Marco Morelli gave a 10 minute talk summarizing his 12-year career in the aerospace industry using the 5 dimensions of professionalism as defined by APM. He has worked for 3 major OEMs and 1 MRO, managing diverse teams and projects across different stages of the project lifecycle. He has achieved several professional qualifications and continues his professional development. He is committed to helping others and accountable to stakeholders to ensure projects are delivered successfully and ethically.

1. Marco Morelli
10 mins talk
20th March 2015

2. Intro
Marshall Aerospace and Defence Group2
What I am going to do in the next 10 minutes
is to use the 5 dimensions of professionalism
as predicated by APM to take you through a
quick insight of my story and my career
•BREADTH AND COMPLEXITY
•DEPTH
•ACHIEVEMENTS & CONTINUOS PROFESSIONAL DEVELOPMENT
•COMMITMENT
•ACCOUNTABILITY

3. Discussion – BREADTH & COMPLEXITY 1of5
Marshall Aerospace and Defence Group3
• In this first 12 years of career in the aerospace industry I have worked for 3 major
OEMs (Agusta-Westlands, General Electric, Boeing) and 1 important MRO
(Marshall Aerospace)
• I have covered several project roles: Project engineer and then Engineering
Manager for AW / Qualification Project Manager and then Production Transfer Tech
Mngr at GE / Technical Project Manager at Boeing / Senior Proj Manager and
Programme Exec at Marshalls
• I have worked in several different locations Germany, Italy, UK with several
permanencies in the States and UAE
• I have been exposed to many multicultural environments and managed teams,
suppliers and customers with global reach & spanning globally
• I have managed diversity in my teams both culturally, age, skillsets
• I have delivered to very diverse customers:
• Special Ops Command of UAE when @ AW
• Boeing Commercial Airplanes based in Seattle when@ GE
• Royal Air Force of UK when @ Boeing
• French Air Force when @ Marshall Aerospace
• Just to mention a few of the most important

4. Discussion – BREADTH & COMPLEXITY - cont’ed 1of5bis
Marshall Aerospace and Defence Group4
• I have coordinated teams in the delivery of a variety of Complex Aerospace
Programmes
• Cockpit avionic upgrades and Mission Specific enhancements both for
helicopters and fixed wing a/c both in the military /defense business and in civil
environments
• Urgent Operative Requirements
• Fixed wing aircraft systems development like the LGAS for 787
• Maintenance & post delivery integrated solutions and support packages
• I have also seen and picked up projects at different stages of the Project Life Cycle
• The UAE avionic upgrade I saw it from cradle to grave (from reqs negotiation to
aircrafts delivery) as it was for 4 of the UOR projects at Boeing
• The development of 787 LGAs in GE instead had the design already done and
dusted and we were in product qualification and reqs V&V with Boeing
• Of the various UORs at Boeing I saw 2 in particular that became difficult project
mainly because of the many years of ongoing preceding history
• Here @ MADG I have managed numerous major Bids and Business capture
activities having the chance to actually shape the project from the beginning
when early customer liaison allow us to influence the requirement itself (like
with the FAF upgrade, or the SNECMA opportunity or ARSA)

5. Discussion – DEPTH 2of5
Marshall Aerospace and Defence Group5
• Career progression has allowed me to experience the real thing and true Project
life from different angles while I was acquiring more and more senior roles
• I studied as Aerospace Engineer thinking that that was what I wanted to do
• ...& then did the Project Engineer for AW working closely with a senior
experienced PM and sucking his knowledge and know how while I was already
carrying out key PMy tasks
• ..then moved on as Engineering Manager (done that role twice) both at AW and
at Boeing which exposed me to the Functional aspect of the line management
and managing others with direct reporting
• ..& then back into proper matrix type organisations with growing seniority roles
(GE and Boeing) therefore exposed to the usual negotiation and ongoing debate
around resource
• Till these days where here at MADG I operate in senior PM and Programme
Exec position, helping the PM Function in peer reviewing new process and
procedures; supporting the BD aspects of Business Capture; interacting at
Company Board of Exec when dealing with major business opportunities (FAF,
ARSA, etc.); supporting the younger PMs through mentoring & mentorship
activities

