI PMP Certification
(not deployed yet)
PM FOUNDATIONS • PM People Make the
• EADS Hot Topics
Difference
• PM take off • Airbus DCPM
(Development Center
for Project Managers)
• EADS DCPM
• Play EVM • UP Viewer
AIRCRAFT • UP Planner
DEVELOPMENT
PROJECTS • UP Cost & Workload
• PM for Customer Team
AIRCRAFT SERIES • FCO Process and
• Jaguar/APC/Super
PROGRAMMES Customisation Awareness
IMPROVEMENT • Business lmprovement
PROJECTS Project
• Organisation and Process
R&T PROJECTS
for Technical Product Leader
PROJECT • UP-3P for Project
PORTFOLIOS Management

233
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.4 Project Management Training (cont’d)
1 PM Foundations

Standard (cont’d)
• “People Make the Difference”
To enhance the performance of Project teams in terms of behaviours and team member interactions.
• “PM Take Off”
To implement the basic PM processes and methods through a Project case study and mitigate the main risks of a Project.
• “UP Viewer”
To get a complete and detailed understanding of Unified Planning (UP) working processes and tool features and to refresh
UP framing principles on reader mode.

• “UP Planner”
To refresh UP framing principles and to get a complete and detailed understanding of UP working processes and tool
features on writer mode.
• “UP Cost and Workload”
To know about Non Recurring Cost (NRC) processes and to be able to man age them in UP tools.
• “PM for Customer Team”
To better understand the context and environment of aerostructure customer teams to ease and improve the relationship with
suppliers and Risk Sharing Partners (RSP), including the share and exchange of best practices.
• “APC Jaguar”
To provide ability defining an industrial plan.
• “Business Improvement Project”
To get a practical background in work on Projects to improve the business.

Ensure one gets the approval of his/her manager for a training request.
G O L DE N
RU L ES

One has to verify that pre-requisites/target population criteria are met.

P&PM Portal on Airbus People should be used to get more detailed information on training.

234
 1 PM Foundations
• “UP-3P for Project Management”
To get UP-3P framing principles; a complete and detailed understanding of UP-3P working processes and tool features for
the management of Project portfolios and multi-Project management process.

Advanced
• “PM Advanced”
To be able to perform Project architecture and integration activities within large Projects. To get more in-depth knowledge on
critical PM processes, especially for large and complex Projects.
• “IPMA”
To deepen and strengthen PM knowledge and skills, to support Project Managers in gaining PM expertise, to promote
and recognise the Project Performance Manager (PPM) in holding a globally recognised title. Level A is for Certified Project
Directors able to manage complex Project Portfolios and Programmes. Level B is for Certified Senior Project Managers able
to manage complex Projects.
• EADS “Hot Topics”
To provide special PM topics to Project Managers on executive level across EADS.
• “Development Centre for PM”
To assess PM professionals in a safe environment providing constructive feedback on their strengths and development
needs.
• “FCO Process and Customisation Awareness”
To understand the major stakes of aircraft customisation, its management and Fulfil Customer Order (FCO) management
processes.

235
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.5 Project Management Coaching
1 PM Foundations

Airbus offers a PM Coaching service, in collaboration with preferred coaching suppliers, to help Project Managers and their
teams deploy and implement Airbus Project Management practices into their daily work.
The coaching activity may be launched as a result of a business request for support or where it has been identified that a PM
Coaching service may benefit a Project.

The PM Coaching service begins with the identification of focal points and prioritisation criteria. Over the course of the coaching
activity these areas are iteratively addressed by a coach with the defined participants from the Project or a contributing function.
The timing and duration of each coaching service is flexible and defined by the customer (up to a maximum of 3 months). As the
coaching service progresses and difficulties in the focal areas are increasingly resolved, new focal areas may be identified and
treated through subsequent coachings. An overview of the coaching process is shown in Figure 145-1.
Typical areas for expert advice delivered through the PM Coaching service are shown in Figure 145-2. These may be expanded
as required, on a case by case basis.

