2015 Program Excellence Award

Transcription

1 2015 Program Excellence Award For 11 years the aerospace and defense industry has participated in the Aviation Week Program Excellence Award initiative. Developed in 2004, the program is designed to honor programs that meet requirements, address challenges, and exemplify best and unique practices in value creation, leadership, processes and organizational performance, adapting to change, and execution excellence. The goal of this initiative is to recognize and promote program excellence in terms of performance, leadership capability, and outstanding lessons that can and will be shared broadly within the aerospace and defense community. By taking part in the submission process, nominees agree to be part of this program to share information. Framework The criteria for this award are based on the best elements of program/project leadership excellence programs developed by the Strategic Project Leadership Program of the Technological Leadership Institute, the NIST Malcolm Baldrige National Quality Awards, and the NASA/USRA Center for Program/Project Management Research. The award will examine four critical areas according to the following framework: Within these four critical areas, the Program Excellence Award evaluation will include a focus on the following industry-wide program management challenges: Reducing development cycle time compared with similar efforts or less than plan Breaking the cost/learning curve Dealing with intel/property security, safety, raw materials, environment Please keep these focus areas in mind as you respond to the Phase I and Phase II applications. The Evaluation Team will determine finalists and winners on the basis of scores in these four categories. The winner(s) will be featured in Aviation Week & Space Technology and at as 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE Copyright 2015, Lockheed Martin Corporation. All rights reserved 1

2 well as honored at the annual Aviation Week Aerospace Defense Chain Conference to be held November 3-5, 2015 in Phoenix, Arizona. Entries will be evaluated on the basis of performance for the previous 36 months. Nominations are encouraged from commercial aerospace, space (commercial and defense), defense and security sectors and should be made in one category only: Sub-System R&D/SDD Sub-System Production Sub-System Sustainment System R&D/SDD System Production System Sustainment Special Projects In each category and based on meeting a threshold score to be determined by the Evaluation Team, finalists will be chosen on the basis of scoring on Phase 1 and Phase 2 entries and analysis by the Evaluation Team. Aviation Week retains the final responsibility for selection. Program submissions will be evaluated on a 100 point scoring system. 20 Points - Value Creation 30 Points - Team Leadership 20 Points - Adapting to Innovation and Complexity 30 Points - Metrics, Measuring Performance 100 Points Total Available The Evaluation Team reserves the right to choose no winners and to name an Overall Winner, if the nominations so warrant, based on the combination of scoring against the criteria, best practices, and game-changing leadership Evaluation Team Michael Bruno, Sr. Business and Supply Chain Editor, Aviation Week Jean Chamberlin, VP Program Management, Boeing Defense, Space & Security Ed Hoffman, Chief Knowledge Officer, NASA Keoki Jackson, VP Program Excellence, Lockheed Martin Corp. Robert Kolosieke, Director of Mission Assurance, Northrop Grumman Electronic Systems Ron Morey, Sr. Director Fixed Wing Solutions, Rockwell Collins Warren Nechtman, VP Program Management & Business Operations, Honeywell Aerospace Detra Sarris, Director of Programs, Northrop Grumman Corp. Aaron Shenhar, Founder, Strategic Project Leadership Jesse Stewart, Professor of Program Management, Defense Acquisition University Intellectual Property Note: Individuals outside your company review award submissions. All information submitted should address the program s management, leadership, and processes, and not any otherwise classified or proprietary topic. Do not include any materials marked Proprietary. All documents will be copied and distributed via the Internet to the aforementioned Evaluation Team and will be considered as public knowledge. By submitting an entry to the Aviation Week Program Excellence Awards program, you are indicating agreement to participate in outreach efforts to share Lessons Learned/Best Practices in an effort to raise the bar on program leadership across the industry. Entries may be also used for comparative research among programs to draw conclusions and lessons learned across the industry. Format of Submission The Program Excellence Awards process involves two phases of evaluation AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 Phase 1 Nominees submit, in narrative format, their perspective on why the program excels and identify the teachable lessons in program execution within the past 36 months (beginning January 2012). The focus in this narrative should be how the program has successfully addressed challenging issues or met seemingly difficult requirements. Note that while the technology involved is an aspect of complexity, the technology itself is not being evaluated the leadership and execution of the program are being evaluated. Limit this narrative to four pages, 12 point Times Roman typeface with 1 margins. Include with the narrative a one-page biography of