File: MPUG 2000 v1.2

1. Leveraging Success Through Effective ProjectManagement Toolsand ProcessesCharlie SchloffManager, C3P Project OfficeFord Motor Company File: MPUG 2000 v1.2.ppt

2. Purpose Of This Presentation • Raise your awareness of how Project Management tools, processes and methodologies are being applied to meet today’s business challenges. • Initiate creative thinking in how Project Management of this type can be strategically applied to your specific business needs. • Heighten your interest of the level of business value that can be accomplished through effective Project Management.

3. Ford’s Global Presence

4. Major changes have occurred since the industry began. Designs were completed on paper through the 1970’s. Communication methods were slow and limiting. Little concurrent engineering taking place. Manufacturing problems were dealt with downstream resulting in a time-consuming and expensive process. The Evolution of Vehicle Development

5. The Making of Cars and Trucks • Designers worked exclusively with clay models to formulate styling themes and prototypes. • Physical prototypes were used for fit, function and visual verification. • In the 1970’s, the use ofcomputers to conceiveinitial designs werebeginning to emerge. • In the late 80’s innovativecompanies began to capitalize on the industry’s need for state-of-the-art computerized efficiencies in vehicle design, engineering, and manufacturing.

6. “Integration of Ford’s Enterprise Product Development through Global Product Information Management and Advanced Computer Aided Design, Manufacturingand Engineering Functionality” 1995 … C3P Vision

7. C3P Defined: CAD CAM CAE PIM • Computer Aided Design (CAD) • Computer Aided Manufacturing (CAM) • Computer Aided Engineering (CAE) • Product Information Management (PIM)

8. But What is C3P? • A suite of globally integrated applications that complement each other. • A single source library of information. • Documented processes and methods that facilitate efficient use of the tools. • A new way of doingbusiness thattransforms ourway of thinking.

9. A Typical PM Challenge… With any significant change, many issues rise to the surface. As Project Managers, we fill the gaps with new and/or refined processes and technologies. Typical things we see are: • Inconsistency in data management solutions • Process reinvention • Lack of effective utilization of limited resources • Information overload due to data inconsistencies and disorganization • Sluggish metric reporting and data gathering • Lack of proactive planning and forecasting • e-nabling archaic and often flawed processes which result in us making more mistakes even faster!

10. The P-Cubed Delivery Model Business Strategy Executive DecisionMaking & Involvement Business Goals Program Management Prioritization &Investment Decisions Portfolio Management Collaboration & Performance Tracking Programs An Integrated Portfolioof Managed Projects Projects Projects Projects Project Management Consistent, RepeatableProject Delivery Training, Mentoring & Knowledge Transfer

11. C3P Implementation Planning System Mission: To support proactive planning and forecasting of C3P deployment and implementation efforts across the Enterprise through one central web-based repository of up-to-date and reliable information. Strategy: • Apply forecasting methodologies to the business thereby enabling proactive global C3P deployment and implementation efforts. • Consolidate multi-sourced information into a secure web-based database to facilitate the information needs of the responsible deployment and implementation initiatives. • Apply sound business decisions that determine where C3P is needed, when it is needed, and who is responsible to deploy what C3P technologies to whom.

12. C3P Implementation Planning System ProductDevelopment VehicleOperations Powertrain Operations CustomerService Div. FacilityServices ProgramChange Mgmt. Global SupplierPlanning Education &Training Corporate Systems Telecom’s Planning C3P ProjectOffice Technology Vendors Effective capture of data for pro-active knowledge management Information Customers and Data Sources Online Data Feeds Flexible data analysis for dynamic decision making Multi-tiered Metric Reporting Resource and Workload Allocation Product Program Information Facility Planning Information Effective communication and collaboration for robust planning processes

13. C3P Implementation Planning System The solution is strategic in that it can be applied beyondthe scope of its original intention and design by transforming x-business processes into e-business processes. The e-Business Advantage: • Creates a view-to-the-future for proactive planning. • Enables real-time updates and reporting available globally. • Distributes information gathering in a centralized system. • Provides consistency in data management. • Uses “hard” metrics to more effectively manage the business. • Is interactive to satisfy all levels of management. • Incorporates dynamic security management.

15. Key PM Business Drivers • Leverage MS Project Central and Project 2000 capabilities which integrate the existing database functionality with advanced project management technologies. • Consolidation of issue management tools into a dynamic project tracking and notification system. • Integrate “digital dashboard” methodologies to enable more efficient and effective management of the business through robust and dynamic metric reporting. • Integration of specific processes and metrics for expanded proactive planning and deployment capabilities. • Ability to hear customers and target consumers through the use of strategic project management designed to drive the business to the next level and beyond!

16. Global Leadership • To be the leader in automotiveproducts and services we mustalso lead in technological capabilitiesand global business processes. • Ford is clearly establishingitself as that leader throughstrategic partnerships, effectiveuse of technologies and managed process improvement initiatives.

17. Questions&AnswersTHANK YOU!