Boeing Defense, Space & Security / Phantom Works X- 51A Scramjet Engine Demonstrator - WaveRider

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1 I. Program Overview Organization Name/Program Name: Your Name/Position/Contact information , Phone Boeing Defense, Space & Security / Phantom Works X-51A Scramjet Engine Demonstrator WaveRider Joseph T. Vogel / Director of Hypersonics joseph.t.vogel@boeing.com / Customer: Organization/Name/Position/Contact information Note: your customer will be contacted to verify performance across the four criteria measured herein. Program Category 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 AFRL / Charlie Brink X-51A Program Manager charles.brink2@wpafb.af.mil / (Choose One) o Sub-System R&D/SDD program or project o Sub-System Production/Sustainment program or project o System level R&D/SDD program or project o System level Production/Sustainment program or project The X-51A is an unmanned scramjet demonstration aircraft for hypersonic flight advancement. The X-51A has been under development since 2003 by the Boeing and Pratt & Whitney-Rocketdyne consortium for the Air Force and DARPA with a combined investment of over $250M. The program successfully completed the first history making powered flight demonstration of an endothermic hydrocarbon fueled scramjet engine with acceleration from boost (~Mach 4) to a final Mach of ~5 on May 26, The X-51A is a descendant of earlier efforts including the Advanced Rapid Response Missile Demonstrator (ARRMD) and the liquid hydrocarbon-fueled scramjet engine developed under the USAF s HyTech program. The scramjet flight test vehicle was designated X-51 on September 27, 2005 by Congress. Additional X-51A flights are planned in GFY 2011 to reach the goal max Mach of ~6 and to further test vehicle/engine structures and systems utilizing the three remaining flight vehicles. All the four flight vehicles are expendable with no plans for recovery and reuse. There are important operational capabilities/products 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 that will be derived from the continued development of X-51A including 1 st generation hypersonic weapons, long range hypersonic strike/isr vehicles and responsive/reusable space access systems. Another potential path for X-51 derivative development includes a recoverable/reusable hypersonic test-bed that would support critical hypersonic technology development including advanced materials, thermal protection systems, sensor windows, GN&C, communications, sensors and scramjet engine subsystems. The expected deliverables from the program include the four flight test vehicles, extensive flight test data and reports. 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 value and advantages of the X-51A program to the USAF and other services is enormous and has significant implications for future hypersonic capabilities. From a national interest and war fighter perspective hypersonic system capability will play a very important part in future political and foreign policy areas. Platforms capable of flying at hypersonic speeds will respond almost instantly to strategic and tactical threats changing the behavior of an adversary to deter enemy attacks and will ultimately transform global warfare. For the scientific/technical community hypersonic research is achieving real breakthroughs as shown by the recent X-51A 1 st flight test success. We are starting to see the reality of what we can achieve in terms of hypersonic vehicle performance prediction, construction, materials and actual flight. For the Boeing company and the Phantom Works X-51A team, the recent 1 st flight success is a culmination of over 7 years of focused development effort to build and fly a scramjet powered vehicle for several minutes not seconds, providing a solid foundation for further X-51A flights and related follow-on efforts. These follow-on efforts will lead to potential near-term and mid-term contract wins, adding to Boeing s bottom line and shareholder value. The X-51A program is unique as being the only hypersonic vehicle development program that provides the X-51A as a national test asset in support of gamechanging hypersonic capabilities. The extensive X-51A technical database and stellar 1 st flight will accelerate the maturation of practical hypersonic systems AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Strategic: Describe how you developed your program strategy and competitive advantage in support of your 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. The X-51A program created a Statement of Objectives (SOO) to support the specific program strategy of successful flight tests that will help to create a foundation for competitive advantage of having the only hypersonic vehicle of this type in existence for several years. The objective of the X-51A program is to flight test the USAF Hypersonic Technology (HyTech) scramjet engine, using endothermic hydrocarbon fuel, by accelerating a vehicle from boost (approximately Mach 4.5) to ~Mach 6. The goal is to acquire ground and flight test data of an operating, actively-cooled, self-controlled prototype scramjet engine, demonstrate the viability of the HyTech, endothermically fueled engine in flight, and prove the practicality of a free-flying scramjet powered vehicle. The documented X-51A program Vision and Mission Statements support Boeing business/market capture strategies. X-51A Vision Statement: Evolve the X-51A demonstrator team into a Phantom Works organization recognized as a Boeing leader in capturing and executing demonstrator programs to meet future Phantom Works business transition strategies responsive to the BDS vision. Develop and transition integrated flight vehicle technologies through affordable, rapid flight demonstrations. X-51A Mission Statement: Mature scaleable scramjet engine technology through execution of the X-51A flight demonstration program. The X-51A program s 1st flight success is a first step to meeting Boeing strategic goals for the future of hypersonic vehicle applications. Our requirements development process is a team-oriented process