BRM Tool

List of Transformational Initiatives

Name	Layer	OBS	Owner	Options
Implement XY estimating tool	Automotive Division	Automotive Division	Sheldon Kraft
Quality Improvement Process	Aerospace Division		Sheldon Kraft
Update CAD/CAM tools	Corporate Infrastructure Initiatives		Sheldon Kraft
Replace legacy admin applications	Corporate Infrastructure Initiatives		Sheldon Kraft
Request certifications for large aircraft	Aerospace Division		Sheldon Kraft
Develop design skills for large aircraft	Aerospace Division		Sheldon Kraft
Implement Electronic Kanban	Automotive Division		Sheldon Kraft
Optimize cost of materials	Automotive Division		Sheldon Kraft
Implement advanced modeling	Aerospace Division		Sheldon Kraft
Install robotic workstations	Aerospace Division		Sheldon Kraft
Implement advanced design	Automotive Division		Sheldon Kraft
Implement revised admin processes	Automotive Division		Sheldon Kraft
Define standard costs	Automotive Division		Sheldon Kraft
Redefine admin processes	Aerospace Division		Sheldon Kraft
Convert standard designs to new version	Automotive Division		Sheldon Kraft
Redefine admin org structure	Automotive Division		Sheldon Kraft
Implement just in time processes with suppliers	Automotive Division		Fernando Santiago

Portfolio: Automotive Division

Status:

Priorities

Contributions

Connection	Type	Weight	%
Certifications for large aircraft in place

Allocations

Connection	Type	Weight	%
Cost estimation modeling tools

Planned

Actual

Baseline

Note: The date field must have the format dd/mm/yyyy

Predecesors

Initiative	Relation
Define standard costs	Final - Start

Successors

Initiative	Relation
Implement advanced design	Start - Final

Method name

Project Costs	Project Costs in $k	Assumptions
Internal Resources in FTE-Months	$0
Vendor Resources in FTE-Months	$0
Hardware/Software, other	$0
Total project cost:	$0

Production Costs	Project Costs in $k	Assumptions
	$0

Actual Year	Cost $/yr	2012	2013	2014	2015	2016
Project Cost	$0	$0	$0	$0	$0	$0
Production Cost	$0	$0	$0	$0	$0	$0
Total Investment	------	$0	$0	$0	$0	$0

Project cost				Project cost $k	Assumptions
Resource Type	Average FTEs	Total Months	FTE Cost $/mth	Project cost $k	Assumptions
			$7,550	$15,100
Hardware Costs for the project in $k
Software Costs for the project in $k
Other costs (travel, training, printing, not staffing or IT) in $k
Total project cost with no contingency			$15,150
			% Contigency	Total Contigency
Contingency (due to high level estimate)				0$
Total project cost with contingency			$15,150

Production Costs				Project cost $k/year	Assumptions
Resource Type	Average FTEs	Total Months	FTE Cost $/mth	Project cost $k/year	Assumptions
			$20,000	$4,800
Incremental cost of services for transactions .		Transactions/yr	Cost $/transac
Incremental cost of services for transactions .				$240
Hardware Costs for the project in $k/year
Software Costs for the project in $k/year
Other costs (travel, training, printing, not staffing or IT) in $k
Total project cost with no contingency			$5,062
			% Contigency	Total Contigency
Contingency (due to high level estimate)				0$
Total project cost with contingency			$5,062

