San Cristbal, Venezuela June 2-5, 2009

5
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Seventh LACCEI Latin American and Caribbean Conference for Engineering and Technology (LACCEI2009)
Energy and Technology for the Americas: Education, Innovation, Technology and Practice
June 2-5, 2009, San Cristbal, Venezuela.
How is Configuration Management in Aircraft Industry
implemented?
Flix Calvo Narvez
Universidad Politcnica de Madrid, Madrid, Espaa, felix.calvo@upm.es
Carlos Rodrguez Monroy
Universidad Politcnica de Madrid, Madrid, Espaa, crmonroy@etsii.upm.es
RESUMEN
Apenas existe literatura sobre el empleo de Gestin de !onfi"uracin #!M$ en la %ndustria Aeron&utica. 'in
embar"o, puede resultar muy (til en el momento actual, en )ue la comple*idad para +acer aviones es creciente y la
aplicacin de !M resulta muy apropiada. ,as pie-as de la aeronave se fabrican en diferentes pa.ses, incluso se
montan las mismas pie-as en pa.ses y factor.as distintas. ,os diseos con materiales diversos y cada ve- m&s
li"eros, no +acen sino incrementar la comple*idad, y adem&s se une )ue los clientes solicitan versiones diferentes
del mismo modelo, )ue son cambiantes con el transcurso de los aos.
,os ob*etivos m&s importantes de la !M son/ "aranti-ar )ue existe conformidad entre productos y servicios )ue se
+an entre"ado al cliente, y apoyar el proceso de solicitud de certificado de aeronave"abilidad. El ob*etivo
principal del traba*o es conocer cmo se implementa !M en el &mbito de la industria aeron&utica, con una
aplicabilidad inmediata.
!M es una disciplina nacida de la necesidad de ase"urar el control en comple*os procesos de relaciones. !M est&
muy adaptada a la solucin de problemas comple*os, y permite la reduccin e inte"racin de per.odos de diseo,
de forma )ue disminuyen los pla-os de entre"a al cliente.
Palabras claves: Gestin de la !onfi"uracin, %ndustria Aeron&utica, !onfi"uracin de referencia
ABSTRACT
0+ere is little literature on t+e use of !onfi"uration Mana"ement #!M$ in t+e Aviation %ndustry. 1o2ever, it can
be very useful today, 2+ere complexity to manufacture aircraft is increasin", and application of !M is very
suitable. 0+e pieces of t+e aircraft are produced in different countries, even t+e same parts are assembled in
different countries and factories. 3esi"ns 2it+ different materials, and products increasin"ly li"+t2ei"+t,
en+anced t+e complexity. %n addition customers re)uest very different versions of t+e same model, 2+ic+ are
c+an"in" over years.
0+e t2o most important ob*ectives of t+e !M are to "uarantee t+at t+ere is compliance bet2een t+e products and
services t+at +ave been delivered to t+e customer, and to support t+e process of application for individual
certificate of air2ort+iness, 2+ile optimi-ed business performances are ta4en into account.
0+e main ob*ective of t+e study is +o2 t+e !M is implemented in t+e aviation industry 2it+ an immediate
applicability.
!M is a discipline t+at arises from t+e need to ensure control in t+e complex process of relations+ips. !M is 2ell
suited to solvin" complex problems, li4e in aircraft industry. %ts application allo2s t+e reduction of periods of
inte"ration and desi"n, so t+at reduce delivery time to customers.
Keywords: !onfi"uration Mana"ement, Aircraft %ndustry, !onfi"uration 5aseline

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1. INTRODUCTION
!onfi"uration Mana"ement #!M$ is t+e process of +andlin" products, facilities and processes by mana"in" t+e
information about t+em, includin" c+an"es, and ensurin" t+ey are 2+at t+ey are supposed to be in every case.
%nternational 'tandard %'6 78889 "ives "uidance on t+e use of !M. 0+ose confi"uration mana"ement rules are
included into )uality control.
Enterprise environment of !M/ 0+e aircraft industry +as +i"+ tec+nical investi"ation and development content.
:or eac+ ne2 aircraft pro*ect, various complex processes ta4e place. %n t+ese processes many disciplines ta4e part/
aerodynamic, structures calculation, production, etc.
!M is a discipline t+at is born from t+e necessity to assure control in t+e complex processes relations+ips.
2. CONFIGURATION MANAGEMENT PROCESSES
Product desi"n is "enerally concerned 2it+ form, fit, and function. 1o2 to manufacture a product and +o2 muc+
it 2ill cost are )uestions not usually as4ed until t+e later sta"es of product development, at 2+ic+ point t+e desi"n
may +ave to be re2or4ed in order to solve problems of )uality or production.
'even !onfi"uration Mana"ement processes +ave been defined.
%n t+e table belo2 t+e processes are assi"ned to t+e business processes, t+e !onfi"uration Mana"ement and t+e
or"ani-ation responsible for t+e leaders+ip.


