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Internship report Christophe Bernardet Bernar_c 2

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Summary

FIRST PART: THALES COMPANY - PROBASIS ........................................ 1

1 THALES ............................................................................................................. 2

2 PROBASIS ......................................................................................................... 4

3 PROBASIS CENTRAL TEAM ............................................................................... 7

4 WORKING FOR THALES .................................................................................... 8

SECOND PART: INTEGRATE IN A NEW PROJECT’S TEAM ............... 12

CONTEXT .............................................................................................................. 13

THIRD PART: MANAGING A FULL PROJECT ......................................... 15

CONTEXT .............................................................................................................. 16

Internship Report

Christophe Bernardet 1 / 18 Bernar_c

FIRST PART: THALES COMPANY - PROBASIS

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11 TTHHAALLEESS

Thales is a global leader in critical information systems on the Aerospace,

Space, Defence and Security markets.

The organization of Thales in six divisions defined by their markets allows the

Group to increase its proximity with its customers, combining efficiency and

competitiveness, and give full play to cross-business synergies. Divisions

indeed share a common technological base including information literacy, its

real-time broadcast and the architecture of complex systems are major axes.

They also take benefits from the large international presence of Thales over

the world.

Aerospace

Thales provides aeronautical equipment for civil and military aircrafts, the

mission electronics for combat aircrafts, and airborne surveillance and

mission.

Space

Forefront actor in the spacial domain, Thales controls offers end to end,

combining spacial and terrestrial technologies.

Air Systems

La division des Systèmes Aériens conçoit et fournit des solutions globales de

sécurité aérienne qui apportent une réponse adaptée aux besoins des

utilisateurs civils et militaires.

Air Systems division designs and provides global solutions to aviation safety

adapted to the needs of civil and military users.

Land and Joint Systems

Thales proposes to land forces a full range of high value-added solutions that

responds to joint commitments and network operations.

Naval

The role of the shipbuilding industry is to provide Marines all means to carry

out their actions, both military and civilian, aimed at securing air and sea

space.

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Security Solutions & Services

Thales is positioning itself as the global leader in information systems for critical

missions and services on safety and security markets.

Other activities: Components and Subsystems

Thales is a leading manufacturer of components and sub-systems to ensure

power amplification and X-ray imaging at the heart of high-tech systems.

After this brief presentation of Thales Group, the project which will interest us is

Probasis.

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22 PPRROOBBAASSIISS

Probasis is the transformation plan that Thales is implementing to ensure

sustainable growth in the new world economic context. The Probasis plan is

designed to improve the Group's performance and competitiveness by

simplifying working methods, investing in key domains, taking steps to better

meet our commitments and facilitating teamwork across the organisation.

Probasis is Thales way of staying ahead of the changes that are happening in

its markets. The Probasis performance plan is vital for the Group for a number

of reasons:

Because the environment is changing:

Defence spending by Western governments, Thales traditional

customers, is falling in most cases.

The world is becoming more uncertain: new threats are emerging

(asymmetrical conflicts, terrorism, cyberattacks, natural disasters,

environmental catastrophes, etc.).

Because the customers are evolving:

R&D funding is declining

In defence, security and transportation, demand from emerging

countries is growing

There is a growing need to support critical decisions as the

environment becomes more complex, not only on the battlefield,

but in major cities, critical infrastructure and large-scale

information systems.

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Because Thales is less profitable than its competitors:

Due to market pressure Thales needs to improve its competitive

performance by 1 point every year.

Above all, it means it is not possible to achieve sustainable

growth and maintain a capacity for innovation, which is Thales

primary safeguard for the future.

THE GOAL: EMPOWER THALES' GROWTH

Probasis has four major principles of action:

SIMPLIFY

The way to operate to improve the performance

INVEST

In the tools, skills and resources, Thales needs to grow its business

profitably in France and internationally

IMPROVE

The business processes by adopting Group best practices and

benchmarking on a regular basis

SHARE MORE

To support teamwork and improve the overall efficiency as a

Group.