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 1 PM Foundations
PROJECT MANAGEMENT COACHING SERVICE: PROCESS ...................................................................................................
Fig. 145-1

Identify Business interviews

Kick-off/revise Coaching
coaching with coaches and
coaching Documentation
need + specify subsequent coach
activities & Closure
definition selection

Measure Coach &

progress Improve

PM Coaching has numerous benefits including:

• helping Project teams and/or individuals improve their Project Management capability
• happening on the job as an interactive support, customised to the Project context
• supporting Projects that are in difficulty or in recovery
• enabling Projects to achieve their Time, Cost, Quality and Performance (TQCP) targets
• deploying and implementing consistent Airbus Project Management practices into daily Project operations.

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 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.5 Project Management Coaching (cont’d)
1 PM Foundations

PM COACHING AREAS ...................................................................................................................................................................

Fig. 145-2

PROJECT,
EXECUTE, MONITOR PROJECT
PROGRAMME PLAN A PROJECT AND
INITIATE A PROJECT & CONTROL, CLOSE MANAGEMENT PEOPLE
AND PORTFOLIO INITIAL BASELINES
A PROJECT SKILLS
GOVERNANCE
• Portfolio Governance • Project organisation and • Project organisation and • Requirements & Change • Leadership: General
processes set-up set-up management • Leadership: Model
• Portfolio Strategic • Stakeholder mapping • Detailed Project • Monitor & control (effort, • Leadership: Motivation
Planning • Define Scope and Top Architecture (xBS view) production, costs, • Influencing: General
• Portfolio Alignment Level Requirements • Refined Business Case risks, etc.) • Influencing: Conflicts
(to Business & Strategy) • Define Top Level Project Definition • Manage Human • Delegation
• Stakeholder Architecture (xBS views) • Plan the Project and Resources • Other
Management • Business Case Definition initial baselines • Manage Configuration
• Portfolio Monitor & • Master Schedule • Detailed Phase/Gate • Manage Project Closure
Control • Top Level Phase/Gate review process definition & Lessons learnt
• Meetings, Communicate review process definition • Requirements & Change • Report performance
& Report management plan
• Configuration
Management Plan
• Define Monitor and
Control process
• Project Cost Management
• Communication Plan
• Project Time Management

The coaching is NOT a service providing capacity i.e. the beneficiary must still do the PM related work.
GO L DE N
R U LE S

The persons being coached must ensure they are available to work with the coach.

Coaching is not a substitute for PM training courses: a basic knowledge of PM is required.

The coaching service should last no more than 3 months.

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APPLICABLE DOCUMENTS

Type Title Reference Access

Template PM Coaching Work Specification Template SP0900602 Airbus
People/P&PM
Management
Community/
PM Operations

239
 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.6 Project Management Career Path Model
1 PM Foundations

The Project Management Career Path Model defines a career composed of increasingly demanding roles for Project Managers.
It requires adequate Airbus PM Professional Certification as a mandatory pre-requisite for nominations and promotions to
Project Manager positions; see Figure 146-1. It also grants individuals with a Title for the period they hold one of the generic
Project Manager roles. Nevertheless, nominations to Project Manager roles also require acceptable adequacy of technical
competencies as well as the fulfillment of any general promotions criteria applicable at Airbus.

Figure 146-2 helps to illustrate the Airbus PM Career Path Model. It uses a radar chart, the traditional way of picturing career
paths, strung by two axes: ‘General Management’ (for pure Line Management careers) and ‘Expertise’ (for pure Expert careers
without any leadership responsibilities). In reality, most Line Managers and most Experts do not entirely correspond to this
simplified image. Most Experts do have some leadership responsibility and most Line Managers are experts to a certain extent in
some areas.
PM CAREER PATH MODEL FOR PROJECT LEADERS ...............................................................................................................
Fig. 146-1

PM Professional Iron Bronze Silver Gold Platinum

Certification Levels Certificate Certificate Certificate Certificate Certificate

MINIMUM REQUIRED
PM COMPETENCIES
ADEQUACY OF TECHNICAL
COMPETENCIES

Project Category* Iron Bronze Silver Gold Platinum

Generic Role Title Entry Project Project Senior Executive Project

in Airbus PM Career Role Task Team Project Project Director
Path Model Leader Leader Leader Leader