Figure 1: !M processes and disciplines
0+e ; most important processes +ave been painted in blue.
2.1 PRODUCT STRUCTURE DEFINITION/EVOLUTION
A product structure is t+e +ierarc+ical brea4do2n of a product #aircraft$ t+at is used to represent t+e product
information in a database.
2.2 COMPANY OFFER MANAGEMENT (SPECIFIC CATALOGUE)
0+is !M process describes t+e follo2in" activities related to a company standard offer/
Production of standard specifications and catalo"ues of options proposed to customers
Mana"ement of a repository of customisation items
'upport to aircraft contractual definition/ record and trac4 customer re)uests and product evolutions.
0+e main users of t+e process are t+e airlines, and t+e company or"ani-ations pro"rams, customer affairs,
en"ineerin" and up"rade services.
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0+e ob*ective of t+is procedure is to "uarantee t+at all actors and external parties +ave a common understandin"
of t+e processes and 4ey concepts related to t+e company offer mana"ement.
6ffer mana"ement process splits into ; main activities. Eac+ activity splits into different sub<processes, as s+o2n
+ereafter on :i"ure =.
> Mana"e standard offer data standard offer data is represented by t+e EPA!?03U database, also called @As
proposed@ layer in product structure context.
> Produce deliverables production of t+e deliverables based on @As Proposed@ layer/ standard specifications and
catalo"ues.
> Propose and record contractual A?! definition selection, for a "iven fleet and its aircraft, of an @As !ontracted@
definition in accordance 2it+ t+e customer c+oice and based on @As Proposed@ data.


Figure 2: 6ffer mana"ement
Position 2it+in aircraft life cycle/ offer mana"ement is used in different sta"es of aircraft lifecycle/
> 3urin" t+e development of a ne2 aircraft t+e EPA!?03U structure and t+e first standard specification and
catalo"ues are first initiated. 0+ese deliverables are t+en maintained durin" t+e different p+ases of t+e
Product development, reflectin" t+e maturity evolutions.
Fe as ability Phas e
Conce pt
Phas e
De finition
Phas e
De ve lopme nt Phas e
Marke t
Marke t
Authoritie s
Authoritie s
Marke t
Marke t
Ne wA/C
or major
change
Produce 'tandart
'pecification
%nitiate As
Proposed ,ayer
Produce !atalo"ues
Mana"e EPA!?03U and policies
Maintain 'tandard 'pecification and !atalo"ues
M3 M7 M13 M5
M1 M4 M11 M9 M6
Conce pt
Se le cte d
Configuration
Base line d
Marke t Oportunitie s
Ide ntifie d
De taile d Conce pt
Validate d
Compone nt Le ve l
Des ign Comple te d
Entry into
se rvice
Structure /Syste ms
Spe cification Comple te d
Des ign of Final
As se mbly
Firs t
Flight
Fe as ability Phas e
Conce pt
Phas e
De finition
Phas e
De ve lopme nt Phas e
Marke t
Marke t
Authoritie s
Authoritie s
Marke t
Marke t
Ne wA/C
or major
change
Produce 'tandart
'pecification
%nitiate As
Proposed ,ayer
Produce !atalo"ues
Mana"e EPA!?03U and policies
Maintain 'tandard 'pecification and !atalo"ues
Produce 'tandart
'pecification
%nitiate As
Proposed ,ayer
Produce !atalo"ues
Mana"e EPA!?03U and policies
Maintain 'tandard 'pecification and !atalo"ues
M3 M7 M13 M5
M1 M4 M11 M9 M6
Conce pt
Se le cte d
Configuration
Base line d
Marke t Oportunitie s
Ide ntifie d
De taile d Conce pt
Validate d
Compone nt Le ve l
Des ign Comple te d
Entry into
se rvice
Structure /Syste ms
Spe cification Comple te d
Des ign of Final
As se mbly
Firs t
Flight

