Richard Tolliver/Senior Program Manager. A.1 Full-scale production/sustainment B.2 - Subsystem

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1 I. Program Overview Name of Program: Terminal High Altitude Area Defense (THAAD) Your Name/title: Richard Tolliver/Senior Program Manager Customer: Program Category Identify your program as A.1 Full-scale production/ sustainment A.2 Development stage/ SDD contract AND B.1 Large-scale system (multi systems) B.2 Subsystem Program Background Describe The overarching need for this program History of the program Current status of the program Lockheed Martin Space Systems/Missile Defense Agency A.1 Full-scale production/sustainment B.2 - Subsystem Need The THAAD Weapon System is a key element of the nation s tiered Missile Defense System. The THAAD missile provides the capability to intercept short to medium range missiles during the terminal phase of their flight. THAAD is unique in that its intercept capability ranges from low endo-atmospheric to exo-atmospheric altitudes. History : Demonstration/Validation Phase Present: Development Phase Production Phase begins FY 2009 First unit equipped FY 2010 World-wide deployment The scope of this contract was to design a new Mission Computer (MC) and a new Inertial Measurement Unit (IMU) for the THAAD missile. - The Mission Computer controls all functions and events on the THAAD missile and processes high speed seeker video data. - The IMU provides missile guidance and stabilization of the seeker. Other Major Scope - Software design tasks for the Mission Computer - Design and build of Mission Computer Software Development Units - Design and build of automated test equipment for both the MC and IMU - Complex ASIC development and firmware development for total of five ASIC/FPGAs 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

2 I. VALUE CREATION = 10 POINTS - Deliver MC and IMU flight Test assets Current Status - Development Contract is currently nearing completion. The Honeywell Team met all contract objectives. o First pass success on all five MC/SDU ASIC/FPGAs including one very complex Processor Support ASIC o First pass successes on seven PWB designs including two complex, 30 layer, high density interconnect printed wiring boards o First pass Qualification programs successfully completed without failures on two flight MCs and two flight IMUs o Rigorous and disciplined approach to technical and cost Baseline Management, Earned Value Management and Risk Management resulting in: 84 consecutive months with Cost Performance Index and Schedule Performance Index values of 1.0 or better Excellent Award Fee ratings from customer in all fee periods Describe how this program contributes to your corporation s ability to deliver value to customers and shareholders. - This program is the cornerstone for Honeywell s Missile Defense business. The execution of this program provided Honeywell with valuable technical capability with the design and qualification of Ball Grid Array and high density interconnect technology for high reliability defense and space applications. - This program enhanced Honeywell s reputation as a provider of missile computers and inertial measurement units for space missile applications. - As a result of this program s successes, the first THAAD production contract has been awarded. - The successful execution of this program also enhances our credentials to win a similar role on next generation missile defense programs. - The broad range of capabilities that we offer are considered by our customer to provide a strategic advantage as they compete for, and execute, missile defense business AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

3 III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Strategic: Describe how you developed your program strategy in support of your company strategy, how you monitor progress toward achieving this strategy Operational: Monitoring and Controlling How do you monitor your program s progress and make corrections to keep the program on track Linkage to Strategic Plan - Significant contribution to Honeywell Space financial performance for past 7 years - THAAD is a favored technology within DoD and Congress, with a solid funding record for past 8 years - Fiscal planning for THAAD performance is established for AOP (Annual Operating Plan) revenue and gross margin goals each year o Monthly and year end projections are tracked monthly o Program adjustments are made monthly, if required, to assure AOP performance and maximize stretch goals Exceeded AOP financial goals for 7 consecutive years! Established a program organization to provide a manageable and effective span of control Gave authority to the Mission Computer Technical Director and the IMU Technical Director (TDs) to operate as mini-program managers, with cost and schedule authority/responsibility as well as the technical responsibility. The MC and IMU teams functioned as Integrated Product Teams in conjunction with our customer representatives. Established a common program business organization, Program Control Team (PCT), to provide the planning, scheduling, and earned value management functions across the program Established a Project Office Team (PO) to provide a disciplined Baseline Management and Risk Management function Implemented monitoring functions on the program, including: o Daily rundown meetings with each commodity IPT to quickly review status and action register, and to coordinate daily activities and promote teamwork o Weekly IPT level reviews for each commodity, chaired by respective Technical Director to review status, action registers, forward plans, and communicate with customer o Twice a month cost/schedule updates with monthly formal reviews at IPT level and with program manager to monitor cost/schedule 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

