Click To Edit Master Title Style - Project Management Institute

Communications - Brashear Positioning Our PM Organization For Growth March 14, 2013 L-3 COMMUNICATIONS Brashear - Unclassified 1 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 Brashear PM began with establishing PM tenets in its processes L-3 COMMUNICATIONS Brashear - Unclassified 2 L-3 Communications Overview L-3 COMMUNICATIONS Brashear - Unclassified 3 L-3 Communications Business Segments

C3ISR Government Services AM&M Electronic Systems $3.4B $3.9B $2.7B $5.5B L-3 COMMUNICATIONS Brashear - Unclassified 4 L-3 Communications Brashear Products Distinct but Technologically Related Product Areas L-3 COMMUNICATIONS Brashear - Unclassified 5 The Worldwide Threat Continues Shift of US strategic interests from Europe to Asia Rising Chinese

military capabilities Potential state-onstate conflicts Continued ethnic conflicts, civil wars Other asymmetric threats: Terrorism, Drug cartels Abundant Need Threatened By An Issue Affecting All of Us L-3 COMMUNICATIONS Brashear - Unclassified 6 Government Debt A child born today incurs $46,000 in debt $16T in $100 bills L-3 COMMUNICATIONS Brashear - Unclassified 7 Defense Budgets n o i t a r t s e

Sequ n o i t u l o s e R g n i u Delays n i t n Co Go v ern me nt D 640 ebt 620 Cei Cutbacks 600 ling 580 PB 2012 560 s

s 540 n o i t B h a l 9 l e g 5 c 2 an u C 520 n PB 2013 $ o o l i t r c+ u u d 500 F

e R t B 0 n $20 e 480 n m tio n c u r 460 d e e R2014 2015 2016 2017 v 2012 2013 o G Growing Our Business Requires Best-In-Class Performance! 8 L-3 COMMUNICATIONS Brashear - Unclassified Program Management A Business Imperative Three business success imperatives identified

Program Management, Systems Engineering & Supply Chain Management have greatest influence L-3 COMMUNICATIONS Brashear - Unclassified 10-15% Annual Growth 9 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 L-3 COMMUNICATIONS Brashear - Unclassified 10 Process: Focus on PM Tenets Existing with but Immediate improvement development & needed deployment needed Time Management

Cost Management Integration Scope management Management Quality Risk Management Management Resource Procurement Management Management Communications (subcontract) Management L-3 COMMUNICATIONS Brashear - Unclassified 11 Scope & Cost Management Instituted Performance measurement baseline (PMB) process established Resources identified in PMB Management commitment at project start Set baseline to as-late-as possible & execute to assoon-as possible Earned value management tool of choice Program change request documents adjustments to PMB Mid month cost analysis

Avoiding the: You will get it when you get it & it will cost what it costs syndrome CPI, SPI, EAC, TCPI, LRE, ETC, VAC L-3 COMMUNICATIONS Brashear - Unclassified 12 Performance To Plan: Total, Labor & Material Financial Rating Current Blue CPI = 1.04 SPI= 1.00 Current Prior Program CPI 1.04 1.03 Program SPI 1

1.01 IRR Ratio 1.00 1.00 Profit Ratio 0.08 0.08 Positive Positive Cash Flow Variance Performance Funding Prior Blue CPI/SPI Labor Trends L-3 COMMUNICATIONS Brashear - Unclassified Trend CPI/SPI Material Trends 13

Functional Performance To Plan Operations Labor Hours 15,000 10,000 5,000 0 J F M A M J J Cummulative Baseline Hours A S O N D J

F M A Cummulative Actual / Forecast Hours L-3 COMMUNICATIONS Brashear - Unclassified 14 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 L-3 COMMUNICATIONS Brashear - Unclassified 15 Risk & Opportunity Management Scorecard

Lessons Learned Major Risk/Opportunity Burn-Down Plan/Schedule Opportunity Benefit Rating 140 100 $K 80 60 -5 -4 -3 -2 -1 1 Env. Risk Transferred to L3 from Customer PROBABILITY OF OCCURANCE RATING 4 5 41-60% 21-40% Total 20

3 61-80% <20% 40 2 >80% Prob 120 Risk Impact Rating 1 0 0 0 1 1 1 0 IMPACT RATING

0 Total Max Exposure: $483,310 Total Derated Value: Risk/Opportunity Ratio: $13,222 15.35 Ratio $MR/$ Derated Risk $PC + $MR: $203,000 Reporting Date: Jan-13 L-3 COMMUNICATIONS Brashear - Unclassified 16 Right Resources @ Right Time Phase 1: Identifying the project needs Phase 2: Communicating needs to organization Phase 3 (Planned): Communicate needs to individuals L-3 COMMUNICATIONS Brashear - Unclassified 17 Microsoft Project Server As Easy As 1-2-3 Today Resource Code, Tomorrow By Name

