Lockheed Martin MS2 / MH‐60R ARPDD SDD (v10) I. Program Overview
Organization
Name/Program
Name:
Lockheed Martin Mission Systems & Sensors / MH-60R Automatic Radar
Periscope Detection and Discrimination SDD
Your Name / Position
/ Contact information
– E-mail, Phone
Customer:
Organization/Name/P
osition/Contact
information
Scott W. Breen / Senior Program Manager / scott.breen@lmco.com, 1-607751-7890
NAVAIR / Robert C. Mroz / MH-60R IPT Co-Lead / robert.mroz@navy.mil,
1-301-757-5213
Program Category
System Level R&D/ System Design and Development (SDD) program
In today’s environment, Navy surface combatants face an ever increasing
threat from enemy submarines. The program’s goal is to provide the
warfighter with the ability to protect the fleet in open ocean and littoral
environments by automatically detecting radar returns and classifying them
and alerting the crew to periscope detections. In dense, littoral environments,
fleet operators often encounter a huge number of radar contacts, including
ships, small boats, confusing targets, clutter, and garbage. This program
leverages technology developed over the past fifteen years to rapidly sort
through dense surface environments to alert the operator to the presence of
submarine periscopes. This capability will be provided through the MH-60R
helicopter by integrating algorithms developed by NAVAIR into the MH60R’s Multi-Mode Radar System and modifying other mission systems of the
aircraft.
Program
Background: What is
this program all
about? (No more than
one page). Describe:
 The overarching
need for this
program
 History of the
program
 The product that is
created by this
program
 Scope of work –
original & updated
 Expected
deliverables
 Current status of
the program
The contract was awarded by PMA-299 to Lockheed Martin (LM) in June
2008. The Naval Air Warfare Center – China Lake (NAWC-CL) has been
developing the Periscope Discrimination algorithms for over 15 years. The
MH-60R was selected as the aircraft of choice to provide this functionality to
the fleet. PMA-299 is responsible for the program execution and worked with
the prime integrator for the MH-60R mission systems, LM, to develop a plan
that met both schedule and cost constraints. LM worked with Telephonics, a
key partner on the MH-60R mission system and the manufacturer of the
current the AN/APS 147 Multi-Mode Radar System, NAWC-CL, and
NAVAIR to develop a program plan that met both cost and schedule
constraints. The current SDD contract was preceded by a pre-SDD contract
that provided a solid foundation for this contract by completing several major
program milestones including System Requirements Review, System
Functional Review and an Initial Baseline Review.
The program will develop and validate all systems and documentation to
support deployment of the MH-60R with an ARPDD radar system that meets
or exceeds performance of all legacy requirements and meets ARPDD
requirements. The SDD contract will validate all requirements through both
Integrated Test and Operational Test to ensure Operational Suitability of the
aircraft.
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Lockheed Martin MS2 / MH‐60R ARPDD SDD The program is required to deliver a radar system with ARPDD functionality
by upgrading the AN/APS-147 and making required modifications to the MH60R. In order to meet schedule constraints, the program was divided into two
phases. The first phase requires the development of two prototype ARPDD
radar systems to perform initial development and to allow collection of data
from the radar to train NAWC-CL’s Periscope Discrimination software. The
second phase of the program requires the development of six pre-production
ARPDD Radar Systems to support development, qualification testing,
integration and test. Three MH-60R aircraft will be modified to support over
two years of flight test including operational evaluation of the system.
The program is currently in flight test of the prototype system and will start
flight test of the final configuration this fall.
I.
VALUE CREATION = 20 POINTS
Value:
What is the value, competitive
positioning, advantage, and
return created by this program to
your:

Customers – National
interests, war fighter

Company – Strength,
bottom line, and
shareholders

Scientific/technical
value (particularly for
R&D programs)
Excellence and Uniqueness:
What makes this program
unique? Why should this program
be awarded the Program
Excellence Award? In what ways
is this a stellar program?
The ARPDD Program is vital to all stakeholders. The Navy will
receive an improved MH-60R with critical ARPDD functionality that
is a fleet priority in time to field in 2013, two years ahead of a normal
development schedule. The program will also provide a technical
refresh of the AN/APS-147 radar with improved reliability and
performance.
PMA-299 is responsible for developing, fielding, and sustaining the
MH-60R multi-mission helicopter. PMA’s goal is to deliver the MH60R with ARPDD functionality to the fleet on schedule and within
budget.