the program leader, including what sets this individual apart as a leader. Identify by name a representative of the program customer, and include phone and information. Customers will be asked for go/no go decision regarding consideration of this program for the Aviation Week Program Excellence Award. Phase 1 is due April 1, 2015 to chedden1@cox.net. You must use the tabular format provided to submit your nomination form. You should use 12 pt. Times Roman font to fill in the tables. Submit your document as a PDF file. Upon completion of Phase 1, narratives will be reviewed for fit for excellence and qualified nominees will then be provided with the Phase 2 submission form by no later than April 21. The Phase 2 forms will be due June 30, Finalists and best practices will be identified by no later than September 7. Submission and Questions Questions and submissions should be directed to Carole Rickard Hedden Project Leader, Aviation Week Program Excellence Initiative chedden1@cox.net Phase I Submission Name of Program: F-16 Auto Ground Collison Avoidance System (Auto GCAS) Name of Program Leader: Paul Nus Phone Number: paul.a.nus@lmco.com Postage Address: 1808 Granada Rd, Fort Worth TX Name of Customer Representative: Col James C. Baird USAF AFMC AFLCMC/WWM F-16 System Program Manager Phone Number: James.Baird@us.af.mil Category in which you are competing (choose one of the following): Sub-System R&D/SDD 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 Bio for program leader: Paul Nus 35+ Years of Experience at Lockheed Martin Current Position Principal Systems Engineer, Integrated Fighter Group (IFG), Lockheed Martin Aeronautics Paul has managed multiple concurrent F-16 upgrade programs including F-16 Auto GCAS development, Systems Upgrades, Mission Systems and Mission Planning Software development. Throughout his career, Paul has managed system engineering for the development and testing of new F-16 configurations, served as a U.S. Government liaison in Washington D.C., and supported Advanced Development (Skunk Works) programs. What sets Paul apart is his unwavering energy, devotion and passion to the Auto GCAS system providing both technical and program leadership for an Auto GCAS capability that promises to save precious lives and will avoid the unimaginable loss of outstanding aviation hardware (F-16s). Paul is a graduate of the University of Illinois with a Masters in Aeronautical Astronautical engineering and has an MBA in Engineering Management from the University of Dallas. Paul enjoys general aviation flying, is Vice President of a local flying club and is on the board of a local Chamber Music non-profit organization AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 Phase I Program Narrative - 1 Overview: F-16 Auto Ground Collision Avoidance System (Auto GCAS) The F-16 Auto Ground Collision Avoidance System (Auto GCAS) is designed to save both lives and aircraft. Some in the U.S. Air Force (USAF) safety community have described it as the most significant improvement in fighter safety since the incorporation of the ejection seat. A production software Auto GCAS suite needed to meet the demanding implementation schedules of the F-16 update tempo - improvements every two years. The Auto GCAS team interacted with multiple USAF sites and conducted frequent customer reviews that ensured Auto GCAS implementation met the requested requirements and desired goals (incorporate Pilot Activated Recovery PARs and Safety Enhancement Modes - SEMs). The successful completion of the Auto GCAS, PARs and SEMs program has laid the foundation for additional USAF F-16 upgrades and Foreign Military Sales (FMS) customers. The Auto GCAS Team Beginning with refined demonstrator development, the team successfully integrated Auto GCAS with existing autopilot logic, increasing the density of digital elevation data, adjusting algorithm parameters, recording key Auto GCAS parameters (without impacting data recorder software) and recording Auto GCAS fly-up events for playback using existing mission planning debrief tools. During the refinements, special attention was given to minimize nuisance Auto GCAS activations. Enhancements addressed certain SEMs air data hazards, resolved low-speed warning issues and added Pilot Activated Recovery System (PARS) in the nose-high region that was redesigned from the demonstrator configuration. During implementation, the team was challenged to remain within the limited resources of the 25-plus- year-old Digital Flight Control Computer. Positive customer engagement was on full display as a mutually supportive environment was created to resolve design conflicts and effectively communicate implemented solutions. F-16 Auto Ground Collision Avoidance System (Auto GCAS) creates the opportunity to leverage the USAF system for large International FMS fleet. This unique advantage of a fielded US system can be used to leverage larger F-16 modernization programs as aggressive international competitors try to capture future International Fighter business. Additionally, several existing FMS customers have ongoing inquiries to include Auto GCAS in their F-16s and have upgrade plans adding future orders and preserves jobs here in the US. Measures / Metrics / Results Recently the USAF confirmed the F-16 Auto GCAS function was credited with its first save of a pilot s life and an aircraft. The F-16 AUTO GCAS implementation will save precious pilot s lives and valuable aircraft. USAF