Aviation MRO SoftwareAviation MRO Software

Defining, Selecting & Defining, Selecting & Implementing a SolutionImplementing a Solution

Improve EfficiencyImprove Efficiency Improve AccuracyImprove Accuracy Improve ProductivityImprove Productivity Improve ProfitabilityImprove Profitability Reduce CostsReduce Costs

Obvious BenefitsObvious Benefits

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Disciplined & regimented controls ensure :Disciplined & regimented controls ensure :

Users only do what they are supposed to doUsers only do what they are supposed to do Uniformity of procedures & processesUniformity of procedures & processes Processes are followed that are technically, Processes are followed that are technically,

commercially & financially appropriatecommercially & financially appropriate Processes are followed in the correct orderProcesses are followed in the correct order

Users can assess the status of an individual work Users can assess the status of an individual work scope, or the business as a whole, at any point in time, scope, or the business as a whole, at any point in time, and be pro-active as well as reactive.and be pro-active as well as reactive.

Improve ControlImprove Control

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Teamwork is vital to the success of any business.Teamwork is vital to the success of any business.

Software is a useful tool in this process.Software is a useful tool in this process.

The Three ‘C’s’ of Teamwork:The Three ‘C’s’ of Teamwork:

CooperationCooperation CoordinationCoordination CommunicationCommunication

Improve TeamworkImprove Teamwork

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Harness Business DataHarness Business Data

Business Data that is effectively harnessed can be an Business Data that is effectively harnessed can be an enterprise’s most potent weapon. Data can be :enterprise’s most potent weapon. Data can be :

StoredStored SharedShared AnalysedAnalysed Acted UponActed Upon

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““It takes all the running you can do to keep in the same place. It takes all the running you can do to keep in the same place. If you want to get somewhere else, you must run at least twice If you want to get somewhere else, you must run at least twice

as fast as that!”as fast as that!”

Lewis Carroll (from “Alice through the Looking Glass”)Lewis Carroll (from “Alice through the Looking Glass”)

Drive Your Business Drive Your Business Forward !Forward !

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Step 1Step 1Defining your requirementsDefining your requirements

Define your business processesDefine your business processes

Identify areas requiring improvementIdentify areas requiring improvement

Agree the objectives to be achievedAgree the objectives to be achieved

Produce a detailed specificationProduce a detailed specification

Define timescales and budgetsDefine timescales and budgets

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Step 1Step 1Defining your requirementsDefining your requirements

Do :Do : Set up a Project Team which should include the Set up a Project Team which should include the

best and most experienced personnelbest and most experienced personnel The team must be open-minded, positive and The team must be open-minded, positive and

should take the approach of a ‘fresh start’should take the approach of a ‘fresh start’ Be honest in evaluating your business’s Be honest in evaluating your business’s performance : recognise both strengths and performance : recognise both strengths and weaknessesweaknesses Produce as detailed a specification as possibleProduce as detailed a specification as possible Decide on some measurable K.P.I.’sDecide on some measurable K.P.I.’s Set a realistic budget and timescaleSet a realistic budget and timescale

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Step 1Step 1Defining your requirementsDefining your requirements

Don’t :Don’t : Scrimp on resources, particularly when Scrimp on resources, particularly when

reviewing business processes and reviewing business processes and producing a specificationproducing a specification Restrict your requirements to cover Restrict your requirements to cover those of those of the current business set-upthe current business set-up Fail to involve interested parties when Fail to involve interested parties when

defining the requirements defining the requirements

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Step 2Step 2Evaluating SoftwareEvaluating Software

Locate suitable software providersLocate suitable software providers

Supply vendors with the detailed specSupply vendors with the detailed spec

Evaluate vendors’ responsesEvaluate vendors’ responses

Invite vendors to demonstrateInvite vendors to demonstrate

Visit reference sites for the short-Visit reference sites for the short-listed listed

Agree on a choiceAgree on a choice

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Step 2Step 2Evaluating SoftwareEvaluating Software

Locating suitable software providers can be Locating suitable software providers can be difficult. Sources include :difficult. Sources include : InternetInternet : although this is one of the most common : although this is one of the most common

methods of searching, it can be confusing and methods of searching, it can be confusing and random. People use the internet because of random. People use the internet because of

speed speed and convenience, but it requires patience, and convenience, but it requires patience, thoroughness and painstaking detailed thoroughness and painstaking detailed

investigationinvestigation AdvertisingAdvertising : browse publications that are targeted : browse publications that are targeted

at your business sector for the most suitable at your business sector for the most suitable choices choices ReferralsReferrals : probably the most reliable, but don’t : probably the most reliable, but don’t always take their word for it!always take their word for it!

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Step 2Step 2Evaluating SoftwareEvaluating Software

Review the prospective software providers’ Review the prospective software providers’ responses carefully. You should consider :responses carefully. You should consider : How well have they met the spec? What other How well have they met the spec? What other

functionality do they offer that you may not functionality do they offer that you may not have have considered?considered? What solutions do they offer for modifying the What solutions do they offer for modifying the

system to meet your requirements?system to meet your requirements? Does their Support Contract offer value for Does their Support Contract offer value for money? money? Does their budgetary estimate include all the Does their budgetary estimate include all the

potential costs, or are they hidden?potential costs, or are they hidden?

