Page 1 6/25/2009. I. Program Overview. Name of Program: Your Name/title: Customer: Program Category

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1 Page 1 6/25/2009 I. Program Overview Name of Program: Your Name/title: Customer: 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 Current status of the program Airborne Signals Intelligence Payload (ASIP) Sheila Van Groningen ASIP Program Director US Air Force - Aeronautical Systems Center System level R&D/SDD program or project For the modern, asymmetric battlefield, the fast pace of technology advances and a broad set of new signal threats require an advanced airborne sensor, capable of addressing these challenges. The rapidly approaching obsolescence of key legacy sensors and shortfalls in current sensor capabilities have greatly accelerated this urgency. NGC, through its Intelligence Systems Division s (ISD) Electromagnetic Systems Laboratory (ESL) has addressed this challenge through the Air Force s Airborne Signals Intelligence Payload (ASIP) program, delivering a modern, scalable, modular, reconfigurable payload common across many airborne platforms, beginning with the U-2 and Global Hawk. Winner of both the 2008 Northrop Grumman Mission Systems (NGMS) President s Award for Excellence and Chairman s Award for Excellence, ASIP delivers state-of-the-art, realtime signals intelligence on a scalable product foundation designed to run in extreme operational environments across a broad range of airborne ISR platforms. ASIP supplies the warfighter with unprecedented mission capabilities and establishes NGC as a premier SIGINT solution provider for DoD customers. The ASIP common architecture and product line approach built upon NGC s High Band Subsystem for Electronics Intelligence (ELINT) as the core, adding a Low Band capability for communications intelligence (COMINT) element for a complete design package. As mission demands for a sensor with ASIP capabilities accelerate, the ASIP will strategically employ this proven architecture and flexible product line approach as the foundation for all future airborne ISR business all platforms, all customers. The ASIP sensor has completed the U-2 operational assessment phase and will be operational by end ASIP Global Hawk development flight test is to complete spring of The ASIP product is leveraged to provide scaled ASIP payloads for the Air Force Predator and Reaper unmanned aerial vehicles, and the U.S. Army Guardrail RC-12 fleet AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 I. VALUE CREATION = 10 POINTS Value: What is the value and competitive advantage created by this program to your: Customers Company and shareholders Excellence: Why should this program be awarded the Program Excellence Award? Value to the Customers: The ASIP supports the Customer in five key areas: ASIP Supports the Warfighter with unprecedented mission capabilities including signal processing innovations that provide critical SIGINT collection from high altitudes and direct battlefield fly-over scenarios (vs traditional standoff), advanced direction-finding algorithms, and complete signal copy, an airborne SIGINT first. (Details classified). The ASIP Product Line Leverages the USG Investment by adapting and scaling the architecture to support various platforms and warfighter needs as demonstrated by the 95%+ commonality of the ASIP sensors on the Global Hawk and U2 platforms with identical signal processing capabilities. End-to-End Air-Ground Operations are a key component of the ASIP Product Line across the DoD ASIP offerings with significant attention, discipline provided to ensure success. Full Life Cycle Considerations are an integral part of the ASIP Product Line which leverages the USG investment in the following areas: Upgrades/spirals and technology refresh, Production, repairs/spares and depot maintenance, Diminished Manufacturing Source (DMS), ILS materials, CFSR support, etc. NGC Systems of Systems Leadership based on NGC s strong System Integrator background resulted in successful coordination of ASIP program associate contractors resulting in meeting technical and schedule objectives. Value to the Company and shareholders: ASIP establishes NGC as a premier SIGINT solution provider for DoD customers with a strong market position for years to come. 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 NGC ISR Systems Strategy is focused on delivering worldclass systems and services to the intelligence community. The ASIP Product Line (APL) Strategy supports the NGC ISR Strategy and the Customer by establishing an ASIP Product Line that leverages the USG SIGINT investment on a variety of unmanned and manned platforms, and delivers end-to-end scaled SIGINT sensor solutions which are supported by the APL Full System Life Cycle support approach AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 Success of the APL strategy has been demonstrated to date by the award of the ASIP 1C and Guardrail Modernization development contracts, ASIP U2 and Global Hawk Logistics contracts, and ASIP Global Hawk Production contract. Operational: Monitoring and Controlling How do you monitor your program s progress and make corrections to keep the program on track Operational: Supply Chain What processes, tools and relationship-building methods have you used to develop, refine and improve supply chain integration? This is one of the most imperative needs of our