Years in Role (typical) 2-3 3-4 3-5 3-5 4-7

Typical Role Grading L6/L5 L5 L5/L4 L4/L3 EXEC

If and where applicable:

PROMOTIONS
ACCORDING TO
ENTITY-SPECIFIC
GUIDELINES

* As defined by EADS = Mandatory Input

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 1 PM Foundations
Please note that the radar chart as shown in Figure 146-2 is not describing any functional aspects or Airbus Functions as
such. It describes career paths which may or may not cross the borders of Functions. It is generally accepted that the position
for Project Leader roles in this form of radar chart is roughly the area bordered by an orange frame (see Figure 146-2), called
“Project Lead”.
The Airbus PM Career Path Model now defines a career constituted of roles in which Project Leaders deliver increasingly
demanding Projects while pursuing their careers.

AIRBUS PM CAREER PATH MODEL .............................................................................................................................................

Fig. 146-2
Tec
me hnic
m a
ogra & In l Arch
& Pr ger tegr it
e c t a ator ect
Proj Man
tinum
Pla
Proje
ct
PR

Gold
e

OJ
ag

Projec Pr
t
EC

oj
an

Pro

Ex
TL

jec
M

ec
er

pe
Silv t
EA

t
ct
ne

rt
D

je TS
Li

EC
Pr

Project J
Pr
oje PRO
nze ct
Bro
t
ec Pro Pr
oj
oj

jec e
rtis
Pr

Iron t
ec

Gen e
Exp
t

era
lM
ana eer
gem in a Car
ent Roles

Potential Promotions

Minimum PM Certification
Competencies Project Category Example

Platinum PM Professional Platinum A/C Development

Gold PM Professional Gold ACMT/PDT

Silver PM Professional Silver CMIT/IPT

Bronze PM Professional Bronze DBT

Iron PM Professional Iron Deliverable

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 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.6 Project Management Career Path Model (cont’d)
1 PM Foundations

Figure 146-2 shows a career line in Green commensurate with the Airbus PM Career Path Model described here: a Project
Leader successively delivers Iron, Bronze, Silver, Gold and Platinum Projects. In line with the Airbus PM Professional Certification
scheme, the Airbus PM Career Path Model identifies the minimum PM competencies required to be demonstrated prior to
acceptance as leader of a Project of a certain category. When a Project Leader becomes a candidate for leading a Project of a
certain category, the corresponding Airbus PM Professional Certification will be required (small Blue circles in Figure 146-2).

Being certified as an Airbus PM Professional at the appropriate level – i.e. commensurate with the category of the Project he/
she intends to lead – is a mandatory requirement as of 2012. However, this only applies to newly appointed Project Managers.
Existing Project Managers will not be affected until they intend to lead a new Project. To achieve the appropriate level of Airbus
PM Professional Certification, as this process takes time, special care should be taken by employees and their managers in
designing individual development plans to ensure that career aspirations can be met.

Figure 146-2 is also useful to demonstrate that the PM Career Model is a dynamic one. Stepping into it or leaving it is possible
at all times. It is possible to join the PM Career Path Model from any other of Airbus’ career path models; from the technical
architect and integrator Career Path Model for example. However, PM competency entry requirements apply to all candidates
wishing to lead a Project, even if they generally pursue a different career or are supported by another career path model.

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 1 PM Foundations
Example A

An engineer is evaluated as having the potential to become a Chief Engineer one day. To this end, he/she is mainly
supported by the Technical Aircraft and Integrator Career Path Model. According to the blue line in Figure 146-2, the
engineer is often contributing to Projects of different categories during his/her career. However, at one stage he/she could
accept a position to lead a Silver Project before returning to a technical architecting and integration role. In accepting the
Project Leader role, he/she will be temporarily supported by the PM Career Path Model for Project Leaders. As a result, he/
she must comply with the corresponding Entry Requirements; he/she must at least be certified as a Silver
PM Professional.

