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Portfolio Results Industry Day

Air Armament Center. Portfolio Results Industry Day . War-Winning Capabilities…On Time, On Cost. Dr. L. Bruce Simpson Director 308th Armament Systems Wing 850-883-0673 bruce.simpson@eglin.af.mil.

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Portfolio Results Industry Day

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  1. Air Armament Center Portfolio ResultsIndustry Day War-Winning Capabilities…On Time, On Cost Dr. L. Bruce Simpson Director 308th Armament Systems Wing 850-883-0673 bruce.simpson@eglin.af.mil DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

  2. Strategy for Seamless Transition • Co-located key Personnel for Maximum Synergy • Utilized “Best Practices” from the 3 Organizations • Conducted Leadership Off-sites to Ensure Collaboration • Initiated Feedback Loop for Group Workflow Managers • Streamlined Administrative Processes Air-to-Air Combat Support Air-to-Ground

  3. 308th ARSG Long Range Systems Col Griggs, CC 328th ARSG Air Dominance Col Rumph, CC 408th ARSG Armament Support Mr. May, CL 728th ARSGTest and Training Col Socha, CC 808th ARSG Advanced Programs Mr. Rutledge, CL 918th ARSG Miniature Munitions Col Justice, CC 708th ARSG Direct Attack Ms. Rutledge, CL 681st ARSS SDB Inc 1 676th ARSS JASSM 693rd ARSS Lethal SEAD 675th ARSS JASSM Intrnat’l 689th ARSS Range Inst Sys 685th ARSS Sys Interf & Integ 678th ARSS JDAM 677th ARSS JASSM-ER 680th ARSS JDAM Intrnat’l 691st ARSS Aerial Targ Sys 686th ARSS Spc Prog/Proj 695th ARSS AIM-120C 682nd ARSS SDB Inc 2 679th ARSS Fuze 683rd ARSS SFW 690th ARSS Operation Spt 672nd ARSS CRIIS 687th ARSS Adv Programs 696th ARSS AIM-120D 688th ARSS Agile Combat Spt 684th ARSS WCMD 694th ARSS AMRAAM Intrna’l Det 1 Short Range Msl 692nd ARSS MALD 671st ARSS Weaponeering Acquisition Wing 308th ARSW Dr. Bruce Simpson, CL 308th ARSW Col Michelle Miller Peck, DV 308th ARSW Mr. John Batog, DV (Navy) Technical Director Mr. Christopher Clay Chief of Contracting Mr. Gary Williams Chief Financial Officer Ms. Della McPhail Chief of Logistics Ms. Margaret Villagran

  4. LJDAM • CENTAF Urgent Operational Need • Completing Ops Utility Evaluation • On Track for April 08 fielding 308 ARSG 708 ARSG 328 ARSG 408 ARSG AMRAAM Long Range Attack Direct Attack Air Dominance Armament Support • AIM 120C7: Completed OT & Fielding Proceeding Well • AIM 120D: Developmental Testing Shots Underway MALD • Completed Developmental Testing • Milestone C in 3rd Qtr FY08 Weaponeering • Developed & Published New Collateral Damage Estimation Tables Used in OIF / OEF • Release of JWS 2.0, 1st Qtr FY09 FLM 728 ARSG 808 ARSG 918 ARSG ADS • Transferred Technology from AFRL Mar 07 • Testing Successful • Residuals in Warfighter Hands Early Test & Training Advanced Programs Miniature Munitions • Gov’t Acceptance Testing Ongoing at Kirtland • Ops Eval planned for April 08 • Transitioning to 808 ARSG May 08 P5 CTS • Pods Fielded at 10 of 25 Planned AF/Navy Bases • Sortie Success Rate: 97.7% • 40,956 Sorties Flown 308 ARSW Highlights

  5. GWOT Successes Over 28,000 Total Combat Drops OEF/OIF (JDAM, DSU-33, JPF, SDB, SFW, WCMD) • 2007: Delivered 34,377 Fuzes – 3,120 Combat Drops • Operational Reliability 98% (95% requirement) • 2007: Delivered 124,546 Units – 3,455 Combat Drops • Proven Ability to End Combat Engagements! • JDAM • JPF • DSU-33 • 2007: Delivered 131,504 Units - 1180 Combat Drops • 49 Total Combat Drops • ~40,000 Captive Flight Hours on F-15E • SDB Government / Industry Team Delivering Capability to the Warfighter