6. Discussion – ACHIEVEMENTS & CPD 3of5
Marshall Aerospace and Defence Group6
• After the Master Degree I have achieved my status of Chartered Engineer in
Italy back in 2004
• I have received a Sig Sigma Green Belt training with GE in 2009
• I have achieved the qualification as APM practitioner in 2011 @ Boeing
• I have also passed my exam and achieved the status of Management of
Risk Practitioner MoRP in 2012 with MADG
• I have achieved the qualification as RPP MAPM in 2015 @ MADG
• I have continued developing my Requirements management & Leadership
skills by achieving several minor qualification and attending to specific
Courses as:
• Sys Eng. Leadership Programme @ Boeing
• International Leadership Develop Programme @ Boeing
• Sys Eng Best Practices @ MADG
• Leadership Development Programmes (1 &2 ) @ MADG
• I am proudly high scoring in the RTE Route to Excellence Programme that
MADG has now introduced and embedded as part of our internal annual
Performance review process

7. Discussion – ACHIEVEMENTS & CPD - cont’ed 3of5bis
Marshall Aerospace and Defence Group7
• From a project achievement perspective managing my teams I have
delivered :
• A multimillion cockpit avionic upgrade to the UAE fleet of Chinooks
• In just 4 months from requirement to prototype the development of a
MERT floor that allows nowadays the RAF to rescue wounded soldiers
and carry them on their Chinooks
• A number of mission enhancements to the RAF helicopters, through the
delivery of successful on budget and on time UORs
• Contributed to negotiations that led to the award of the multimillion
programme for fully customised Chinook to the Italian MOD involving a
joint venture between Boeing and AW
• Won the competition for the award of the customisation programme for
the fleet of French C130 during 2013 as part of a 9 months fully
customer funded Feasibility Study

8. Discussion – COMMITMENT 4of5
Marshall Aerospace and Defence Group8
• I am definitely committed to monitor my adherence to the profession quality
standards using the RTE tool
• I am committed to helping others achieve these standards by supporting
them in their careers through mentoring initiatives as I currently do at MADG
with 4 younger PMs
• I am definitely committed to improve my skill set and know by embracing a
Coaching opportunity offered to me @ MADG which triggers plenty of
challenges and developmental opportunities
• I am looking out for APM seminars and initiatives: Last year I attended to a
couple of APM SIG events (one of which in London on EU procurement
directives)
• I am promoting amongst peer (and using myself) the use of APM material
which is available on the association website..especially books and
guidelines
• I am keeping myself up to date by reading the Professional Magazine
‘’Project’’

9. Discussion – ACCOUNTABILITY 5of5
Marshall Aerospace and Defence Group9
• Accountability for me is managing others in ensuring you never letting down
your team, your customer, your stakeholders, your suppliers and partners
• That’s exactly what I have done during the FAF feasibility Study efforts when
I managed the team under the pressure of deadlines and stayed long hours
& a few nights in the office with them to continue work & ensure we met
those deadlines
• Same as in GE when I managed the team in difficult situations and failing
tests and kept their moral high ensure we never gave in/up till results were
achieved
• That’s exactly what I have done for the Royal Air Force customer when a
supplier under pressure (timewise) tried to short cut the testing &
certification programme and I said no. Brought the situation to light and in
the open involving the customer and managed to find a compromise to
achieve the results ethically and correctly at a cost of a slight delay
• This is what I put in everyday work day in day out

10. Conclusion
...and this is me in conclusion after this first 12
years and counting of successful career and
passionate contribution to the Project
Management profession
Marshall Aerospace and Defence Group10