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TABLE OF CONTENTS

ACRONYM/ABBREVIATION LIST ...................................................................................................... ii

I PROGRAM OVERVIEW .................................................................................................................... 1

II VALUE CREATION ............................................................................................................................ 2

III ORGANIZATIONAL PROCESSES/BEST PRACTICES................................................................ 3

IV ADDRESSING COMPLEXITY .......................................................................................................... 7

V METRICS ............................................................................................................................................ 10

2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE i

ACRONYM/ABBREVIATION LIST

Acronym Definition AEHF Advanced Extremely High Frequency (Satellite System) BR Baseline Review CAM Cost Account Manager CCB Configuration Control Board CMMI Capability Maturity Model Integration COTM Communication on the Move COTS Commercial Off-the-Shelf Software CPAR Contractor Performance Assessment Report CPI Cost Performance Index CPM Critical Path Method CRIMS Cost-Risk Identification and Management System DAA Design Adequacy Assessment DISA Defense Information Systems Agency DoD Department of Defense EV Earned Value EVMS Earned Value Management System FTE Full Time Equivalent GIG Global Information Grid IA Information Assurance IMP Integrated Master Plan IMS Integrated Master Schedule IPT Integrated Product Team IP Internet Protocol IS&GS Information Systems and Global Services, Lockheed Martin ISR Intelligence, Surveillance and Reconnaissance JTRS Joint Tactical Radio System LL Lessons Learned LM Lockheed Martin MCSW MILSATCOM Systems Wing MILSATCOM Military Satellite Communications MUOS Mobile User Objective System NDR Network Design Review NETOPS Network Operations OCI Organizational Conflict of Interest OSD Office of the Secretary of Defense PP Program Plan QMP Quantitative Management Plan QOS Quality of Service ROI Return on Investment ROM Risk and Opportunity Management ROS Return on Sales SA-COP Situational Awareness-Common Operating Picture SAG Strategic Advisory Group

2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE ii

Acronym Definition SATCOM Satellite Communications SDR System Design Review SERB Schedule Engineering Review Board SMC Space and Missile Systems Center SME Subject Matter Expert SOA Service Oriented Architecture SOP Standard Operating Procedure SPI Schedule Performance Index SRR System Requirements Review SS Space Segment TCO Transformational Communications Office TMOS Transformational Satellite Communications System (TSAT)

Mission Operations System TPN TSAT Prototype Network TSAT Transformational Satellite Communications System WIN-T Warfighter Information Network-Tactical

2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE iii

I. Program Overview Name of Program:

TMOS – Transformational Satellite Communications System (TSAT) Mission Operations System (TMOS)

Your Name/title: Mike McClary, Vice President and TMOS Program Director Customer: United States Air Force, Space and Missile Systems Center

(SMC)/MILSATCOM Systems Wing (MCSW) Program Category Large-Scale System (multi-systems) Program Background Describe: • The overarching need for

this program • History of the program • Current status of the

program

The overarching need and ultimate goal for the Department of Defense (DoD) Transformational Satellite Communications System (TSAT) and the TSAT Mission Operations System (TMOS) segment is to provide warfighters and decision makers with timely, accurate, assured information in real time. Future conflicts require speed of command with information exceeding the speed of engagement.

TMOS is part of the larger TSAT program that includes new satellites, network operations and management, and terminals to deliver “Internet-like” capabilities of the Global Information Grid (GIG) with unprecedented capacity, accessibility, and reliability to worldwide operational units which demand easily accessible, secure, and survivable communications. TSAT is the essential satellite extension of an emerging communications architecture, which provides operational users with flexible and responsive transport services and will reconcile the rapidly growing demand for bandwidth with the need to protect sensitive information from jamming and eavesdropping. TMOS will provide network operation and management, enabling connectivity across a spectrum of mission areas including land, air, and naval warfare; special operations; strategic defense; homeland security; and theater and space operations and intelligence. Key attributes of TMOS include circuit and packet mission planning, policy management, external network coordination, network operations and management, key management, and network situational awareness-common operational picture (SA-COP), all supplied in a secure environment, incorporating information assurance (IA) constructs. Additionally, TMOS will establish the standards and interfaces that will allow interoperability across multiple enterprise network domains. The reconfigurable network will provide real-time planning and end-to-end control of a pervasive communications system that directly supports rapid decision making. For the warfighter, it will mean access to information, seamless interoperability, enhanced situational awareness, and connectivity to adjacent networks. The network will provide access to strategic intelligence, surveillance, and reconnaissance (ISR) and communications-on-the-move (COTM), multiband, and multi-mode modernized terminals. As “information space” becomes the new 21st century battleground, TSAT will deliver connectivity to users worldwide in challenging

