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Business Management System (BMS) : Design Thinking & Agile For An User Centric BMS

This document summarizes the agenda for a presentation on transforming the Airbus DS Business Management System (BMS) using Design Thinking and Agile approaches. It discusses how the original BMS objectives were only partially achieved and a new BMS 4.0 project was launched with a focus on user experience. Customer feedback revealed the current BMS is complex, useless and only for quality. The transformation uses Design Thinking methods like customer sessions and cross-functional teams to develop prototypes. An Agile approach of 5 sprints was used by a core team and task forces to iteratively develop the new system based on user stories and feedback. The first results and ongoing challenges of finalizing development and launching the new BMS by end of November

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chrysobergi
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© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
45 views

Business Management System (BMS) : Design Thinking & Agile For An User Centric BMS

This document summarizes the agenda for a presentation on transforming the Airbus DS Business Management System (BMS) using Design Thinking and Agile approaches. It discusses how the original BMS objectives were only partially achieved and a new BMS 4.0 project was launched with a focus on user experience. Customer feedback revealed the current BMS is complex, useless and only for quality. The transformation uses Design Thinking methods like customer sessions and cross-functional teams to develop prototypes. An Agile approach of 5 sprints was used by a core team and task forces to iteratively develop the new system based on user stories and feedback. The first results and ongoing challenges of finalizing development and launching the new BMS by end of November

Uploaded by

chrysobergi
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Business Management System (BMS)

Design Thinking & Agile for an user centric BMS

Ludivine Le Roux – Business Management System


PEX Europe Conference 2018, Rotterdam
23 October 2018
Agenda

1 Introduction: Airbus DS Business Management System (BMS)

2 Transformation approach: Design Thinking & Agile

2.1 Design Thinking & Agile

2.2 Brown Field approach & linkage to Transformation

2.4 First results & challenges ahead

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Introduction: Airbus DS Business Management System (BMS)


BMS purpose (as stated in the Blue Book)

BMS fulfils external and internal requirements


BMS enables customers, regulators, shareholders & employees to understand how Airbus DS is operating, shows
key business relationships & management responsibilities.
BMS provides the reference for all applicable governance documentation & processes.

Original Airbus DS BMS project objectives (2014-17)

• Provide a single BMS accessible to all employees


• Including Processes, Documents & Roles under clear Governance
• Integrating progressively former Divisions BMS content
• From traditional document approach to “digital” processes based architecture

ACHIEVED PENDING
• Foundation of process driven organization • Further integrate former Divisions legacy content via Process Owners
• Common BMS Governance aligned with Airbus direction • Adapt to external/internal requirements challenges (e.g. FR 901 Law)
• Process Landscape high level & process management tool • Improve BMS content (reduce complexity) via Process Owners
• Basic BMS awareness for employees • Simplify access to BMS content (IT platform not user friendly)

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Introduction: Airbus DS Business Management System (BMS)

BMS 4.0 2018 FOCUS

Only 9 months
TOP Managers open to try new approaches for the BMS
 How to deliver a BMS 4.0 in a so short timeframe?
 How to make it useful for the employees?
 How to start from the existing and optimize the nuggets?
 How to provide added value for the future?
 How to motivate people to work on this new project?
 How to make sure they will be fully involved?
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VectorStock/10563622
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Design Thinking & Agile

WHY opting for Design Thinking & Agile approach?


- To identify relevant opportunities for the BMS
- To work faster through early iterations and prototypes
- Reduce risks through users alignment
- Increase users satisfaction

HOW?

BMS is a journey of at least 3 failures and a potential huge success by end of 2018
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Design Thinking & Agile

BMS 4.0 CORE TEAM - 7 people


=> Organise Customer feedback sessions
=> Deliver :
• Communication and Change plan
WHO? • Tools
• 3 Field of Requirements (FoR) cases
• 3 End-to-End Processes
• Field of Requirements implementation metholodogy

Customer feedback sessions BMS 4.0 Task forces ~30 internal people representing Functions
All employee volunteers From Sept 1st to Nov.30th – Started
+ Responsible for transversal/corporate and operational Field of
Design Thinking user groups Requirements
Cross-functional teams Followed by bi-weekly Steering Committee
To deliver mock-up
From March to June

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Brown Field approach & linkage to Transformation


Customer feedback sessions on different sites

Overall feedbacks on the current BMS:


complex, useless and created for Quality only

DEVELOPMENT PHASE
5 sprints
1 sprint = 3 weeks ~ 30 people
Co-located in one place / 3 days /week
Working in Agile/Scaled Agile mode

Greenfield vision
Each month, the
• BMS mock-ups design
results, in terms of
• First users story boards
vision and solution, are
• Governance approach: Requirements Driven
presented to a panel of
employees in order to
Overall BMS users expectations:
collect feedback .
7 User-friendly, easy-to-use, user-centric
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Brown Field approach & linkage to Transformation

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First results & challenges ahead

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First results & challenges ahead

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First results & challenges ahead

• Finalise the Development phase- continuous Sprints


• Launch the BMS 4.0 project end of November – Green light from Top Managers
• Change and Communication Plans to be deployed from November onwards

Look forward for the Future !

BMS 4.0

11
Thank you

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