LM is the prime mission integrator for the MH-60R and of the
ARPDD contract. LM’s principle mission is to deliver the products
that enable our warfighters to perform their mission. As the prime
mission integrator for the MH-60R, LM’s strategy is to ensure the
MH-60R maintains that position through infusion of key capabilities.
The contract’s Cost Plus Incentive Fee and Milestone Incentive
payments ensure alignment between the requirements of the ARPDD
program and LM’s commitment to deliver profitability to its
shareholders.
Telephonics is a strategic partner with LM on the MH-60R and shares
LM’s goal of keeping the MH-60R both vital and supportable. The
AN/APS-147 is one of the world’s premier multi-mode maritime
radars that has the performance required to support ARPDD
functionality. Integrating the ARPDD functionality while at the same
time improving the reliability of the radar will allow Telephonics to
improve the overall value of the radar. The Telephonics subcontract is
a mirror image of the prime contract, with the same CPIF and
identical schedule incentive milestones to ensure alignment between
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Lockheed Martin MS2 / MH‐60R ARPDD SDD PMA-299, LM and Telephonics commitment to its shareholders.
NAWC-CL, working in conjunction with Industry, will see the results
of over 15 years of development deployed to provide enhanced
protection from submarines required for the fleet. NAWC-CL’s
technology along with MH-60R Operator System Interface provides
the ability to automatically detect and alert the crew to periscopes with
a high degree of confidence. The ARPDD program will showcase the
exceptional talents of NAWC-CL and will likely lead to other uses of
this key technology to solve a myriad of other automatic target
recognition requirements.
The program is unique and exemplifies many best in class acquisition,
execution, and contracting methods. The program’s acquisition
method of using a pre-SDD contract to well define and formally
approve requirements (SRR) and to baseline the contract (IBR) prior
to contract award, and the cooperation of all organizations including
the government, prime contractor and subcontractor in the planning
allowed the program to establish a detailed program plan that met cost
and schedule and defined risk. The program has shown proven ability
to execute to that plan while maintaining green metrics for cost,
schedule, and all TPMs. The up-front work establishing the program
plan and commitment to cost and schedule by all organizations during
execution has allowed the teams to focus on execution. There have
been no changes in requirements at the system and sub-system level.
The program has been managed successfully by implementing a bestof-class combination of LM and NAVAIR program management,
earned value management and systems engineering practices. The
contracting method of CPIF with over half the fee tied to key schedule
events ensured all organizations were committed to common goals
from the program’s onset.
The program has completed two thirds of the scope of the contract in
the first two years and is green in both cost and schedule metrics while
executing to the baseline schedule from contract award. The program
has met all major milestones defined at contract award including PDR,
CDR, completion of shore test of the radar, acceptance of the first preproduction radar, and delivery of an Engineering Change Proposal
(ECP) that defined cost and schedule to transition to full rate
production of ARPDD capable MH-60Rs. The program is currently
performing flight test with the prototype ARPDD radar system on an
MH-60R and will start flight test of the pre-production ARPDD radar
system this fall. The system is exceeding all TPMs and meets all
requirements.
III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS
Strategic:
The strategy of PMA-299 and LM is to maintain the MH-60R as the
Describe how you developed your
platform of choice and one of the world’s leading maritime multiprogram strategy and competitive
advantage in support of your
mission helicopters. The ability of LM to provide this key aircraft
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Lockheed Martin MS2 / MH‐60R ARPDD SDD company strategy, how you monitor
progress toward achieving this
strategy
Strategic:
Requirements Management – How
do you define, revise and control
your requirements?
Strategic:
Systems Engineering – Describe
your systems engineering planning
and management processes.
on-time and continue to maintain its 100% on-time production
delivery is critical to both PMA-299 and LM. The ARPDD SDD
program aligns with that strategy by infusing this critical capability
onto the platform as early as possible and reducing retrofit costs,
thus reducing Total Ownership cost. Another key focus was to
improve both the reliability and availability of the major situational
awareness component of the mission system, the multi-mode radar
provided by Telephonics. The goal of the program is to deliver this
capability to the warfighter on schedule and within available cost
constraints. The ability of the program to implement that strategy is
measured through our cost metrics, schedule metrics, and ability to
meet each of the key schedule incentive milestones.