industry please provide in specifics and with data that assist you in gauging the effectiveness. NGC Leadership of the ASIP Systems of Systems (SoS) Associate Contractor Team involved ensuring interfaces, schedules, and technical integrity met the program needs. This NGC Leadership involved weekly Program Manager coordination meetings, weekly SoS Configuration Control Boards, periodic Associate Contractor Vice President Level Meetings, and other special topic area meetings focused on monitoring program progress. The ASIP SoS USG/Associate community met at the Program Manager and Executive Management level quarterly to ensure the program stayed on track. ASIP s development practices directly supported the NGC ESL CMMI Level 5 and AS9100 certifications. ASIP management used metrics extensively through all stages of the program with significant emphasis on schedule metrics including earned value, milestone counts actuals vs plans and future projections, critical path analysis, and schedule handoff date compliance. In addition, Technical Performance Measures (TPMs) were continuously monitored and the risk management processes leveraged to ensure success. With a high percentage of critical subcontract content, the ASIP program established a Subcontract Management Team (SMT) approach that deployed NGC Subject Matter Experts (SMEs) as programmatic, quality and engineering leads for each major subcontract. The challenge was to evolve unique developmental technologies into production program equipment. All development activities were baselined and progress to plan was continuously reviewed by the SMT via weekly communication and monthly progress reporting using metrics of completion to schedule, cost, issue resolution, action item tracking, procurement, manufacturing, integration and test progress to plan. In addition, a risk management program was employed for continuous effort to avoid and mitigate impact. Utilizing on-site subcontract program reviews and status meetings promoted better communication and visibility into each supplier's performance and, per the ASIP Subcontract 2009 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 Operational: Risk Management Describe the processes used to identify risk and avoid future/potential issues or risks. Operational: Opportunity Management Describe how your program team identifies opportunity and manages this opportunity. Management Plan, allowed each team to report key indicators of supplier progress in a stoplight format (red, yellow and green) at monthly internal and quarterly customer program reviews. Under the SMT structure, the use of initiatives such as Long-Term Pricing Agreements (LPTA), specialized incentive contracts and direct investment of dollars and resources into several subcontractors provided ASIP delivery of critical items on time and under budget. At the same time, the SMT conducted pre-production reviews providing for the transition of lab units to production level items. By working side-by-side for problem resolution and making key investments in the supply chain, the subcontractors became long term stakeholders instead of suppliers. Using the same supplier management structure and applying lessons learned, NGC's supply chain has transformed suppliers from a limited production capability to an enhanced production capacity -- now capable of meeting tight schedules and responding positively to tough quality requirements. Lead time reduction measures, such as direct investment of specialized staff and program resources, have resulted in the ASIP program's capability to respond more quickly to Customer delivery requests. In some instances, ASIP program suppliers are now delivering twice as much in half the time, and with others, increasing more units at each delivery at half the cost. In all, NGC's supply chain has worked with each critical supplier as an integral part of the NGC team to produce ASIPs for the Global Hawk platform. The ASIP SoS Risk Management Process with the USG/Associate ASIP team and the ASIP NGC Program Risk Management processes are similar and effective. As risks are identified, the cost, schedule and technical risk of each item is quantified and sums up to an overall risk level, mitigation burn down actions are identified with owners and due dates are assigned. Risks are managed by the Risk Management Boards actively through retirement. Management s encouragement of the team to continuously identify What Can we do to promote success serves as a catalyst to drive creativity in all areas. NGC Leadership in the SoS forum focuses on identifying opportunities and providing the SoS level a full assessment of each opportunity to the team in order to support well informed decision making. ASIP Integrated Product Teams solicit and execute opportunities to support the program objectives, including 2009 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 Team Leadership: Team Motivation Describe how you accomplish full team integration, motivation, and inspiration. Team Leadership: Knowledge Management Describe how knowledge, best practices, lessons learned are shared and used across the team to improve performance. Team Leadership: Leadership Development How do you develop innovative techniques to create a laboratory environment that closely mirrors the flight environment supporting identification and resolution of issues prior to expensive flight testing. Team