Figure 3: 3evelopment of a ne2 aircraft
> :or t+e production of an individual aircraft, company offer mana"ement process is used durin" t+e first
step/ contractual definition of t+e fleet and aircraft. 0+e customi-ed documentation delivered 2it+ eac+
individual aircraft is based on offer mana"ement outputs.
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Flee t & Contract
Definiti on
Specify
Targe t
Specify
Indus trial
A/C
Atte s t
Cus tome r
Custome r
Authoritie s
Authoritie s
Cus tome r
Cus tome r
Orde rBook
Individual A/C
CDF A/C De live ry
Define
Prepare
&
Launch
CAs
As s emble
& Verify
Ae)uest for option
Propose and record
contractual
A?! 3efinition
Ae)uest for option
Propose and record
contractual
A?! 3efinition
CAs
Attes t

Figure 4: 'pecification and production of an individual aircraft
> After aircraft delivery, offer mana"ement is involved durin" up"rades re"ardin" t+e mana"ement of
up"rade options and t+e production of up"rade catalo"ue.

2.3 CHANGE PROCESS
0+e c+an"e process is a confi"uration mana"ement function, indicatin" all t+e steps t+at t+e c+an"e +ave to ta4e,
follo2in" t+em, t+eir decisions and deliverables, and assurin" t+at t+e process follo2s t+e protocol indicated.

2.4 BASELINE CREATION
0+is process mana"es for eac+ A?!, t+e customer specification as fro-en per contract.
A confi"uration baseline consists of all approved confi"uration documents t+at represent t+e confi"uration of an
aircraft at a specified point in time. !onfi"uration baselines s+all be establis+ed by formal a"reement bet2een t+e
relevant parties #e.". customer, pro"ram, en"ineerin", manufacturin" and procurement$ and used as startin" points
for t+e formal control of t+e confi"uration.
3urin" t+e development of a ne2 BstandardC aircraft, confi"uration baselines s+all be establis+ed t+at defines/
Ae)uirements baselineD %t s+all specify t+e confi"uration documents t+at define t+e p+ysical and
functional re)uirements t+at must be met in t+e desi"n as result of t+e feasibility p+ase.
3esi"n release baselineD %t s+all specify t+e confi"uration documents for t+e desi"n solution as t+e
re)uirements are pro"ressively implemented as result of t+e concept p+ase.
Product confi"uration baselineD %t s+all specify t+e confi"uration documents t+at represent t+e
manufactured product. 0+e product confi"uration baseline s+all provide t+e content of t+e aircraft
definition dossier as result of t+e definition p+ase.
0+e establis+ment of t+ese baselines relative to t+e p+ases of t+e lifecycle is s+o2n in t+e follo2in" fi"ure/