Year	Planned	Baseline	Actual
2012
2013
2014
2015
2016

Source of risk	Type	Description and guidelines	Assesment of potential risk
Government of legislative influence	Business	Probability or impact of government or legislative changes affecting project objetives (Low impact / medium impact / high impact)
Interdependece with other company initiatives	Business	Degree that this project relies on, conflicts with, or is required by another critical company initiative or project (Low / Medium / High )
Requirements conflicts from customers	Business	All customers have same requirements (same needs / different but not conflicting needs / confliciting needs)
Customers decision makers	Business	Number of customers desicion makers involved in projects (1 - 3/ 4-6 / more than 6)
User expectations for product	Business	Level of expectations from users on products capabilities (no pre-defined expectations for the product / some experience with alternative products and some expectations of capabilities/ users havfe good experience with competitive existing solution and define expectations)
Magnitude of change to customer	Business	Changes work flow of customer organization (none / minorly / significantly)
Business process understanding	Business	Level of business process understanding (current process is well documented / process documentation is out of date or vague / process is undocumented)
Project objetives	Business	Objetives are defined, verifiable and measurable (especific and reasonable / defined but questinoable / none or not measurable)
Rollout complexity	Business	Complexity of project rollout (implemented only at single site / several sites in relative proximity / multiple sites across country or world)
System dependencies	Business	Whole system is clearly represented (clearly defined and documented dependencies / some parts clear, others not yet examined / no clear plan fot how the whole system comes together)
Data migration	Technology	Data migration from old / other system (little or none / lots of data to migrate, but well structured and documented / lots of data with little understanding of structure)
External hardwares interfaces	Technology	External interfaces required (little or no integration with external hardware / some integration needed / extensive interfaces required)
External software interfaces	Technology	External interfaces required (little or no integration with external software / some integration needed / extensive interfaces required)
Project size and complexity	Technology	Size of project (small, not complex, easily decomposed / medium, some complexity, decomposable / large highly complex, not decomposable)
Technology maturity	Technology	Maturity of technology within industry (tecnology has been in use for some time / technology is well understood / technology is "leading edge")
Influence of executives on vendor selection	Technology	How much influence do the executives or sponsor(s) have in vendor selection (no written or verbal support for any specific supplier / written or verbal mandate for purchasing from a specific su)

Description	Severity	Total Sel.	Business Sel.	Technology Sel.
Not applicable	0.00	2	1	1
Very low	10.00	10	4	6
Low	20.00	4	4	0
Moderate	40.00	0	0	0
High	60.00	0	0	0
Very high	80.00	0	0	0
Extremely high	100.00	0	0	0

Summary	Weight	Values
Business Risk		22
Technology Risk		14
Overall Delivey Risk		18
Risk Classification		Low
Risk Status		0.18

Cut-off-date	Commit date	Overall	Schedule	Cost	Quality	Options
01/04/2012		Yellow	Green	Green	Red
01/03/2012	02/01/2013	Yellow	Green	Green	Red
01/02/2012	19/12/2012	Yellow	Green	Green	Red
01/01/2012	30/11/2011	Yellow	Red	Green	Green

Description	Total	2012	2013	2014	2015	2016	2017
Transformation inflows	$ 7,142.9	$ 0.0	$ 890.5	$ 1,314.3	$ 1,485.7	$ 1,666.7	$ 1,785.7
Operational inflows	$ 0.0	$ 0.0	$ 0.0	$ 0.0	$ 0.0	$ 0.0	$ 0.0
Outflows	$ 3,000.0	$ 3,000.0	$ 0.0	$ 0.0	$ 0.0	$ 0.0	$ 0.0
Net Cashflow	$ 4,142.9	$ (3,000.0)	$ 890.0	$ 1,314.3	$ 1,485.7	$ 1,666.7	$ 1,785.7
IRR	33.1%

Predecessor: Define standard costs

Relation Dependency	Month Lag	Description
Final - Start

Type	Initiative	Active
Transformational	Implement Electronic Kanban
Transformational	Optimize cost of materials
Transformational	Implement advanced design
Transformational	Implement revised admin processes
Transformational	Convert standard designs to new version
Transformational	Redefine admin org structure
Transformational	Implement just in time processes with suppliers
Transformational	Request certifications for large aircraft
Transformational	Develop design skills for large aircraft
Transformational	Implement advanced modeling
Transformational	Install robotic workstations
Transformational	Redefine admin processes
Transformational	Replace legacy admin applications
Operational	Replacement of material handling equipment
Operational	Replace mainframe computer
Operational	Upgrade LAN in the factory area
Operational	New vintage cars replacement parts

Level: 0

Path:

OBS Id	OBS Name	Active
1	Corporate