2013 Program Excellence Award
The Aviation Week Program Excellence Award initiative was developed in 2004 in recognition of the need
Phase I Submission
Name of Program: Integrated Space Command and Control (ISC2)
Name of Program Leader: Scott Norr
Phone Number:
(719) 277-4130
Email:
scott.f.norr@lmco.com
Postage Address:
9970 Federal Drive
Colorado Springs, CO 80921
Name of Customer Representative: Anita McCorvey
Phone Number: 719-554-6486
Email: anita.mccorvey@us.af.mil
Bio for program leader:
BIOGRAPHY (.5 pages)
Scott Norr is a Program Management Institute certified Program Management Professional with
over 26 years of Engineering and Program Management experience. His education includes a
Bachelors Degree in Mechanical Engineering as well as a Masters of Engineering Management
from Brigham Young University.
Scott began his professional career with AlliedSignal Engines (later Honeywell) in Phoenix,
Arizona as a Mechanical Engineer on a large turbine engine program for the US Army. He filled
several roles of increasing responsibility within Systems Engineering, Test and Design; ultimately
becoming the Engineering Director for the Honeywell/Rolls-Royce partnership.
He then became the Program Manager for the Undersea Vehicles, Launch Vehicles and Space
products for Honeywell's Engine Systems and Accessories Division and was responsible for
various aircraft development and production projects. Later he became the Program Manager for
Boeing and Airbus aircraft supporting the ongoing production of all Starters, Valves and Actuators
for Boeing commercial aircraft as well as developing the Engine Thrust Reversal System for the
Airbus A380.
Scott then became the Program Manager for Honeywell's Satellite Control Network Contract for
the US Air Force Satellite Control Network in Colorado Springs, CO. His responsibilities included
development and sustainment of the Air Force Tracking Station Scheduling, Orbital Analysis and
Recording systems.
Scott joined Lockheed Martin's Integrated Space Command and Control (ISC2), Air and Missile
Command and Control Program. In this role, he was responsible for managing multiple
interdependent projects to support NORAD/NORTHCOM and USSTRATCOM situational
awareness for air and missile warning and reporting.
Scott is currently the ISC2 Program Manager for Operations, Maintenance and Sustainment
Program. He is responsible for management of day-to-day Operations, Techology Refresh and
Software Upgrade projects totaling over $120M of annual Sales. The program employs over 550
individuals supporting critical US Air Force Strategic Forces for NORAD/NORTHCOM and
USSTRATCOM.
Scott completed the Lockheed Martin Program Manager Development Program in 2010, and was
recognized with the Lockheed Martin President’s Quarterly Performance Award in 2012. Scott
exemplifies full spectrum leadership principles in leading the ISC2 contract.
Phase I Program Narrative - 1
Overview
The Integrated Space Command and Control (ISC2) Contract is large, complex, and dynamic in
nature. The Lockheed Martin led team was recently awarded a continuation of the current
contract with options through 2015 by the US Air Force Life Cycle Management Center
(AFLCMC). The contract provides the foundation for Air, Missile, and Space Defense mission
integrity and continuity of operations. It is valued at ~$120M on an annual basis, providing
mission operations, maintenance, and sustainment (OM&S) to ensure the National Defense of
the United States of America.
ISC2 provides the United States Air Force’s system-of-systems architecture implementation for
North American Aerospace Defense Command (NORAD), US Northern Command
(USNORTHCOM), US Strategic Command (USSTRATCOM), and other users. It provides a
common, interoperable command and control infrastructure that gives commanders flexibility to
handle growing mission responsibilities. The ISC2 program evolved the Battle Management
Command and Control infrastructure from 37 legacy stove-piped systems to a modern, flexible
architecture. ISC2 designed, developed, tested, and deployed the system, achieving Operational
Acceptance of the architecture in 2006. Now in full operations, the contract provides all IT and
communications support to Cheyenne Mountain Air Force Station (CMAFS), the mission hub
for NORAD, USSTRATCOM, and NORTHCOM. In CMAFS, Lockheed Martin operates one of
the largest technical control facilities in the US Department of Defense and won the Defense
Information Systems Agency (DISA) Category IV Facility of the Year award for 4 straight years.