2008 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

conditions through IP transport, policy based network management, and dynamic bandwidth resource allocation. (See Appendices A through E.) Program history and current status – A DoD/OSD study was initiated in 2002 to pursue ways to improve military satellite communications and recommend a new satellite communications system capable of transmitting data hundreds of times greater than current systems. A Transformational Communications Office (TCO) was established to oversee requirements generation and validation, funding, and inter-agency coordination. The TMOS contract was awarded in early 2006 initially to develop the TSAT network architecture to support the TSAT space segment (SS) competitive bids. TMOS is currently in a development phase. Additionally, responsibility includes integration, test and verification of the TSAT network; requirements definition/management for both TSAT system-level network requirements and the TMOS segment. Significant software development will begin after synchronization with the space segment. A TSAT-level System Design Review (SDR) and Network Design Review (NDR) have been successfully completed.

II. Value Creation = 10 points Describe how this program contributes to your corporation’s ability to deliver value to customers and shareholders.

Lockheed Martin shareholder value and return is directly tied to mission success and performance, with a total commitment to customer satisfaction. Lockheed Martin’s long-term business strategy is based on disciplined growth through demonstrated program excellence, consistent performance, and high customer satisfaction through mission success. One area of specific interest includes a world class competency in network-centric communications systems. TMOS is representative of an impressive portfolio of net-centric programs including AEHF, MUOS, JTRS, and WIN-T and are the result of significant internal investments made by Lockheed Martin in network and communications technology. Lockheed Martin is the largest single supplier to the DoD and the largest provider of information technology services to the federal Government.

Lockheed Martin Information Systems & Global Services (IS&GS) functions as the TMOS prime contractor, leveraging heritage systems, experience as a premier systems integrator, and its rich background in battlefield communications systems, from both a space platform and ground information systems perspective. Additionally, Lockheed Martin brought together leading industry partners specializing in network services, information assurance, and Service Oriented Architectures (SOA) including Northrop Grumman Mission Systems, SAIC, Telcordia Technologies, Verizon, IBM, and L-3 Communications to ensure TMOS success. In full partnership with the U.S. Air Force and the Armed Services, the Lockheed


Martin TMOS team is developing robust, dynamic net-centric communications capabilities to meet increasing operational needs.

By building on strong past performance, TMOS presents an opportunity for Lockheed Martin and its industry partners to provide advanced technical solutions in network architecture and connectivity; bandwidth resource management and access; decision support; adaptable and dynamic network services; network-centric operations; information sharing, security, and assurance; systems integration and interoperability; standards; terminal control and synchronization; and logistics and infrastructure.

TMOS embraces commercial open standards and SOA to enable future growth and interoperability with next generation satellite and terrestrial communications systems and adjacent networks. TMOS delivers network operations (NETOPS) and management connecting users worldwide with the terrestrial component of the GIG anywhere, anytime. TMOS will respond to increasing demands for timely, secure connectivity by more tightly integrating mission, satellite, and network operations and management. TMOS synchronizes the standards and interfaces that will allow interoperability across multiple network domains and fully embraces emerging Government standards to ensure that network-centric enterprise systems are interconnected and interoperable. The reconfigurable network will provide real-time planning and end-to-end control while maintaining individual domain operational control. For the warfighter, it will mean access to information, seamless interoperability, and enhanced situational awareness.

III. Organizational Processes/Best Practices: (How do you do things) = 30 points Strategic: Describe how you developed your program strategy in support of your company strategy, how you monitor progress toward achieving this strategy.

The TMOS strategy was developed in support of the Lockheed Martin long-term business strategy of demonstrating disciplined growth through continued excellence in program performance and high customer satisfaction. Lockheed Martin further focused on a strategy of building a world class competency in architecting, building and operating network-centric communications systems. The TMOS contract represents the payoff of significant investments made in network and communications technology. Lockheed Martin monitors the performance of all programs through program metrics reported monthly and non-advocate program reviews are conducted twice a year to assess program risk. Monitoring win rates assesses progress toward achieving business growth targets. To that end, Lockheed Martin has built a portfolio of acquisition programs wins (AEHF, MUOS, AMF-JTRS, WIN-T), all of which have a common association with the GIG through TMOS.