Example B

Figure 146-2 depicts two other examples: A career path of an Expert (Yellow line) and of a Line Manager (Red line). Both
careers have never included roles of leading Projects. In order to explain the differences in terms of career path possibilities,
it is shown in Figure 146-2 that:
• The Line Manager occasionally contributed to Projects (here, Bronze and Silver Projects respectively).
• The Expert has never contributed to a Project (though in reality most Experts do contribute to some sort of Project).
In both cases they are not affected by the Airbus PM Career Path Model.

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1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.7 PMO Service
1 PM Foundations

Through the Centre of Competence (CoC) P&PM, Airbus is providing a PMO service to all Airbus business areas. It assigns
individual PMOs to a Project from a pool of PMOs and manages the ‘PMO Home Function’ (see Figure 147-1).

The service is provided by a combination of Airbus permanent staff, the Active Work Force (AWF) and Airbus temporary staff.
The remaining need is outsourced to selected service providers. The responsible business area should approach the CoC
P&PM to discuss and request PMO support before a new Project is launched. Where appropriate, the CoC P&PM will support
the Project Leader and/or Sponsor to categorise the Project (refer to Chapter 1.3.1.3 for further details). This will enable an
assessment of the appropriate level of PMO support required for the Project.

Following the assessment of needs, and subject to headcount and budgetary constraints, the CoC P&PM will deploy PMOs to
meet the business requirement, see Figure 147-2. The first priority will be to provide the support from the AWF PMOs. If the skill
is not available in the AWF PMO pool it may be necessary to provide the support from external sources.

PRINCIPLES OF PMO SUPPLY SERVICE .....................................................................................................................................

Fig. 147-1

PMO Home
Function

Re-deployment Deployment
(e.g. Project end, or for (e.g. Project start, or
career reasons) for career reasons)

Project X

244
 1 PM Foundations
In this case, the CoC P&PM will arrange to provide the support from either staff on temporary contracts (for example LAKs in
Germany or ‘temps’ in UK) or by formulating a work specification and procuring the PMO service from an external PMO service
provider.
Airbus’ selected preferred suppliers will be engaged to provide the service.
Whenever it is necessary to provide the service via an in-situ sub-contract, it must be remembered that Airbus is procuring
a service from an external provider. This is characterised by a series of deliverables as opposed to a number of individual
employees. Certain constraints need to be respected In these cases. The CoC P&PM will provide advice on constraints in terms
of legal compliance and ensuring a proper payment process for the supplier.

Once the PMO service is mobilised, the CoC P&PM will have an ongoing functional responsibility to ensure that the service is
performed to a good standard and in accordance with the defined Airbus way in PM operation.
Towards the end of a Project the CoC P&PM will plan the release of the PMOs and their redeployment to a new assignment.

PMO SUPPLY SERVICE: PROCESS ..............................................................................................................................................

Fig. 147-2

Project PMO
Project Launch
Categorisation requirement

Budget & Temporary

AWF
Headcount staff vs.
available?
check No Sub-contract

Yes Temporary Sub-

Staff contract

PMO Service
Finance deployed

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 1 PM FOUNDATIONS
1.4 PEOPLE IN PROJECT MANAGEMENT
1.4.7 PMO Service (cont’d)
1 PM Foundations

There are several benefits arising from provision of PMO services:

• With the CoC P&PM in charge, there is a clear responsibility to ensure that the service is provided by competent staff and in
accordance with the Airbus defined way-of-working for Project Management.
• The deployment of the available PMO staff can be optimised to reflect business priorities.
• PMO careers can be developed by appropriate redeployment from one Project to another.
• When an existing Project runs down, the CoC P&PM is in charge of finding a new role for the PMO.

Provide advance visibility to CoC P&PM of foreseen PMO needs to ensure provision via AOP.
G O L DE N
R UL E S

Ensure that requested service is for genuine PMO activity, not simply administrative reporting.

Include PMO in management team [subject to legal constraints for in-situ PMO sub-contracts].

In case of service provision via in-situ sub-contract, respect legal compliance constraints.

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 1 PM Foundations
APPLICABLE TOOLS

Title Description Reference Access

e-Recruiting Standard Airbus tools for recruiting AWF Airbus People/
and temporary staff. myHR/Learning

247
 248
1 PM Foundations
 1 PM Foundations
1.5 PM
FOUNDATIONS
TOOLS
 1 PM FOUNDATIONS
1.5 PROJECT MANAGEMENT TOOLS
Introduction
1 PM Foundations

PM tools are key enablers to improve Project Management efficiency and delivery.

