12 November 2014

Bob Deragisch, Director of Engineering Services, Parker-HannifinJoey Sabelli, Professional Services Director, Processia Solutions

Case Study – An ENOVIA V6 Upgrade Story

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Agenda

1

Project Overview & History

3

Introduction – Parker and Processia

2

Upgrade Methodology

4 Current Project Plan and Stage

5 Lessons Learned

6 Q&A and Wrap-up

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1

Project Overview & History

3

Introduction – Parker and Processia

2

Upgrade Methodology

4 Current Project Plan and Stage

5 Lessons Learned

6 Q&A and Wrap-up

Agenda

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Parker-Hannifin Corporation

A worldwide, diversified manufacturer of motion and control technologies

and systems

• Headquartered in Cleveland, Ohio

• 315+ facilities

• 58,000+ employees

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Global leader in flight control, hydraulic, fuel and inerting, fluid conveyance, thermal

management, and engine systems / components

• $2+ billion in annual sales• 6,000+ employees• Seven divisions, 43 worldwide locations

Parker Aerospace

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Engineering Centers, Asia

Bangalore, IndiaNagoya, JapanShanghai, China

Worldwide Divisions and FacilitiesA Global Organization

Aircraft Wheel & BrakeAvon, OhioGuaymas, Mexico

Control SystemsDublin, GeorgiaIrvine, CaliforniaOgden, Utah

Customer Support OperationsIrvine, California - HQ

Fluid SystemsElyria, OhioGuaymas, MexicoHauppauge, New YorkIrvine, CaliforniaNaples, FloridaTolleson, Arizona

Gas Turbine Fuel SystemsClyde, New YorkDevens, MassachusettsGlendale, ArizonaKuala Lumpur, MalaysiaLiberty Lake, WashingtonMentor, OhioMoncks Corner, So. Carolina

Hydraulic SystemsKalamazoo, MichiganWiesbaden, Germany

Stratoflex ProductsApodaca, MexicoCamarillo, CaliforniaFort Worth, TexasJacksonville, FloridaMansfield, Texas

Engineering Centers, Americas

Everett, WashingtonFort Worth, TexasIrvine, CaliforniaMontreal, CanadaPortsmouth, New HampshireSão José dos Campos, Brazil

Engineering Centers, Europe

Bremen, GermanyBristol, EnglandDerby, EnglandKomsomolsk, RussiaMoscow, RussiaToulouse, France Wiesbaden, Germany

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Standardized Processes and Functions

Program Management

Engineering

Lean

Supply Chain Management

Quality

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Standard Design and Development Process Lean Product Development (LPD)

Risk and cycle time reduced

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Synchronous Mechanical, Electrical and Software Product Development, Config Mgmt, Change Control, and Traceability

BOM to ERP

Designer Central

Materials Compliance Central Engineering Central

Requirements Central

Aerospace & Defense Accelerator for Program Management

Library Central Export Compliance Central

Mechanical Content

CATIA

Requirements │ DOORS Software DevelopmentSCADE, Artisan, etc.

Electrical ContentAllegro, Xilinx,

Altera, Synopsys, DxDesigner, etc.

SimulationAbaqus, Simulia,

ANSYS, etc. Software ContentIntegrity, etc.

Aerospace - Engineering Systems Portfolio

Simulation Central

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Serving the World’s Aerospace Leaders

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PLM Consulting and Integration Framework

Global presence Recent engagements

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1

Project Overview & History

3

Introduction – Parker and Processia

2

Upgrade Methodology

4 Current Project Plan and Stage

5 Lessons Learned

6 Q&A and Wrap-up

Agenda

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Project overview & History

o Previous PLM/System stateo TWO production instanceso Different configurations, customizations, extensions, add-ons

o Why upgrade & Project executive approval processo Why “Hybrid Functional Upgrade” (vs. pure pass-thru technical OR

fully customized OR pure technical)o Implementation partner selection process o Business Benefits (expected to receive from the upgrade)

Business Objectives in Design EngineeringReduce design and development costs

Reduce cycle time by 50%Reduce NRE by 30%

Reduce design and development lead times

Reduce lead time by 25%Reduce process time by 30%

Minimize/eliminate operational problems at entry into service

Improve information quality by 50%Reduce EIS cycle time by 25%

Maximize customer satisfaction Reduce warranty returns by 50%

Support Programs Throughout LIFE (50+ years)