The ARPDD program employed a pre-SDD contract to define
requirements and properly scope the program complexity prior to
SDD. A pre-award Integrated Baseline Review (IBR) was an
important part of the strategy for achieving program success. The
program was designed with Capability Production Document (CPD)
and Air Weapon System (AWS) requirements contained within the
contract. We worked with the USN’S Crew Station Working
Groups to refine the performance and operator interfaces prior to
contract award. The system was rapidly prototyped and presented to
that group. The requirements were managed using a COTs
requirements management product with specific requirements
defined in the Prime Item Development Specification. These
requirements were crafted to specifically allocate and partition the
requirements of each subsystem. This strategy allowed each group
to test and build their components independently and then bring
together the joint pieces for multiple integration events. Working
groups including all organizations worked closely together to define
and track TPMs. Early definition of requirements and design
enabled the production cables and connectors to be used during
development and testing.
System Engineering processes consist of complete requirements
understanding with end users and customers. These are evaluated
and trade-off studies are performed determining optimized solution
based on re-use, COTS infusion, reliability, cost, schedule and other
special customer requirements. Implementation plans and other
pertinent facts are reviewed with and by all parties. Risks and
opportunities associated with program development and execution
are analyzed with mitigation steps, and planned and reviewed within
the IMS. Requirements are allocated across configuration items, as
well as corresponding TPMs, and reviewed by all organizations.
Designs are evaluated for both implementation as well as testing
abilities. Use cases are developed to facilitate complete team
understanding of use and stake holder needs. Requirements and
TPMs are reported in a timely fashion. All requirements go through
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Lockheed Martin MS2 / MH‐60R ARPDD SDD Strategic:
Opportunity Management Describe how your program
identifies opportunity and manages
this opportunity.
Operational:
Planning, Monitoring, and
Controlling Describe your planning and
resource allocation processes. How
do you monitor and review your
program’s progress and make
corrections to keep the program on
track
Operational:
Supply Chain Management -- What
processes, tools and relationshipbuilding methods have you used to
develop, refine and improve supply
chain and stakeholder integration?
This is one of the most imperative
needs of our industry – please
provide specific details and data
that assisted you in gauging the
effectiveness.
formal Engineering Review Boards and formal change boards
requiring approvals by all MH-60R Responsible Individual
participants.
Opportunity management was performed through risk / opportunity
process. Opportunities are identified by team members and plans are
put in place to help ensure those opportunities are realized.
Opportunities and their plans are reviewed at each Risk and
Opportunity review board. Plans to ensure opportunities are realized
are tracked through a risk / opportunity tool with the mitigation
milestone events tracked in the IMS.
The program plan was developed by PMA-299, LM, Telephonics,
and CL prior to contract award through the program SRR and IBR.
Additionally, “Alpha” negotiations that involved both LM and
Telephonics contributed to an understanding and agreement on the
program plan of execution. Schedule Performance is monitored
through detailed reviews of the IMS. NAVAIR and LM review
schedule progress each week through Control Account Managers
(CAM) interviews where late starts, late finishes, and 90 day
outlook of starts and finishes, as well as staffing are reviewed. After
completing reviews with LM CAMs Navy, LM and Telephonics
review Telephonics status through CAM interviews.
Each Monday afternoon the schedule status is reviewed with senior
leadership from PMA-299 and each of the companies. Specifically,
staffing and task execution are the two prominent leading indicators
that have kept the entire program in focus instead of being
reactionary. Negative trends are discussed and when required
recovery plans are put in place and tracked on a weekly basis.
Quarterly Schedule Risk Assessments are performed and involve
detailed interviews by PMA-299, LM and Telephonics leadership
with each of the CAMs at both LM and Telephonics. Critical path
details of the Schedule Risk Assessment are provided to leadership
to enable informed decisions and mitigations to be put in place to
ensure the program stays on schedule.
We have established relationships with the supply chain built on
trust, respect, mutual benefit and achievement. Our relationship
with Telephonics, the key ARPDD supplier, is probably the most
notable. We have established open dialogue regarding day to day
activities, challenges and impediments to success. This also
facilitates strategic interchanges so we remain in sync with the
various stakeholders and their requirements. From an overall
oversight perspective, we use specific tools that have been
developed to assess the health of the supply chain to include critical
second tier suppliers. We share this information with the team to
ensure we understand any stresses (financial, performance, etc.)
being experienced by key suppliers including second tier suppliers
that may have an adverse impact on the ARPDD program. This
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Lockheed Martin MS2 / MH‐60R ARPDD SDD Operational:
System Integration, Testing &
Reviews Describe the activities and
processes used to succeed in your
system design, integration, and
testing. How did you conduct
system design and technical
reviews?
Operational:
Risk Management
Describe the processes used to
identify risk and avoid
future/potential issues or risks.
