Package 11 of the Future Combat Systems (FCS) Program

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1 I. Program Overview Name of Program: Your Name/title: Platform Soldier Mission Readiness System (PS-MRS) Package 11 of the Future Combat Systems (FCS) Program Joseph R. Schwendeman Senior Program Manager Customer: Boeing Lead Systems Integrator (LSI) Philadelphia Program Category o System level R&D/SDD program or project 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 Platform Soldier-Mission Readiness System (PS-MRS) is a Future Combat Systems (FCS) data driven platform centric diagnostic, prognostic, and maintenance system. The data driven nature of PS-MRS supports application to any modeled system without software changes. PS-MRS also incorporates data collection and analysis functions supporting continuous system improvement. The PS-MRS program provides vehicle and soldier readiness assessment capability for Command and Control and Maneuver Sustainment planning purposes as well as vehicle repair status and maintenance actions. The PS- MRS program also provides a continuous assessment and improvement capability for the diagnostic, prognostic and vehicle health management. PS-MRS program has two major software segments. 1) Vehicle Embedded PS-MS (VE PS-MRS) The basic function of the VE PS-MRS is to provide mission readiness assessment capability for vehicles and soldiers, as well as decision support for onvehicle maintenance actions. The VE PS-MRS is a common software element, which is used on (or for) all FCS vehicles, to provide mission readiness assessment capability, as well as decision support for on-vehicle maintenance actions (via the Class V IETM functionality integrated into PS-MRS). The VE PS-MRS receives diagnostic, prognostic and consumption monitors from vehicle LRU s. It determines root causes for failures (including equipment consumables quantities), and performs prognostic knowledge fusion to provide future predictions for equipment and consumables. The VE PS-MRS provides both physical and functional visibility into the current and predicted state of the vehicle and on board consumables based on a forward looking estimation of functional requirements provided by other sustainment or C2 services. The VE PS-MRS receives soldier health 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 information from Land Warrior Block III through the System of Systems Center Of Excellence. 2) PS-MRS Decision Accuracy Evaluation System (PDAVS) The PDAVS provides the off vehicle functionality to assess the performance of the vehicle embedded PS- MRS. This is accomplished through the use of a PDAVS embedded PS-MRS that utilizes data collected by the vehicle embedded PS-MRS to evaluate the PS-MRS performance. The PDAVS also includes the tools required for generating and testing updates to the vehicle embedded PS-MRS AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 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? PS-MRS offers value to the Army customer in that it fulfills a critical element of the US Army s FCS program requirement to assess Platform and Soldier health and condition for the purpose of determining mission readiness. The FCS Platform Soldier-Mission Readiness System (PS-MRS) product will provide this capability for integration into the FCS System of Systems. The PS- MRS is a scalable solution that will reside on all FCS vehicles. The PS-MRS services provide on-platform mission readiness assessment capability for vehicles and soldiers, as well as decision support for vehicle maintenance actions. In addition, the PS-MRS provides the off-vehicle analysis capability to assess the accuracy of the diagnostic and prognostic functions at all levels, and to generate PS- MRS software updates for distribution to field units. Honeywell s approach to solving the PS-MRS requirements is to leverage the work and relationships initiated under previous Boeing FCS Sustainment Broad Industry Announcement (BIA) contracts. The PS-MRS program acts as a point of departure for continued architecture development and implementation. This point of departure is combined with the Honeywell s commercial 777 airliner Central Maintenance Computer philosophy and approach. The key contributors of the FCS Sustainment Integrated Product Team (IPT) are Honeywell, Northrop Grumman Mission Systems, and the small businesses of Intelligent Automation Corporation (IAC), Scientific Monitoring Incorporated (SMI), and Intelligent Automation Incorporated (IAI). We have joined together to continue, enhance, and extend the work already begun. Honeywell and our partners encompass the best of industry involved in the FCS Sustainment IPT. Business, technical, and personal relationships are well established with our team members and Boeing and the US Army. Honeywell s approach leverages this body of past work to provide a technically mature solution that is fully compliant with FCS requirements. Share holders benefit from PS-MRS in that the technology developed is directly usable in other logistics, health monitoring, and condition based maintenance applications. In fact, Honeywell Aerospace has established a new business area under defense & Space entitled Condition Based Maintenance Systems (CBMS). The PS-MRS software leveraged into the new applications under the Zing brand of Honeywell CBMS products AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 PS-MRS deserves the Program excellence Award because it represents the best in utilization, execution and forward thinking. A) Its initial development leveraged from earlier logistics programs such as 777. B) The software development since award in 2003 has been on schedule and cost with a cumulative CPI of and SPI of C) The software developed is one of the centerpieces of the newly created Honeywell Aerospace CBMS business and Zing branding. 