estimates that based on historic accident rates, Auto GCAS has the potential to save 10 lives, up to 14 aircraft and $530 million over the projected remaining service life of the Air Force s F-16 fleet AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 Phase I Program Narrative - 2 Program Management Leadership Challenges and Results Outlining a Path Forward on Complex Development The program s vision in outlining an overall multi-phased program development approach was instrumental in the overall success of the Auto GCAS program. The USAF had limited funding with yearly increments that needed to be contracted and obligated quickly. Auto GCAS contracting was further complicated by the challenge to move the requirements from high-level do no harm, and automate recoveries when pilots are distracted or incapacitated by G-Induced Loss of Consciousness (GLOC). The team provided a vision and a path forward with a multi-phased approach: initial requirements development, requirements refinement, initial implementation, and final testing and production. Each phase reduced risk and increased the design maturity for the next phase, allowing continuous development without awkward contract restructuring to accommodate changes to ensure end user (pilot) acceptance. When USAF contracting resources were redirected and the final proposal schedule slipped, the program manager outlined a fix that added tasks to the current Phase while deleting segregated tasks from the next phase. This approach avoided an inevitable multi-month schedule delay that would have impacted fielding and delayed the activation of this life-saving system. Advocating for Strong User (Pilot) Involvement Complex development programs often skip the important step of engaging end-users, resulting in a system that meets the requirements, but is ultimately found unacceptable or unsuitable by the user. This has obvious negative consequences for end-use utility. The program team recognized the importance of seeking user feedback to ensure operational utility. The team understood the importance of close end-user (pilot) involvement and strongly advocated to engage key pilots, along with the standard USAF engineering and program management personnel, in the development process. The team s and program manager s effective communication style overcame the common reluctance to seek out and incorporate outside ( not invented here ) ideas. Engaging the pilots resulted in a major restructuring of modes and changes to the default settings, greatly improving the overall system during the development avoiding costly post production changes AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 Phase I Program Narrative - 3 Instrumental in Root-Cause Investigation In the final months of the program, the USAF was able to conduct Operational Testing, extensive operational testing, and suitability evaluations in parallel, per the program s recommendations to mod as many F-16s with Auto GCAS capability as possible and test, test, test. An unexplained fly-up occurred near Nellis AFB and cast doubts within the test community about the fielding of Auto GCAS. The program team provided immediate leadership by engaging technical management and system experts and coordinating the investigation. The team s actions led to a successful solution to the fly-up issue, which could have otherwise delayed Auto GCAS fielding. The program manager engaged and established contact with Nellis AFB personnel (from previous management activities) and coordinated essential base support and USAF sponsorship for critical on-aircraft testing. This early and often engagement was particularly important, as a contractor team arriving on base without full buy-in from base personnel could have delayed effective on-aircraft tests. The program manager established, conducted and led weekly customer communications on the investigation until closure was obtained. It was discovered that a non-auto GCAS component (a Radar Altimeter in a pre-development configuration) was causing bus contention and creating the fly-up issue. Another issue was discovered after initial low-level fielding recommendation briefings began: an unexplained fly-up occurred 10,500 ft. above the Gulf of Mexico during an automated subsystem reboot (triggered by power anomalies). The team again quickly spearheaded another investigation that expeditiously identified the root-cause of the issue. In conjunction with the team s recommendation, the USAF SPO decided to field Auto GCAS in parallel with performing a software patch update. Outstanding Schedule and Cost Performance Air Combat Command (ACC) recommended fielding Auto GCAS on September 2, Schedule setbacks and cost growth often accompany groundbreaking developments similar to Auto GCAS. Close management of the team s progress to budget and task completions, resulted in the on-schedule fielding of Auto GCAS, complete with a 5.2 percent under-run to target cost. Contract completion was performed on-schedule, with high quality and outstanding line-pilot acceptance. The system was also warmly received by the technical community and the media. The fielding of Auto GCAS happened on-time due in large part to the program s overall management, and program manager s leadership qualities and decision-making abilities AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 Phase I Program Narrative - 4 (Click to insert text here) 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8