Contract support includes OM&S of secure and non-secure telephone systems, networks,
help desk, OM&S of mission data up to the highest classification levels, and inside/outside plant
operations.
ISC2 supports the Space Situational Awareness and Space Defense Missions at Vandenberg Air
Force Base (VAFB). The Lockheed Martin led contractor team is responsible for operating,
maintaining, and sustaining the Mission System of record for the General Perturbation space
catalog. The team also develops and sustains the software and applications that maintain the
Special Perturbation, or high accuracy, catalog. The team includes Orbital Safety Analysts that
use the catalog data to provide conjunction screening runs and associated date to NASA and
other owner operators. Since relocating the system from CMAFS to VAFB in 2007, ISC2 has
remained committed to the mission and has worked closely with the Air Force to mitigate risks
to the legacy mission systems through Technology Refresh, Technology Insertion, and helping to
bridge the gap for future migration efforts.
The number one priority of the ISC2 Contract is to maintain the integrity of the Air, Missile
Warning, and Space Missions while focusing on innovation to minimize cost and maximize war
fighter capability. ISC2 achieves this by maintaining mission availability levels that meet
extremely difficult, classified performance requirements. The team uses system availability
metrics to determine where common issues cause outages, analyzes root causes, and then makes
recommendations to enhance system reliability and mission performance. ISC2 collects and
analyzes systems availability metrics for all missions to maintain, enhance, and improve mission
performance. Over the past 13 years since contract award in 2000, ISC2 has increased the
Mission Availability of the Air, Missile Warning, and Space Missions.
Phase I Program Narrative - 2
Team Capabilities in Addressing Economic Issues
The ISC2 Contract is committed to delivering additional capabilities to the operational
community in an increasingly challenging economic climate. Over the past three years ISC2 has
increased program affordability by reprogramming 3-4% of project budgets via cost avoidance
for additional capability delivered to the war fighter. This includes additional software releases,
hardware deployments, and additional services in support of each of the major mission areas.
ISC2 fosters a relationship that is focused on mission sustainment and affordability initiatives
with its Government partners. The joint team exhibits a continued commitment to quality
improvement through continuous process reviews and updates. For example, the joint team
reviews lab equipment requirements on a regular basis to determine if equipment can be
combined, eliminated, or reduced. We have made many adjustments to lab space to provide
efficiencies to the Government. This culminated in the 50% reduction in required floor space as
the test facility went from two buildings into one while supporting an increase in mission areas.
Additional process efficiencies were gained with a continued focus on model-driven cost
methodologies.
The operations team has consolidated Logistics Footprints within CMAFS and Peterson Air
Force Base to reduce positions by 25% providing direct operations support over the past three
years. In addition, this team absorbed the 24/7 support of the newly operationalized
USSTRATCOM system of record for the force management and force survivability function
with no additional personnel.
The culmination of these joint activities resulted in the Government Air and Missile Warning and
Legacy Space Teams repetively winning the prestigious Quarterly Ron Mason Award over the
past two years. This award is given to the team who succeeds in one or more of the following
categories: 1. Develop People 2. Partner with Customers 3. Think Enterprise 4. Implement Netcentricity 5. Leverage “Best-of-Breed” 6. Innovate 7. Reduce Life-cycle Costs.
Accommodating Necessary Contractual Challenges
Although ISC2 is an operations and maintenance contract that focuses on operational mission
and sustainment, there are many contractual challenges that it addresses to support the
AFLCMC. For example, within the umbrella of this program, each major contract type has been
represented within the last 3 years. In addition, the contract has facilitated a complete overhaul
of the Government’s contracting approach going from 100% Cost Plus Award Fee contracts to
about 90% Cost Plus Incentive Fee contracts. This change has decreased the administrative
overhead and enabled the Government to focus more on objective results rather the subjectivity
often associated with Award Fee.