Operational: Monitoring and Controlling How do you monitor your program’s progress and make corrections to keep the program on track

TMOS is monitoring and controlling the program using the Program Plan (PP), which defines all of the required management processes. As part of an outstanding start-up phase, TMOS established solid technical, cost, and schedule baselines. Change management has its own set of program processes ensuring the integrity of the baseline. Detailed work plans are routinely developed that culminate in a resource loaded Earned Value (EV) milestone execution plan, incorporating customer priorities. The execution of the program is monitored as specified in the TMOS Quantitative Management Plan (QMP). Extensive program processes and Standard Operating Procedures (SOPs) are implemented covering program, engineering, risk and technical performance. TMOS is operating at CMMI Level 5 and routinely performs causal analysis any time metric indicators show out-of- bounds conditions. Corrective/improvement actions result from this in-depth analysis. The TMOS Performance Excellence Plan defines those areas targeted for productivity enhancements.

Operational: Supply Chain What processes, tools, and relationship-building methods have you used to develop, refine and improve supply chain integration?

Lockheed Martin has implemented supply chain integration processes, tools, and developed partner relationships that are an integral part of the program. The TMOS partners were all negotiated prior to prime contract award and ready Day 1. This reduced the risk of any subcontracts issues emerging after contract award. As part of the startup activities a single Integrated Master Plan (IMP) was baselined, collaborative tools enabled, and a program-wide web-based information management system established to provide for a single operating environment. Refer to Appendix F for TMOS partner locations. Initially, the partners provided TMOS IPTs with resources to badgeless teams featuring the “Best Athlete.” This facilitated a thorough understanding of requirements and architecture prior to their development efforts. The IMP provided the partners with the ability to plan, execute their work package including obtaining EV. Near real-time program metrics for all of the partners are available. Partner PMs are participating in all program activities and planning sessions as well as all strategic initiatives.

Operational: Risk Management Describe the processes used to identify risk and avoid future/potential issues or risks.

The TMOS risk process is a mature, intense and continuous identification activity that started 2 years before proposal submittal. The Risk Manager employs well-defined proven processes established in the IMP to identify, assess, mitigate and retire risks that threaten the success of the program. TMOS risks are co-owned by our Government counterparts, who are actively engaged in the management of each risk. We have four built in pools of resources to address risk; MR, risk reserve, software confidence premium, and schedule slack. TMOS uses the CRIMS and RISK+ statistical control tools to measure risk changes in cost and schedule baselines.


Lockheed Martin Corporate, through its Program Assessment Review teams, has noted that the TMOS risk management practices are “Best in Breed.”

Operational: Opportunity Management Describe how your program team identifies opportunity and manages this opportunity.

The TMOS Risk and Opportunity Management (ROM) includes opportunity discovery methods and procedures for their capture. As with risks, owners are assigned to realize the opportunities. So far TMOS has identified opportunities that balance out the risks that have been identified. Our combination of program resources, program approach, and opportunities outweigh program risk.

Team Leadership: Team Motivation Describe how you accomplish integration, motivation, and inspiration.

The TMOS team motivation is inspired by the vital role information plays in the battlespace and the combat superiority that TSAT will afford the warfighter. IPTs fused the business, engineering, product design, development, production, and support disciplines. IPTs operate in a badgeless environment that includes prime, subcontractor, technology partners and Government personnel. TMOS has an established incentive plan that incorporates: challenging assignments, monetary incentives and shared award fee bonuses, career growth path for entry and mid-level personnel, personnel rotation between key positions, training and development; a mentoring program and emphasis on work/life balance. For vision and guidance, TMOS created a Strategic Advisory Group (SAG) whose membership includes former senior military and Government executives with expertise critical to understanding stakeholder needs.

Team Leadership: Knowledge Management Describe how knowledge, best practices, lessons learned (LL) are shared and used across the team to improve performance.

TMOS knowledge management improves performance by promoting knowledge through a collaborative environment and best practices: 1. Use of proven and seasoned performers from industry and

Government for reviews and advisory groups 2. Program-wide web-based information management system and

data repository 3. Daily communication all hands briefings 4. Weekly technology subject matter expert (SME) briefings 5. SEI CMMI Level 5 Business Process Standards 6. Technical mentoring for succession plan candidates 7. Lessons Learned (LL) root cause analysis and corrective action

processes 8. Extensive training program 9. Business best practices repository

A TMOS Performance Excellence Plan is produced annually specifying improvements targeted for the upcoming year.


