2015 Program Excellence Award For 11 years the aerospace and defense industry has participated in the Aviation Week Program Excellence Award initiative. Developed in 2004, the program is designed to honor programs that meet requirements, address challenges, and exemplify best and unique practices in value creation, leadership, processes and organizational performance, adapting to change, and execution excellence. The goal of this initiative is to recognize and promote program excellence in terms of performance, leadership capability, and outstanding lessons that can and will be shared broadly within the aerospace and defense community. By taking part in the submission process, nominees agree to be part of this program to share information. Framework The criteria for this award are based on the best elements of program/project leadership excellence programs developed by the Strategic Project Leadership Program of the Technological Leadership Institute, the NIST Malcolm Baldrige National Quality Awards, and the NASA/USRA Center for Program/Project Management Research. The award will examine four critical areas according to the following framework:

Within these four critical areas, the Program Excellence Award evaluation will include a focus on the following industry-wide program management challenges:  Reducing development cycle time compared with similar efforts or less than plan  Breaking the cost/learning curve  Dealing with intel/property security, safety, raw materials, environment Please keep these focus areas in mind as you respond to the Phase I and Phase II applications. The Evaluation Team will determine finalists and winners on the basis of scores in these four categories. The winner(s) will be featured in Aviation Week & Space Technology and at www.AviationWeek.com, as

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well as honored at the annual Aviation Week Aerospace Defense Chain Conference to be held November 3-5, 2015 in Phoenix, Arizona. Entries will be evaluated on the basis of performance for the previous 36 months. Nominations are encouraged from commercial aerospace, space (commercial and defense), defense and security sectors and should be made in one category only:  Sub-System R&D/SDD  Sub-System Production  Sub-System Sustainment  System R&D/SDD  System Production  System Sustainment  Special Projects In each category and based on meeting a threshold score to be determined by the Evaluation Team, finalists will be chosen on the basis of scoring on Phase 1 and Phase 2 entries and analysis by the Evaluation Team. Aviation Week retains the final responsibility for selection. Program submissions will be evaluated on a 100 point scoring system. 20 Points - Value Creation 30 Points - Team Leadership 20 Points - Adapting to Innovation and Complexity 30 Points - Metrics, Measuring Performance 100 Points – Total Available The Evaluation Team reserves the right to choose no winners and to name an Overall Winner, if the nominations so warrant, based on the combination of scoring against the criteria, best practices, and game-changing leadership. 2015 Evaluation Team Michael Bruno, Sr. Business and Supply Chain Editor, Aviation Week Jean Chamberlin, VP Program Management, Boeing Defense, Space & Security Ed Hoffman, Chief Knowledge Officer, NASA Keoki Jackson, VP Program Excellence, Lockheed Martin Corp. Robert Kolosieke, Director of Mission Assurance, Northrop Grumman Electronic Systems Ron Morey, Sr. Director Fixed Wing Solutions, Rockwell Collins Warren Nechtman, VP Program Management & Business Operations, Honeywell Aerospace Detra Sarris, Director of Programs, Northrop Grumman Corp. Aaron Shenhar, Founder, Strategic Project Leadership Jesse Stewart, Professor of Program Management, Defense Acquisition University Intellectual Property Note: Individuals outside your company review award submissions. All information submitted should address the program’s management, leadership, and processes, and not any otherwise classified or proprietary topic. Do not include any materials marked Proprietary. All documents will be copied and distributed via the Internet to the aforementioned Evaluation Team and will be considered as public knowledge. By submitting an entry to the Aviation Week Program Excellence Awards program, you are indicating agreement to participate in outreach efforts to share Lessons Learned/Best Practices in an effort to raise the bar on program leadership across the industry. Entries may be also used for comparative research among programs to draw conclusions and lessons learned across the industry. Format of Submission The Program Excellence Awards process involves two phases of evaluation.

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Phase 1 – Nominees submit, in narrative format, their perspective on why the program excels and identify the teachable lessons in program execution within the past 36 months (beginning January 2012). The focus in this narrative should be how the program has successfully addressed challenging issues or met seemingly difficult requirements. Note that while the technology involved is an aspect of complexity, the technology itself is not being evaluated – the leadership and execution of the program are being evaluated. Limit this narrative to four pages, 12 point Times Roman typeface with 1” margins.  Include with the narrative a one-page biography of the program leader, including what sets this individual apart as a leader.  Identify by name a representative of the program customer, and include phone and email information. Customers will be asked for go/no go decision regarding consideration of this program for the Aviation Week Program Excellence Award.  Phase 1 is due April 1, 2015 to [email protected] . You must use the tabular format provided to submit your nomination form. You should use 12 pt. Times Roman font to fill in the tables. Submit your document as a PDF file. Upon completion of Phase 1, narratives will be reviewed for “fit for excellence” and qualified nominees will then be provided with the Phase 2 submission form by no later than April 21. The Phase 2 forms will be due June 30, 2015. Finalists and best practices will be identified by no later than September 7. Submission and Questions Questions and submissions should be directed to Carole Rickard Hedden Project Leader, Aviation Week Program Excellence Initiative [email protected] 505.239.9520