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 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. The PS-MRS team leveraged the architecture and work Honeywell s commercial 777 airliner Central Maintenance Computer philosophy and approach. This launch point served the PS-MRS team well in the successful development of PS-MRS software delivered to the FCS integration labs. In order to maintain relevance and competitive edge, PS-MRS is reviewed as part of the CBMS Marketing organization. It is this organization coordinating program efforts that ensures the viability of PS-MRS in other future uses. The creation of the aerospace CBMS business based in part on PS- MRS is a key example of maintaining a strategic advantage. Monitor and Control Class I PM applies best practice management tools and process through relentless execution: - Program Planned and executed in accordance with Honeywell Albuquerque Quality Management System - Earned Value Management Systems performed weekly (CPI/SPI) - TPMs - Baseline Management - IPDS - Staffing - Schedule - Process Audits - CMMI Appraisal - Milestone Fidelity PS-MRS is entirely a software program. There is no hardware component nor are there any production considerations. The PS-MRS relationship with Supply Chain is limited to management of the subcontractors providing some software architecture and development to Honeywell PS- MRS team. In order to maintain a quality relationship with Supply Chain, the PS-MRS team embraces as a key member the Subcontract Manager assigned to the team by Supply Chain AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 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. Team Leadership: Team Motivation Describe how you accomplish full team integration, motivation, and inspiration. Risk Management - Weekly Cost Account Manager Exchange - Monthly Risk Review Board - Risk Working Group (customer level) Opportunity Management - Flip side of Risk management - Addressed as part of the Risk management - Weekly Cost Account Manager Exchange - Monthly Risk Review Board - Risk Working Group (customer level) Team Motivation is accomplished in many ways. - Appropriate Recognition (BRAVO Awards) - Individual recognition at quarterly all hands meeting - Daily communication and status to ensure team is empowered in decision making process - PS-MRS provides opportunity to work on world class cutting edge technology - Personnel are developing a technology that is one of the key components of a newly formed Honeywell aerospace CBMS business. 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 - Capture best practices to be reviewed with Surface Systems program and engineering management - Perform lessons learned after major program events to: 1) determine if process and procedures are optimized; 2) ensure continuous improvement; and 3) allow open and honest employee feedback Leadership Development is an important part of the PS-MRS program s philosophy. - PS-MRS has provided existing current personnel first opportunity to fill new leadership opportunities on the team - Informal Mentoring the goal of mentor-apprentice relationships on PS-MRS is to strengthen and accelerate development of staff through coaching, role modeling and counseling - Formal training for all Cost Account Managers and identified back-ups provides expanded career opportunities and growth potential. The PS-MRS program has provided many members of its program team to higher levels of responsibility, to include the new Director of the CBMS Engineering center of Excellence AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 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? Lessons Learned - Capture best practices continually reviewed with Surface Systems program and engineering management - Perform lessons learned after major program events to: 1) determine if process and procedures are optimized; 2) ensure continuous improvement; and 3) allow open and honest employee feedback PS-MRS is continually used to exemplify best practices within Defense and Space. Examples are: - Earned Value management - PS-MRS is the initial flagship program to deploy the Honeywell Defense & Space EVMS system in Surface Systems business at Albuquerque, new Mexico. The weekly EVMS management and reporting is best in class and has contributed to the Cum Cost Performance Index of and Cum Schedule Performance Index of 1.000; statistics that are unusual in a $185 M software program 5 years into development. - Alpha contracting Customer participated real-time in reviewing and generating proposal, allowing for a clear understanding of basis of estimate and significantly reducing fact-finding and final negotiations. - Integrated Master Schedule Engineering, program management and program planning team collaboratively developed an integrated master schedule resulting in stakeholder investment. This best practice resulted in a best in class IMS and ensured a smooth transition between the proposal and execution phase of the program. PS-MRS practices are already being deployed as best practices throughout Surface Systems. EVMS, IPDS handling of spiral development, Risk Management are among the most important AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 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 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. 