Dr. Hans-Henrich Altfeld

- Leading the PCO for the development of the International Thermonuclear Experimental Reactor (ITER), the world’s first nuclear fusion EPC project at industrial scale (ca. 20Bn$); - Managing ITER Project Controls: Scope Management, Cost Estimation, Cost Budget Control, Schedule Management, Earned Value Management, Risk & Opportunity Management (inc Monte Carlo method), In-Kind Management, Project Baseline Management (inc associated formal change control processes).

Task: Alignment of the entire business and governance towards integrated, effective and pragmatic P&PDM principles; Development and delivery of lean and efficient methods and processes in support of P&PDM principles; Development of P&PDM competencies among staff; Development and deployment of dedicated P&PDM tools, in particular an integrated P&PDM architecture for the Siemens PLM system ‘Teamcenter’; Steering a variety of business improvement projects.

• • • Task: Improving Project & Programme Management (P&PM) culture across Airbus • Development and delivery to the business of integrated, lean, efficient and pragmatic P&PM processes, methods and tools • Development of P&PM skills among Airbus staff • Delivery of skilled P&PM resources to the business • ca. 1.200 P&PM FTE ensuring TCQ delivery of Airbus programmes

• • • Task: Managing production unit for fully equipped Single Aisle fuselages • Section build, fuselage assembly, surface protection and systems installation for Single Aisle aircraft fuselages; • ca. 1.000 FTE; ca. 175 Mio Euro of annual business volume; ca. 380 sections delivered p.a. to FALs at Hamburg, Toulouse, Tianjin (PRC); • Implementation of various major cost- and leadtime-reduction- as well as quality improvement projects; • Implementation of the Airbus Lean Production Sy

• • • Task: Managing Airbus’ Hamburg plant • Extension of previous role to - Long Range aircraft fuselages; - Parts manufacture, incl. for very short term needs; - Logistics services; - Capital Expenditure management and plant facilities’ development; - Industrial Engineering covering Manufacturing Engineering, time management systems (e.g. MTM), production processes; • ca. 3.000 FTE; ca. 540 Mio Euro of annual business volume; ca. 460 sections delivered p.a.

• • • Task: Setting-up of and leading the Project Management Office (PMO) for the development of the A380 wing • Management of transnational PMO (approx. 60 FTE) in support of integrated project teams across Europe; • Establishment and implementation of dedicated project management techniques and disciplines; • Development of integrated product development processes and architectures

• • • Tasks: • Establishment and implementation of matrix organisation for A380 development (>5.000 FTE); • Development of a model identifying the strategic benefits of the A380 programme; • Communication of the A380 strategic benefits to the general public

• • • Tasks: • Management of intelligence service for compilation of aerospace facts & figures from a variety of sources in support of the European aerospace industry’s lobbying activities

• • • Tasks: • Development of strategy for military satellite business; • Benchmarking satellite businesses

• • • Task: Project management of various development projects: • Guidance, Navigation and Control system for the HERMES spaceplane’s orbital phase; • Autonomous Crew Rescue Vehicle (ACRV); • Geostationary Servicing Vehicle (GSV).

• • • Tasks: • Design and test of the laboratory model of the photopolarimeter experiment on the Infrared Space Observatory satellite.

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