motivation is addressed via several avenues including first and foremost the team s understanding of how they are supporting the warfighter mission. The USG PM has directly addressed the team in All Hands to communicate this message. USG teammates have attended the All Hands with the NGC staff. ASIP is a complex system developed over years. Translating the complex program plan for each team member so they can clearly understand the near term and long term vision of how their efforts directly support the programs success and how the program challenges are achievable is key. Recognizing the team members contributions via a variety of methods including recognition at team meetings/newsletter/etc, weekly top performance awards, daily afternoon Tea Time food/social events during intense work periods to reward staff working shifted work schedules, results based team financial incentives, etc. ASIP program management best practices are being shared across ESL. These include the schedule and cost management process with robust metrics including both forward and trailing indicators, Program Review standardized template, etc. The NG Office of Cost Estimation & Risk Analysis is the repository of all programs lessons learned, enabling all NGC programs to benefit from online lessons learned information from the ASIP program. In addition, ASIP program leadership has presented lessons learned to other programs at ESL and supported dialog on how best to apply these lessons to their programs. The ASIP Product Line identifies leadership in all program development disciplines (e.g. Architecture, SW, HW, I&T/Flight Test, etc) in order to provide a direct knowledge base for all APL development programs. These APL disciplines provide a repository for development guidelines, tools, documentation, etc. Programs are supported with ASIP Product Line expertise to ensure each program has mentors, artifacts to share and are applying lessons learned. NGC ESL leverages the PMI Certification training and NGC Mentoring program to build future leaders. There are excellent Program Management training classes provided 2009 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 team s skills and build future leaders Lessons Learned: Describe how you collect lessons learned and how they are shared with your team and company Best Practices: Identify one or two specific Best Practices that you applied in your program and that you believe to be unique approaches. Next Practices: To what extent and how can your practices be shared with other programs and become Next Practices? by industry and NGC to teach all aspects of leading a program. Teaming this leadership training with the NGC Mentoring programs shape the leadership team to execute programs in accordance with the NGC Values and deliver systems to meet the customer mission needs. See Knowledge Management section. Schedule Management based on current, historical and leading indicator metrics is a strong best practice for the ASIP program. Schedule milestone metrics measure past accomplishments, current status and future projections, including deviations from the original baseline plan. These metrics support analyzing the trends and trigger necessary corrective actions to maintain the plan. Management of schedule handoffs between Integrated Product Teams (IPTs) is critical. Each IPT must assess all possible contingencies before any potential slip in a handoff. If an IPT lead determines there are no viable contingencies, the IPT lead must engage all other IPT leads to develop a collaborative work-around plan to mitigate a system-level schedule slip. This work-around plan is then approved by the PM prior to incorporation into the schedule. In addition, critical path analysis and incorporation of risk management steps into the program schedules is utilized. The Integration and Test phase is one of the most challenging phases of a program. ASIP s Metrics Based Integration and Test Management employs several metrics to assess system technical state and current test execution plan status to understand trends, and properly apply resources and actions to keep the program on track These metrics include planned versus actuals for key indicators such as test procedures written, test steps executed/passed, requirements verified, problem reports, etc. ASIP Best Practices in Schedule Management, and Integration and Test Management utilizing historic, current and leading indicators is being applied across the NGIS ISR Systems Operating Unit programs. In addition, ASIP Program Management Review templates are being leveraged across the NGIS Systems Operating Unit Program Management Reviews. IV. ADAPTING TO COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE COMPLEXITIES) = 30 POINTS 2009 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 Identify the Program s Market Uncertainty level using the definitions below. Then describe how you deal and address this specific uncertainty: - Is it a Derivative of existing product/system? - Is it a New Generation of existing product line/system applied to new market segment? - Is it a Breakthrough Program (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 adopted to meet new design requirements - High-Technology: recently developed new technology - Super High- Technology: nonexisting technology that needs to be developed during the program. ASIP is a New Generation product applied to both existing