Team Leadership:
Team Spirit and Motivation
Describe how you created your
team spirit and culture, and
accomplished full team integration
and team member motivation.
provides us a means to proactively initiate mitigation actions.
We have implemented various processes and data collection
approaches such as a material status report and full Earned Value
Management Reporting to assess the health of the supply chain. We
have assisted Telephonics in conducting in-depth technical reviews
and troubleshooting to resolve issues impacting ARPDD. Two
examples of where LM worked with Telephonics were spreader
plate performance and a state of the art power supply that uses new
technology in unique ways.
The program followed the NAVAIR System Engineering Technical
Review Process for all Technical. All organizations contributed to
each review, including both government and industry, with LM
leading the effort to create a comprehensive presentation that met
NAVAIR’s guidelines. The program holds monthly Test Plan
Working Groups with representatives from all organizations to
discuss I&T strategy, status and to identify issues and opportunities
and act upon them if required. Key integration and test events are
supported in person by members from both industry and
government. Communication to all team members providing status
and issues is provided promptly.
Focus from day one was to mitigate risks up front. Lessons learned
from previous development programs were incorporated to ensure
high risk areas were managed effectively. An automated Risk
management tool assessable by the team is utilized. Risks are
maintained at the program level and are also incorporated with the
PMA-299 MH-60 Risk Board at which LM is a participant. The
SDD Phase enabled many key risks to be identified early and
mitigations to be built into the baseline.
The ARPDD team consists of a highly skilled and experienced team
with the common goal of making the program a success. The team
shares the common goals of producing the best performing product,
within cost and on schedule. All organizations are committed to
cost and schedule commitments. We practice consistent open
communication with timely Programmatic and Technical meetings
held weekly with participation by all organizations. We maintain
and track action items to closure. The relationships between the
organizations have been built upon over thirty years of execution
between NAVAIR and LM on Mission systems for the MH-60, and
over 15 years of work on the MH-60R between Telephonics and
LM. A key component of the current ARPDD team’s trust was
based on the shore test data collection event where the entire
technical team was collocated for an extended period of time which
allowed existing relationships to strengthen and new relationships to
be built. Participation of industry and government at all meetings,
both technical and programmatic, also provides a base for
relationships and trust to be built upon.
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Lockheed Martin MS2 / MH‐60R ARPDD SDD Team Leadership:
Lessons Learned and Knowledge
Management
Describe how you collect lessons
learned and best practices, and how
they are shared with your team and
company to improve performance.
Team Leadership:
Leadership Development
How do you develop team’s skills
and build future leaders
Best (& Next) Practices:
Identify your program’s specific Best
Practices that you believe are
unique, and could be shared with
others and become industry’s
Next Practices.
Executive commitment, both Government and industry, is vital to
the success of the program and feedback provided from the weekly
executive leadership briefings of has helped to keep the team
focused and the program on track.
One example of lessons learned on the program was through the
Navy Program Performance Team (PPT). The PPT provided lessons
learned from other NAVAIR programs that were adopted by the
ARPDD team, namely the weekly Monday morning IMS reviews
where CAMs are interviewed by both LM, Telephonics and
NAVAIR leadership. A representative from the PPT is part of the
ARPDD team and is able to provide feedback to the PPT on
improvements LM has made to the process, with one example being
the outbrief of Monday morning CAM interviews to executive
leadership of all organizations. LM also communicates lessons
learned through Lean events and program reviews.
Stretch opportunities for key individuals provide a framework for
success. As the program proceeds and opportunities arise for more
responsibility, personnel with potential are identified for a role that
enables professional growth. In a long term program like ARPDD,
personnel rotations are essential to avoid stagnation and are also
used for professional growth. Rotations of team members to
adjacent areas either on the ARPDD program or outside of the
program are utilized.
Teamwork is effectively demonstrated across multiple
organizations, both industry and government. Execution through the
Monday Morning CAM interviews is a NAVAIR PPT best practice
implemented on the ARPDD program. The program has also
enhanced that practice through the inclusion of subcontractors and
the review of staffing and different methods to review schedule
status with the CAMs. Additionally, a new practice of reviewing the
outcome of each of these meetings with executive leadership on
weekly basis.
From a contracting perspective, the pre-SDD contract creating firm
set of requirements and program plan, followed by cost-plus
incentive contract with key milestones are key elements of the
program. The pre-contract finalization of requirements, SFR, IBR,
and Alpha Proposal process provided a forum to review in detail the
scope and requirements of the ARPDD program with the customer
and to mutually make decisions regarding risks, cost, requirements
and schedule. The detailed schedule development and review during
the pre-SDD contract was crucial to reducing risk of cost and
schedule overruns.
