I. Program Overview. Organization Name/Program Name: Program Leader Name/ Position/Contact information , Phone

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1 I. Program Overview Organization Name/Program Name: Program Leader Name/ Position/Contact information , Phone Program Category 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 Scope of work original & updated Expected deliverables Current status of the program Lockheed Martin IS&GS; Integrated Strategic Planning and Analysis Network (ISPAN) Architecture and Integration (A&I) Danny Frisby-Griffin Program Manager System level R&D/SDD program or project The Integrated Strategic Planning and Analysis Network (ISPAN) Architecture and Integration (A&I) contract includes three ongoing components: a development effort, and two operations and support components. - The R&D effort of the Global Adaptive Planning Collaborative Information Environment (GAP CIE) system, which is post Government acquisition milestone C for Increment 2. - One operations and support element maintains Block 1 for GAP CIE, representing the existing operational U.S. Strategic Command (USSTRATCOM) planning system of record; - A second operations and support element maintains Mission Planning Analysis System (MPAS) extant products at USSTRATCOM, these systems were maintained through February 2013 and subsequently converted to a separate contract that was awarded to Lockheed Martin. The ISPAN A&I program is an ACAT 1AM R&D modernization program providing a comprehensive collaborative planning environment for USSTRATCOM assigned missions. This environment enables decisive global kinetic and non-kinetic combat effects. The ISPAN A&I contract is a spiral development acquisition effort to build an open, flexible, scalable and extensible, net-centric system-of-systems to support planning and analysis. Concurrently, the program is responsible for maintaining and sustaining existing planning and command and control (C2) systems software. These systems provide uninterrupted support to strategic deterrence while improving and implementing planning and analysis capabilities for previously unassigned mission areas such as: - space and global strike - command, control, communications, and computers intelligence, surveillance and reconnaissance (C4ISR) - information operations - integrated missile defense - combating weapons of mass destruction (CWMD) 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 II. VALUE CREATION = 20 POINTS ISPAN A&I is primarily a software development and operations & maintenance (O&M) program, and Lockheed Martin has either acquired or developed software and hardware essential for meeting all of these mission area planning requirements. The program is responsible for achieving process efficiencies, and ensures the Command s mandate of reduced planning and analysis timelines. The program uses spiral development and an agile patch process resulting in multiple, incremental deliveries, which average 14 major software deliveries per year. The contract ends 31 July Value: What is the value, competitive positioning, advantage, and return created by this program to your: Customers National interests, war fighter Company Strength, bottom line, and shareholders Scientific/technical value (particularly for R&D programs) Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? Customers: The GAP CIE system orchestrates planning activities and information to produce integrated courses of action and facilitate senior decision making during crisis action planning. With more than 7000 global users registered across multiple domains, GAP CIE provides a collaborative and rigorous planning solution depended upon by the 4-star Combatant Commanders. GAP CIE is recognized as the program of record for joint strategic course of action development (JROCM , 30 Jan 2009) and as a core adaptive planning and execution and Joint C2 application (USSTRATCOM J6). Without GAP CIE, Combatant Commanders (especially USSTRATCOM) would have no system to monitor planning, receive daily briefings, or collaborate with coalition partners across domains. The MPAS global strike and product support systems provide the fundamental data services that enable the USSTRATCOM nuclear planning process. Nuclear planning could not continue without these systems. Scientific / Technical: Execution of ISPAN A&I has allowed Lockheed Martin to push the boundaries of robust visualization and data analysis that can be conducted within the web browser using thin technologies. Company: Execution of ISPAN A&I has allowed Lockheed Martin IS&GS to augment our innovative management processes, now identified as IS&GS best practices, and provide them as lessons learned in support of other programs. Execution also inspired two different internal research and development projects that resulted in Lockheed Martin intellectual property being applied to hard DoD problems, and in pursuit of capture opportunities. Lockheed Martin integrated the Strategic C2 Modernization IRAD into Drop 20, this technology provides a UI integration framework with access to thousands of Ozone Widgets being deployed onto DoD networks. Execution of 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 ISPAN A&I primarily in Omaha, NE has allowed for a consistent talent base (recognized internally as a core center for service-oriented architecture and web design) that can be focused on meeting USSTRATCOM s needs. Excellence and Uniqueness: The ISPAN A&I program has unparalleled programmatic and engineering innovation over its 10-year execution. The unique and close partnership between Lockheed Martin, the PMO (AFLCMC-HBC), and the functional managers (FM) (USSTRATCOM J6 / USSTRATCOM JFCC Global Strike J6) has allowed for rapid fielding of mission capability (14 releases per year) while maintaining standards required by the formality of an ACAT I MAIS program. The Defense Acquisition University uses ISPAN A&I as its case study for training on the Joint Capabilities Integration and Development System (JCIDS) IT Box approach which enables more agile program management. ISPAN A&I Team should be considered