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Figure 5: !onfi"uration baseline concept
:or a developed aircraft t+at offers to t+e mar4et product derivates and option features a process of confi"uration
allocation s+all select a confi"uration t+at satisfies specific customer re)uirements t+us establis+in" a contractual
confi"uration baseline. 0+is contractual baseline 2ill be t+e basis on 2+ic+ t+e aircraft 2ill be specified.
2.5 CONFIGURATION CONFORMITY MANAGEMENT AND DOCUMENTATION (ATTESTATION)
0+is process mana"es t+e conformity of t+e built product to its tar"et definition t+at includes t+e conformity of t+e
productEs components.
2.6 CONFIGURATION CONFORMITY MANAGEMENT AND DOCUMENTATION (AUTHORITIES)
0+is process mana"es t+e product definition compliance 2it+ an approved type desi"nD eac+ ne2 c+an"e is
sub*ected to an approval process and t+e final product desi"n is sub*ected to a desi"n declaration.
2.7 CONFIGURATION CONFORMITY MANAGEMENT AND DOCUMENTATION (CUSTOMER)
0+is process mana"es t+e tar"et definition compliance 2it+ t+e customer contractual specification and all
applicable c+an"es contractually a"reed.
3. CONFIGURATION MANAGEMENT DISCIPLINES
0+e activities, 2+ic+ are performed 2it+in t+e !M processes, are described belo2. %t is essential t+at t+ese
activities be fully inte"rated 2it+ t+e business processes for t+e confi"uration mana"ement to be effective.
0raditionally confi"uration mana"ement develops five disciplines/ status accountin", c+an"e, identification,
control, and audits.
3.1 PLANNING AND MANAGEMENT
0+is function tries to "uarantee t+at t+e ade)uate !M processes, tools and activities are properly applied.
0+is function is t+e responsible to start 2or4in", indicatin" 2+o is t+e responsible of eac+ activity, 2+at +ave to
do, +o2 and 2+en t+ey 2ill ta4e place. %n ot+er 2ords, plannin" and mana"ement "ives to !onfi"uration
Mana"ement internal structure and or"ani-es its functionEs 2or4.
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:or example, in a car desi"n, plannin" and mana"ement indicate t+e responsible of identify t+e structure of t+e car
#components, subcomponents and parts, in ot+er 2ords t+e carEs brea4do2n$ "ive to t+e c+an"e responsible t+e
rules and t+e indications to proceed 2it+ t+e c+an"e processes #"ives t+e protocol to follo2<up by t+e c+an"e
o2ner 2+en somebody proposes a ne2 c+an"e$.
3.2 CONFIGURATION IDENTIFICATION
!onfi"uration identification determines t+e product structure brea4do2n to allo2 its proper !onfi"uration
Mana"ement.
0+is function is t+e responsible to describe t+e product structure, confi"uration functions and its documentation
interfaces and numberin".
%t +as to identify all t+e components and subcomponents 2it+in t+eir associated documents to "ive an accessible
2ay to see all information re)uired for involved or"ani-ations.
%n t+e development of a complex product li4e a car or an aircraft, confi"uration identification is t+e responsible of
identify t+e car structure, understandin" t+e car not only by its components and subcomponents, li4e c+assis, tires,
etc. %t must ta4e account all t+e information, documents and deliverables involved 2it+ t+em, li4e moc4<ups,
dra2in"s, material treatments, etc.
%n t+e next picture, 2e can see internal product structure/

C o n f ig u r a t io n Id e n ti f ic a t io n .

Figure 6: Aircraft?product brea4do2n


3.3 CHANGE MANAGEMENT
!+an"e mana"ement enables c+an"e decisions to be based on accurate and complete c+an"e impact, limitin"
c+an"es only to 2+ic+ are necessary or offer si"nificant benefits.
A i r c r a f t / P r o d u c t B r e a k d o wn .
C h a n g e M a n a g e m e n t .
E l e m e n t C h a n g e d .
E l e m e n t s i m p a c t e d b y t h e C h a n g e .
E l e m e n t n o t i m p a c t e d b y t h e C h a n g e .
A i r c r a f t / P r o d u c t B r e a k d o wn .
C h a n g e M a n a g e m e n t .
E l e m e n t C h a n g e d .
E l e m e n t s i m p a c t e d b y t h e C h a n g e .
E l e m e n t n o t i m p a c t e d b y t h e C h a n g e .

Figure 7: !+an"e mana"ement
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%n %'6, it is included in confi"uration control t+at involves document and *ustifies t+e c+an"e, evaluates
conse)uences of t+e c+an"e, approves or disapproves, implements and verifies t+e c+an"e and process
deviations control.
!onfi"uration !ontrol +as to mana"e t+e c+an"e processes, indicatin" all t+e steps t+at t+e c+an"e +ave to ta4e,
follo2in" t+em, t+eir decisions and deliverables, and assurin" t+at t+e process follo2s t+e protocol indicated.
%n example, in t+e case of a car desi"n if somebody 2ants to c+an"e t+e material of t+e sprin" valve, +e +as to
initiate a c+an"e re)uest *ustifyin" t+e c+an"e #i.e. 2ei"+t decrease$, and t+en t+e c+an"e re)uest 2ill "o on or
not, trou"+ different p+ases, evaluation its viability #i.e. cost viability, manufacture viability, Ft+e c+an"e can be
re*ected if itEs too expensive, if it needs a very complex manufacture process, etc.$.
After a deep investi"ation of t+e c+an"e impacts ta4es place #a complete study indicatin" t+e results, and all t+e
possible impacts in anot+er elements, in example/ t+e bimetal corrosion bet2een t+e valve and t+e sprin" valve$
and finally if t+e c+an"e "oes on successfully confi"uration mana"ement +as to control t+e c+an"e
implementation.
0o investi"ate +o2 t+is c+an"e mana"ement ta4es place in t+e company process, c+an"e process 2ill be one of
t+e central points of t+is document.