that manages baselines and changes to requirements from competing interests. It Involves iterations in requirements identification and allocation to aid in the determination of technical, cost, and schedule validity of requirements. It provides traceability to customer requirements from various levels of decomposition and extraction to help ensure requirements lead to a balanced design that meets or exceeds customer expectations. The goal of the X-51A Program within Boeing was to take advantage of Lean+ processes. The System Engineering organization provided the infrastructure and tools that embedded much of the system engineering processes into the 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 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 relationship-building 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. Operational: System Integration, Testing & Reviews - Describe the activities and processes used to various engineering disciplines throughout the program life cycle. This streamlined approach and common tools allowed issues to be resolved upfront during the design process. Near/mid/far-term opportunities associated with the X-51A program are defined and forecast as part of annual Boeing Long Range Business Plan (LRBP) development activities. Five and ten year planning cycles are defined and captured the most promising X-51 follow-on opportunities based on internal market assessment and customer discussions to determine their primary requirements. X-51A program cost and schedule management is in accordance with the Boeing Integrated Performance Management Manual and the specific procedures it references as applied to a medium-sized flight demonstration program. The Integrated Performance Management (IPM) Manual includes best business practices while providing flexibility for use in managing the cost, schedule, and technical performance of programs. Earned value management is the cornerstone of IPM and is implemented to the maximum extent practical. The X-51A program s Supplier Management Plan (SMP) describes the process and approach to be utilized by the Supplier Management Team, in conjunction with applicable IPT Leaders, in the management of all acquisition related activities. It defines the roles and responsibilities of each discipline on the team. The Program Management Office (PMO), Engineering, Quality Assurance, Operations, Supplier Management Financial Organization, Contracts & Pricing, Configuration Management/Data Management as well as Supplier Management (SM) are all integral to the successful implementation of the supplier management process. In order to achieve early supplier involvement into the process, key suppliers are frequently fully integrated into the decision making process as a member of the appropriate IPT. This allows Boeing and the PMO to fully leverage the supplier s unique technical and marketing expertise to improve the content and quality of supplier statements of work (SSOW). Specifically, items such as technical, cost, quality or schedule performance, through early identification were mitigated and the risk to program success reduced. The X-51A program organizational structure is Integrated Product Team (IPT) based with individual IPT roles on the program defined in program consortium approved Responsibility, Accountability and Authority (RAA) 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 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. documents. The RAA documents also defines the IPT mapping to the Task Description Document (TDD) Program reviews were held in accordance with the approved program practices. Between major design reviews (PDR, CDR etc), Technical Interchange Meetings (TIMs) were held at appropriate times to review major configuration changes, significant test data, or analysis results. On average, there were 3 or 4 such events each year. Weekly telecons were held between the consortium and the customer to review technical topics of interest and changes in Technical Performance Measures (TPMs), or progress in Risk Mitigation. Risk Management (RM) is an integral part of the X-51A program. RM is the responsibility of the Systems Engineering and Integration and Team (SEIT). The SEIT lead is also the chairperson of the Risk Review Board (RRB) that provides oversight and direction to the risk management process. Daily activities associated with the X-51A risk management process are delegated to the Risk Management Process Owner (RMPO) designated by the SEIT. An initial list of program risks was documented at the onset of the program and is hosted by the RM tool. Subsequently, and throughout the program life, continuous risk management is applied taking a bottom-up approach while balancing cost, schedule and technical implications. Only the RRB may adopt and declare a risk a Program Risk and direct it to be added to the risk watch list for handling by the RM process. The X-51A program utilizes Boeing s Systems Engineering Application and Management System (SEAMS) to manage, document, archive and control the risk mitigation process. With this tool the SEIT provides X-51A management with an overview of the program risks, risks status, snapshot of program risks and progress of the risk mitigations process. The X-51A program will archive all retired risks. These archived risks will be available to use for trend studies, process effectiveness analysis, and lessons learned to improve the risk management process and to apply the acquired knowledge to future similar projects. The X-51A program is a cutting-edge development program that recently had great success with the history making 1 st flight of a hydrocarbon fueled hypersonic scramjet vehicle for over 200 seconds of critical flight data. Prior to the highly motivating program s 1 st flight success the X-51A development team supported conceptual/preliminary/detailed design and fabrication/build program phases. Program 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 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. leadership instituted an overall team approach that integrated all the IPT elements to facilitate