Aerospace contracts are generally long-term as the cost of changing suppliers can be high and the production volumes involved low. Non-Technical Requirements (NTR) management must start in the bid phase and continue throughout the project lifecycle as they have the potential to become cost drivers and impact customer satisfaction for years to come. This conference will detail a methodology used for NTR management as well as some associated best practices. Speaker Adrian Armorer- Quality Assurance Manager, Development at Thales Canada Avionics Adrian has been working in the aerospace industry since 2008, and at Thales Canada Avionics since 2012. His expertise include project quality assurance as well as system and software developpement quality assurance, necessary roles in the development of flight critical electronics. He graduated Concordia University in 2006 with a Bachelor of Mechanical Engineering, followed up by a Master's degree in Project Management at UQAM in 2013.

1. 1
Non-Technical Requirements (NTR)
Management in the Bid & Project
Phases
Given by:
Adrian Armorer, eng, MPM, PMP
Qualtiy Assurance Manager, Development
Thales Canada Avionics

2. Adrian Armorer, eng, MPM, PMP
Aerospace/Avionics experience dating back to 2008
Bachelor of Mechanical Engineering, Concordia
University, 2006
Master’s of Project Management, UQAM, 2013
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3. Agenda for the Conference:
Introduction
• What is a Non Technical Requirement?
• Why do Non Technical Requirements need to be managed?
The Process
• Bid Phase
• Project Phase
Best Practices
Discussion and Questions
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4. What is a Non-Technical
Requirement?
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5. 5
 Technical Requirement are dealt with in a complete
different way and are out of scope of this presentation
 Sometimes known as a “Non-Functional Requirement
‘’Any requirement that does not directly impact
the fit, form or function of the product”
Thales Avionics Definition

6. 6
An NTR Example for the purposes of our
discussion:
The first 50 function changes between Joint Definition
Phase (JDP) and Safety of Flight shall be free of charge to
the buyer. The first 25 function changes between First
Flight and Certification shall be free of charge to the
buyer.

7. Why manage Non-Technical
Requirements?
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8. Why Manage Non-Technical Requirements?
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• Varied, Complex and Far-Reaching
• Cost Drivers
• Required by AS9100
• Customer Satisfaction

9. NTRs are Varied, Complex and Far-Reaching
• 3 Levels of Requirements can Easily be Flowed Down by
Airframers/Tier 1 firms
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10. NTRs are Cost Drivers
• Project/Bid teams reviewing NTRs can spot cost drivers
that generalists can overlook
• Will influence project planning
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• Examples include: First Article Inspection
System, Document Retention, Safety
Stocks

11. Required by the Aerospace Quality Management Standard
• Sections 7.2.1 & 7.2.2 of AS9100C relate to requirement
management
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12. NTRs Directly Impact Customer Satisfaction
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13. PMBOK- From Chapter 5, Scope Management
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14. Two Global Standards…
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…Aligned

15. Non-Technical Requirement
Management
The Bid Phase
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16. Bid and Project Lifecycle
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Bid or No Bid Decision: Start
of NTR Management
NTR Management
continues until project
closure

17. Step 1: Capture and Allocate NTRs
• All potential NTRs (contract, SOW, Service Agreement,
etc) are captured, and copied into the matrix
• Initial analysis of NTRs to distinguish from non-
requirements, technical requirements, etc.
• Assigning of NTRs to project work package managers
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18. 18
PM has proposed this requirement
responsibility to these WPs. Quality
has rejected at this point. Programs
wants to be informed only.
Supply Chain has accepted
responsibility to investigate
compliance into this requirement
Non-Requirements are always
“accepted” by Programs

19. Step 2: Determining the Nature of the
Requirement
• All requirements must be categorized:
• “in referential”
• Specific NTR
• Special NTR
• Technical Req.
• “Special Requirements” and “Critical Items” are AS9100
concepts that our industry is required to address.
• All requirements must be defined as “critical” or “not”.
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20. Step 2: Determining the Nature of the
Requirement (cont’d)
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21. Step 2: Determining the Nature of the
Requirement (con’t)
• Technical Requirement
• Requirement judged technical after analysis. Maintained in
the matrix for document integrity
• Special NTR
• Based on AS9100C, chapter 3.2
• Critical Item
• Based on AS9100C, chapter 3.3
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22. Step 3: Compliance to the Requirement
• “in referential” requirements are by definition compliant
• Specific, Special NTRs are judged as compliant (C),
partially compliant (PC) or non-compliant (NC) with
justification for the PC and NC.
• Preliminary risk register is populated with Special NTRs
and Critical Items
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23. Step 3: Compliance to the Requirement
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24. Step 3: Compliance to the Requirement (cont’d)
• First draft of NTR matrix is an input for project estimates.
• The Matrix iterates over the course of the bid!
• Estimates need to be adjusted based on evolving
compliance
• Final compliance matrix frozen at project award.
• Must reflect the contract signed
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25. Non-Technical Requirement
Management
The Project Phase
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26. 26

27. Non-Technical Requirement
Management
Best Practices
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28. Best Practices
• NTRs can be used as negotiating leverage during the
bid phase
• If a non-compliant requirement is accepted without
a scope change a risk should be raised
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29. • Propose to the customer to contractualize any
compliance matrices from the bid phase
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30. • Include NTR reviews in project schedules
• Include as a comment the justification of
critical and special requirements.
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31. 31

32. • Any Suggestions???
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33. Questions ?
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34. Prochaine conférence
24 novembre 2015
Gestion de requis des clients dans
le développement d’un nouvel avion
avec
Monsieur André Blanchet
Spécialiste Programme et Chef de Groupe
Ingénierie Clientèle Avions C Series
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Prochaine conférence
24 novembre 2015
Gestion de requis des clients dans
le développement d’un nouvel avion
avec
Monsieur André Blanchet
Spécialiste Programme et Chef de Groupe
Ingénierie Clientèle Avions C Series