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 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: Name of Program Leader: Phone Number: Postage Address: Name of Customer Representative: Phone Number: Category in which you are competing (choose one of the following): Sub-System R&D/SDD Sub-System Production Sub-System Sustainment System R&D/SDD System Production System Sustainment Special Projects 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 Bio for program leader: Aviation Week Program Excellence Award Phase I Submission Name of Program: Joint Precision Approach and Landing System (JPALS) Name of Program Leader: Chris Caldbeck Phone Number: (319) christopher.caldbeck@rockwellcollins.com Postage Address: 400 Collins Road, Cedar Rapids, IA 52498, M/S Name of Customer Representative: Mark Maselli Phone Number: (714) Mark.A.Maselli@raytheon.com Category in which you are competing: Sub-System R&D/SDD Chris Caldbeck has served for 4 years as the Principal Program Manager responsible for the Joint Precision Approach and Landing System (JPALS) Program execution. Chris leads and manages in addition to JPALS several other programs developing integrated solutions across US and International Militaries. He brings 20+ years of leadership experience to Rockwell Collins as a retired Naval Officer. Chris leads his team of over 50 employees ensuring positive communication; effective direction and timely employee recognition are maintained. Chris has led the JPALS team to be a recipient of the 2012 DoD Top 5 Systems Engineering Award, a finalist for Rockwell Collins 2014 Chairman s Team Award, and several other notable recognitions. Chris holds a Bachelor of Science Degree from Iowa State University and a Master s Degree from Webster University AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 Phase I Program Narrative - 1 JPALS Overview In September 2008, Rockwell Collins was placed on contract to develop the Joint Precision Approach and Landing System (JPALS). JPALS is a ship based, survivable, adverse weather, day-night, precision approach and landing capability that supports the principles of forward presence, crisis response, and mobility. JPALS utilizes Global Positioning System (GPS) technology and a secure two-way data link to provide surveillance, ship relative navigation and precision approach landing in and around the carrier controlled air space. JPALS capabilities will be delivered in two primary blocks. Block 0 of JPALS is a Navy-certified, limited visibility and/or ceiling precision approach and landing system with the capability to locate and navigate in the vicinity of aircraft carriers and air assault ships. The system provides ship range and bearing for JPALS-equipped aircraft operating within 200 NM of the ship; ship relative navigation and air traffic control monitoring (surveillance) of JPALS-equipped aircraft within 60 NM of the ship; and a precision approach landing capability for JPALS-equipped aircraft with a 200 foot decision height at ½ NM visibility. Block 0 develops an engineering development model ship system for CVN and LH class ships plus avionics test kits to emulate the Aircraft System (AS) for test and demonstration purposes and Air Integration Guides for future aircraft integration. Block 1 of JPALS expands on the Block 0 capabilities by adding a precision approach landing capability with a 100 foot decision height at ¼ NM visibility. In addition, for appropriately equipped manned and unmanned aircraft, the system provides a primary means of autoland capability. Value Creation The Rockwell Collins (RC) JPALS program has executed at sustained superior levels for the last five plus years. The program has provided our customer with system solutions exceeding contract requirements and delivery of all hardware and software, on or ahead of schedule. The value creation of the JPALS program is measured in several different ways. Examples are: - The JPALS program has provided substantial financial value to RC shareholders over the last 3 years as measured in sales and orders. The program has utilized established and new products from our product lines, increasing factory output and driving technology insertions into these product lines. - The JPALS program greatest value creation for RC and the defense industry is the development and recognition of our team members. The program pushes our team to expand their abilities, meet challenges head on, execute superior sustained positive communication and deliver on schedule innovative solutions to our customer. - The JPALS program excels at reaching out within a diverse company like RC and delivers value by seeking out, developing and capturing synergies across the entire corporation. JPALS works with every business unit within the company exploring opportunities to deliver a better value to our customers and to maximize profit for our shareholders AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 Phase I Program Narrative The JPALS program has delivered value by continuing solid relationships with Raytheon leading to multiple new business opportunities including Foreign Military Sales and legacy aircraft retrofitting. - The JPALS program has strengthened Rockwell Collins relationships with NAVAIR and its Program Offices leading to several contract opportunities by listening to and supporting the customer s needs with cutting edge technology through affordable, timely, and sustained performance. - The JPALS program has strengthened Rockwell Collins relationships with Aircraft Original Equipment Manufacturers (Boeing, Northrop Grumman, Lockheed Martin, and General Atomics) supporting the development of Joint Strike Fighter and UCLASS. These relationships have led to opportunities for JPALS and additional content on these next generation weapon systems. - The JPALS program is driving new technology into RC communications and navigation product lines delivering increased value by supporting the development of several new capabilities for US and Allied Militaries. - As a leading ACAT 1D program at RC, JPALS has created value by challenging processes in every stage of the program s life cycle. These challenges have led to process improvements in multiple areas including Software Control, Quality Assurance, System Engineering, and Manufacturing. Organizational Processes The JPALS program team has executed and improved on Rockwell Collins proven organizational processes to ensure sustained predictable execution and achievement of all program objectives. By using a Capability Maturity Model Integrated (CMMI) Level 3 certified Technical Consistent Process (RC-TCP) and certified critical business processes, JPALS utilized standard practices through all operating units to ensure consistency, accountability and senior management visibility of program objectives and risk mitigation. Examples of how organizational processes have been used and improved on by JPALS to achieve sustained superior performance include: The JPALS program includes significant content across multiple business units within the company. The RC Management Authorization Process (RC-MAP) has been successfully