4 Operational: Supply Chain What processes, tools and relationship-building methods have you used to develop, refine and improve supply chain integration? performance at total commodity level and at major control account sublevels o Monthly risk reviews with each IPT to status risk issues and develop mitigations o Weekly Baseline Management review chaired by Program Office Team leader, with Program Manager, Technical Directors, Program Control Team leader and Contracts to review Baseline Control log and status actions and progress o Weekly Senior Review Board meetings with Program Manager, TDs, Contracts and PCT leader. Meeting chaired by PO leader, with purpose to assess recent customer direction for scope change applicability, determine a course of action, and assign actions to provide direction to our program team via Program Directives. o Monthly metric reviews are held with the team leaders We worked side by side to promote collaboration and knowledge sharing among all levels of the Integrated Supply Chain to achieve objectives centered on cost, quality, delivery and performance. Manufacturing engineering and operators were consulted very early in the design phase to provide recommendations for low cost, low touch labor design concepts. These early inputs were implemented resulting in highly producible board and box level products. Daily run down meetings held for each program commodity (Mission Computer and IMU) with all functional disciplines represented, including Integrated Supply Chain. Operational: Risk Management Describe the processes used to identify risk and avoid future/potential issues or risks. Initiated risk management on the THAAD Program during the proposal phase Created a separate risk and opportunity management form for the MC and IMU Perform monthly reviews and updates to the risk matrices within the individual IPTs to assess/update the existing risks and identify new ones. Risks are assessed for gross risk, probability of occurrence, net risk, cost of risk already incurred (if any), mitigation actions, and cost of mitigation. Further manage and track risks of significant dollar value 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

5 or consequence with a burn down chart. This chart identifies the mitigation actions, the time line for the mitigation, and the resulting risk reduction for each mitigation. The chart is retired upon completion of the mitigations and the resulting lowering of the risk to its minimum level. Monthly review of updated risk charts by the program manager with the program team leaders. The program manager also reviews the program risks monthly with the Business Segment Director. Significant program risks are presented and reviewed at the monthly Business Segment program reviews with senior management. Operational: Opportunity Management Describe how your program team identifies opportunity and manages this opportunity. A disciplined and aggressive approach to Risk Management allowed the Program to avoid technical show stoppers and program delays Our team commences with a brainstorming session where opportunities are defined, assessed and quantified. Opportunities are then evaluated and an action plan implemented to enhance the feasibility of the opportunity. They are monitored on a monthly basis for actual cost savings and refinement as appropriate. Team Leadership: Team Motivation Describe how you accomplish full team integration, motivation, and inspiration. True team environment. Members feel that we will sink or swim as a team, and people support one another. Clearly defined team member goals. In each award fee period, the customer s criteria for the upcoming period are communicated to the team members so that they know which criteria fall into their area of responsibility. Established a THAAD Recognition Program for the first three years of the program which had a very aggressive design and development schedule with technical work content pushing the state-of-the-art. o Identified key personnel and team or process leaders at the start of each award fee period based on the critical tasks during that period o Assessment of performance made by the Recognition Steering committee (Program Manager, MC TD, IMU TD, PCT Lead) o Rewards were based on that assessment and the award fee rating earned during that period o Provided tools to team leaders and functional leads on the program (lead electrical designer, 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

