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AMF JTRS Program Start-Up

AMF JTRS Program Start-Up. June 9, 2008. Glenn Kurowski Lockheed Martin AMF JTRS Program Manager. COL Ray Jones (USA) AMF Program Manager. CAPT Jeff Dunlap (USN) AMF Deputy Program Manager. Managed System. Seamless Operation. Open System Architecture. Enterprise.

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AMF JTRS Program Start-Up

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  1. AMF JTRSProgram Start-Up June 9, 2008 Glenn Kurowski Lockheed Martin AMF JTRS Program Manager COL Ray Jones (USA) AMF Program Manager CAPT Jeff Dunlap (USN) AMF Deputy Program Manager

  2. Managed System Seamless Operation Open System Architecture Enterprise Fully Interoperable Radio (“Box”) to System (“Capability”) Transformation System (Network) Interoperable Net-Centric Radio (Legacy) Platform-Centric Datalink-Centric Tomorrow Today Space Tactical Terrestrial $ Stovepipes Gateways Closed Architecture Single Thread Limited Functionality Better Knowledge .. Better Planning .. Better Execution ....Better Results

  3. Management & Control (M&C) Security Network What is AMF? AMF JTRS JTR Set Baseband JTR-SA & JTR-M/F RF Distribution Web-Enabled, Local/Remote Control, Automation WNW, SRW, MUOS, UHF SATCOM, Link-16 Options – SINCGARS, HAVEQUICK, HF, UHF/VHF LOS Waveforms Wired RF Type 1 Crypto IPv6 and IPv4, QoS, MANET Radios Ancillaries Ancillaries Platform Integration Kit System Boundary • 100+ Platform Types (Rotary & Fixed Wing Aircraft, Ships, Subs, Fixed Stations) • Network Connectivity with an IPv4/IPv6 Open Architecture • Communications Automation (Manpower Savings) • Flexible, Modular, Scalable Solutions Providing “Installed Capability” Development, Test, Integration, Certification and LRIP

  4. Program Focus Areas • SDD Program Start-Up is Post Milestone B and PDR • Next Step Milestones • Lockheed Martin Baseline Review • Integrated Baseline Review • Critical Design Review • Initial Hardware/Software Demonstration • Delivery of EDMs to Meet User Need Dates • Program Start-up Focus Areas • Performance Management Baseline • IMP (contract), IMS, EVM • Execution Ignition Across all Integrated Product Teams • Establish Program Rhythms • Contractor/Government Integration – One Program Team • Authorization/Completion of Sub-Contracts (Day 1) • Baseline Requirements & Change Management • Risk Identification and Resourcing

  5. DAU Workshop • Objective: Assist Toward Successful Integrated Baseline Review • Objective: Government/Contractor Sync for Program Execution • Participants: DAU, LM Corporate, AMF Government Team and LM AMF Team • Tailored Modules • Module 1: Program Vision, Values, Mission and Goals • Module 2: Plan to a Successful Integrated Baseline Review • Module 3: Contracts, Award Fee and Baseline/Change Management • Module 4: DOORS (Requirements Management) • Module 5: Integrated Product Team Charter (Focus on Info Assurance) • Module 6: Risk • Module 7: Opportunity • Module 8: Metrics • Module 9: Communication and Conflict Resolution

  6. Key Benefits • Unlike Contract “Kick-Off” Meeting, Teams had Objective Tasks Assigned Prior that Focused on IBR and Beyond Success • Lesson Learned from Program’s with Successful IBR, but Subsequent Struggles • Getting the Team Together Early with Focused Tasks Resulted in • Opening / Re-Opening Lines of Communications • Exposing Blind-Spots Early • Closure Oriented Actions • Realigned the Government and LM Team from a Restrictive Pre-Milestone B Dual Competition Environment to a Collaborative IPT Operating Model • Joint Development of IPT Charter to be Applied to all IPTs • Established the Need for Future Meetings to Continue Success to CDR and Beyond • Partnership and Collaboration is not a One-Time Event

  7. Additional Observations • Perfect Timing • Strong Team Building and Perspective Exchange • Both Sides Noted Excellent Setting of Tone • No Negative Energy • Successful Blending of DAU and LM Corporate Wisdom • Leveraged Lessons from Past/Present Programs • Positioned for Continuity for Follow-Up Engagement(s) • Excellent Information Sharing on New/Updated Customer Organization • Lexicon & Roles/Responsibility Exchange Supports Integration • Bottom Line - Successful • Lowered Risk to IBR • Key Sync Points Made (e.g. LM PM added to Government CCB) • No Major Issues Identified • Confidence Builder through Sharing of Existing Processes/Procedures and Plans • Adjustments and Forward Actions will make us Stronger • Joint Program Processes – Requirements (DOORS), Risk/Opportunity, Metrics “ One Program Team” Better Enabled to Execute IBR & Beyond

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