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? The PS-MRS product is a new generation of several Honeywell diagnostics and maintenance products that are being applied in a new market segment. The PS-MRS product is a blend of medium and high technology products. The general concepts and implementation for diagnostics reasoning are considered medium technology and are being leveraged from existing technologies although they are being tailored and refined for application in the new market. The development of the prognostics capability is considered high technology and is being accomplished as part of the program development. PS-MRS is developed as a sub-system within the Battle Command suite of the Future Combat Systems environment. 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 Program Pace Time Critical Customer schedule requires specific milestone achievements At any one time within the Future Combat systems (FCS) spiral development, there are three software builds in various stages of development, coding, integration and test. Actions require immediate responses AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 absolute and critical-to-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. Congressional Funding: - Continued updates to Performance Management Baseline to align with allocated Fiscal Year funding - Participate in keep the program sold demonstrations and program reviews with the congressional decision makers - Frequent budget deferrals from current period to out years 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 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) 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. Award Fee - Customer identified criteria is established every 6 months to measure the performance of the PS-MRS team. Team behaviors are adjusted according to the customer feedback resulting in improved award fee percentages, increased profit, and customer satisfaction. Most recent award fee percentage is 90.4% indicating an Excellent rating - Voice of the Customer (VOC) feedback is obtained coincident with the customer s award fee evaluation. PS-MRS has historically been at 90% or above throughout the period of performance which started in The most current VOC is depicted below: Rating as of November 2008 Unsatisfactory Satisfactory Good Very Good Excellent Customer Weighting Score Criteria Program Mgt 80% 0% 20% 16% One Team 100% 20% 20% Technical Mgt 94% 20% 19% Cost Mgt 82% 15% 12% Schedule Mgt 92% 15% 14% Special Emphasis 90% 10% 9% TOTAL 100% 90% How do you measure your program s efficiency performance in terms such as schedule and budget? Schedule and Budget - Estimated cost, schedule and performance are monitored weekly to ensure targets are met and consistency of performance is maintained at all times - Various tools are used to ensure performance consistency and various metrics have been jointly developed with the LSI to monitor performance - The PS-MRS team is meeting its cumulative schedule and cost goals with an SPI of and a CPI of The latest weekly CPI/SPI data for week ending 01 March 2009 is depicted below as part of the weekly program assessment reviewed with the customer. Mgmt Cost Sched Joint Product Partner Tech Qual Risk Sm. Bus As of (03/01) G G G G G G How do you measure your program s business success (operating margin, Operation Margin/Financials Revenue, gross margin, accounts receivable are reviewed at the weekly Business Reviews and monthly 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 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? Development Program Reviews with director Level Management. Actions are taken to address any identified variations to the plan. - Long term success metric IPDS phase gate reviews - Reviews business case to continue program - Reviewed at each stage of software development for each iterative build. The PS-MRS team has established many venues to ascertain employee satisfaction. These include team dynamic sessions moderated by Human Resources in which employees are able to express concerns over behaviors and dynamics to be addressed within the PS-MRS team leadership. In addition, Skip Level meetings are scheduled regularly, moderated by Human resources, to allow employees to express concerns and receive feedback from management two or three levels above them. to review organization specific employee satisfaction survey results Managers within the PS-MRS program also make use of a 360 degree evaluation in which detailed feedback on behaviors and skills are solicited from the members of the PS-MRS team. Additional Metrics: Describe any additional metrics you are using to measure your program s progress and success 2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10

Organization Name: Rockwell Collins Program Name: KC-46 Tanker. Sub-System R&D/SDD program or project

I. Program Overview Organization Name/Program Name: Program Leader Name/ Position/Contact information E-mail, Phone Program Category Organization Name: Rockwell Collins Program Name: KC-46 Tanker Program