Team Leadership: Leadership Development How do you develop team’s skills and build future leaders

TMOS leadership development begins with succession planning to identify key personnel and their potential backups. This plan builds training plans and estimates promotional readiness. Learning plans incorporate changing assignments to expose individuals to new experiences. Members of Lockheed Martin Leadership development programs are used extensively on TMOS. All TMOS leadership positions are evaluated against Full Spectrum Leadership principles: shaping the future, building effective relationships, energizing the team, delivering results and modeling personal excellence, integrity, and accountability. Having Full Spectrum Leadership personnel in every TMOS management position provides for lowered program risk, superior team direction, and high customer intimacy.

Lessons Learned/ Best Practices Check category of your effort.

Category: Other: Program Startup

Lessons Learned/ Best Practices

TMOS embraces lessons learned and best practices by addressing a significant industry challenge. Our industry is replete with large development programs that, upon award, find themselves unprepared to achieve early program objectives. Many spend considerable time getting the resources and program plans defined during the critical first year of execution and later finding that the program is significantly behind in making production commitments. The lesson learned is one of being ready Day 1 of the contract to fulfill the first year commitments. TMOS built a Day 1 Readiness Plan that it executed pre-award. Driven by a commitment to provide value Day 1, TMOS is regarded as developing a Lockheed Martin best practice for program startup.

Lessons Learned/ Best Practices What specific plans and actions – including systems, processes or tools applied – were taken to create the best practice or to mitigate/prevent re-occurrence of the root cause issue on this program.

The TMOS Day 1 Plan has been established as a Lockheed Martin best practice. It had six specific areas targeted for readiness: network architecture, IBR, infrastructure, staffing, definitized subcontracts, and communications. Six months prior to award, the plan was executed and fulfilled by contract award. All objectives were successfully met: Network definition was established, initial baselines (technical, cost, schedule, and process) in place. Facilities and collaboration tools operational, 150 team members on board including 52 key personnel, subcontracts negotiated, and communication plan complete.

Lessons Learned/ Best Practices Provide measurements you used to assess the impact of this Lesson Learned/Best Practice (results)

Measurements of success were the flawless start to program operations and the on-time completion of all milestones proposed to be worked in the initial months of the program. All work items were programmed into the TMOS Integrated Master Schedule (IMS) and were project managed by the PM elect. This included major program events: Design Adequacy Assessment (DAA), System Requirements Review (SRR), and internal and external Baseline Reviews (BRs). Government benchmarking assessment of first year’s execution was rated as Outstanding.


IV. Adapting to Complexity: (How do you deal with your program’s unique complexities) = 30 points

Identify the Program’s Market Uncertainty level using the definitions below. Then describe how you planned to deal with this uncertainty difference: • Is it a Derivative of

existing product/system? • Is it a New Generation

of existing product line/system applied to new market segment?

• Is it a Breakthrough Program (new to the world product or system)

TMOS represents a breakthrough program by providing operation and network management for the world’s first space-based high performance IP network. In doing so, TMOS and the TSAT network provide unprecedented synchronization of critical DoD network programs. The TSAT network includes new satellites, network operations and management, and terminals to deliver “Internet-like” capabilities of the Global Information Grid (GIG) with unprecedented capacity, accessibility, and reliability to worldwide operational units, which demand easily accessible, secure, and survivable communications.

TMOS will provide seamless interoperability across all elements of the network, including multiple satellite systems, airborne platforms, sensors, networks, and deployed terminals. It has established a collaborative environment with its Air Force customer providing TSAT routing, Quality of Service (QoS)/resource allocation, mobility, IA, network management, traffic engineering, network services, and GIG end-to-end connectivity. TMOS manages TSAT-provided protected and ISR communications around the world.

Identify the Program’s Technological Uncertainty using the definitions below. Then describe how you are addressing this uncertainty: • Low Technology:

Application of existing technology

• Medium Technology: Mature technology adaptation to meet new requirements

• High Technology: New technology applied to fully defined requirements

• Super High Technology: Non-existing technology that needs to be developed during the program.

TMOS represents a fusion of low, medium, and high technologies where COTS products, software reuse, and new innovative products are integrated to satisfy baseline system requirements.

TMOS must have the ability to incorporate new product innovations in the future. Commercial sources will be used as appropriate to assure cost-effective and technologically sound solutions.

TMOS accomplishes this by providing a continuous improvement process that lowers complexity and reduces overall program risk. One example is the TSAT Prototype Network (TPN), an early laboratory implementation of portions of the TSAT network design. Through the exercising of TPN experiments and operation threads, TMOS will address nearly 30% of its identified network risk years earlier than originally planned. The TSAT network architecture has several unique characteristics that are not seen in existing networks. To address resultant complexities, TMOS constantly creates and evaluates innovative approaches to deploying a cost-effective network. The TPN provides an opportunity to reduce technical and programmatic risk by developing and integrating prototypical elements of the TSAT network in an IPv6 testbed.