open communication and cultivate team spirit. Several program initiatives involved one-team related items including a program logo, program hand-outs including pads, pens, info cards and media support. Boeing Records and Information Management (RIM) processes will be utilized as well as the X-51A Electronic Information System (EIS) web-based/secure portal to capture lessons learned and best practices. The X-51A EIS is available to all approved program/team members including sub-contractors. Any other Boeing program team member can obtain access to the EIS upon request from the X-51A program office and also discuss lessons learned with the X- 51A Systems Engineering IPT if requested. The X-51A Program Manager defined a suite of required Boeing training classes for each Boeing team member that focused on critical skills development. Team members with responsibilities including Program Management and IPT leadership were encouraged to expand training to include Boeing Leadership center training and other leadership type classes and experiences. Other team members with career development plans that include future leadership paths were also encouraged to take additional leadership training as well as additional on-job responsibilities to obtain critical technical and people skills experience. The X-51A program utilized Phantom Works Best Practices that have been tailored somewhat from the Boeing standard to better suit a demonstration/x-plane type of program. Best practices included Affordability, Baseline Management, Customer Communication/Contact Plans, Earned Value Management, Help Needed, Integrated Planning, Integrated Schedules, Issue/Action Management, Information System Management, Organization, Requirements Management, Risk Management, Supplier Management, Technical Performance Measures and Use of Independent Reviews. The most unique best practice involves the application of the Electronic Information System (EIS) to support many program best practice elements listed above. The EIS is a centralized place-holder for all key program information and processes with one database that is controlled and managed by the Systems Engineering IPT AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 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 The X-51A vehicle s recent 1 st test flight success represents a breakthrough relative to market uncertainty level. The X-51A vehicle is completely new to the world system through the recent history making first successful demonstration to Mach 5 by an air-breathing hydrocarbon fueled scramjet powered vehicle in free-flight. The capability of hypersonic cruising at over 4,000 mph on hydrocarbon fuel for distances forthcoming of 600-1,000 nm (or more) is a game-changer for several military and commercial operations and system planners. Boeing Phantom Works has invested IRAD funding to support the development of X-51 follow-on system concepts including fast response hypersonic weapons, long range strike systems, commercial transport horizon planning and reusable/responsive space access opportunities. These options have been briefed to several potential customers resulting in great interest and continuing discussions. It is expected that further successful flights of the remaining three X-51A flight test vehicles will lead to several near/mid-term follow-on hypersonic platform development opportunities. The X-51A program s technological uncertainty is identified as high technology. The X-51A fully integrated airframe and hydrocarbon fueled, thermally balanced scramjet engine system is a recently developed new technology. USAF officials called the recent X-51A flight an unqualified success. The program is planning to fly three additional X-51A vehicles to further study and advance scramjet engine technology and application potential. Each flight will provide significant flight test data to be analyzed by program engineers. Depending on results, there could be vehicle improvements/changes incorporated between flights that will either solve unexpected technical issues or improve/expand flight performance capabilities. Updates are expected to be limited to secondary structure elements, minor subsystems and/or flight control inputs. Any vehicle changes will be discussed and approved by the X-51 program consortium team and the Air Force program office. Follow-on planning has included a X-51 based recoverable hypersonic test-bed to support technology development and advancement. The level of the X-51A system complexity is identified as a system due to the myriad collection of subsystems performing multiple functions. The X-51A is comprised of 4 major subsystem elements including the Cruiser, Scramjet 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 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 criticalto-success deadline. - Blitz there is a crisis element driving the need for immediate response Other Complexities & Uncertainties - Describe other complexities and unknown factors faced by this program and how you address them. engine, Interstage and Booster. Each major subsystem is comprised of a collection of subsystem assemblies including structures/thermal protection, guidance/navigation/control, electrical/power, fuel, instrumentation and others. The entire X-51A system is defined and documented within a secure 3D CAD database and web-based Electronic Information System (EIS) that is accessible by all approved program consortium members. An overall program Systems Engineering and Configuration Control process is in place for all technical information including drawing controls/approvals/release, change requests, overall interface controls, fabrication and manufacturing planning. A total of 4 vehicles have been built successfully through utilization of the various program control systems from inception through final assembly and flight test. The X-51A program team s efforts pace and urgency was generally time critical with several absolute and critical-tosuccess deadlines including major program milestones including PDR, SRR, CDR, FRR and 1 st flight. The overall program s key milestones and