3.4 CONFIGURATION STATUS ACCOUNTING
0+e confi"uration status accountin" records and reports t+e establis+ed confi"uration, t+e status of proposed
c+an"es and finally t+e status of t+e approved c+an"es implementation.
0+e recordin" and reportin" include/
Aecord t+e relations+ip bet2een confi"uration functions.
Establis+ t+e confi"uration of eac+ item at any time in terms of its re)uirements, desi"n release and
product confi"uration baselines and t+at any differences s+all be identified and reconciled.
Provide 4no2led"e to users on t+e identity, status and location of all approved confi"uration documents.
Aecord t+e relations+ip bet2een confi"uration documents and c+an"es.
Establis+ t+e implementation status of approved c+an"es.
Permit full c+an"e traceability.
%n resume t+e !onfi"uration status accountin" +as to "ive t+e status of all items in t+e desi"n process, t+ey are
used to indicate t+e development level and involved data precision.
%n ot+er 2ords, and ta4in" anot+er time t+e car example, t+e confi"uration status indicates +o2 near t+e car
confi"uration is to t+e definitive one, 2it+ t+e car deliverable to t+e customer.

3.5 VERIFICATION AND AUDIT
0+e verification and audit function examines t+at t+e confi"uration item is conformed to its confi"uration
documents, or, in ot+er 2ords, ensures t+at t+e product desi"n provides t+e a"reed performance capabilities.
Moreover, it validates t+e inte"rity of t+e confi"uration documentation as 2ell as t+e consistency bet2een a
product and its confi"uration documentation.
Gormally 2e can distin"uis+ t2o types of confi"uration audits/
7. :unctional confi"uration audit/ to verify t+at a confi"uration item +as ac+ieved t+e performance and
functional c+aracteristics specified in its confi"uration documents.
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=. P+ysical confi"uration audit/ an examination of t+e Bas builtC confi"uration of an item to verify t+at it is
made conforms to its products confi"uration documents.
%n resume, verification and audit function +as to examine t+at all documents are associated 2it+ t+eir respective
element, due to every element +ave to lin4 all t+eir and only t+eir re)uired documents, "ivin" an appropriate data<
product structure.
Herification and audit +as to c+ec4 t+at everyt+in" is really as 2e suppose it s+ould be.
0+e confi"uration conformity mana"ement and documentation is into t+is function. 0+is is t+e responsible to
attest and record t+e deviations bet2een t+e 2or4s released and t+e complete finis+ and correct 2or4 t+at s+ould
be done.
0+e 2ay to ta4e control and report t+ese deviations is 2it+ a delta concept.
%n example, if somebody +as to ta4e some data #"eometry and dimensions of one sprin" valve$ it is necessary to
"uarantee t+at t+ose data and documents are t+e correct and updated ones.

4. MILESTONE MODEL
0o understand t+e !onfi"uration Mana"ement mission and its impact in an aircraft pro*ect, it is necessary to 4no2
+o2 a "eneric pro*ect is developed, and t+eir p+ases and +o2 confi"uration mana"ement acts in eac+ one. :or
example, a c+an"e process is different in a definition from a development p+ase.
An aircraft pro*ect development is structured mainly in four p+ases. 0+is p+ases can be divided in 7I milestones,
t+is model of aircraft pro*ect development is called Milestone model. A milestone is a si"nificant event t+at
corresponds 2it+ t+e end of an activity, usually t+e completion of a ma*or deliverable.
1i"+li"+tin" t+e milestones in t+e process +as t+e follo2in" ob*ectives/
> Aeduce ris4 by improvin" transparency of t+e process/ existin" ris4s can be better estimated and
monitored by t+e :!6 Mana"er, especially 2+en sli"+t c+an"es in plannin" are necessary.
> %mplement and conduct process c+ec4points by positionin" t+e M%A revie2s versus t+e
milestones.
> 'upport t+e repair pro*ect decision process and enable an effective mana"ement of repairs
t+rou"+ points of decision and tar"et dates, 2it+ alerts to2ards t+e 1eads so t+at t+ey are able to
foresee problems and to 2or4 out solutions to 4eep t+e repair on tar"et.
0+ose milestones divide t+e pro*ect in four main p+ases. 0+ose are feasibility, conception, definition and
development. 0+ey can be seen in t+e next fi"ure/