Phase I Program Narrative - 3
Making More Efficient the Audit/Review Process
ISC2 utilizes a robust audit/review process for software and hardware baselines, documentation
and processes with a focus on mission uptime and continuous process improvement. Technical,
schedule, and cost performance indicators are used to status and predict progress against plan in
order to address potential problems before they occur and metrics are reviewed with our
Government partners on a regular basis. Action items are initiated to mitigate risks and maintain
acceptable performance characteristics for all projects and baseline contract line items.
ISC2 has formalized metrics on the program to gauge project technical performance and mission
performance. For example, metrics such as Operational Availability (Ao), Mean Time to Repair,
and Mean Time between Critical Failures are maintained to assess and predict mission
performance characteristics in a dynamic, changing operational environment. In addition to
technical, schedule, and cost performance metrics, mission performance metrics are used to
identify mission performance trends. Trends are analyzed to establish mitigation plans for
mission performance characteristics that potentially will not meet operational objectives.
Causal Analysis and lessons learned are conducted at pre-defined milestones in the software
maintenance lifecycle to continually improve processes and software quality. In addition to
scheduled Causal Analysis and Lessons Learned, ISC2 conducts Causal Analysis and Lessons
Learned as required to address problems when they arise, in order to avoid incurring the same
problem again in the future. ISC2 follows a standard procedure for conducting Causal Analysis
to enhance the ability of any functional area (Engineering, Program Management, Finance,
Subcontracts, etc.) to use the process with equal, effective results.
Performance Based Logistics (PBL) was implemented on the ISC2 Contract in 2010. Since
inception, PBL metrics have been used to measure key program attributes. One key metric is
audit effectiveness. This measures how many out-of-baseline findings were detected during an
audit. The PBL outcome is to improve configuration management to ensure the deployed system
is complete and configured properly to meet mission requirements. A recent example was the
creation of an audit tool to perform more detailed system-level auditing and real-time feedback
for the installers. This resulted in a 98% improvement between the last two major releases.
PBL metrics are tracked for technical manuals. Accuracy and several categories of defects are
measured and tracked. Deficiencies in system user procedures and the change control process
are used to improve the quality of the delivered product, thus reducing the number of fixes
required due to product deficiencies.
Phase I Program Narrative - 4
Applying Innovation to Overall Program Performance
As a partner with the US Government, ISC2 pursues innovative approaches to achieve a
consistent system evolution through technical refreshes to key components of the system. A
focus on hardware and software end-of-life, end-of-service has culminated in a technology
roadmap that the Government uses for a planning tool for future years funding projections. To
date, this activity with the addition of innovative technical insertions has led to a decrease to the
operational system footprint.
The ISC2 contract has extensive experience implementing technical refreshes into the
architecture. Some of the largest procurements in the past few years include a refresh to
workstations, servers, and communications systems. A strong relationship with our vendors has
led to continuous costs efficiencies within hardware maintenance and software licensing
agreements.
As part of the continuing effort to evolve the space mission to meet the needs of the Joint Space
Operations Center, the software development and testing processes have been adapted to meet a
delivery cycle with a significantly increased operations tempo. ISC2 has recently implemented
the contract’s first project utilizing an agile software development process as a result of
integration activities with Space and Naval Warfare Systems Command. In support of the agile
deployments, ISC2 implemented the use of automated test and audit tools to support the monthly
delivery cycle. These deployment innovations have contributed to an average of 15 operational
deliveries a year.
Summary:
ISC2 is committed to maintaining the integrity of missions. This commitment is engrained in
everyone supporting the contract. Scott Norr has put in place an organization that understands
that affordability translates to increased capability for the war fighter. Key metrics are
monitored on the program to proactively find and correct issues to ensure best practices are
improved and repeated. Contract flexibility has allowed the Government and war fighter end
customers to add scope to the contract to address evolving mission requirements. Lockheed
Martin is humbled and honored to be able to serve, side by side with a team of Government
personnel in supporting the mission.