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1. REMINDER
Check in on the
COLLABORATE mobile app
B/E Aerospace Case Study
Prepared by:
Christopher Stimpson
Manager of Program Controls and Primavera
Systems
B/E Aerospace | Seating Products Group
How we started and turned around
our implementation of EPPM.
Session ID#: 15432

2. Products & Services Commercial Aircraft
Business Jet /
General Aviation
/ VVIP
Military /
Defense
Seating ● ●
Galley Systems ● ● ●
Lighting Systems ● ●
Lavatories ●
Water & Waste Systems ● ●
Monuments & Structures ●
Reconfiguration & Engineering ●
Oxygen Systems ● ● ●
Electronics ● ●
Brazing ● ●
De-Icing ● ●
Value-Added Service Solutions ● ● ●
Consumables & Fastener Distribution ● ● ●
Leading manufacturer of
aircraft cabin interior products
for commercial, business jet
and military aircraft
Leading supplier of fasteners
and consumables, and full
service solutions provider for
the aerospace industry
29 Countries on 6 Continents

3. Presenters
■ Christopher Stimpson
▪ Manager of Program Controls & Primavera Systems
▪ Over 15 years of project/program/portfolio controls experience
▪ Former Primavera implementer and consultant
■ Guy Tufte
▪ Primavera Application Owner – Application Support
▪ IT professional
▪ Program management background and experience
■ Andrea Vestal
▪ Program Controls Specialist
▪ Seven years with B/E Aerospace
▪ Background in Data Management

4. Objectives
■ Share key lessons learned from the initial implementation.
▪ How do we avoid these mistakes?
■ Share the importance of branding the solution in the right
framework.
■ Share the methodology used by Seating Products Group to
turn around their implementation to benefit the business.

5. The Beginning:
Installing Primavera

6. Approach -
Classic Software Implementation
■ Objective
▪ 3 Business Units and the Information Technology group
▪ Software and Functionality, not the PMO Processes
■ Assessment & Design
▪ Utilized a Single Methodology
■ Install & Test
▪ Software ONLY, Process Redesign not Considered
■ Training
▪ Strictly Software Use, not Business Processes Change
■ Go Live
▪ Phased, Site by Site

7. Expectations –
Implement all Primavera Functionality
■ Full Implementation of P6 R6.0
▪ P6 Professional
— Resource Management
— Custom/BU Specific Reporting
▪ P6 Web
— Dashboards
— Portfolios
— Capacity Planning
— Resource Utilization

8. Missed Opportunities –
Failure to Identify and Involve the Following
■ Site Sponsors
■ Site Change Agents
▪ Change Champion
■ Site Implementation Managers
▪ Owns the Site Implementation’s Success
■ Site Core Teams
▪ System Design and Process Modification Definition
■ Site Super User / Trainers
▪ Source of Key Requirements
■ End Users Involvement
▪ Process and Functionality Development and Validation

9. Results –
Inconsistent Results
■ Assessment & Design varied from Site to Site
■ Each Business Unit developed unique P6 PMO Business
Processes
■ Varied Training
▪ Each site approached training uniquely
■ Go Live
▪ 2 Business Units deployed Pro ONLY
▪ None deployed P6 Web
▪ One business unit delayed deployment by ~1.5 year
▪ IT rejected solution

10. Course Correction:
Do an Implementation
Implementation concepts presented herein are
based upon principles from Don Harrison, President
and founder of IMA. www.imaworldwide.com

11. Installation vs. Implementation
■ Project Development
■ Assessment & Design
■ Install & Test
■ Training
■ Go Live
■ What?
■ When?
■ How Much?
■ Success is Target-Based
■ Human Development
■ Grow Competency
■ Coaching
■ Reinforcement
■ Retraining
■ ROI focused
■ Business Objective Met
■ Human Objective Met
■ Success is Human-Based
Installation Implementation

12. Team Composition
■ Sponsor
■ Project Leader (Business)
■ Project Manager
■ Core Team
■ Functional SMEs
■ Trainers
■ Users
■ Sponsor
■ Change Agent (Business)
■ Implementation Manager
■ IT Project Manager
■ Core Team (Design
Decisions)
■ Advisors (Litmus test for
success)
■ Trainers
■ Users (Make or break for
success)
Installation Implementation

13. Assessment
■ Determine Business Needs
■ Determine Business
Objectives
■ Define Features to Support
Objectives
■ Define Who Does What
■ One-Way Approach
■ Determine Sponsorship
■ Build Change Agent Capacity
■ Evaluate Climate/Culture
■ Prioritize for Capacity to
Change
■ Determine Change Approach
■ Develop User Readiness
■ Create Cultural Fit
■ Marketing and
Communication Plan
■ Reinforcement Strategy
Installation Implementation

14. Objectives Alignment
■ Features
■ Platform
■ Extensibility
■ Intuitive Navigation
■ User Friendly
■ Etc.
■ Strategic Improvement
▪ Helps accomplish core
competency (I.E. EVA)
■ Business Process Support
▪ Least work for best value
■ Flexibility
▪ Tailored to specific use case
■ Achievable
▪ Can be completed in
reasonable timeframe
Installation Implementation

15. Road Map
■ Security Patches
■ Fix Packs
■ Next Release
■ Integrations
■ Process Maturity
■ Staged Cultural Development
■ Prioritized by Business
Objective
■ Three-Year Plan
■ Maturity Gates
■ Cultural Enhancements
■ Reinforcement Development
Installation Implementation