for the Program Excellence Award because it has created management and engineering approaches that deliver more capability, faster, while adapting to the mission, technology, and fiscal changes over the past decade. III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Strategic: Affordability Management Describe how your program has addressed affordability from a solution, operational, business process, sustainment, strategic or other perspective. Strategic: Opportunity Management - Describe how your ISPAN A&I pursued affordability initiatives in two focus areas: Cost to Contract: Bringing new work onto this Air Force contract involved cumbersome proposals, averaging 4%-6% of the total awarded value, which was identified as an opportunity for cost savings. Through creative contracting measures, the contractor and Government reduced this cost to <0.1% of total awarded value during the most recent three years. Cost to Delivery: Early in the program the contractor and Government struggled to quantify the cost of capabilities in a consistent metric across multiple releases of differing technology and focus. A new metric was developed referred to as Cost per Content Hour. This metric is uniform across the contract history and is used daily for trend analysis and program planning for past, current, and future costs. During the most recent three years, this metric was reduced by over 17% gross effective cost reduction, or net 12.6% after adjusting for rate escalations/inflation. These affordability results come from cost avoidance, process improvements, and contractor PMO reorganizations. ISPAN A&I has always grown and expanded its business base through the success and operational utility of the systems it develops. The team focuses on mission utility and providing 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 program has identified its operational and business opportunity, and manages this opportunity throughout the program s life cycle. Strategic: Strategic Supply Chain Integration and Cost Effectiveness Management: - Describe how your program is integrating its supply chain to assure visibility and adapting long-term cost effectiveness up and down the supply chain. Strategic: Operational Integration and Systems Engineering Describe the challenges faced by your program in terms of integrating the system into its operational environment and its impact on systems engineering planning and management. Operational: excellent operational support to advocate for adoption of the systems. Yearly operational exercises and real-world events allow the systems to prove themselves to senior decision makers. The engineering team maintains innovative roadmaps that address technology insertion as well as mission / CONOPS evolution so that future requirements are always ready and definitized in case of new budget availability. The advocacy of 4-star Commanders and engaged FM teams drive a robust pipeline of opportunities. The contractor team augments government advocacy with an engaged business development approach, and maintains the talent pool to quickly staff to any new opportunity. Lockheed Martin established a badge-less environment where subcontractor resources are integrated side-by-side with Lockheed Martin resources. This program team represents a single, unified team to our customers rather than the visibility of separate contributing companies. This integrated team eliminates a substantial portion of software unit integration costs, as all supplier partners work within the same software baseline as the prime contractor. Lockheed Martin negotiated long-term subcontracts to secure negotiated savings throughout the program life-cycle and continues to monitor the reasonableness of the rates throughout the life of the contract. Through program messaging and education, the customer has recognized and encouraged this supply chain structure throughout the 10 years of this program. Lockheed Martin has also executed corporate agreements with strategic vendors which provide long-term savings on material purchases throughout the corporation s portfolio. These agreements have been leveraged for 10 years to provide low cost commercial off the shelf (COTS) purchases on the ISPAN A&I program. The operational environment for ISPAN A&I systems depends on the integration of dozens of external data feeds provided by both formal programs of record as well as by unofficial DoD data providers. The technical complexity of creating a large service-oriented architecture is dwarfed by the organizational / political challenges of influencing and aligning service releases created by parties with no explicit support requirements to assist ISPAN A&I. Engineering and management processes have evolved to include extensive up-front coordination on any new DoD service integration (governance kickoff), to include coordination on service level agreements (with data usage rights), and to include memorandums of agreement to work program to program. System requirements have evolved to enable system adaptability to changing or unavailable services. The contractor and Government program management office and 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 Planning, Monitoring, and Controlling - Describe your planning and resource allocation processes. How do you monitor and review your program s progress and make corrections to keep the program on track? How have you worked with your customer to assure quality and communication without creating non-value reviews and audits that do not fit your program effort? Operational: Supply Chain and Logistics Management - - What processes, tools and relationshipbuilding methods have you used to develop, refine and improve supply chain and stakeholder integration? Please indicate methods used to analyze/fact-find regarding supplier proposals. This is one of the most critical needs of our industry please provide specific details and data that assisted you in gauging the effectiveness. Operational: System Integration, Testing & Reviews - Describe the activities and processes used to succeed in your system integration, and testing. How did