Time Phased Demand vs. Capacity 1st 2nd 3rd L-3 COMMUNICATIONS Brashear - Unclassified Project & Tasks Identified 18 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) L-3 COMMUNICATIONS Brashear - Unclassified 19

Project KPIs Identified w/ Criteria Prior Current Future Trend Action Plan / Comments Overall Program Y PM discretion: Cannot be better than FEE, Customer Relationship or Risk ratings (*) and no more than one shade better of other criteria Contract B Negotiated (Letter of subcontract OK) and no open items - Blue, open items expected to close in current period - Green, open items with age <60 days Yellow, open items with age >60days - Red Funding Status G

Program funded to contract value - Blue, Current funding + 2 months planned expenditures- Green, same as green except 0 to +1 month planned expenditures - Yellow, same as green except <1mo planned expenditures - Red Financial Performance R *Fee Technical Schedule EVMS: CPI > 1.0 - Blue, <1.0 but >.95 - Green, <.95 but >.90 - yellow, <.90 Red; Non EVMS: MR trend upward - Blue, stabile - Green, downward - Yellow, No MR - Red Actual Fee is: >102% planned fee - Blue, <102% but >98% - Green, <98% but >90% - Yellow, <90% - Red PM discretion: No show stoppers & exceeding customer requirements with large margins - Blue, No show stoppers & meeting customer requirements with small margins - Green, Backlog of open issues no show stoppers meeting customer requirements with no margin - yellow, showstoppers and/or negative margin to customer requirements - Red EVMS: SPI > 1.0 - Blue, <1.0 but >.95 - Green, <.95 but >.90 - yellow, <.90 Red; Non EVMS: Delivery slack trend upward - Blue, stabile - Green, downward Yellow, No slack - Red Supply Chain Blue - Actual or projected Supply Chain Tasks enable project to improve delivery schedule margin (ahead of Plan), Green There are no projected Supply Chain Tasks impacting project's planned delivery schedule margin (on Plan), Yellow Issues with Supply Chain Tasks resulting in or projected to impact in part the projects planned delivery schedule margin (slip in Plan, but still have margin), Red Issues with Supply Chain Tasks resulting in or projected to impact contract end-item delivery schedule (slip in Plan, no margin)

Supply Chain Tasks = all internal and external activities involved in the project's supply chain (examples: releasing BOMs, developing material requirements/SOWs, requisitioning, placing POs, supplier performance, receiving, inspection, screening, kitting, etc.) *Customer Relationship PM discretion: Functional/complimentory relationship - Blue, Functional Green, Expressing dissatisfaction - Yellow, Combative/non-collaborative - Red *Program Risk Based on ration of available MR$/Derated Risk Value$: >1.5 - Blue, <1.5 but >1.1 - Green, <1.1 but >0.95 - Yellow, <0.95 - Red L-3 COMMUNICATIONS Brashear - Unclassified 20 Executive Project Performance Trend & Projection Program Performance Trend Finance Technical Schedule Customer Supplier Staffing Overall PM Projection A S O N D



G B G B G B B G B G B G B G G B G B G B G G B G B G B G G Present

L-3 COMMUNICATIONS Brashear - Unclassified 21 Example: Customer Communication Plan L-3 Position L-3 POC Customer POC Customer Position Contact # Date Last Contacted Date Next Contact Sector President Division President VP & General Manager Director of Programs Program Manager Engineering Lead

Contracts Lead Supply Chain Manager Quality Lead L-3 COMMUNICATIONS Brashear - Unclassified 22 How Are We Doing? The Results Are Promising L-3 COMMUNICATIONS Brashear - Unclassified 23 Business & Project Performance Improving! 100% 80% We still have a ways to go 60% 40% 20% 0% May June July Aug

Sep Oct Nov Dec Jan Overall Project Performance Improving! Overall project performance improved 15% Next steps: replace engineering codes w/ named resources Resource utilization increased 11% Profit margin increased 8% Improves our competitive position! L-3 COMMUNICATIONS Brashear - Unclassified 24 Strong Program Management An 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 L-3 COMMUNICATIONS Brashear - Unclassified 25 A journey of a thousand miles begins with a single step LAO TZU Chinese philosopher (604 531 BC) What is your transformation journey? L-3 COMMUNICATIONS Brashear - Unclassified 26

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