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Positioning Our PM Organization For Growth March 14, 2013

Overview of L-3 Communications Brashear's journey in establishing program management processes for growth amidst global threats and financial challenges. Learn about key imperatives, transformation challenges, and performance management strategies.

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Positioning Our PM Organization For Growth March 14, 2013

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  1. Positioning Our PM Organization For GrowthMarch 14, 2013 Communications - Brashear

  2. Presentation Summary • L3 Communications Brashear– Product Development & Production for primarily DOD Customers • Need for our products driven by World Wide threat to US • US debt & fiscal imbalance driving need for “best in class performance” • Program management strength identified as an imperative to our business success • Transforming L3 Communications BrashearPM began with establishing PM tenets in its processes

  3. L-3 Communications Overview

  4. L-3 Communications Business Segments Government Services Electronic Systems AM&M C3ISR $3.4B $3.9B $2.7B $5.5B

  5. L-3 Communications Brashear Products • Distinct but Technologically Related Product Areas

  6. The Worldwide Threat Continues • Shift of US strategic interests from Europe to Asia • Rising Chinese military capabilities • Potential state-on-state conflicts • Continued ethnic conflicts, civil wars • Other asymmetric threats: Terrorism, Drug cartels • Abundant Need Threatened By An Issue Affecting All of Us

  7. Government Debt A child born today incurs $46,000 in debt $16T in $100 bills

  8. Defense Budgets Sequestration Continuing Resolution Delays Government Debt Ceiling Cutbacks PB 2012 $259B Reduction Cancellations $200B+ Reduction Government Furloughs Growing Our Business Requires Best-In-Class Performance!

  9. Program Management A Business Imperative • Three business success imperatives identified • Program Management, Systems Engineering & Supply Chain Management have greatest influence 10-15% Annual Growth

  10. The Transformation Challenge • Technically knowledgeable individuals can successfully manage small projects- not a scalable model • L3 planned business growth required transformation in our project management methods

  11. Process: Focus on PM Tenets • Existing with but improvement needed • Time Management • Integration management • Quality Management • Procurement Management (subcontract) • Immediate development & deployment needed • Cost Management • Scope Management • Risk Management • Resource Management • Communications Management

  12. Scope & Cost Management Instituted Avoiding the: “You will get it when you get it & it will cost what it costs” syndrome • Performance measurement baseline (PMB) process established • Resources identified in PMB • Management commitment at project start • Set baseline to as-late-as possible & execute to as-soon-as possible • Earned value management tool of choice • Program change request documents adjustments to PMB • Mid month cost analysis CPI, SPI, EAC, TCPI, LRE, ETC, VAC

  13. Performance To Plan: Total, Labor & Material Financial Rating CPI = 1.04 SPI= 1.00 Performance Funding CPI/SPI Labor Trends CPI/SPI Material Trends

  14. Functional Performance To Plan

  15. Risk & Opp. Management Process Developed • Process captures essential elements & lessons learned • Includes opportunity capture • Ratio MR$/derated risk$ defines overall project risk • Basis of estimates support risk & opportunity values • Planning & reserves identified for risk mitigation & contingencies • Risk burn-down predicted & measured monthly • Process roles & responsibilities defined

  16. Risk & Opportunity Management Scorecard Lessons Learned Env. Risk Transferred to L3 from Customer Ratio $MR/$ Derated Risk

  17. Right Resources @ Right Time • Phase 1: Identifying the project needs • Phase 2: Communicating needs to organization • Phase 3 (Planned): Communicate needs to individuals

  18. Microsoft Project Server As Easy As 1-2-3Today Resource Code, Tomorrow By Name Time Phased Demand vs. Capacity 1st Project & Tasks Identified 2nd 3rd

  19. Concise & Timely Communications • Frequent communications with organizational leadership • Templates established for consistent reporting across all projects • Key performance indicators identified with criteria • Communications plan & defined escalation path • Top three Customer messages (elevator speech for Sr. Leadership)

  20. Project KPIs Identified w/ Criteria

  21. Executive Project Performance Trend & Projection PM Projection

  22. Example: Customer Communication Plan

  23. How Are We Doing? The Results Are Promising

  24. Business & Project Performance Improving! • Overall project performance improved 15% • Next steps: replace engineering codes w/ named resources • Resource utilization increased 11% • Profit margin increased 8% We still have a ways to go Overall Project Performance Improving! • Improves our competitive position!

  25. Strong Program ManagementAn Imperative To Business Success • Transforming L3 Pittsburgh began with establishing PM tenets in its processes • Business results from improved project execution are substantial and real • Our next steps : • Employing lean & six sigma continuous improvement • Move program management execution from deliberate to part of our cultures fabric

  26. “A journey of a thousand miles begins with a single step” • LAO TZU • Chinese philosopher (604 – 531 BC) • What is your transformation journey?

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