In many cases there are specific tools for specific Knowledge Areas, Project Types and Project Categories.
This chapter introduces some of the generic tools. Other tools are described in the specific Project Type chapters.

250
1.5.1 Unified Planning (UP) Platform........................................................................................................................................ 252
1.5.2 Microsoft Project (MSP) ...................................................................................................................................................... 256
1.5.3 Active Risk Manager (ARM) .............................................................................................................................................. 258

1 PM Foundations

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 1 PM FOUNDATIONS
1.5 PROJECT MANAGEMENT TOOLS
1.5.1 Unified Planning (UP) Platform
1 PM Foundations

Introduction
The objective of Unified Planning is to assist Airbus teams in their Project Management activities, strengthen the Project-driven
way of working and improve the ability for Project teams to deliver Projects to Time, Cost, Quality and Performance (TCQP)
objectives.
The Unified Planning solution key drivers:
• local accountabilities, empowerment
• subsidiarity and harmonised way of working, same rules for all
• shared data sets
• management of the interdependencies to improve overall coordination, secure consistency and convergence.
UP is supported by a web-based application, called OPX2, accessible through the Airbus People intranet.

UNIFIED PLANNING PLATFORM ...................................................................................................................................................

Fig. 151-1

UP-DEV UP-3P
Schedule and cost Portfolio,
management for A/C Programme
Programme Developments Unified Planning & Project Management
UP
1 Core Vision
3 platforms of solutions

UP-SERIES
Complete range of Planning
solutions for series A/C
Programmes

D2S Jaguar UP-IVP sUPer

252
 1 PM Foundations
The platform consists of the following UP areas:

• UP-Dev: supporting Aircraft Development. Refer to Chapters 2.13, 2.15 and 2.16 for further information.
• UP-Series: supporting Series Programmes. Refer to Chapter 9.1 for further information.
• UP-3P: supporting Project/Programme Portfolios. For further information see the following page.
To learn more and gain access to UP, contact BM2 or BMD/K and apply for the UP training via MyHR.

APPLICABLE DOCUMENTS

Type Title Reference Access

Toolkit UP-Dev Toolkit (Scheduling and C&W modules Airbus
+ EVM) People/P&PM
Management
Community/
UP e-site

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

Unified Planning Various training courses for all UP modules J06XAIW000XX Airbus People/
myHR/Learning

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 1 PM FOUNDATIONS
1.5 PROJECT MANAGEMENT TOOLS
1.5.1 Unified Planning (UP) Platform (cont’d)
1 PM Foundations

UP-3P
UP-3P for Project/Programme Portfolios is designed to support:
• Efficiency: integrated functionalities and shared processes
• Consistency: between activity’s information, planning and costs
• Reliability: one common repository for technical, financial and quality information
• Visibility: information transparency for all stakeholders
• Security: one repository with regular data back-up.
Further features are shown in Figure 151-2.

254
 1 PM Foundations
UP-3P FEATURES ............................................................................................................................................................................
Fig. 151-2

Project Management
Portfolio Management
• ID Card Creation
• IProject Planning • Portfolio creation & Management per
• IForecast challenge & Cost Management consolidation axis
• Activity scoring • Master plan
• References • Reporting functionalities & Dashboard
• Activity Follow-up
• Activity versions management
• Reporting functionalities & Dashboard

Strategic buckets
• Capture of budget targets per
consolidation axis
• Functions to compare budget targets
vs. activity forecasts

255
 1 PM FOUNDATIONS
1.5 PROJECT MANAGEMENT TOOLS
1.5.2 Microsoft Project (MSP)
1 PM Foundations

Introduction
Microsoft Project is a commercially available Project Management tool designed to assist Project Managers in developing plans,
assigning resources to tasks, tracking progress, managing budgets and analysing workloads.

MS Project is easy to use and allows the user to create Project Schedules based on Project start date, the Project calendar,
task definitions, task durations and dependencies between tasks.