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Customer Expectations

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1

Project Overview & History

3

Introduction – Parker and Processia

2

Upgrade Methodology

4 Current Project Plan and Stage

5 Lessons Learned

6 Q&A and Wrap-up

Agenda

Phase 1 Upgrade Assessment

• Perform Functional and Technical gap/fit analysis• Collect and validate current use cases and features• Evaluate existing documentation of legacy system• Perform Infrastructure assessment

• Detailed ENOVIA V6 Upgrade project definition:– Recommended target upgrade release– Functional requirements definition– Infrastructure recommendations– List “Use Cases” defining customization scope– Define objectives and key success criteria– Detailed project plan and team recommendations

• Phase 2 ENOVIA V6 Upgrade SOW

Phase 1 - Upgrade Assessment

Functional

•Use Case 1, 2, 3 …•Workshops•Analysis•Technical Gap/Fit

Infrastructure

•Database•Web Server•Storage•Operating System•Network

Deliverables

•Infrastructure Spec.•Use Cases (Jira)•Functional Req.•Project & Staff Plan•Phase 2 SOW

Phase 1 Upgrade Assessment highlights Deliverables

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12

Assessment

Project Schedule

Functional Design

Preparation

Roll-out / SupportUAT

Sprint 5Sprint 3

Sprint 4Sprint 2

Sprint 1

* Testing included in sprint activities

Project Kickoff

Go-Live

End of Design Phase

Code Delivery

Warranty period

Configuration and Development

Business Requirements

Acceptance Testing

Functional Design

Integration tests

Technical Design Technical tests

Development

Sprint 1

Sprint 2

Sprint 3

Sprint n

Hybrid Approach

Waterfall

Upgrade Methodology

Phase 2.1 – System Upgrade• Stage and configure ENOVIA upgrade environments• Install ENOVIA upgrade release including the

database schema, applicable “Centrals” and supporting products

• Upgraded customer system accessible by Processia• Customer infrastructure will be ready to receive

deployment packages

Phase 2.2 – Features Upgrade• New ENOVIA functionality upgrade packages are

developed & tested by Processia and delivered to the customer via proprietary automated delivery tools

• Upgrade packages are installed to the customer ENOVIA environments and “smoke tested” (validation) via automated scripts to ensure quality

Phase 2 Upgrade ExecutionPhase 2.1 - System Upgrade Phase 2.2 - Features Upgrade

Sprint 1•Upgraded DB•Upgraded

Centrals•Procedures•Setup

Sprint 2•Feature 1•Feature 2•Feature 3•Doc1

Sprint 2•Feature 3•Feature 4•Feature 5•Doc2

Sprint 2•Feature 6•Feature 7•Feature 8•Doc3

Training & AdoptionGo-Live & Post Prod

Warranty

Internal collaboration and knowledge platform

Upgrade Knowledge Base

Project Delivery ToolsManage Project Plan / Dashboards (24/7 access)Track work against tasks Capture team exchangesTrack evolutions and related outputRelation between code source and functional requirementsHistory export on project closure

Code packaging and deployment

Project Delivery Tools

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1

Project Overview & History

3

Introduction – Parker and Processia

2

Upgrade Methodology

4 Current Project Plan and Stage

5 Lessons Learned

6 Q&A and Wrap-up

Agenda

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Project Plan

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Go-live 10/12/2014

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1

Project Overview & History

3

Introduction – Parker and Processia

2

Upgrade Methodology

4 Current Project Plan and Stage

5 Lessons Learned

6 Q&A and Wrap-up

Agenda

Lessons Learned• Planning is key

– Identification all customization performed• Expect 2-4 times the testing

– and 2-3 times the code drops– Assign testing to individuals

• Weekly meetings with all representatives– Even when some may be absent

• Stable test environment as early as possible• “Rule of 3”

– No matter how well planned, upgrade will take 3X longer• Build ‘visual board’ of issues for tracking and communication• Expect the unexpected

COE in Charleston in 2015

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1

Project Overview & History

3

Introduction – Parker and Processia

2

Upgrade Methodology

4 Current Project Plan and Stage

5 Lessons Learned

6 Q&A and Wrap-up

Agenda

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Parker Aerospace

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Thank you for the opportunity to present.