Trust at the team level is a key element to the success of any
program. One of the key contributors to build upon that trust was colocation of the team leadership at our shore-testing event. The event
allowed the team members from various parts of the country to build
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Lockheed Martin MS2 / MH‐60R ARPDD SDD a relationship and establish trust.
IV.
ADAPTING TO COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM’S UNIQUE
COMPLEXITIES) = 20 POINTS
Identify the Program’s Market
Uncertainty level – How new is your
product to your market and users,
based on the definitions below. Then
describe how you deal and address
this specific uncertainty:
- Derivative – an improvement of an
existing product/system.
- Platform – a new generation in an
existing product line.
- New to the Market – a product or
system adopted from another
market
- Breakthrough - new to the world
product or system.
Identify the Program’s Technological
Uncertainty using the definitions
below. Then describe how you deal
and address this uncertainty:
- Low-tech: application of mature,
well-established technology
- Medium Technology: existing
technology modified to meet new
design requirements
- High-Technology: recently
developed new technology
- Super High-Technology: nonexisting technology that needs to be
developed during the program.
Identify the level of your System
Complexity using the definitions
below. Then explain how you are
dealing with this level of complexity:
- An Assembly performing a single
function.
- A Sub-system fitting within a larger
system.
- A System – a collection of
subsystems performing multiple
functions.
- An Array – a “system of systems”; a
widely dispersed collection of
systems serving a common mission.
Identify the Pace and Urgency of your
team’s effort using the definitions
below. Then describe how you deal
with the program’s pace requirements:
- Regular timing – no specific time
pressures. Fast/Competitive – time
to market is important for
competitiveness.
- Time Critical – there is an absolute
and critical-to-success deadline.
- Blitz – there is a crisis element
driving the need for immediate
response
Breakthrough technology. The ARPDD capability has never been
deployed on a production system or on a rotary wing aircraft. In
order to deal with the unknowns of deploying this new capability
NAVAIR and LM - engaged the user community through
Working Groups and developed Concept of Operations
Documents on how the system will be used. Constant interaction
and involvement with the end users to provide them with an
understanding of the capabilities, and to obtain feedback for
potential issues, is critical.
Super-high Technology. This is the first operational use of this
technology. In addition, innovative solutions are required for
packaging the demanding processing capacity into a solution
compatible with the demanding helicopter environment. The
approach of systematic testing through lab, shore test,
demonstration flight test, and finally flight test of the final
configuration. The Industry and Government teams also worked
together prior to contract award to identify potential risks and
decided as a team which would be addressed in the baseline plan
given cost and schedule constraints.
ARPDD System Complexity is a “system” level. Since the system
is built of many subsystems, we evaluate each one levying
requirements and TPMs to each component. Additionally, we
define and maintain strict interfaces (mechanical, electrical, and
software descriptions). We sufficiently model each component
performance and project these to the system level. We also build
in margin while we apportion individual performance
requirements. We measure these TPMs along with other critical
factors (E3, Power, Weight, Throughput) to assure the end product
meets its required performance requirements. We keep
maintenance of these TPMs throughout the development cycle.
The prototype system and pre-production system are both meeting
all TPMs.
Time Critical – principal requirement was to deliver the MH-60R
with ARPDD capability to the fleet by 2013, two years ahead of a
normal development schedule. The program was divided into two
phases to allow schedule to be met. The first phase involves the
development of a prototype system used to collect data to train the
periscope discrimination software. The second phase developed
and test the final pre-production systems. The program was
planned in such a way as to mitigate as much risk as possible
during the first phase of the program. Additionally, all
modifications are made in such a way to allow ease of production,
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Lockheed Martin MS2 / MH‐60R ARPDD SDD Other Complexities & Uncertainties
Describe other complexities and
unknown factors faced by this program
and how you address them.
deployment, supportability and reliability to ensure schedule is
minimized not just for just for the SDD contract but also to final
deployment.
