GE Aerospace

GE Aerospace (17 divisions, 58,000 staff, $5.8 billion turnover – now a part of the Lockheed Martin Company). Competing against Big 6 Consultants, PSC took the lead role on GE Aerospace’s PMS Convergence Project, which was one of five elements of their Convergence Program. Our responsibility and workscope was a 33 month turnkey engagement to architect and implement the uniform Convergence Program Management process and supporting toolset across all 17 Divisions of GE’s Aerospace Business Group. (The other Convergence Projects focused on Finance, HR, Procurement and New Business).

Our Convergence PMS assignment required that we re-tool our own skills, and we developed our own methodologies for elements such as process mapping and process-to-tools mapping - these later became known as our Operations Concept and Enabling Kits. We co-located a five-person team with our GE Client at Valley Forge, PA and provided a site license of our MAX Project Management applications.

During this period, we also won and performed a major assignment with GE Power Group’s BSY2 Program for the US Navy Seawolf submarine weapons control system. PSC provided its MAX methodology and software solution as well as onsite Program Control Support for this multi-billion dollar program.

These assignments represented over $4 million value to PSC over a four-year period, and marked a significant step-up in our capability to deliver major corporate-level engagements.

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