and new market segments. The ASIP product line delivers key technology differentiators not previously available in the SIGINT market place: (1) scalability and configurability to a variety of platforms; (2) tailorability of the sensor to operational mission needs; (3) rapid insertion of signal processing capability to provide mission agility; (4) increased real-time intelligence to the warfighter through unprecedented simultaneous signal collection and processing and directionfinding innovations, allowing the collection and exploitation of signals in radio frequency environment not previously possible, and; (5) reduced life-cycle costs through the use of XMIDAS signal-processing framework and commercial-offthe-shelf hardware. Customer s requirements for levels of simultaneous processing are supported with software downloadable upgrades to provide different solutions in the same footprint. In addition, ASIP is designed to be used in both single and multiple sensor configurations. All of these features provide product adaptability to support different market segments. Enhancements are applied to the Product Line from IR&D and new customer requirements as the market evolves. The ASIP Sensor program is High-Technology program including the following key Technical Innovations: (1) A distributed and scalable product line architecture enabled by: a) common HW / SW foundation products for various platforms; b) SW and HW supporting tailoring the sensor to operational mission needs; c) use of Field Programmable Gate Arrays (FPGAs) to optimize size, weight and power; and d) XMIDAS - the intelligence community's signal processing tool kit, to rapidly insert new signal processing capabilities. (2) HW supporting high altitude environmental extremes with chassis spray cooling technology. This allows installation on the U-2 of 6 of the 7 ASIP chassis in environmentally uncontrolled pods. (3) Premier Direction Finding technology providing higher accuracies under a wider range of conditions providing excellent support to the warfighter and enhanced support of Multi-INT missions. (4) Signal processing innovations that provide critical SIGINT collection from high altitudes and direct battlefield 2009 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 PROBABILITY PROBABILITY Serious Critical IMPACT Serious Critical IMPACT Identify the level of your System Complexity using the definitions below. Then explain how you are dealing with this complexity: - An Assembly performing a single function. - A Sub-system fitting within a larger collection of systems? - 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? fly-over scenarios (vs traditional standoff), advanced direction-finding algorithms, and complete signal copy, an airborne SIGINT first. (Details classified). Technology uncertainty can be applicable to any part of the system as new technology or existing technology is applied to the system. Technology performance measurement tracking on key requirement areas provide a focused approach to tracking performance as the technology matures. Risk management processes allow identification of areas that might be of concern from a strict requirement viewpoint or from an operational need viewpoint. ASIP methodology was to use these approaches to mature technology during the program and for the product. NGC s ASIP Sensor is part of the ASIP Systems of Systems array. Associate contractors support the ASIP System of Systems with aircraft, ground station and data link components. Northrop Grumman is the management and technical leader for the ASIP Systems of Systems Associate contractor team. NGC System of Systems technical and management leadership processes brought together numerous government and contractor stakeholders to efficiently close on engineering trades, mitigate program risks, and analyze flight test results on schedule successfully addressed managing this system complexity. The ASIP Sensor flies on the U2 and the Global Hawk aircraft with the greatest degree of commonality between the two sensor variants and ground station supporting total program technical/cost/schedule effectiveness. The ASIP Sensor commonality objective was accomplished by NGC developing an ASIP sensor configuration which is 95+% common for the U2 and Global Hawk. In addition, NGC as the book boss for the ASIP Air/Ground Interface Control Document (ICD) delivered 100% commonality for all messages between the sensor and the ground station. The system engineering and risk management processes used at the ASIP Sensor System level are applied to the ASIP System of System array. The ASIP System of System array has well managed and controlled Interface Control Documentation (ICDs) that describes the integration of the sensor with a variety of other systems within the array. ICDs describe in detail the integration of the sensor with the 2009 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 Identify the Pace of your team s effort using the definitions below. Then describe how you deal with the program s pace requirements: - Regular timing based on past efforts - Fast Competitive the pace is driven by desire to be first to market - Time Critical there is an absolute and criticalto-success deadline - Blitz there is a crisis element driving immediate response Other Complexities Describe other complexities faced by this program team and how you address them. platform systems and the ground