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Lessons Learned in AIAA Working Group Development

Lessons Learned in AIAA Working Group Development. E. Allen Arrington Dynacs/NASA Lewis David M. Cahill Sverdrup Technology/AEDC Group Mark R. Melanson Lockheed Martin Tactical Aircraft Systems. Discussion Topics. Why Working Groups? WG Process Ideas for WG TC Champion

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Lessons Learned in AIAA Working Group Development

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  1. Lessons Learned in AIAA Working Group Development E. Allen Arrington Dynacs/NASA Lewis David M. Cahill Sverdrup Technology/AEDC Group Mark R. Melanson Lockheed Martin Tactical Aircraft Systems

  2. Discussion Topics • Why Working Groups? • WG Process • Ideas for WG • TC Champion • Developing Goals/TC Approval • Recruiting Membership • Working towards the goal • Reaching the goal • Towards New Goals/End the WG • Conclusions

  3. Why Working Groups? • Working Groups provide an excellent means for TC’s to foster relevant technical work • AIAA is a recognized international organization • made up of all facets of aeronautics/astronautics community • neutral environment, sharing is fostered • results can serve as STANDARDS, RECOMMENDED PRACTICES, OR GUIDES for the industry • Great way to network and address key issues

  4. Why Working Groups (cont’d)? • Working Group as opposed to TC committees? • WG are finite • Defined Objective • Finite length • Identified Product • Composition can be broader and include non-TC members • TC’s (unfortunately) are often viewed as non-productive by potential participants management • WG’s (if successful) can combat that perspective • Process (reaching technical goal) is great sharing mechanism

  5. Idea inside or outside TC membership recruited AIAA GUIDE Working Group Process Finite Goal(s) Established WG Champion & Chair TC Approval Yes No New goals ? reach goal work to goal

  6. Ideas for WG • Can come from inside or outside TC • Must be consistent with overall TC and AIAA objectives • Should be fairly specific at this stage; some type of product in mind • Should be of value to significant number of technical organizations

  7. WG Champion & Chair • Critical step in the viability of WG • Champion must be the driving force for the work of the WG • Must be the link to the TC; Must be a TC member • May require extension of TC service to last the life of WG • Shouldn’t be moved from one person to another • Must be someone willing to work between conferences - 60 to 80 hours/ 6 months minimum

  8. Developing Goals / TC Approval • Absolutely critical step • Most likely point of failure • Scope of activity too large • No clear product in mind • No consensus for value of the stated goal • Unknown if idea will be supported by potential members • Scope must be very clear and obtainable by volunteer labor meeting twice a year • Written Charter accepted by TC an absolute must!

  9. Recruiting Membership • Recruit from those organizations to be impacted/affected by the proposed activity • member must have expertise at the working level • Members must clearly understand WG is not a “marketing” opportunity • Mostly made up of non-TC members • If you can’t generate participants outside the TC, the goals are probably not worthwhile • Several active TC members participants are useful • Difficult for TC members to be on more than one WG

  10. Recruiting Membership (cont’d) • Participation expectations • Home organization must support participant travel and labor costs • Usually two meetings per year - 2-3 days each • Work between sessions (20 + hours) • Usually a 3-4 year effort (minimum, depending on objectives) • Address issues such as who “cannot” participate early • Europe, Asia, Commercial companies? others? • Bottom line - need people who share the goal, have the expertise, and are willing work (watch out for management!)

  11. Working Towards the Goal • Getting Started • Clearly state Goals, Product, and get buy-in of participants (again) • Share information on topic • Fosters “team” environment • Creates a common understanding “starting point” • particularly useful if this is standard or recommend practice generation • Ground rules for sharing of technical or proprietary materials established early • Summary report of shared data (for WG use only) frequently very useful

  12. Working Towards the Goal (cont’d) • Getting Started (continued) • Establish a method of keeping track of information generated in WG • Secretary frequently very useful (really required) • Detailed meeting minutes required • Meeting expectations • Usually need 2 to 3 sessions of 2 to 4 hours each per conference to make significant progress 8-12 hours total) • Can be difficult to schedule during conferences • Often pre- or post-conference sessions should be expected

  13. Working Towards the Goal (cont’d) • Work Methods • Work coordination and planning at conferences, do work offline • best method for early stage of WG, where informational gathering is critical • meetings can be used to bring about consensus of opinion and discuss issues • very important to define task/assignments for offline work • meeting minutes are highly useful for this purpose

  14. Working Towards the Goal (cont’d) • Work Methods (cont’d) • Work during conferences, with some assignments between sessions • best method for latter stages of WG, particularly where documents are being finalized for publication • Still must use offline work to help drive progress forward • very important to define task/assignments for offline work • Both methods are valuable, depending on the status, situation of WG • EMAIL and FTP sites are very useful for exchange of information, drafts, edits, etc

  15. Working Towards the Goal (cont’d) • Expect that over the life of the WG, there will be a evolution of the membership. • Not necessarily a problem, but try not to backtrack (key job for chair)! • New blood can bring in new energy

  16. Reaching the Goal • Document results according AIAA publication standards • AIAA sets the document format and review process • Document Types • Standard • Recommended Practice • Guide • Special Project • Conferences, symposiums, should be considered as platforms to publicize the WG and results

  17. Towards New Goals/End the WG • Once the goal is obtained, WG is dissolved unless new objectives determined • New objectives require a new Charter and approval by TC before launch

  18. Conclusions • WGs are very valuable way for a TC to make a technical contribution • Goals, Objectives and Scope must be clearly defined and limited • A WG chair that will lead the WG enthusiastically throughout its duration is critical

  19. Conclusions • Membership selection from diverse, supporting base, both in and out of the TC is critical (there are real time and $ commitments necessary) • Work, Work, Work, Work • Publish and present to end the life span of the WG

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