parts of the organization
we weren’t necessarily
comfortable with before.”
—Duane Reyes, PMP, Parker Aerospace
Aerospace: It has won more than US$20 billion in new business over the last eight
years. Throughout this period, the PMO also helped the organization adapt to a
changing business environment by redefining when a project is truly over.
In recent years Parker Aerospace has evolved from simply a component
supplier into a systems integrator. While this shifting role has helped to drive
growth, it also has presented major challenges for the company: The product
development process now often encompasses transitioning to production and
entering into service.
To help identify risks and improve effectiveness in this “post-development”
product life cycle, the PMO rolled out a major initiative two years ago: the production and support readiness (PASR) tool, which measures progress against
58 variables defined as critical to success. Support extends to the organization’s
ability to address issues once an aircraft is in service; Parker Aerospace needs to
be able to respond to problems in a matter of hours—not days.
“The production and support readiness tool has really pushed us to get
involved with more customer support aspects of what we do,” Mr. Reyes says.
“The training and tools available now allow us to reach into parts of the organi-
zation we weren’t necessarily comfortable with before.”
Deployment effectiveness of the PASR process and tool is measured on a five-
point scale; one is “initial commitment” and five is “best in class.” In 2014, the
PMO established a baseline reading of 1. 5. By 2016, the number climbed to 3. 5.
The improvements have been noticeable to clients. For example, Rolls-Royce
awarded Parker Aerospace its Supplier Best Practice Award, noting that the
“It’s the PMO’s job to establish the tools, procedures and training
to enable Parker Aerospace to deliver on commitment to our cus-
tomers,” Mr. Conlon says.
The PMO is driving deployment of best practices into the
project team’s daily standard work, creating a competitive
advantage for Parker Aerospace, says Mr. Draskovich:
“We’ve established a benefits-focused mindset by directly linking
project performance to business performance.” PM
Check out behind-the-scenes videos of
this year’s PMO of the Year winner and
finalists on PMI’s You Tube channel.
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LIGHTS, CAMERA, ACTION!
of the PMO has
been the way
we’ve increased the
of our people.”
—Barry Draskovich, PMP