ACTION PLANS : 9 TRANSVERSE PROJECTS

ENGINEERING

LEAN

PURCHASE

BIDS & PROJECTS

SHARED SERVICES

IS-IT

CHORUS 2.0

EUREKA

CRITIAL SKILLS MANAGEMENT

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Probasis is a set of improvement initiatives, based around nine different

projects, all of which are key to the company's ability to sustain and

accelerate business growth. More than 700 actions have already been

implemented across the Thales Group’s business activities in 25 countries

(including France). The nine projects are as follows:

Engineering: A complete review of Thales product policies to better

meet the constantly growing demand for increasingly complex and

integrated systems

Lean: An ever more proactive approach to problem-solving by

everyone, in order to improve operational performance, focusing first on

production, in close cooperation with customers, and then on

engineering.

Purchasing: More than 300 people involved in over 1,800 actions in

industrial and technical communities in every entity and country to

rationalize, standardize and support innovation to drastically reduce

supply chain costs.

Bids and projects: Preventing cost overruns in project execution by

identifying the main causes of non-quality costs (NQCs), and proposing

solutions to help teams control them.

Shared Services: Increase expertise and share talents for an optimum

quality of service.

IS-IT: Investing in infrastructure to address everyday difficulties and allow

more effective communication and collaboration.

Chorus 2.0: Making everyone’s life in the Group simpler by transitioning, in

just two years, from a reference system with 70,000 documents to a single

Group-wide business process baseline with 7,000 documents, thanks to

the involvement of over 1,500 people.

Eureka: Enabling all employees to submit their ideas for improvements in

day-to-day operations. In 2011, more than 2,000 suggestions were

submitted by 1,850 people.

HR: Identifying, leveraging and developing skills to get the right talents in

the right place at the right time.

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33 PPRROOBBAASSIISS CCEENNTTRRAALL TTEEAAMM

Christophe BERNARDET

Stagiaire

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44 WWOORRKKIINNGG FFOORR TTHHAALLEESS

So now you just enter the working group which has an impact on the

engineering part of the transformation plan of Thales. The team currently

manages a maturity assessment skills project on Thales competence centers

(sites owned by Thales engaged in R & D, production, integration and/or

service). My mission had a direct impact on this assessment.

This assessment is divided into four major steps:

1. Send / receive evaluation questionnaires

2. Application of a retrieval, grading model of the answers

3. Sending of the returns (PPT format) and roadmaps to the

competence centers.

4. Global statistics on Thales Group.

So you must attend the team at every step throughout the year (early

November to early July).

Step 1:

Update the Excel table containing actors and competence centers that will

receive the evaluation.

Update many questions of in the questionnaire based on feedbacks from last

year.

After all these adjustments: you must perform the following of the sending and

return of questionnaires into a spreadsheet.

You monthly attend meetings in connection with this questionnaire and its

evolution, but also for a status report on the progress of returns.

Step 2:

Once the number of returned questionnaires is considered sufficient, then you

have to strip them to be able to apply a retrieval model of the answers.

This model, in addition to do the extracting of the answers, it regroup them

using the business lines to perform a very detailed notation.

The model is developed and maintained by another person of the team so

you do not have to worry about it.

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Step 3:

Your role during this step is to help people to prepare the results to be

refunded. This consists for example in the creation and layout of multiple MS

PowerPoint presentations. Information restored clarity, the visual of them, are

essential components during an assessment such as this one.

Step 4:

This last step of competence centers maturity assessment is important and

meticulous. Thanks to the multiple numbers reassembled and sended by each

division of Thales, you have to give a hand to present the information in

relevant aspects. Think on graphs, tables, maps and diagrams that are

exposed to the group afterward.

You'll see, follow the progress of this project is a very rewarding experience

and time goes very fast, no time to get bored.

In parallel, you also enter the PMO (Project Management Office) team of

Probasis. The role of this team is first of all monitoring work (setting up

reporting, application of a standardized methodology for projects ...).