you conduct system design and technical reviews? What innovations in processes or tools were used to further evolve this capability? FM teams collaborate weekly to ensure all parties are in sync. The Lockheed Martin team has created real-time dashboards that provide current metrics on all aspects of program execution. Design, coding, testing, systems engineering, and other tasks are all integrated with toolsets that provide continuous insight. Data from individuals drive both dashboards (where metrics thresholds are monitored and reviewed) as well as earned value processes which provide formal weekly quantitative progress assessments. Non-value slides are kept to a minimum as management stakeholders drill down into meaningful dashboards for up-to-the-minute status. The government team has full access to the Lockheed Martin systems. Issues and questions are addressed through formal and informal business rhythms. Lockheed Martin created an environment in which all areas of the supply chain are invested in stakeholder satisfaction. Lockheed Martin s resource control board established processes for bringing in subcontractor resources at the skill levels and pricing best suited for program results. Supply chain management tools, including Lockheed Martin s vendor invoicing tools, support real-time data analysis of subcontractor costs. Lockheed Martin conducts thorough reviews of subcontractor proposals, including price analysis, cost analysis and technical evaluation of subcontractor skill sets and core competencies. This analysis leads to effective subcontract awards in support of overall program execution strategy. Lockheed Martin uses streamlined processes for effective and efficient material purchasing, with successful completion of 25 major purchasing projects over 10 years and $12M in material. As an ACAT 1AM program, ISPAN A&I includes requirements for waterfall requirements, design, and testing reviews. The team injected agile engineering best practices within the formal program framework to enable the adaptability required to execute the full lifecycle for 14 major releases per year. Innovations include: - Creation of a simulated operational environment with extensive mock / simulated data feeds to de-couple release testing from availability of the operational test environment. - Integrated design repository (source tied to design to requirements to knowledge repository [wiki]) to allow for easy design evolution during each effort. - Multiple times per week Joint Application Design and Rapid Application Development (JAD/RAD) sessions between the 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 Operational: Risk/Issue/ Opportunity Management - Describe the processes used to identify both risks and opportunity and to assure potential for both is addressed effectively. Please indicate any forwardleaning processes to support. Team Leadership: Team Culture and Motivation - Describe how you created your team spirit and culture, and accomplished entire team integration and individual team member motivation. Given the economic environment and changes in the global marketplace, how did you assure your team changed swiftly and with agility? Team Leadership: Lessons Learned and Knowledge Management - Describe how you collect lessons learned and best practices, and how they are shared with your team and company to improve performance. Also how are you capturing expertise and contractor, program management office, and FM to make quick decisions, review design changes, and fast track change management through the engineering review board. - Usage of sprint reviews between formal milestones for improved collaboration. The ISPAN A&I risk and opportunity management board meets regularly to monitor risks, opportunities, and to track action plans. This board is chaired by the engineering review and Joint Application Design and Rapid Application Development (JAD/RAD) chair to provide a tight linkage between on the ground engineering / operational activities and programmatics. An extremely effective risk and opportunity management innovation is the creation of a potential risk / opportunity register readily available to all engineers. Formal risk / opportunity systems often require knowledge of program baselines, estimation techniques, risk practices, and privileged system access to participate in a risk board. The ISPAN A&I team created a simple tool with a very low barrier to entry to improve the response to risk / opportunity calls. The team now gets risks from individual contributors which may never have been raised, allowing for earlier responses to risk areas. The selection of leaders dedicated to maintaining a culture of inclusion and innovation is key to the positive environment created on the ISPAN A&I program. Leaders and individual contributors are empowered to engage and shape their work environment. Regular social and community events provide a great opportunity for team networking and fun for both Lockheed Martin and subcontractor employees. Co-location of the contractor, program management office, and FM facilitates high levels of engagement because the team can directly observe its contribution to the mission at USSTRATCOM. Agile engineering and management practices (required to keep pace with ISPAN A&I deliveries) also positioned the team for efficient staff changes during volatile economic cycles. ISPAN A&I promotes wikis as a knowledge management solution. All positions are required to augment their standard operating procedures with practical tips, checklists, and lessons learned. This tool can also be used as an informal design repository (augmenting the team s integrated unified modeling language repository) to capture system learning. The wiki must be maintained (or gardened ) by leads to keep it relevant and organized. This data, plus specific lessons learned captured in quality assurance databases, from each effort are reviewed with program management office, FM, and contractor stakeholders at bi-weekly Cross Talk meetings. Because the ISPAN A&I 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 knowledge to assure availability