MS Project is synonymous with the Gantt chart view – a chart with a time axis, Activity Bars and Milestones. See Figure 152-1.

To apply for the license to use the software contact your local IS/IT focal point.
To learn more about MSP, contact BMD/K and apply for the training via MyHR.

256
 1 PM Foundations
EXAMPLE OF MSP GANTT CHART ...............................................................................................................................................
Fig. 152-1

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

Microsoft Project MS Project training modules: ‘Overview’, Keyword search: Airbus People/
‘Fundamentals’, ‘Auditing and Tracking’ and *MS-PROJECT* myHR/Learning
‘Advanced’.

257
 1 PM FOUNDATIONS
1.5 PROJECT MANAGEMENT TOOLS
1.5.3 Active Risk Manager (ARM)
1 PM Foundations

Introduction
Active Risk Manager (ARM) has been selected as the official Enterprise Risk Management IT tool across the EADS group.

Implementing a single, enterprise-wide Risk and Opportunity Management system will provide a risk-adjusted view of business
information in a transparent, auditable and secure way.

From managing Project and Programme risk through to strategic enterprise oversight, ARM delivers an integrated approach to
identifying, assessing, mitigating, monitoring, documenting and analysing Risks and Opportunities in all business functions.

SCREENSHOT OF THE ARM INTERFACE PAGE .........................................................................................................................

Fig. 153-1

258
 1 PM Foundations
To learn more about the ARM project (status, roadmap, trainings, etc.) please contact the Enterprise Risk Management
department and/or visit the Risk & Opportunity Management e-site.

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

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

ARM tool ARM delivers an integrated approach to identifying, Airbus People/

assessing, mitigating, monitoring, documenting and myHR/Learning
analysing Risks and Opportunities in all business
functions.

259
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1 PM Foundations
 1 PM Foundations
1.6 PM
FOUNDATIONS
ASSESSMENTS
 1 PM FOUNDATIONS
1.6 PM ASSESSMENTS
Introduction
1 PM Foundations

To ensure continued maximum effectiveness, any Project Management system requires regular performance checks. These
checks are a fundamental part of the Plan-Do-Check-Act (PDCA) cycle of process improvement within Project Management.
They are used to check that Projects fulfil Project Management requirements and to plan actions for Project Management
improvements. The main objectives of Project Management performance checks are:
• To verify that Project Management processes are capable, stable and under control in order to achieve Project Time, Cost,
Performance and Quality objectives
• To verify that Projects meet Airbus Project Management standards
• To improve Project Management practices and their efficiency
• To share and re-use best Project Management practices.

Three types of Project Management performance checks are currently in use at Airbus:
• Project Management Capability Assessment (PMCA)
• Project Management Performance Assessment (PMPA)
• Project Management Maturity Measure (PM3)
The choice for one or the other check method is based on the perimeter of the Project as well as on the type of analysis
required. Figure 16-1 illustrates this.

PROJECT MANAGEMENT CHECK METHODS ............................................................................................................................

Fig. 16-1

Perimeter
Internal (Airbus) External (Supplier/Partner)
PM Performance

Assessment PMPA PMCA

Check

Quick
“Health Check” PM3 PM3

262
1.6.1 Project Management Maturity Measure (PM3) ..................................................................................................... 264
1.6.2 Project Management Performance Assessment (PMPA) ................................................................................ 266
1.6.3 Project Management Capability Assessment (PMCA) ...................................................................................... 268

1 PM Foundations
APPLICABLE DOCUMENTS

Type Title Reference Access

Policy Airbus Project Management Policy and General A1002.0 MyDoc
Requirements

Directive Airbus Project Management Requirements for A1002.1 MyDoc

Aircraft Development Projects

Process Perform Project Management Performance AP5350 MyDoc

Assessment (PMPA including PM Maturity
Assessment (PM3)

Manual Project Management Capability Assessment AM2583 MyDoc

(PMCA)

Procedure GRESS Module 1 AP1013.1 MyDoc

Procedure GRAMS Module 1 AP2190.1 MyDoc

APPLICABLE LEARNING SOLUTIONS

Title Description Reference Access

PMCA Training To prepare people to be able to perform J06XAIW000xx Airbus People/
a PMCA myHR/Learning