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Step 2Step 2Evaluating SoftwareEvaluating Software

The demonstration is often the most important The demonstration is often the most important opportunity to evaluate the software and its opportunity to evaluate the software and its vendor. You should consider :vendor. You should consider : What responses did they give to the spec? Test What responses did they give to the spec? Test

them for the truththem for the truth Functionality they offer that you may not have Functionality they offer that you may not have

consideredconsidered Are they people you can deal with? Remember, Are they people you can deal with? Remember,

software is a relationship businesssoftware is a relationship business Asking them to demonstrate a specific process,Asking them to demonstrate a specific process,

not just show you screensnot just show you screens13

Step 2Step 2Evaluating SoftwareEvaluating Software

The reference site visit is a vital part of the The reference site visit is a vital part of the selection process. You should ask them :selection process. You should ask them : What are the strengths of the software as they What are the strengths of the software as they see see it, and how has it been of benefit to their it, and how has it been of benefit to their business?business? What areas provide potential for a return on What areas provide potential for a return on

investment? investment? How responsive is the vendor to meeting their How responsive is the vendor to meeting their

support and functionality needs?support and functionality needs? Is their system ‘bespoked’ at all, and if so, what Is their system ‘bespoked’ at all, and if so, what

have been the ramifications?have been the ramifications? Did their implementation go according to plan? Did their implementation go according to plan? 14

Step 3Step 3Implementing SoftwareImplementing Software

Appoint a Project Manager and TeamAppoint a Project Manager and Team

Define an agreed detailed Project Define an agreed detailed Project PlanPlan

Review your business processes Review your business processes againagain

Go-Live only when you are readyGo-Live only when you are ready

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Step 3Step 3Implementing SoftwareImplementing Software

DoDo Ensure that the Project Manager and Team are Ensure that the Project Manager and Team are

empowered to make changesempowered to make changes Ensure that adequate resources are made Ensure that adequate resources are made availableavailable Be PreparedBe Prepared Expect resistance, but ensure that all the Expect resistance, but ensure that all the Project Project Team and senior management are fully Team and senior management are fully committed committed to a successful implementationto a successful implementation Ensure ‘ownership’ of each function within the Ensure ‘ownership’ of each function within the

softwaresoftware16

Step 3Step 3Implementing SoftwareImplementing Software

Don’tDon’t Lose sight of why you wanted the software in Lose sight of why you wanted the software in the the first place, having particular regard to those first place, having particular regard to those

functions that offer a return on investmentfunctions that offer a return on investment Scrimp on resources, particularly the time that Scrimp on resources, particularly the time that the the Project Team spends on training and testing Project Team spends on training and testing

the the softwaresoftware Go-Live until you are fully preparedGo-Live until you are fully prepared Delay the Go-Live without very good reason Delay the Go-Live without very good reason

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Common MythsCommon Myths

““Because it’s expensive, Because it’s expensive, it has got to be good!”it has got to be good!”

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Failures !Failures !

Child Support Agency - £450mChild Support Agency - £450m

J Sainsbury- £350mJ Sainsbury- £350m

UK Inland Revenue - £2 billion write offUK Inland Revenue - £2 billion write off

UK Dept of Work & Pensions – 7 out of UK Dept of Work & Pensions – 7 out of 10 Projects failed in the past decade10 Projects failed in the past decade

Others : Ford, McDonalds, Nike….Others : Ford, McDonalds, Nike….

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Common MythsCommon Myths

““Because that Because that organisation is using it, it organisation is using it, it

has got to be good!”has got to be good!”

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Applications must be fit for purposeApplications must be fit for purpose

Satellite Workshops of large Corporations do not Satellite Workshops of large Corporations do not require ERP Systemsrequire ERP Systems

Manufacturing-Based software does not fit the Manufacturing-Based software does not fit the processes of MRO businessesprocesses of MRO businesses

Finite Scheduling does not work in Aviation MROFinite Scheduling does not work in Aviation MRO

Regardless of cost, if a software does not match the Regardless of cost, if a software does not match the processes of the organisation, the Project is doomed processes of the organisation, the Project is doomed to failto fail

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Common MythsCommon Myths

““Bespoke Applications are Bespoke Applications are better than a commercial better than a commercial ‘Off-the-Shelf’ Aviation ‘Off-the-Shelf’ Aviation

MRO solution”MRO solution”

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Disadvantages of Bespoke SystemsDisadvantages of Bespoke Systems

Greater risk that the product will become Greater risk that the product will become unsupportableunsupportable

Greater risk of Support Costs going over-budgetGreater risk of Support Costs going over-budget

Increased risk of Project failureIncreased risk of Project failure

Slower response timesSlower response times

Increased Development CostsIncreased Development Costs

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A few statistics…A few statistics…The following figures apply for Software Projects :

24% are terminated before they produce 24% are terminated before they produce anythinganything

68% are considered to have failed68% are considered to have failed

Of those that do complete, the average cost Of those that do complete, the average cost overrun is 45%overrun is 45%

Source : The Standish Group – Chaos Report 2009Source : The Standish Group – Chaos Report 2009

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Top 5 Reasons for Project FailureTop 5 Reasons for Project Failure

Incomplete requirements & specificationsIncomplete requirements & specifications

Lack of User InvolvementLack of User Involvement

Lack of resourcesLack of resources

Unrealistic expectationsUnrealistic expectations

Lack of Executive supportLack of Executive support

Source : The Standish Group – Chaos Report 2009Source : The Standish Group – Chaos Report 2009

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Recipe for Success : CHAOS TenRecipe for Success : CHAOS Ten

Executive SupportExecutive Support User Involvement User Involvement Experienced Project ManagerExperienced Project Manager Clear Business Objectives Clear Business Objectives Minimised ScopeMinimised Scope Standard Software InfrastructureStandard Software Infrastructure Firm Basic RequirementsFirm Basic Requirements Formal MethodologyFormal Methodology Reliable EstimatesReliable Estimates Other CriteriaOther Criteria

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Thank YouThank You

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