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Volume X - Issue V - May 2008

Case Studies

 

Streamlined Decision-Making
and Sharper Project Focus at BAE Systems

By Liz Fletcher

As part of a strategy to implement Earned Value Management (EVM) methodologies
throughout the enterprise, BAE Systems set out in 2006 to improve its project
management techniques and increase efficiency. The Air Support business of the
Military Air Solutions group, which provides maintenance and support services to
military aircraft in multiple countries, has been the first to see results. By
standardizing its project teams on Microsoft Project Server and implementing TPG’s
PSLink for seamless integration with its SAP system,

BAE Systems has been able to save time on data verification work, and streamline its decision making process. BAE Systems is the premier global defense and aerospace company delivering a fullrange of products and services for air, land and naval forces, as well as advanced electronics, information technology solutions and customer support services. With
96,000 employees worldwide, BAE Systems' sales exceeded £15 billion (US $27 billion) in 2006. It is the world’s third largest defense company and number one in Europe.

Its Military Air Solutions (MAS) group provides advanced military air capability via
the successful delivery of design, development, manufacture and support contracts
with UK and overseas customers. Working in partnership with customers and
suppliers, Military Air Solutions ensures operational requirements are met in the
most cost effective manner.

Read complete paper in English

 

Liz Fletcher

 

Liz Fletcher
Author

Following more than 20 years' experience in the enterprise software industry, Liz Fletcher is now a freelance writer,
translator and consultant specializing in IT and engineeringrelated
subjects. She is based near Paris, France and is trilingual in English,
French and German.

 

 

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The People Side of Program and Project Retrospectives

Part 3 in a series

By Debra Lavell & Russell Martinell

Due to the growing complexity of our product and service development processes at Intel, as well as the increase in global dispersion of our development teams, we’ve implemented a more effective approach for capturing and implementing our program and project learnings.  This approach is known as the retrospectives methodology.  A retrospective is a ritual where a team comes together several times during the lifecycle of the program to discuss what is working well and uncover opportunities for improvement.  Retrospectives are a powerful way to help a team apply the wisdom learned with the intent of long-term behavior change (see part one of this series for the foundational elements of retrospectives). 

As with any organization or business process change endeavor, one of the most difficult challenges to overcome is getting people en mass to change the way they work and behave.  Bringing the retrospectives methodology into Intel has been no different.  A key learning we’ve discovered is that the services of a trained facilitator is beneficial to improving the likelihood of sustainable change in moving to the retrospectives methodology.  In this paper, we explore the people side of bringing retrospectives into an organization from a facilitator’s perspective, and how one deals with human aspects of introducing changes in the way people work and behave.

Read complete paper in English

 

About the Authors:


Debra Lavell

Debra Lavell works as a retrospectives expert in the Corporate Platform Office at Intel Corporation, and has delivered over 80 program and milestone retrospectives over the past 5 years.  She also designed the “Facilitating Effective Retrospectives” training course which she has delivered to over 50 program and project teams.  In addition to her work in retrospectives, Debra is also a recognized expert in requirements engineering, is a member of the Rose City Software Process Improvement Network Steering Committee, and president of the annual Pacific Northwest Software Quality Conference. 



Russ Martinelli

Russ Martinelli is the Manager of Program Management Methods within the Corporate Platform Office at Intel Corporation, where he focuses on the implementation of program management practices across Intel.  Additionally, Russ is the chairman of Intel’s global Program Management Community of Practice, an adjunct professor at the University of Phoenix, and co-founder of the Program Management Academy.  Russ has held a variety of positions at Intel and Lockheed Martin in the areas of systems engineering, general management, operations management, and project and program management.  Russ has recently published the book titled “Program Management for Improved Business Results” (ISBN: 0-471-78354-4).  Contact Russ at:  russ.martinelli@programmanagement-academy.com

 

 

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