Performance and testing of the radar is dependent on weather and
sea states – the system needs to perform in any sea state the MH60R may experience in flight, therefore environments in which
the test data must be collected is critical and unpredictable. This
data is required to sufficiently train the CL discriminator and
associated Radar algorithm. The amount of data required for
collection is thousands of Terabytes of data requiring complex
aircraft instrumentation capable of collecting multiple terabytes of
data during each flight as well and lab systems to store and replay
data hundreds of terabytes of flight data. The cost associated to
fly the aircraft to collect data is partially mitigated through the
ability to collect data and then playback data for fine tuning
algorithms and Proof of Compliance. The aircraft instrumentation
is a key component of the program and has been developed by the
ARPDD team with a complete understanding of this need.
Additionally, testing the system at shore test prior to flight
eliminated many of the issues normally found during flight test
and thus saved cost and schedule.
We have employed a systematic approach to development and
integration, test and Proof of Compliance. We have embraced
DOD 5000.1 integrated test team consisting of the contractor
team, CL, and the USN test communities (HX-21 and VX-1).
The team identified many issues early (e.g., collecting multipath
effects from on-board A/C components as well as a portable
mission computer for integration at Telephonics as well as
including the A/C instrumentation prior to A/C integration) and
mitigate as many as possible through the baseline plan.
V. METRICS (HOW DO YOU MEASURE PROGRAM’S PERFORMANCE) = 30 POINTS (Note: We are not looking for
$ results, but the relative percentage achieved. In particular indicate what specific metrics and data you are using that
drive the program beyond standard measures of schedule. budget, and performance, and which have contributed to your
program’s focus and its success.)
Customer - How do you measure
the impact of your program on your
customer and your customer’s
satisfaction? Include a description
of your metrics, as well as
numerical evidence.
The formal method to measure NAVAIR’s satisfaction is through
yearly Contractor Performance Assessment Reports. The program
has achieved an overall Purple Rating (Very Good). Additionally,
quarterly Interim Performance Assessment Reports are provided.
Informal feedback is provided at both the Program Manager level
and Executive level on a regular basis.
The main metric to ensure customer satisfaction is built into the
contract through cost and schedule incentives. The CPIF nature of
the contract allows the program to measure customer satisfaction by
our ability to meet cost targets with the program maintaining green
cost metrics (>.95). The ability of the program to meet the key
2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE
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Lockheed Martin MS2 / MH‐60R ARPDD SDD Performance - How do you
measure your program’s
performance in traditional terms
such as schedule, budget,
requirements, and business results?
Preparing the Future - How do you
measure and assess the long-term
contribution of your program to the
corporation/organization?
Team - How do you measure and
assess the impact of your program
on your team development and
employee satisfaction?
Unique Metrics - Describe any
unique metrics you are using to
measure your program’s progress
and focus it for outstanding success
milestones was critical to the customer so half of the program fee
was tied to five schedule incentive milestones. To date, the program
has met the first three schedule incentive milestones and has three
months of schedule float to meet the final two milestones.
The ARPDD program uses numerous Earned Value metrics (CPI,
SPI, TCPI, IEAC, etc) to monitor and measure cost and schedule
performance. Weekly management metrics are used to detect trends
early enough to implement corrective actions before they become
issues. In particular, staffing and task execution are two key leading
indicators used by the program. Additional metrics have been
developed to manage progress in software development, software
bugs detected versus planned, integration and test performance
based on accomplishment of functional test elements to plan, IEAC,
ETC, CEAC, BEI and requirements stability metrics to assess health
of the program. Stability of the program requirements is a key
indicator to the success of the initial planning. To date there has only
been one minor modification to the contract and no modifications to
the program requirements. The on time completion of the Schedule
Incentive Milestones defined in the contract is an indicator of the
program’s performance. To date the first three milestones have been
met and there is over three months of float to meet the final two
milestones.
The ability to deliver this capability in time to support production of
Lot IX aircraft in 2013 to support IOC and all future production
aircraft is the key measure of the program’s ability to deliver for the
corporation. Our ability to perform for the customer is measured
through CPAR ratings which will contribute to the success of the
organization in achieving new business.
Employee survey results are measured at the corporation and
distributed measured by department. The program management
team reviews those results along with line management to determine
changes to improve employee satisfaction. The program and
technical leadership is vital to ensuring employee’s satisfaction.
We measure I&T progress to the plan by the Functional Test
Elements (FTE) metrics. This metric is based on the checklist test
steps of each I&T event and the successful accomplishment of that
event.
Baseline execution indices are used by LM and TC and reviewed
with the customer and executive leadership weekly for late starts
and late finishes is also used to ensure the program stays on
schedule.
Proactive use of EV metrics such as the To Complete Performance
Index provides insight to the future level of performance and
efficiency required to complete the program on cost and schedule.
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