Phase I Submission Name of Program:

Long Range Anti-Ship Missile (LRASM)

Name of Program Leader:

Mike Fleming, Director, LRASM program Lockheed Martin 407-356-5089 [email protected] 5600 Sand Lake Road, Orlando, FL 32819

Phone Number: Email: Postage Address:

Name of Customer Representative: Dr. Arthur Mabbett, Ph.D. / Program Manager Phone Number: 703-526-4765 Email: [email protected]

Category in which you are competing (choose one of the following):  Special Projects

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Bio for program leader: Mike Fleming Program Director, LRASM Mike Fleming initiated his career in 1984 working for General Dynamics – Fort Worth Division as an engineer developing avionics systems for the F-16 aircraft. He continued working on aircraft avionics system designs for various military aircraft through the acquisition of General Dynamics – Fort Worth Division by Lockheed Corporation, and through the merger of Lockheed and Martin Marietta. Mr. Fleming transferred to Missiles and Fire Control in 1999. Since joining MFC, Mr. Fleming held engineering leadership roles on the AGM-142 and Wind Corrected Munitions Dispenser (WCMD) programs. Mr. Fleming assumed a program management role on the Counter Mine System (CMS) program prior to being assigned as the Long Range Anti-Ship Missile (LRASM) Program Manager in April 2011, and subsequently the LRASM Program Director in August 2014. Mike earned a Bachelor’s degree in Electronic Engineering Technology from the State University of New York and a Master of Business Administration from the University of Dallas. Mike’s engineering and leadership education, combined with over 30 years of working on military development programs, enabled him to bring exceptional leadership to the LRASM program.

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Phase I Program Narrative - 1

The Long Range Anti-Ship Missile (LRASM) program began in 2008 in response to an urgent capability need identified by the US Navy to satisfy loss of parity in the Offensive Anti-Surface Warfare (OASuW) mission. Development programs initiated in response to urgent needs immediately present program management difficulties with regard to execution schedule and funding. Unplanned programs requiring fast turnaround are difficult to execute given current Department of Defense acquisition policies and procedures. The program objectives were to demonstrate a high-fidelity (tactically representative) weapon system that would be a low-risk approach to fielding a mature capability as early as possible. Meeting the Early Operational Capability (EOC) date was paramount, and has been the driving force for the program’s existence. The Defense Advanced Research Projects Agency (DARPA) was given the task to develop a prototype missile system that would meet the urgent operational need. A modification to the mature Lockheed Martin JASSM-ER™ cruise missile was selected as the most viable solution for the mission. The JASSM-ER missile required incorporation of a new multi-modal sensor and a weapon data link in order to satisfy the Offensive Anti-Surface Warfare (OASuW) mission requirements. After establishing key system attributes and key performance parameters for industry to respond to, the program office created a dedicated team that maintained a single focus of program execution. The program office of DARPA, Office of Naval Research, and USAF joined Lockheed Martin and numerous subcontractor locations on the quest to bring this next generation weapon capability to fruition. Meeting schedule was critical to ensuring program success and getting LRASM into the hands of the warfighter. In order to meet the schedule, the new sensor development occurred in parallel to the air vehicle modifications required to accommodate the sensor. Antennas were added to the missile to support the additional sensor and the weapon data-link. The program maintained a dedicated sensor test bed asset that was readily available throughout the course of the program to quickly validate software, firmware, and hardware upgrades to the missile itself and the additional sensors. The LRASM program is on track to deliver to the US Navy and Air Force, by 2018, an advanced weapon with the ability to challenge and penetrate adversaries’ sophisticated air defenses while keeping friendly forces at safe launch ranges. Prior to this effort, the expected fill date of this capability gap was at least 10 years away. To meet this goal, Lockheed Martin and DARPA are partnering with the U.S. Navy’s NAVAIR Program Executive Office for Unmanned Aviation and Strike Weapons (PEO U&W) to provide an innovative management approach for the rapid acquisition and deployment of LRASM. This approach is leveraging the successful technology development and risk reduction efforts of the phase 1 portion of the LRASM program to quickly and cost-effectively provide the warfighter with a rapid acquisition program of record.

