Aerospace and Defense
Build accurate and competitive program bids, integrate cost and schedule, and protect program profit.
The cost-plus contract era in the
Aerospace & Defense (A&D) industry is long gone. In today’s A&D
space, winning military, government and commercial contracts requires a high
level of confidence in proposed program cost and delivery dates submitted for
bid.
Click here to view The Value of Enterprise Project Portfolio Management Strategy Briefing webcast
IMS enables organizations to build and calculate
a precise total program bid based upon the history of past program performance
and current rate structure.
IMS also allows organizations to reconcile actual
project costs against reported project performance. This earned value analysis
is easy to achieve because Primavera automates the function and project team
members are able to report their performance as they work.
Protect Program Profit with Aerospace and Defense
product solutions from Primavera:
- Build more accurate and competitive program bids
- Establish reliable estimates of program cost and schedule
- Deploy consistent project structures and management methods across the program
- Enable internal and external project team members to update and communicate status on demand.
- Produce Contract Performance Reports with ease
- Leverage earned value for reliable program health and performance trend analysis
- Receive early warning indicators of potential problems
- Anticipate and easily account for the impact of change
- Eliminate redundancy and unnecessary scope.
- Adjust estimates to completion to accurately reflect updated program requirements
Primavera’s role-based approach
makes earned value data easy to understand, and provides the workflow to enable
everyone on the project team to update and communicate status on demand.
Project portfolio management is about aligning project and investments with business priorities. It is about insight into the status and delivery of programs & projects that enable your business strategy. Its not enough to “do things right”, you must “do the right things”.
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As the Project Management Office, you struggle to standardize project management practices and facilitate IT project portfolio management. In addition, your efforts help the company comply more easily with Sarbanes-Oxley and the increasing number of other regulations.
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As a Resource/Functional Manager, it is your job to manage the intellectual capital of the organization. You need to understand intimately how available resources are actually being used, so that you can confidently match the right resource to the right work. You can then provide a reliable estimate of needed resources and resulting cost associated with internal and outsourced resource use.
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As the Program Manager, you have the greatest responsibility – day to day achievement of major program objectives. Reporting to the Senior Executive, you have the responsibility of monitoring all of the project work happening in order to deliver on time and within budget. But, the same problems seem to occur again and again.
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By using supplemental staffing, companies can be assured of thoroughly screened and experienced professionals without expensive recruiting and staffing costs. This allows companies to focus on the project at hand, and not the administrative burden of hiring employees.
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