Taking-off with SAFe – How Airbus utilizes Agile in business Muriel Nomura VP, Program and Project Management, Airbus

1. Muriel NOMURA SALVADORI – Center of Competences Programme & Project Management
24th Jan 2019
AGILE @ Scale

2. Airbus is an international pioneer
in the aerospace industry.
January 2019 Agile@ AIRBUS2
A commercial aircraft manufacturer with two other Divisions - Defence and
Space and Helicopters - Airbus is the largest aeronautics and space
company in Europe and a worldwide leader.
Airbus has built on its strong European heritage to become truly international –
with roughly 180 locations and 12,000 direct suppliers globally. The company
has aircraft final assembly lines across Asia, Europe and the Americas, and
has achieved a more than a sixfold order book increase since 2000.
We are a leader in designing, manufacturing, and delivering aerospace products,
services and solutions to customers on a global scale.
We make it fly Creating a better connected, safer
and more prosperous world

3. Our strategy
Position as a leader
• Strengthen market position and
profitability, while remaining a leader in
Commercial Aeronautics.
• Preserve leading position in European
Defence, Space and Government
markets.
January 2019 Agile@ AIRBUS3
Utilise strategic levers
• Exploit incremental innovation
potential within product programmes,
while pioneering and fostering
disruptions in our industry.
• Exploit digitalisation to enhance our
products, services and operations, as
well as pursue new business models.
• Adapt to a more global world and
move closer to international markets.
• Focus services on and around
platforms.
• Strengthen value chain position.
Deliver the results accordingly
• Focus on profitability, value creation,
and market position – no need to chase
growth at any cost; actively manage
portfolio.

4. January 2019 Agile@ AIRBUS4

5. A growth story
Airbus makes a vital and growing contribution to the economies of its home
countries and the wider world – fuelling prosperity around the globe.
January 2019 Agile@ AIRBUS5
2017 Revenue
€59 bn*
12,000 Suppliers from
more than100 countries
2017 Ebit
€3.4 bn
* restated for IFRS 15
€997 bn
Order Book Growth
€131.9 bn
2000 2017
+650%
€158 bnOrder Intake
€49.1 bn
2000 2017
+220%
€2.80 bnSelf-financed R&D
€1.3 bn
2000 2017
+115%

6. A Global Company
January 2019 Agile@ AIRBUS6
China
1,150
Spain
13,177 (10%)
USA
2,707 (2%)
UK
11,304 (9%)
Germany
44,214 (34%)
France
47,865 (37%)
129,442employees
from 135 nationalities
Located across 35 countries
on more than 180 sites
International Sales
31% Europe
69% Non-EuropeOther
countries
10,178 (8%)

7. Our Projects landscape
January 20197
Flying products
Programmes
• Technical complexity
• Hundreds of teams to coordinate
• Stretch schedule with impacts on Corporate Strategy
IS Projects
• Reliability of the delivery model
• Reactivity to secure business continuity
• Size of deployment (often thousands of users)
• Business operations understanding
• Change Management
• Benefits realisation
Business
Improvement
Projects or
Portfolio
• Long lasting projects (>10 years)
• Coordination with external partners – Universities…
Research &
Technology
• CAPEX Projects on critical path for Airbus Strategy
(industrial ramp-up)
Buildings &
Infrastructure
Project Management Stakes
Agile@ AIRBUS
Project types

8. Our foundations….. P&PM Center of Competences (CoC) ….
January 2019 Agile@ AIRBUSPage 8
“Enhance our P&PM Culture to deliver on current/future programme commitments”
Operations
Body of
Knowledge
Methods &
Tools
Resourcing
“Operations keeps the lights on, strategy provides a light at the end of the tunnel, but project
management is the train engine that moves the organization forward.”
— Joy Gumz
Creation
Foundation
Consolidate
Expand
Improve
In 2008

9. Rationale for Change
January 2019 Agile@ AIRBUS9
Manage the unexpected in an organisation
built on predictability
Over the last years, pressure has continuously
increased on all projects…
Reduce cycles & improve Time to Market
Transform Business models & solutions,
delivery mode
Secure ramp-up up to +800 A/C per year
… leading to necessary adaptation of Project
Management Methods

10. Our inspiration - The Heart of Agile – by Alisatir Cockburn
January 2019 Agile@ AIRBUS10

11. Agile Transformation – People are at the heart of the Transformation
January 2019 Agile@ AIRBUS11
SHARING DATA
WITH SUPPLIERS
AND CUSTOMERS
CUSTOMER-CENTRIC
DECISION MAKING
DIGITAL
TECHNOLOGIES
LEARNING
ORGANISATION
AGILE WAYS OF
WORKING,
COLLABORATIVE AND
INCLUSIVE DATA DRIVEN
SINGLE POINT OF
TRUTH

12. 2016, was born with a vision for our Engineering
Methods & Tools (PLM)
Agile@ AIRBUS12
An End to End
People
Transformation
Experimenting full
Agile on pilot projects
More projects
Explore Run & Plan
EM&T fully AGILE
Plan – Build - Run
January 2019

13. SAFe in Airbus….Where are we today in Engineering and R&T?
Cabin & Cargo
1st PI Planning
R&T RMO
1st PI
Planning
Electrification
1st PI Planning
InCube Studio
1st PI Planning
Fuselage of
Tomorrow (FoT)
1st PI Planning
Propulsion of
Tomorrow (PoT)
1st PI Planning
Tail Centric 1st
PI Planning
Jun
Feb
Domain ART
Large
Sol.
Portfolio
Engineering
Toolset
12 7 1
Skywise 4 1
ARP 2
R&T 3
Air Supply 1
Transformation 3 1 1
SAFe in Numbers
VersionOne for
SAFe portfolio
January 2019 Agile@ AIRBUS13

14. Benefits of Agile and Agile @ scale
Return on Experience on first implementation areas
January 2019 Agile@ AIRBUS14
Method based on
“information
sharing” and
multifunctional
teams creates envy
and quick adoption
10 to 50%
motivation increase
People
engagement
Stronger
collaboration
between Teams
Time to get end user
feedback
from 12 months to 2
to 10 weeks
Value to
Business
From 18 months
(full result at risk) to
3/6 months for a
Minimal Viable Product
(MVP)
for new solutions
Fast
Delivery
Regular revision of
the backlog to face
evolving business
needs
From 1 year
decision cycle to 3
months
Flexibility and
reactivity
Demo sessions as
cornerstone of
project governance
25-75% defect
reduction
Quality

15. January 2019 Agile@ AIRBUS15
Agile Global Squad
25 members – all AIRBUS Divisions
Our deployment philosophy….
• Agile coaches close to Agile teams (IS, Engineering, Operations, Transfo)
• All PMOs also Scrum Masters
• Each new project checks if Agile can bring benefits during set-up
• Next steps
• Develop Hybrid Agile Framework for non-IT projects
• Massive Agile Scrum awareness campaign
• Impediments removal projects (HR, Finance, Procurement)
Today

16. Thank you