6 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 team s skills and build future leaders Lessons Learned/ Best Practices Check category of your effort Lessons Learned/ Best Practices: Explain the specific Best Practice or Lesson Learned your team addressed on this program. lead mechanical, lead software, etc.) to reward and recognize the personnel they were leading o Criteria established in advance, with clearly defined success goals and dates. Typical recognition award was a luncheon for that smaller group of people who had accomplished the goal, as well as acknowledgement at the full program team level. Accomplished on the spot acknowledgement of job well done or good teamwork, by the team leaders and functional leads drawing from a program store to provide recognition to an individual or small team with the gift of a THAAD polo shirt, notebook, coffee mug, mouse pad, etc. There is an open door policy on the part of all THAAD management for all the team members. The THAAD Program philosophy is to involve the customer to the maximum extent possible and treat the customer as an integral part of our team. As such, an involved customer understands our problems and helps formulate the solution. We operate in an Integrated Product Team environment with our customer as well as our customer s customer. Weekly IPT telecons are held with all parties involved. This program provided a great opportunity to mentor new leaders. The IMU Technical Director and Mission Computer Technical Director were authorized to operate as Program Managers for their teams. They were given budget and schedule responsibility and authority. In addition, a Deputy Program Manager was appointed to share the duties of the overall program management. This organizational structure provided a great opportunity to mentor and mature the leadership skills of those individuals. Six former THAAD leadership personnel have progressed to higher level functional and program management positions. Teaming/Leadership Supply Chain Management X Risk Management Opportunity Management Configuration Control _X_ Schedule/Planning/Forecasting Subsystem Control Systems integration/tradeoffs _X_ Other _(describe)_baseline Management Significant technical risks were identified early in the program and mitigation options were thoroughly explored. Mitigations were funded from management reserve and were performed and tracked. A couple of significant risk mitigation examples are: Dual sourcing of high risk MC printed wiring boards 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

7 Lessons Learned/Best Practices What specific plans and actions including systems, processes or tools applied were taken to create the best practice or to mitigate/prevent reoccurrence of the root cause issue on this program. Lessons Learned/Best Practices Provide measurements you used to assess the impact of this Lesson Learned/Best Practice (results) dual sourcing of the high density interconnect boards was funded with management reserve. The mitigation proved to be a program critical decision, as the original supplier delivered over one year late. The second supplier delivered per schedule. Mitigation cost of $250K saved about $5M in program delays, missed contractual schedule dates, and lost award fee. High reliability application of ball grid array (BGA) microcircuits was considered a high risk. High reliability board design and BGA soldering techniques had not been developed and proven for the Space industry. The mitigation designed and built prototype MC printed wiring boards, developed soldering processes for BGAs, and built several test boards. A rigorous BGA qualification program was run to identify and correct issues, and to lay the ground work for the MC design. With the early risk mitigation, the program avoided costly delays and design iterations. Baseline Management The Baseline Management Process was reviewed and selected as a BEST PRACTICE within Honeywell Aerospace Electronic Systems. The THAAD process formed the basis for the baseline management process training that was performed throughout the Aerospace organization. Baseline Management is the primary function of the Project Office on THAAD. All changes are captured and documented on a log. Senior Review Board meetings are held to disposition and determine course of action on a change request. Actions are communicated to the program via a Program Directive. The change logs are shared with the customer on a weekly basis. Over 800 items have been identified and managed on the program to date. The baseline management process has been a primary key to the success of the program. A rigorous process of establishing a very well documented baseline (technical and contractual), capturing and documenting all changes that might affect the baseline, and providing a methodology for assessing and communicating those changes has avoided scope creep and promoted very good EVM performance AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