S e r i a l l i f e o f
t h e a i r c r a f t
C o n c e p t i o n D e f i n i t i o n D e v e l o p m e n t
D e f i n i t i o n
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c o n c e p t
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i d e n t i f i e d
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i d e a
e s t a b l i s h e d
T o p
l e v e l
a / c
s p e c i f i c a t i o n
M 0
M 5
D e t a i l e d A / C
c o n c e p t
v a l i d a t e d
M 4
A / C
c o n f i g u r a t i o n
b a s e l i n e d
M 7
C o m p o n e n t l e v e l
d e s i g n
c o m p l e t e d
M 6
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s p e c i f i c a t i o n
c o m p l e t e d
B e g i n
f i n a l
a s s e m b l y
F i r s t
f l i g h t
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E n t r y
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F i r s t m e t a l
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P o w e r o n
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D e s i g n A c t i v i t i e s
M i l e s t o n e = P o i n t o f D e c i s i o n M i l e s t o n e = T a r g e t D a t e
T e c h n i c a l m i l e s t o n e s f o r t h e n e w A i r c r a f t B u s i n e s s P r o c e s s D e v e l o p m e n t .
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Figure 8: Pro*ect p+ases #milestone model$
San Cristbal, Venezuela June 2-5, 2009
5
th
Latin American and Caribbean Conference for Engineering and Technology
WE1- 9
4.1 FEASIBILITY PHASE (M0 TO M3)
0+is p+ase involves from t+e establis+ment of product or t+e A?! idea until t+e basic concept definition. 3urin"
t+is p+ase, t+e mar4et situation and its needs are studied in order to identify an aircraft #A?!$ concept capable to
satisfy specific mar4et needs. %t is necessary to do a potential mar4et study, ta4in" account several "lobal
variables li4e prices, units, necessary infrastructure, production r+yt+m and distribution.
%f after t+is study is considered t+at t+ere is a mar4et t+at our enterprise can satisfy, t+e pro*ect "oes on to t+e
conception p+ase.
4.2 CONCEPTION PHASE (M3 to M5)
J+ere t+e A?! basic concept definition is optimi-ed and consolidated. 0+is p+ase ends 2+en t+e detailed A?!
concept is validated. %n t+is p+ase t+e pro*ect must be concreted, definin" in "eneral lines t+e product, in t+e
above example, t+e caravan<car +as to "ive a "eneral idea of its dimensions, seats, 2ei"+t, motori-ations, etc. %t
may be understood li4e a correct conceptual product, but it +asnEt a complete detail, only t+e relevant items t+at
define t+e product. %n several products li4e cars, a real concept<car can be produce, to see it p+ysically and to use
it in mar4etin" process, but in aircraft mar4et, normally it isnEt available by costs.
4.3 DEFINITION PHASE (M5 TO M7)
3urin" t+is p+ase, t+e specification and t+e commercial proposals +ave to be finali-ed. Moreover, performance
and cost "uarantees from ma*or suppliers s+ould be made available. 6n t+e ot+er +and, t+e p+ysical definition and
functional simulation of t+e A?! +as to be completed do2n to detailed component level, t+e development and
production fundin" s+ould be ensured and t+e industrial launc+ conditions fulfilled. :inally, t+e sale contracts
2it+ launc+ customers s+ould be si"ned. %n t+is p+ase all t+e desi"n details must be specified, and it +as to assure
t+at all parts fit and are compatibles, only after t+at t+e production develop can start to 2or4.
4.4 Development Phase (M7 to M14)
0+is is initiated 2+en t+e A?! components level desi"n +ave been completed, involves t+e A?! manufacturin",
t+e final assembly, "round and fli"+t test, t+e Btype certificateC ac+ievement, etc. 0+is p+ase ends 2it+ t+e A?!
entries into service and t+e Btar"et service reliabilityC is reac+ed. %n ot+er 2ords, in t+is p+ase starts t+e p+ysical
2or4, starts production, firstly to essays and certificates in "round and later in fli"+t, and finally t+e deliverables
aircraft production. 0+e !onfi"uration Mana"ement must to mana"e t+e relations and control t+e deliverables
bet2een t+e involved p+ases.