  6. GWOT Lessons Learned • Changing Face of War Causes Changes in How We Fly/Fight • Increased Precision • Ability to Attack Moving Targets • LJDAM: On Track for Fielding Apr 08 • Minimize Collateral Damage • FLM: Tested and Delivered 50 Assets to Warfighter 3 Months Early • Dramatic Increase in Captive Carry Hours for Air-to-Ground Munitions – SDB approx. 40,000 hours • GWOT Has Presented Us With Challenges • Our Tactics Must Evolve as Our Enemy Adapts • ADS: Non-lethal DE Weapon; Perimeter Protection-- Deters Advancing Adversary • Advancements in Technology Required to Counter Increasingly Mobile Enemies Located in Dense Populations Solving Present Day Challenges While Developing Capabilities to Fight and Win the Next Conflict

  7. AAC Portfolio MARs Performance Jan 07 62% GREEN 28% YELLOW 10% RED Jan 08 75% GREEN 12.5% YELLOW 12.5% RED Performance Performance Schedule Schedule Funding Overall Funding Overall PoPS Cost Cost

  8. Disciplined Integrated Assessment Approach Sound Systems Engineering Realistic Planning Robust Risk Reduction Life Cycle Considerations Up Front Design for the “ilities” Relevant Capability On Schedule, On Cost Customer/Requirement Focus Acquisition High Confidence Source Selection Technology Readiness Level / Technology Readiness Assessment Sufficiency Review Probability of Program Success Cost Sufficiency Review Manufacturing Readiness Assessment Systems Engineering Assessment Strategy Acquisition Challenges Integrated Assessment Process Leads to Higher Confidence Programs

  9. Focus Areas • Identify and Manage Risk • Probability of Success • Sufficiency Reviews • Program Reviews

  10. Identify and Manage Risk • Standard processes integral part of doing business • Activity before Risk ID is standard work with defined solutions • Expanding the suite of tools to ID and Analyze risk WBS Risk Cube Sufficiency Reviews PoPS PMRs

  11. Probability of Program Success Intent • Agreed-to risk levels documented and recorded • Don’t shoot messenger when program encounters problems • Predictive metrics can identify watch areas to a PM before problem erupts • Better prediction of future issues • Ability to look at scoring trends over time Program Take Aways • Beginning to institutionalize • Windshield chart affects decisions on resources • Trend of red to green as mitigation plans implemented • Synergy generated by effective assessments • Audits since June raising confidence • Focused program priorities

  12. Sufficiency Reviews Investment • 22 reviews in 2007 • Program reviewed by about 40 senior and experienced experts • Approx 5000 man hours in reviews Issues Identified • Cost risk in planning for averages • Need specific exit criteria • Test schedule and resources • Sustainment planning • Production phasing • Leadership awareness of resource requirements Benefits • Realistic planning early • Instills discipline • Encourages communication between functionals • Forums for exchanging best practices • Gives team a clear vector • More efficient ASP—Establishes baseline “Plans are nothing; planning is everything” Dwight D. Eisenhower

  13. Integrating Program and Cost Risk • Integrate “risk cube” and PoPS into cost estimate • Dependencies between WBS elements • Specific risks determine funding for confidence • Monte Carlo simulation • Better risk ID and modeling $

  14. PMR “Deep Dives” • Conducted by Wing Director/SPDs—1 per Wk • Each Program Reviewed Every 12 Weeks • Program Manager’s Format • Areas Reviewed: Schedule, Financials, Risks, PoPS Action Plans • Raises leadership awareness—addresses PMs needs • Foundation for Advising PEO

  15. Industry’s Role • Robust Systems Engineering • Vendor and Supplier Management • Reliable, Quality Products • Cost and Schedule Realism

  16. Summary • Trends Moving in the Right Direction • Implementing Processes for Continuous Improvement • Our Goal • With Higher Confidence Provide • War-Winning Capabilities. . .On Time. . .On Cost

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