PMCA Awareness To have an awareness of PMCA Y03XAIW00018 Airbus People/

myHR/Learning

AQLA - PMPA To prepare people to perform a PMPA TN 10122974 Airbus People/

Auditor myHR/Learning

263
 1 PM FOUNDATIONS
1.6 PM ASSESSMENTS
1.6.1 Project Management Maturity Measure (PM3)
1 PM Foundations

The Project Management Maturity Measure (PM3) is a Project “health-check” used to identify Projects or specific PM Knowledge
Areas requiring improvement. Unlike PMPA and PMCA assessments, a PM3 does not use extensive documentary evidence
to verify findings. It is primarily based on a questionnaire covering nine PM Knowledge Areas centred on A1002 Project
Management requirements and best practices. The questionnaire is completed by an independent person using Project
documentation and answers from the Project team. The validity of the findings relies on the transparency of the Project team.

The outcome of the PM3 consists of an overall Project Management Maturity Level as well as a Maturity Level per PM Knowledge
Area. The results are presented in a radar chart as shown in Figure 161-1. Results are used to target improvement actions such
as Project Management coaching or support. If necessary a Project Management Performance Assessment may be triggered by
the outcome of a PM3.

264
 1 PM Foundations
EXAMPLE PM3 RADAR CHART......................................................................................................................................................
Fig. 161-1

Integration Management

Supply Chain Management Scope Management

Risk & Opportunity

Management Time Management

Communication Management Cost & Finance Management

Good/Outstanding
Satisfactory
Current Scoring
Human Resource Management Quality Management

Example: Overall Scoring = 70%

Maturity Level 3 - Satisfactory

0% 40% 60% 80% 90% 100%

Level 1 Level 2 Level 3 Level 4 Level 5

Unacceptable Unsatisfactory Satisfactory Good Outstanding

265
 1 PM FOUNDATIONS
1.6 PM ASSESSMENTS
1.6.2 Project Management Performance Assessment
1 PM Foundations

A Project Management Performance Assessment (PMPA) is used to verify that an internal (Airbus) Project fulfils Airbus Project
Management standards as defined in A1002.0 as well as to identify Project Management improvement opportunities. In the
case of Aircraft Development Projects, specific requirements are documented in A1002.1 that apply beyond the standard
requirements. The PMPA results include assessment findings, an assessment of Project Management strengths as well as
weaknesses and an action plan to implement improvements.

Several criteria can lead to the launch of a PMPA:

• Major shortfall in On-Time-On-Quality delivery of the Project
• The Project Category (see Chapter 1.3.1.3)
• Current or potential PM deficiencies that have been identified
• Risk assessments identifying potential risks linked with PM practices.
A PMPA can also be launched as a preventive measure in order to bring and/or consolidate the confidence in the Project
Management performance of the Project team. It allows for the identification of strengths and weaknesses and enables Project
team leaders in prioritising improvements.
It can also be a means to maintain compliance with current best practices in Airbus Project Management methods for a given
Project.

The PMPA is performed by an assessment team, which is made up of an Assessment Team Leader (ATL) and one or more
qualified PMPA assessor(s). The PMPA process is outlined in Figure 162-1. For complex Projects (e.g. Aircraft Development
Projects) the PMPA assessment may be split into a portfolio of lower level PMPAs.

The assessment team documents the assessment results on the Quality Audit system (PROQUIS). It also identifies and proposes
corrective actions. The action plan is submitted to the assessment client for its endorsement and implementation, and is
followed-up by the Assessment Team. If required the ATL will undertake verification of action closure and effectiveness. The
assessment can only be closed by the ATL when all actions are closed.

266
 1 PM Foundations
PROJECT MANAGEMENT PERFORMANCE ASSESSMENT PROCESS FLOWCHART ..........................................................
Fig. 162-1

1 Initiating the Assessment and defining the scope

2 Selecting the assessment team and technical experts

3 Conducting document review

4 Planning of activities and preparing the checklist

Conducting interviews, collecting and verifying information and factual evidence.