5. CONCLUSIONS
!M is 2ell suited to solvin" complex problems and allo2s t+e reduction of periods of inte"ration and desi"n, so
t+at reduces delivery time to customers. 0+is discipline is essential in complex pro*ects li4e aircraft desi"n, but
also recommended for inte"ratin" ot+er pro*ects or pro"rams t+at mana"es products built by components, 2it+
many activities or processes.
6ne of t+e aircraft industry problems is t+e lon" desi"n periods #around seven years$. 0+is situation leads to loss
of competitive advanta"e of t+e product #aircraft$.
0+e reduction and inte"ration of t+e desi"n periods results in several processes ta4in" place at t+e same time. 0+is
situation is called concurrent en"ineerin". !M 2as born to mana"e processes, relations+ips and deliverables
bet2een t+e different or"ani-ations. !M resolves problems durin" t+e life cycle, and t+at s+ortens t+e time t+e
c+an"es to t+e versions, and "ood mana"ement avoids errors.
Aecent failures in development processes, in t+e ma*or aircraft manufacturers, +ave led to si"nificant delays in
deliveries to customers. At present, usin" !M correctly 2ould +ave been avoided.



San Cristbal, Venezuela June 2-5, 2009
5
th
Latin American and Caribbean Conference for Engineering and Technology
WE1- 10











Figure 9: !onfi"uration Mana"ement inside desi"n en"ineerin"

%n t+is picture, 2e can see conceptually concurrent en"ineerin" and confi"uration mana"ement as inte"rator
element.
%n resume, !M s+ift emp+asis in/
7. Accommodate t+e c+an"e.
=. Accommodate t+e reuse of standards and best practices.
;. Ensure t+at all t+e re)uirements #all t+e released information$ remain clear, concise and valid.
I. !ommunicate #7$, #=$ and #;$ to eac+ user promptly and precisely.
K. Ensure t+at t+e results conform to t+e re)uirements in eac+ case.
0o understand t+e !onfi"uration Mana"ement mission and its impact in an aircraft pro*ect, it is necessary to 4no2
+o2 a "eneric pro*ect is developed, and t+eir p+ases and +o2 confi"uration mana"ement acts in eac+ one.
0+is study demonstrates +o2 t+e !M is implemented in t+e aviation industry 2it+ an immediate applicability.

REFERENCIAS
5erc-u4, '.P.D Appleton, 5.D 5ro2n, L. #=88;$. B'oft2are !onfi"uration Mana"ement PatternsC. Addison<Jesley
Professional, Pearson Education. GM, U'A.
5lanc+ard, 5.'. #=88N$. 'ystem En"ineerin" Mana"ementC, :ourt+ Edition. Jiley 'eries in 'ystems En"ineerin"
and Mana"ement. Mo+n Jiley O 'ons, %nc. GM, U'A.
!ollins<'ussman, 5D :it-patric4, 5.J.D and Pilato, !.M. #=88=$. BHersion !ontrol 2it+ 'ubversion/ :or
'ubversion 7.PC. svn<boo4.pdf.
:orsber", L.D Moo-, 1.D !otterman, 1. #=88K$. BHisuali-in" Pro*ect Mana"ementC, 0+ird Edition. Mo+n Jiley O
'ons, %nc. GM, U'A.
1ass, A..M..M. #=88;$. B!onfi"uration Mana"ement. Principles and PracticeC. !oc4burn<1i"+smit+ 'eries Editors.
Pearson Education. GM, U'A.
't. !+arles, 3. P. #7QQ8$. B'imultaneous En"ineerin". %nte"ratin" Manufacturin" and 3esi"nC, 7
st
edition, pp.
7P8<7PI. 'ociety of Manufacturin" En"ineers. 3earborn, Mic+i"an, U'A.
'toll, 1. J. #7QQ8$. B'imultaneous En"ineerin". %nte"ratin" Manufacturin" and 3esi"nC, 7
st
edition, pp. 7PK<797.
'ociety of Manufacturin" En"ineers. 3earborn, Mic+i"an, U'A.
'JE56L. #=887$. BGuide to t+e 'oft2are En"ineerin" 5ody of Lno2led"eC, trial version. %EEE !omputer
'ociety. ,os Alamitos, !A, U'A.


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San Cristbal, Venezuela June 2-5, 2009
5
th
Latin American and Caribbean Conference for Engineering and Technology
WE1- 11

Authorization and Disclaimer
Aut+ors aut+ori-e ,A!!E% to publis+ t+e paper in t+e conference proceedin"s. Geit+er ,A!!E% nor t+e editors
are responsible eit+er for t+e content or for t+e implications of 2+at is expressed in t+e paper.