over the life of the program? Team Leadership: Leadership Development - How do you develop your team s skills and prepare/ develop future leaders? Best (& Next) Practices: Identify your program s specific Best Practices that you believe are unique, and could be shared with others and become industry s Next Practices. team iterates through 14 major releases per year, the lifecycle gets such rapid re-execution that the team can quickly see the improvements (captured in engineering metrics) from process changes inspired by lessons learned. ISPAN A&I uses both formal training and mentoring to grow future leaders. Lockheed Martin s engineering leadership and development program is a robust 3-year training program requiring job rotations, study, and mentoring. This program invests in candidate future leaders. Mentoring from the program manager down through the team prepares new leaders to take small assignments and learn how they can contribute. ISPAN A&I also schedules vendor training for products used in both the development environment or as part of the runtime environment. Recent examples include training on the Atlassian suite of developer tools, and on Oracle Access Manager. These skills help expand the knowledge-base of the engineering team. Constant collaboration between contractor, program management office, and FM team can be challenging when confronted with formal program requirements, deliverables, and milestones. ISPAN A&I embraces these challenges as an enabler for the overall relevancy and quality of developed systems. This collaboration is fostered through: - daily interaction (informal) - weekly JAD/RADs (formal) - weekly Requirements Planning Committees (RPC) (formal) - weekly executive reviews (mini PMRs) (formal) - bi-weekly cross-talks at senior levels of all stakeholders (formal) Incorporating the benefits of flexible change management addresses changes that come from close collaboration. The extend of collaboration and change management would not be possible without a program-wide buy-in, including all areas of program leadership, engineering, contracting, and finance. IV. ADAPTING TO INNOVATION AND COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE COMPLEXITIES) = 20 POINTS Identify the Program s Market Uncertainty level How new is your product to your market and users, based on the definitions below. Then describe how you deal and address this specific uncertainty. The ISPAN A&I products are new to the market for the DoD. Over the 10- year lifespan of ISPAN A&I, the Lockheed Martin team has inserted web-based, service-oriented, and visualization technology recently deployed for commercial activity but not yet used for large DoD programs of record. These technologies were combined to create important new capabilities through an architectural approach chosen for complexity management, time to market, and overall risk reduction. Regularly scheduled hands-on sessions with user groups allow for early insight and feedback of new capabilities. Communicating early and often in 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 Identify the Program s Technological Uncertainty using the definitions below. Then describe how you deal and address this uncertainty. Identify the level of your System Complexity using the definitions below. Then explain how you are dealing with this level of complexity Identify the Pace and Urgency of your team s effort using the definitions below. Then describe how you deal with the program s pace requirements. Other Complexities & Uncertainties - Describe other complexities and unknown factors faced by this program and both directions provides for a smoother market acceptance of product features, often with many usability improvements already incorporated based on this positive feedback loop. The ISPAN A&I systems use medium technology. Because the technology is being combined into new and innovative systems, it is desired to keep the core risk profile low by allowing commercial systems to drive down risk. Commercial technology (such as portals, geospatial displays, dashboards, and business process monitoring) have been leveraged in new ways to provide secure collaboration, support to military situational awareness, and creation of user-defined operational pictures. ISPAN A&I products are deployed as an array or system of systems across multiple domains and user bases. - GAP CIE integrates feeds from 10+ programs of record to provide its planning and collaboration capabilities. Deployments are accessible across three DoD networks. - MPAS global strike and product support systems integrate through a centralized enterprise database with 20+ other ISPAN systems to create the integrated nuclear planning capabilities required by USSTRATCOM. Complexity is mitigated through systems decomposition and the usage of formal interfaces between sub-systems. IPT teams focus specific LM and customer engineers on one or two subsystems, using integrated tooling to access knowledge repositories, design baselines, and traced requirement sets for each subsystem. The team has demonstrated 10+ years of rapid, time critical production releases across the many developed products. Some of these releases were fast tracked to capture momentum from important operational events and to leverage senior decision maker advocacy, but there has always been time criticality. Software releases must occur on time so that the system interfaces stay in sync with data feeds and consumers and the system of systems continue to function. The DoD IT Box process was used to support rapid PMO acquisition. The LM engineering team developed an evolutionary development lifecycle process enabling rapid spiral development. This process integrated agile development tooling to ensure efficiency but managed architecture and infrastructure development through more traditional milestones which were required by the program Government SEMP. Over the 10-year life of the ISPAN A&I products, the engineering team has been confronted with complexity and uncertainty from a rapid evolution of web-based technology and from rapid evolution of DoD CONOPS which leverage that new technology. The team embraces change and helps drive 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 how you addressed them. technology insertion in every release to stay ahead of the curve. Close working relationships with the program management office and FM facilitates the programmatic flexibility to integrate and leverage innovation to meet requirements that were not envisioned at the onset of this program. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS (Note: We are not looking for $ results, but the relative percentage achieved. In particular indicate what specific metrics and data you are using that drive the program beyond standard measures of schedule, budget, and performance, and which have contributed to your program s focus and its success.) Customer - 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. Performance - How do you measure your program s performance in traditional terms such as schedule, budget, requirements, and business results? Preparing the Future - How do you measure and assess the longterm contribution of your program to the corporation/organizatio n? Lockheed Martin measures customer satisfaction and the impact of the program on our customer through multiple metrics. The customer provides Lockheed Martin with a yearly Contractor Performance Assessment Reports (CPAR) on a yearly basis. These reports provide valuable, specific feedback along with a score. Feedback is used to continually improve performance and customer satisfaction. In 2013 the program received a perfect 5.0 CPAR. The most recent award fee score was 93.5% and the program has averaged 92.5% over a 10 year period. Lockheed Martin conducted a qualitative program customer satisfaction review using independent, 3rd party personnel who interviewed key customers at multiple locations for candid feedback. This data was compiled and reviewed with both Lockheed Martin and Government customer stakeholders. Action plans were developed and tracked over the subsequent 24 months, culminating in a perfect 5.0 CPAR and strong Award Fee scores. Performance is measured through many well defined metrics and processes on the ISPAN A&I contract. Earned value management (EVM) is used to measure and assess program performance. The program chose to exceed company and contract requirements to run full EVM metrics on a weekly basis (requirement is monthly). By monitoring the schedule performance index and the cost performance index frequently program leadership ensures that all of the projects are on track with trends/indicators identified early in the short release cycles of seen on this program. Additionally, qualitative measurements of the health are done through weekly status meetings with the projects. Thresholds are defined and if breached, additional data is collected and analyzed. To date the projects in total have been near a 1.0 in both SPI and CPI. Requirements volatility is measured on a monthly basis to manage scope growth risk. A long range plan is established and actively managed for ISPAN A&I to track and status financial Orders/Sales/Backlog/EBIT/Cash. This plan informs program actions related to business base growth initiatives. Accomplishing these objectives supports division financial goals 2014 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 Team - How do you measure and assess the impact of your program on your team development and employee satisfaction? Unique Metrics - Describe any unique metrics you are using to measure your program s progress and how do you focus it for outstanding success. which are a fundamental element to all financial forecasts and commitments to shareholders and other corporation stakeholders. From a product standpoint we consider the external recognition of this program as validation that we are contributing to a healthy corporate image throughout the DoD these recognitions include: The JROC Memorandum establishing ISPAN GAP CIE as the DoD Program of Record for COA Development Our exceptional program performance which contributed to our Government PMO s selection as Electronic Contracting Systems (ESC) Program of the Year. Defense Acquisition University s (DAU) use of ISPAN A&I as a case study in successful agile program management The Lockheed Martin leadership team meets with employees one-on-one regularly to discuss development needs, satisfaction, and to address any employee concerns. Employees have multiple venues for providing their management team feedback, including surveys and skip-level meetings. Metrics such as retention and self-reported satisfaction are monitored, including participation in the LM Voice corporate-wide employee satisfaction survey. Through the feedback loops we have experienced that first-line leader assessments provide the best source for ensuring the team is staying engaged, feels Lockheed Martin is investing in them, and that they are seeing the impact on national defense from their individual efforts. The contractor and program management office have established several shared core quality metrics to assess the quality and sufficiency of all delivered major software releases. Using aggressive self-improving forecasting models, the contract structure incentive fee criteria ensures the team is always challenged to raise the bar on quality. One of these metrics can be defined as forecasted deficiency reports per $100K of content value. This metric forms the basis for the ISPAN A&I incentive plans and directly correlates to the operational suitability of the developed systems and customer satisfaction with delivered products. Over a series of 11 major software delivery iterations, this metric improved by 90%. Said another way, by the end of these delivery iterations, in order to achieve the incentive fee criteria Lockheed Martin must deliver software with 90% fewer deficiency reports. In the five years this model has been in place (across both new development and major O&M enhancement deliveries) the program never missed this incentive fee criteria, even after accounting for the selfimproving nature of the model AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10