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Phase I Program Narrative - 2

The team has risen to the challenge of adding significant technological capabilities to an already mature weapon system, adding a high degree of sophistication to a very complex vehicle. Managing this requirement under an austere budget environment and an accelerated fielding timeframe has been a true accomplishment. The team has met the rapid development objectives by conducting three air-launched flight demonstrations, each with resounding success. In these flights, the LRASM successfully separated from the aircraft, navigated through a series of preplanned waypoints, and then transitioned to an independent mode while seeking the target it had been instructed to attack. The missile autonomously detected, identified, and tracked a moving ship target at extended range; transitioned to guidance on the terminal sensor; and impacted the target with a miss distance well within acceptable error probabilities. As a direct result of the outstanding successes of the development program, the Navy and DARPA formed a joint LRASM Deployment Office (LDO) to expedite the fielding of this needed capability. This is the first time in DARPA history that a joint rapid deployment office has been established—with DARPA as co-lead. While not required by contract, Lockheed Martin implemented a full Earned Value Management System (EVMS) for the LRASM development. The Lockheed Martin Missiles and Fire Control Earned Value Management System is fully complaint with the 32 guidelines of ANSI/EIA-748 and with the guidance provided in the Defense Federal Acquisition Regulations System (DFARS) 252.234-7002. Lockheed Martin employed the full Earned Value Management (EVM) processes for monitoring and controlling program performance for the LRASM demonstration program. Two key measures of EVM are Cost Performance Index (CPI) and Schedule Performance Index (SPI). CPI is computed by dividing the Budgeted Cost of Work Performed (BCWP) by the Actual Cost of Work Performed (ACWP). SPI is computed by dividing the Budgeted Cost of Work Performed (BCWP) by the Budgeted Cost of Work Scheduled (BCWS). When these indices equal 1.0, it means the program is executing exactly as planned in the Performance Measurement Baseline (PMB). During the 50 month period of performance of this contract, the program’s CPI ranged from 0.92 to 1.05, with an average of 1.0, and the program’s SPI ranged from 0.92 to 1.09, with an average of 0.98. Maintaining such strong CPI and SPI averages is evidence of the program’s outstanding execution.

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Phase I Program Narrative - 3

A key aspect of the LRASM program is the manufacturing of the weapon system. Lockheed Martin built each of the demonstration missiles on the established JASSM/JASSM-ER production line, which allowed the team to deliver tactically representative weapons using the tooling and mature technical processes already established. This streamlined the transition to Engineering, Manufacturing and Production phase for the US Navy. The LRASM program empowers each Integrated Product Team (IPT) with the responsibility to consistently track risk, drive to solutions, and present risks/opportunities at a weekly “Decision Meeting” with all the program functional leads, IPTs and program management. The results are communicated to the entire team and tracked via the program’s configuration management system. The program has implemented a process to capture key events and key decisions, developing a spreadsheet that is populated by each IPT with key decisions needing to be made, who owns that decision, what data are needed, and when those data can be expected and a decision can be made. Once a week the team reviews this spreadsheet and if we have a decision ready to be made the “owner” i.e., IPT lead, makes a recommendation to the Program Manager (PM) and Deputy Program Manager (DPM) with a justification. With leadership concurrence, the IPT lead then develops a summary this information and posts it on a customer/contractor SharePoint repository. Through program leadership and team execution, the program is on track to deliver a mature, advanced weapon to the US Navy and Air Force with capability for challenging future operational environments. LRASM has transitioned from its development program, after overcoming many technical and schedule challenges to a new DARPA/Navy/Air Force co-staffed office to rapidly deploy this dramatically enhanced new capability to our nation’s warfighters. As a result of the outstanding success of the development program, the Navy and DARPA formed a joint LRASM Deployment Office (LDO) to speed this needed capability to the fleet. In all the years DARPA has existed, such a joint rapid deployment office has never been established at DARPA. This confirms the program excellence in the LRASM leadership. The DARPA LRASM demonstration program has been an unmitigated success: even prior to the successful live-fire shots, the Secretary of Defense signed a Resource Management Decision (RMD) in 2013 that fully funded the development of LRASM for both the US Air Force and the US Navy on an accelerated timeline to meet urgent operational needs. In 2014, USD (AT&L) signed an Acquisition Decision Memorandum (ADM) designating LRASM as a pre-MDAP program with oversight by ASN (RDA).

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Phase I Program Narrative - 4

By applying an aggressively-tailored systems engineering review process to only those items that were high-risk or low maturity, the program was able to focus limited available resources on the issues that would affect the capabilities, cost, or schedule of the demonstration. This greatly reduced the development cycle time compared to programs following the standard acquisition process. From program inception, the overall intent of this demonstration program was to develop tactically representative hardware to move directly into an EMD phase. This mandated an operationally relevant threat scenario and a robust demonstration environment. Successful flight testing in three consecutive flights have exercised those threat scenarios and proven the LRASM system to be effective in operationally representative environments. Further risk reduction efforts are underway, with integration and evaluation tasks now taking center-stage, and program management of this stage will be paramount in developing the program into the needed critical capability the USN requires.

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