16. Implementation Plan
■ Acquire Hardware
■ Install Software
■ Configure
■ Testing
■ Training
■ Cut-Over
■ Support
■ Integrate Processes
■ Feedback from Users
■ Limit Ability to do Old Way
■ Define Business Objective to
be Met
■ Define how Humans Will Meet
Objective
■ Team Effort to Develop
Solution
■ Focus on People
Development
Installation Implementation

17. Implementation Schedule
■ Setting schedule for full implementation is risky
▪ Can you force business change in attitudes, process, culture in
that timeframe?
■ Prioritize objectives and select features to support
▪ Focusing on the first building blocks of success then improving
will yield better results.
▪ I.E. Scheduling before Resource Management. Both before
Earned Value.
■ Trim the Fat
▪ Eye candy is nice. But, is it necessary for success?
■ Six Month Development Cycle
■ Six Month Absorption Cycle

18. Branding and Marketing
■ What are you doing?
■ Does everyone know and understand?
■ Why are you doing it?
■ How will everyone benefit?
■ What is the human value to this effort?
■ What is the progress of the change?
■ When will I be impacted by the change?
■ How will I be impacted by the change?
■ What were the results of the change?
What value did I provide/get from participating in the change?
■ What’s next?
REGULAR COMMUNICATION PREVENTS ALIENATION

19. Measuring Adoption
■ Complaint Count
■ Attitude Improvement
■ Time saved
■ Report Quality
■ Data Accuracy
■ Requests for Analysis/Reports
■ Confidence in Process
■ Confidence in System

20. Improving Adoption
■ System issues first
▪ System complaints are cheap to fix – human emotions are not.
■ Process issues first
▪ Processes may not have been properly integrated – fix them
now or human emotions and culture will prevent future success.
■ Cultural influencers second
▪ People can and will talk. All the counter-talk will not work without
having proof of the first two items above.
■ Be patient always
▪ Change takes time.
▪ Rushing and forcing only sours the culture.
■ Overcome social perceptions by observing and listening
▪ People respond well to active listeners.

21. Easy Mistakes
■ Doing too much at one time.
▪ Match priorities to business needs and capacity to change.
■ Defining answer without participation from business.
▪ Help them discover the same answer by their own conclusion.
■ Mandating change without sharing vision.
▪ Help them see and feel value in what they do by sharing results.
■ Design without involvement.
▪ Allow Users/Advisors to influence outcomes for increased
adoption.
■ Lack of clear and authoritative sponsorship.
▪ Build sponsorship, help them communicate and reinforce.
■ Calling yourselves the Primavera Team
▪ Now you are affiliated with a product,
not a process or competency.

22. Some of our recent and current
Implementation Cycles

23. Report Quality
■ Reports had missing activities
and were difficult to maintain
■ Establish use of standardized
project and activity codes
PROBLEM: SOLUTION:

24. Timesheet Accuracy
■ Too many activities for
tracking time, which resulted
in users not recording time
accurately
■ Revise WBS and task list,
providing a standardized
group of time tracking
activities
PROBLEM: SOLUTION:

25. Web Delivery vs. Client
■ Open user access led to the
perception that data was
“always out of date”, due to
misunderstanding of data
date use
■ Centralize data management
to program controls team
■ Provide users with schedule
reports in various formats
PROBLEM: SOLUTION:

26. Schedule Update Process
■ Schedule update process was
time consuming and spanned
3 days out of the week.
■ Schedule update meetings
lacked substantive review
■ Standardized update
collection format OUTSIDE of
a meeting, which allowed
updates to be completed in
single day
■ Schedule update meetings
now focus on issue resolution,
rather than date gathering
PROBLEM: SOLUTION:

27. Schedule Development Process
■ Lacked standardized program
schedule initiation, resulting in
program schedules with too
much and/or unusable data
■ Standardize schedule
templates and incorporate
variables into schedule
templates
■ Create combined reports
using BI Publisher
PROBLEM: SOLUTION:

28. Schedule Development Process cont…

29. Earned Value
Currently in Progress
■ Method for producing Earned
Value metrics were highly
desired, but largely
misunderstood and feared,
leading to contention
■ Rebrand to a different name –
Resource Planning &
Capacity
■ Refocus metric to meaningful
applications
■ Focus on immediate business
need
■ One bite at a time
■ Basics first
■ Build on next element when
absorption is complete
Problem: Solution:

30. Earned Value cont…

31. Current State:
Where We Are Today

32. Then and Now
■ Lack of ownership
■ Disorganization/Confusion
■ Poor data integrity
■ Stakeholders created their
own tracking methods to
avoid using Primavera
■ Finger Pointing: “the blame
game”
■ Processes and Procedures
■ Metrics
■ Data Integrity
■ Stakeholders have trust in the
data the group provides
■ Program Controls works as a
cohesive unit
■ Continuous Professional
Development
■ Lower attrition
Then: Now:

33. Key Elements to Success
■ Communication
■ Leadership implementation of industry best practices
■ Clear definition of what the stakeholder wants/needs from
Primavera
▪ Each person is a customer of Program Controls
■ Processes and Procedures
■ Data Validation
■ Continuous Improvement
■ Training, Training, Training

34. Thank you for your participation.
Please reach out if you have
questions.
christopher_stimpson@beaerospace.com
guy_tufte@beaerospace.com
andrea_vestal@beaerospace.com

35. Please complete the session
evaluation
We appreciate your feedback and insight
You may complete the session evaluation either
on paper or online via the mobile app