In General:
- Accountable for the planning, management, and monitoring of high-priority company-wide digitalization and IT transformation programs and carve-in/carve-out projects
- Shape and accelerate program and operations excellence by setting and strengthening standard processes, methods, and tools for strategic programs along the end-to-end value chain
Situation1: (below 2 situations I performed in parallel)
The program management department is integral to the new Airbus Defense &Space global business and strategic programs organization. Its task is to reinforce execution discipline on all programs across the division including the implementation and deployment of a common set of PM processes, tools, and best practices
Task A:
- Create a future-proof PM data and systems architecture in collaboration with the program lines which enables teams to steer projects efficiently based on connected live data and analytics capabilityActions A:
- Analyse along the PM-process in which process steps, which data are created in which systems -> As-Is Data Cartography
- Describe the data and their flows along the PM reference process steps and knowledge areas (focus: system interfaces)
- Analyse gaps and suggest how to fill those for PM process steps and data requirements not yet in scope of the ERP roadmap and DDMS projects
- Develop suggestions to simplify the future process, data, and systems landscape from a program manager’s perspective
- Describe the future To-Be Data Cartography
Results A:
- The project was successfully delivered including all actions (see above)
- Common agreement reached on how to implement new architecture
Task B:
- Increase PM Maturity during Project Execution and for Suppliers; perform complimentary 360° pragmatic assessments aligned with maturity gates and audit plan; give direct and hands-on guidance for project managers to close gaps
Actions B:
- Avoid rework and late discovery of PM-related shortfalls in audits
- Help to detect and remove weaknesses in project execution
- Focus on the early project stage (categorized projects up to MG7):
- Avoid rework and late discovery of PM-related shortfalls in audits
- Detect across program lines structural strengths and deficiencies
- Improve PM collaboration between Airbus DS and Suppliers
Results B:
- 26 programs/projects assessed
- 12 suppliers assessed
Situation 2:
Airbus Defense & Space wants to modernize its digital environment, harmonize its legacy ERP landscape, and migrate 62 ERP systems to 5 S/4 Hana systems.
Tasks:
The implementation shall use SAP standard with as little customization possible. In close cooperation with all product lines, all business processes need to be examined, simplified, harmonized, and adjusted to mostly leverage SAP standard functionality based on the S/4 Hana engineering processes. A migration strategy needs to be planned
Actions:
- Define and apply an Airbus DS divisional standard template upfront the roll-out phase for all feasible domains/functions
- Define and apply business-type templates for specific domains/functions following a roll-out sequence
- Limit the number of business-type templates and strive for maximum harmonization where feasible
- Prepare migrations
Result:
- As SAP PS product owner I participated and moderated all relevant business process and fit/gap analysis meetings and surveyed all developments and test phases.
- Migration of the first 5 systems into the new environment went successful