control functions. The interfaces are service-based so that the sensor can be controlled by a variety of ground stations built by different vendors as demonstrated by the Air Force ASIP ground station; in addition to the Army Guardrail Ground Baseline (GGB) which provides ground control for the Guardrail Modernization ASIP sensor variant. Each ground station is a new separately managed array. The ICDs are managed in System of Systems Array based Configuration Control Processes. The ASIP Sensor system is tested against the sensor system requirements in laboratory and flight utilizing test methods created in reference to these requirements. The ASIP System of System is tested through ground based integration methods to reduce time testing in the more expensive flight scenarios. The ASIP System of System is tested in flight against government requirement documents. The ASIP program sensor development followed a Fast Competitive Pace and positioned the ASIP Product Line to adapt to customer needs at all pace levels. As new market needs develop, ASIP technology insertion can be adapted to address emerging requirements. For different customers the integration of new capabilities can be accelerated depending on need. For existing customers the ICDs are developed to be backwards compatible with new capabilities exposed when the ground station components are ready. This allows for feature changes to take place out of the same code base but exposed in different products through variation points. The use of variation points enables rapid migration of new capabilities to other platforms in a managed process. ASIP hardware is highly COTS based. Using standard, COTS based hardware integration ensures the highest technology can be inserted as it becomes available while allowing planning that considers vendor obsolescence. Other complexities include ensuring the ASIP Product Line continuously supports the full product life cycle, end-to-end (sensor to ground) solutions, rapid threat adaptation, commonality, low non-recurring engineering, adaptability and scaleability, while still providing high technology solutions to support the warfighter. These complexities are addressed by the ASIP Product Line Roadmap and associated ASIP Product Line Management structure. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS (NOTE: WE ARE NOT LOOKING FOR YOUR SCOPES BUT THE MEASURES AND METRICS YOU ARE USING) 2009 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 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. How do you measure your program s efficiency performance in terms such as schedule and budget? How do you measure your program s business success (operating margin, earned value or other indicator that can be released publicly) How do you measure and assess the long-term contribution of your program to the corporation/organization? How do you measure and assess the impact of your program on your team development and employee satisfaction? Additional Metrics: Describe any additional metrics you are using to measure your program s progress and success Support to the Warfighter is the ultimate objective of the customer. ASIP on the U2 has proven its value to support the warfighter via extensive CONUS flight test and shipped OCONUS in July 09 for Operational Testing and deployment to support the Warfighter. Highly favorable CPAR feedback has been received over the life of the program with an overall Excellent rating. In addition, overall Excellent Award Fee feedback and scores have been consistent through the program. ASIP has consistently met or been ahead of schedule on all deliveries of sensors for aircraft integration and flight test, and supported these efforts well. ASIP provided a quality product and fulfilled the contractual commitments as demonstrated by excellent Award Fees and CPARS. ASIP s overall excellent award fees support the corporation s operating margin objectives and customer satisfaction objectives. ASIP s technical innovation and adaptable, scaleable architecture, and successful program execution supported ASIP s graduation to NGC Product Line status. The ASIP Sensor is leveraged to provide scaled ASIP payloads for the Air Force Predator and Reaper unmanned aerial vehicles, and the U.S. Army Guardrail RC-12 fleet. The new business generated by ASIP in the development, production and sustainment areas contributes significantly to the corporation/organization. ASIP and the ASIP Product Line contribution to the corporation is recognized by NGC awarding ASIP the 2008 Northrop Grumman Mission Systems (NGMS) President s Award for Excellence and Chairman s Award for Excellence. The ASIP program team members have grown during the program and advanced to higher level positions in the company including ASIP Product Team Lead. The ASIP program has experienced very low voluntary attrition levels over the past 3 yrs (2008: 0.94%, 2007: 2.97%, 2006: 1.57%, data prior to 2006 is unavailable however, trends are similarly low). In the aerospace industry were attrition is rampant, these low attrition rates are noteworthy. Employee surveys capture employee satisfaction and trigger actions as needed. Please see Organizational Processes/Best practices sections: a) Operational Monitor and Controlling b) Best Practices and c) Next Practices AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10

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