5
Findings explained to the actors to get a common view on Project status.

6 Preparing the assessment report

7 Conducting closing meeting

8 Distributing the assessment report

9 Action plan proposal and follow-up

10 Assessment Closure and archiving

Key: x In Situ

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 1 PM FOUNDATIONS
1.6 PM ASSESSMENTS
1.6.3 Project Management Capability Assessment
1 PM Foundations

Related PM Foundations 1.3.8.3 Perform Quality Assurance

A Project Management Capability Assessment (PMCA) is used to assess the Project Management capability of suppliers. It can
identify a supplier’s strengths and weaknesses regarding its management of Projects and Work Packages. Actions from the
PMCA are set out in an action plan which is jointly agreed with the supplier to achieve robust Project Management capabilities.
The PMCA ensures that requirements set in the GRESS or GRAMS Procedures are fulfilled (see Chapter 2.25).

The PMCA is initially performed as part of the supplier selection process (PMCA Initial) but may also be used during subsequent
phases of the Project lifecycle, see Figure 163-1. The PMCA is performed by a multi-functional team of assessors, e.g. from
Programmes, Engineering, Manufacturing and Procurement. It is also supported by the Work Package Team Leaders/Customer
Team Leaders (WPTL/CTL) within Airbus and, if necessary, by additional Airbus experts.

The PMCA helps to secure product costs, on-time delivery and quality ensuring robust Project Management through
implementation of the action plan raised by the assessment. It also supports a supplier’s continuous improvement.

PROJECT MANAGEMENT CAPABILITY ASSESSMENT DURING PRODUCT LIFE CYCLE ...................................................

Fig. 163-1

Market Supplier
Development Serial Production
Assessment Selection

Requirements/
CONTRACT EIS
from GRESS/
GRAMS (Entry Into Service)

PMCA PMCA PMCA

Initial Follow-Up Follow-Up
During the Selection Phase PMCA During the Development Phase During the Serial Production phase
may be used: PMCA may be used: PMCA may be used:
• To support supplier selection • On request from the Programme • In case of major changes
when there is not enough Project or Work Package Leaders or in-service events that
Management capability data • To ensure required PM need demonstrated project
available for the selection report capability in place to move from management capabilities
Development to Series production

PMCA: Project Management Capability Assessment

268
 1 PM Foundations
The supplier’s Project Management capability ranking is generated through an in-depth assessment requesting evidences
across 12 dedicated Project Management disciplines.

The target of the PMCA is for a supplier to reach level A overall - ‘Project Management operational’. See Figure 163-2.

PROJECT MANAGEMENT CAPABILITY ASSESSMENT RANKING GUIDELINE ......................................................................

Fig. 163-2

0% 40% 60% 80% 100%

D C B A

Acceptable only in
Unacceptable Unsufficient Satisfactory
short term

269
 1 PM FOUNDATIONS
1.6 PM ASSESSMENTS
1.6.3 Project Management Capability Assessment (cont’d)
1 PM Foundations

Following the assessment a PMCA report is issued and signed by Airbus and the supplier.

The follow-up of the actions, as well as ensuring their closure, is part of the responsibility of the WPTL/CTL. Approximately one
year after the initial PMCA a follow-up PMCA is undertaken to ensure successful action plan implementation. The overall process
is shown in Figure 163-3.

PROJECT MANAGEMENT CAPABILITY ASSESSMENT PROCESS ..........................................................................................

Fig. 163-3

Airbus PMCA Team Responsibility Airbus WP Team Leader Responsibility

ACTION Action Plan

PLAN Handed Over Action Plan Follow-Up monitoring
VALIDATION To WP Leader

Actions
PMCA Closure
PMCA FINDINGS Contractual Progress Progress PMCA
Report
Initial Issuance Commitment Meeting Meeting Follow-up
Co-signed
+ 1 year from
ACTION Actions Implementation first PMCA
PLAN
+ 2 weeks Definition
KoM PR PDR

Selection Phase Development Phase

SUPPLIER Responsibility

PR: Plan Review PDR: Preliminary Design Review KOM: Kick Off Meeting

270
1 PM Foundations

271
272