Personally, I gave a hand on several projects throughout my internship.

Firstly, over a period of several weeks, I've set up a database for the head of

Hardware and Industry in Thales. The aim was to gather information about a

dozen Excel files sent by correspondents to create a single database on MS

Access. Thereafter, I developed a tool (in Visual Basic) exploitable by the

team manager, ranging retrieve filtered information in the database. I

presented this tool around half of my internship period; it is now deployed

over the Thales Hardware corresponding.

Also, I regularly dedicated my time to the Communication and Change

responsible. Initially, my mission was to develop a tool for sending mails

automatically. It would be used at each end of the month to transfer the

different dashboards of the project called Eureka. The correspondents were

thirty, the tool had to gather information from multiple Excel spreadsheets and

then make a PDF. This PDF was sent to the already selected corresponding by

mail, automatically written in the language of the recipient according to its

country of residence.

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The best involvement that I have had in the Eureka project was the

administration of the database site. I put weekly updates with information

related to ideas based on the demands of Eureka contacts.

Here are the main user requests:

• The person who created an idea form has changed of manager

• The status of an idea form is too advanced, not allowing back

('Closed' or 'Implemented')

• The title of the card must be slightly modified

• The name of the (potential) co-authors must be modified (for

example remove duplicates)

• A card in draft mode and finalized by a person by mistake should be

deleted

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No tool was actually developed about it, so I had to use phpMyAdmin to

manage the database.

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SECOND PART: INTEGRATE IN A NEW

PROJECT’S TEAM

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CCOONNTTEEXXTT

In this second part, I have to convince my internship supervisor to let me enter

a working group for a new project around Probasis.

The way to make this document realistic and professional I have chosen is the

email format. It is addressed to my supervisor, Hervé Jarry.

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THIRD PART: MANAGING A FULL PROJECT

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CCOONNTTEEXXTT

I will write a motivation letter in this third and last part. The letter will serve to

convince the project manager of Thales Probasis entrust me with the task of

project manager up to manage customers. I will describe my professionnal

carreer from the beginning to explain my choices in the aim to become that

Thales project manager.

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Christophe Bernardet Phone : +336 31 45 10 78

9, rue Boursier Mail : [email protected]

91400 Orsay

45, rue de Villiers

92200 Neuilly-sur-Seine

Orsay, Monday 27th July 2012

Monsieur,

Finishing a end of studies internship for the Epitech school (School of

computer science and technology), my career took me to Thales in January

2012. Let me express my strong interest in your business from the beginning. So

I write this letter in order to express the immense satisfaction that It would be

for me to obtain a position in your company with higher responsibilities, at the

end of my internship. Complete a project as a project manager from one end

to the other, take care of customer relationships and take all the

responsibilities would be for me a great honor and a real boost in my career.

Through my training, I gained solid bases, both theoretical and practical that

have been essential during my several internships in companies. Various

missions were entrusted to me: develop within the Department of Information

Systems NRJ Group, assist the Head of International Relations Office of the

Epitech School for over a year.

In parallel, I joined a student working group on a project that challenges

digital identity theft, particularly at the level of authentication. This innovative

project was part of my studies at the Epitech and held my last two years of

study.

Finally, I am currently completing my internship at Thales, the team Probasis,

which you are responsible.

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During this experience, I have been able to use both my computer skills and

my relational side on team works. I'm very open-minded, to the listening and

always happy to help the others. I spent much of my time answering

computer science oriented questions and used to develop small programs to

simplify my colleagues’ life. I would therefore like to put this experience by

attending a team at all levels to advance a project that I have the complete

responsibility.

I also gained a good quality in writing and developed a spirit synthesis. So

many times, I had to make presentations of ongoing projects and the work

done to my team. Now, it is so much easier to express myself in community,

an essential quality when you become a project manager.

It is with pleasure that I would orally present the details of my previous

experiences and expose my motives. In the meantime, please accept, Sir, the

assurance of my consideration.

Best Regards,

Christophe Bernardet

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