8 IV. ADAPTING TO COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE COMPLEXITIES) = 30 POINTS Identify the Program s Market Uncertainty level using the definitions below. Then describe how you planned to deal with this uncertainty difference: - 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) New Generation Market Uncertainty These products are next generation derivatives of existing products. - Excellent performance of Honeywell and customer teams has accomplished Development goals and allowed program transition to Production phase. With strong domestic and international demand, the production rates could grow rapidly. The MC and IMU were designed to meet customer UPC objectives. These very producible designs will allow high delivery rates to be met with a minimal impact to the factory. Identify the Program s Technological Uncertainty using the definitions below. Then describe how you are addressing this uncertainty: - Low-tech: application of existing technology - Medium Technology: mature technology adaptation to meet new requirements - High-Technology: new technology applied to fully defined requirements - Super High- Technology: nonexisting technology that needs to be developed during the program. High-Technology New technology applied to fully defined requirements - High risk development with large BGA devices, 30 layer HDI printed wiring boards, IMU aggressive packaging requirements, radiation tolerance requirements, and very high shock environments. - Employed rigorous design simulations to account for new HDI implementations techniques which had not been validated for military and space applications. Commercial simulation tools were successfully verified and validated after making process changes and corrections prior to actual use on the flight designs mitigating technical and schedule risk. - Disciplined adherence to campus Integrated Product Development Processes, smart risk mitigation and rigorous baseline management led to first pass successes on complex ASIC and printed wiring boards. - Our design/development success resulted in the MDA Program Director presenting our results in briefings to Congress and to the DoD executives. He briefed that the Honeywell development processes are a standard that should be followed for complex U.S. Army future developments. Identify the level of your System Complexity using the definitions below. Then explain how you are System - The THAAD MC and IMU are sub-systems that are part of the THAAD Missile AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10

9 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? 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 nearterm deadline - Blitz there is a crisis element driving immediate response Applied baseline control rigor to interface documents and refined requirements flow down Assured compatibility of the missile interfaces by planning early hardware lab demonstrations with other suppliers hardware to verify interface and communication protocols prior to flight build Provided unique capabilities to refine the overall missile system design for customer Example is missile communication bus, which is a custom serial bus. We helped our customer with the definition, design, provided design expertise and defined the interfaces and protocols. Time Critical - There was a Strategic Imperative of the program to perform early flight tests. - About one year into Development, the program was further accelerated. We facilitated the accelerated schedule with: Added personnel; initiated additional risk mitigation; performed more dual sourcing; expanded our development and test support equipment capability. - We met all customer need dates, delivered exceptional quality hardware, and performed on 7 of 7 successful flight tests to date. Other Complexities Describe other complexities faced by this program team and how you address them. Technological Uncertainty - Available missile volume dictated unproven, state-ofthe-art packaging. Early risk identification and mitigation, and strict adherence to our well established integrated design and development processes, resulted in first pass design successes and qualification successes. - Future requirements may increase the radiation survivability levels and apply security requirements. Both of these areas are Honeywell core competency strengths! V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS Demonstrate the customer satisfaction from your program. Include description and metrics / scores. Met all milestones while under-running contract value. Earned Excellent Award Fee ratings from customer in all fee periods. Earned > 98% award fee rating average for the entire 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 11

10 Demonstrate program performance in terms of schedule and budget program. Maintained CPI and SPI EVM metrics at 1.0 or better for 84 consecutive months. Provide the measure used to evaluate the program s business success (operating margin, earned value or other indicator that can be released publicly) Provide the measure you use for long-term contribution to the corporation/organization? Demonstrate employee satisfaction for your team What is the voluntary attrition rate for program employees? Orders Forecast, Revenue and Margin are program restricted data and cannot be included as part of this application. The THAAD Program exceeded its annual financial operating goals for all seven years of the program. In addition to Revenue and Margin, Market Segment capture is important to Honeywell. The success of this program facilitates a continuing role on THAAD and future missile defense platforms with predictable future business exceeding $500M. People thrive in an environment of true teamwork. It is a pleasure to see people working across functions, helping each other out, and getting the job done. In a sink or swim as a team environment, people are more productive and more willing to take calculated risks when they know they will not be singled out for blame if something becomes an issue. The size and breadth of the THAAD Program provides a great opportunity for personnel leadership development. Both technical directors have now progressed into higher level leadership positions. The Program Control Team Leader, also functioning as THAAD Deputy Program Manager, progressed into a Senior Program Management role. Nearly zero voluntary attrition rate with program roster ranging from 50 to 300 people during course of program AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 12