applied during all phases of program execution ensuring key business decisions are made at the correct levels. To highlight this, the JPALS program was directed to be managed by a single Program Management Office, ensuring clear lines of responsibility and accountability were established. This organization allows the PM team to reach out across the company keeping lines of communication open across all business units and locations. The JPALS program team continues to follow and embrace our Pre-Execution Program Planning (PEPP) process across all phases of the program s execution (a facilitated approach where an experienced team of mentors coach the program team through structured planning workshops.) This continued effort has sustained a robust program 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 Phase I Program Narrative - 3 plan leading to sustained superior execution of the program. In addition, this process is a forcing function to continuously update the program s direction capturing changes in customer acquisition processes and contract direction received. JPALS uses Rockwell Collins DCMA-approved Earned Value Management System and process to proactively manage cost and schedule performance throughout program execution. This same process is applied to both Government and Commercial content to increase consistency and achieve predictable program performance, as demonstrated by JPALS CPI of 103% after 5 years of execution and a SPI of 99.8%. The JPALS program utilizes a highly documented Risk & Opportunity management process. This process is integrated at every level of program execution. The process requires inclusion of all contractors and customer in all monthly reviews. The team has used this process to retire over 200 risks in the last 3 years of execution Project management metrics and leading indicators are used weekly and monthly as proactive management tools to spot and address issues before they cause performance variation. These metrics are reviewed internally and with the customer on a bi-weekly cadence to ensure timely discovery and resolution of issues. The JPALS program executes using an IPT-based program team organization, to facilitate effective communication and clearly identify chain of command. This structure maximizes direct-line reporting and gives Cost Account Management direct responsibility to ensure effective performance. The JPALS program was awarded the 2012 DoD Top 5 System s Engineering Award, been recognized as one of the companies top five Chairman s Team Awardees (2014) and has received recognition as a 2014 Enterprise Lean Achievement Award finalist in Adapting to Complexity The JPALS program at Rockwell Collins a set of sub-system solutions supporting datalink, GPS, and avionics technology leading to a highly accurate military GBAS landing system capable of supporting CAT III landings at sea on an aircraft carrier. These solutions utilize a combination of off-the-shelf products with new designs inserting advanced technology requiring strict management of our development processes to effectively solve the varying levels of system complexity. Examples include: The worldwide performance requirements for JPALS led the team to use a modeling and simulation based approach for system algorithm design and requirement validation. The system design required extensive flight data to support these efforts, driving the team to develop a new set of flight data management and analysis tools to support the development and validation efforts on the complex airborne algorithms. These tools led to significant cost and schedule savings across the entire program by reducing flight hours required by over 66%. As part of the JPALS program a technical demonstration of objective level accuracy was incentivized to show vertical accuracy was 20cm or better. This test execution required that the technical incentive accuracy demonstration be done at sea on an aircraft carrier 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 Phase I Program Narrative - 4 with an F/A-18 flying coupled approaches (autoland). The team developed a demonstration plan that overcame significant technical complexity by executing the demonstration with in a 10 day at sea period. The F/A-18 executed over 50 plus successful and continuous coupled approaches proving the system design exceeded objective level accuracy requirements. This achievement saved the program over $15M by cutting the two remaining at sea periods for the aircraft carrier in support of test. JPALS autoland testing at sea had to be done under very strict configuration management controls. This increased the complexity of the already challenging execution plan. Due to time and cost pressures, the government was unable to support needed land based testing prior to at sea testing. This forced the JPALS team to develop and implement a fly-fix-fly process with the government that allowed configuration changes at sea allowing issues to be resolved and testing to continue. The team executed 4 software releases in 10 days leading to the successful execution of the objective level performance. Metrics The JPALS program uses metrics on a daily basis to ensure effective management of the program and to make sure we maintain our sustained superior program performance. Our metrics allow us to effectively communicate to Raytheon and our Navy Customer the status of our contract execution and to address issues before they become problems. These metrics address software and hardware development cycles, quality performance, and manufacturing allowing the whole JPALS team to have a tactical view of the program while not losing sight of the strategic picture and vision. Examples of metrics used to manage the program and provide the customer with exceptional performance include: -JPALS program executes a weekly staffing review by IPT ensuring the CAMs are getting the support they need to execute their scope. -JPALS uses weekly IMS reviews and bi-weekly schedule updates to ensure all activities are tied together and critical path execution does not become a problem for the program. -JPALS conducts monthly CAM reviews that include all program IPT leads, contracts, sub-contracts, DCMA, and resource management leading to a one team execution of the program. The JPALS EMD Phase 1 contract executed a CPI of 103% and a SPI of 99.8% through the conclusion of EMD Phase 1 (30 March 2014) and is currently executing the EMD Extension contract at a CPI of 112% and a SPI of 98.6%. -JPALS uses weekly reports to manage all LRU repair activities ensuring quick resolution to issues with hardware and software. This process has allowed the program to support all test events with the customer. -The JPALS program delivered all sub-system hardware including 9 sets of datalink and GPS subsystems and 5 Air Vehicle Test Kits ahead of schedule allowing our prime and customer to meet or exceed all program milestones. - The JPALS program delivered all software on or ahead of time ensuring the customer was ready to support all system integration efforts and test events AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8