tasks were defined within a consortium approved master program schedule. A weekly Program Management Review (PMR) with key consortium and customer team members was held to track/discuss key program tasks, schedule milestones and budgets. Several internal IPT coordination/planning/status meetings were also scheduled to provide close oversight and continued communication across all program IPT elements. An approved Earned Value Management System (EVMS) was also utilized throughout the program to track engineering development progress, also with weekly status meetings. Meeting schedules were adjusted appropriately to accommodate the different program development stages. Several other complexities and uncertainties were faced by the X-51A program as it evolved from vehicle design focus to vehicle fabrication/manufacturing and flight test phases. Availability lead times (over one year) for critical need materials including titanium and tungsten created planning challenges. The overall program schedule was successfully modified after extensive consortium discussions and interface with key suppliers to accommodate material availability dates. Later in the program, B-52 carrier/launch aircraft availability and reliability lead to overall program schedule delays which put significant pressure on overall program schedules and budgets. The program consortium and the USAF customer worked through several program re-plan options that allowed first flight success within GFY 2010 budget constraints AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 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 X-51A program s customer satisfaction is formally rated quarterly via the Boeing Performance Assessment Report (BPAR). The BPAR is a Boeing program initiated performance evaluation generated by programs not receiving an official Government Contractor Performance Assessment Report (CPAR). BPARs are shared with Government program counterparts seeking concurrence/comments and signature. BPARs utilize the same evaluation and dollar threshold criteria as defined by Government CPAR policy. BPARs help strengthen customer communication, support the Integrated Business Acquisition Process (IBAP) relating to maintaining and growing business, be a part of Business Excellence (a way of doing business), an element of Program Management Best Practices (PMBP). BPAR metrics include technical, cost/schedule, quality, management, commitment to customer satisfaction and overall assessment as shown below. Performance - How do you measure your program s performance in traditional terms such as schedule, budget, requirements, and business results? The X-51A program utilized Earned Value Management (EVM). It is a performance management technique that integrates work scope, schedule, cost and performance policies, procedures, and processes by which Boeing programs manage work. Individual programs authorize work, integrate budget with schedule requirements, evaluate, and report program cost and schedule performance against a baseline plan. EVM data and status is reviewed by X-51A program upper management and IPT leads on a weekly basis. Additionally, a weekly 2010 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 Program Management Review (PMR) is scheduled with program and customer leadership to discuss program technical, financial and future status, any important near-term milestones and overall program issues that need immediate attention by program leads. 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 foroutstanding success The X-51A program incorporated future planning/forecasts (followon and derivative options) into the existing Boeing Long Range Business Planning (LRBP) process within the Phantom Works organization. The LRBP serves the following purposes: 1. Sets the direction for the company over a one to five-year planning period. 2. Describes the business environment, including market opportunities. 3. Identifies the planning assumptions (i.e., programs, projects, ventures) used in the business plan. 4. Identifies significant corporate concerns and identifies strategies to address those concerns. 5. Identifies broad market strategies. 6. Delineates the financial commitments of the company. Primary X-51 follow-on and derivative options have been defined. Future revenue stream forecasts are assigned for each potential option and are used to focus Boeing internal funding resources to support near-term development efforts. Boeing utilizes two methods of team development and employee satisfaction assessments. The first is the annual Boeing Employee Survey/Action Survey that is an important opportunity for all employees in Boeing to express their opinions to management about the company and how to make it more effective. The goal is to assess company-wide issues and work group level issues. Business Units and work groups can assess their status in key areas, such as Employee Engagement, recognition, quality, cost, scheduling, safety and health, and ethics. The second is Performance Management (PM) that provides a process through which each employee's business goals can be aligned with Boeing's strategic goals. Performance against those goals is tracked and communicated using a common web-based tool. PM also includes Performance Values for non-managers and Leadership Attributes for executives and managers. Performance Values and Leadership Attributes describe expected behaviors for executives, managers, and employees as they work toward meeting their Businees Goals and Objectives. Also as part of the PM process, managers and employees are expected to discuss development goals and document this discussion on the PM web-based tool. Several unique metrics to measure the X-51A program s progress and to help assure success were utilized as part of two extensive Boeing internal X-51A program audits (Corporate and Mission Assurance). Both audits included an exhaustive review of all program processes/procedures by an assigned audit team. Out-briefs were used to capture and report any issues that required program attention AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10