In addressing interoperability risk, TPN performs early integration activities with Transformational Communications stakeholders, including Air Force, Army, Navy, DISA, and MIT Lincoln Labs.

Appendices G and H provide data on systems complexity and technological evolution.

Identify the level of your System Complexity using the definitions below. Then explain how you are dealing with this complexity: • An Assembly performing

a single function • A Subsystem fitting

within a larger collection of systems?

• A System – A collection of subsystems performing multiple functions?

• An Array – A system of systems; a widely dispersed collection of systems serving a common mission?

TMOS represents an array, system of systems that helps service common mission threads to the warfighter. The hardware integration of multiple satellite architectures, various terminals, and interfaces combined with the software integration of COTS products, software reuse, and “glueware” within an SOA framework presents system-of-systems challenges that are significantly more complex than COTS-based solutions. TMOS is designed to support state-of-the-art products with an integrated approach of both packet networks and legacy circuit switched networks.

Since TMOS integrates different satellite systems, an incremental approach is used to support planned design changes in hardware, software, and configuration. To mitigate any risk associated with multiple configurations, TMOS has implemented disciplined configuration management and introduced prototypes with rigorous regression testing to successfully keep the TMOS capabilities consistent across all configurations.

By helping identify common interfaces for system synchronization, developing a network architecture that supports both packet and circuit architectures, providing a software glueware framework to support nearly seamless integration, TMOS helps the DoD realize objectives of increased bandwidth and speed.

Identify the Pace of your team’s effort using the definitions below. Then describe how you deal with the program’s pace requirements: • Regular timing based on

past efforts • Fast Competitive – The

pace is driven by desire to be first to market

• Time Critical – There is an absolute and near-term deadline

• Blitz – There is a crisis element driving immediate response

The TMOS program pace is a mixture of regular timing and time critical efforts.

The regular timing pace of the program is centered on a 6-month Rolling Wave schedule. The TMOS comprehensive Rolling Wave process breaks down detailed planning into manageable sequential levels of maturity while getting all stakeholders (both internal and external) to agree on a common set of goals, tasks, and resources for each IPT and sub-IPT. This process involves regular collaborative reviews in which status of the planning is briefed by each area’s lead and issues are discussed with relevant stakeholders. Each review has a distinct set of criteria providing a business rhythm for the leads as they build their detailed schedules from the top level down.


Time critical pacing is used to synchronize with external events

and efforts. TMOS relies upon activities such as Demonstrator and TPN to help support external issues.

The Demonstrator provides early feedback and prototype capabilities, focusing on the operator and TSAT user. It enables incremental definition of interfaces and capabilities by the TMOS contractor in partnership with the Government and other stakeholders.

The TPN reduces the risk by providing early modeling and simulation capability of interfaces to adjacent programs.

Other Complexities Describe other complexities faced by this program team and how you address them.

Other complexities encountered by TMOS consist of OCI restrictions, TSAT synchronization, and partner teaming.

A Government-mandated Organizational Conflict of Interest (OCI) plan is required to assure program acquisition integrity while the TSAT space segment is still in competition. TMOS manages OCI requirements by providing annual OCI training and good data management practices within a dedicated facility.

The synchronization of major elements within TSAT including TMOS requires a high degree of cross-program coordination and collaboration. TMOS introduces new mechanisms in program structure to ensure schedules, technical issues, and changes are appropriately managed across TSAT. The TMOS team continues to work closely with the Government to coordinate program schedules while successfully adapting to changing requirements, timing, and program restructure.

The TMOS team has successfully incorporated multiple partners into an integrated Earned Value Management System (EVMS). This has successfully been accomplished in collaboration with the IPTs.



V. Metrics (How do you measure program’s performance) = 30 points Demonstrate the customer satisfaction from your program. Include description and metrics/scores.

TMOS customer satisfaction is measured by the Contractor Performance Assessment Report (CPAR) scores received from the customer of Excellent with Dark Blue overall ratings, which is the highest rating possible. Customer statements in the CPARs have included the following comments concerning quality, schedule and cost:

“Overall quality of the product delivered was excellent.” “Contractor consistently delivered on or before due dates with quality products.” “Contractor consistently provided timely cost and billing data.” “The contractor managed the program exceptionally well.”

Demonstrate program performance in terms of schedule and budget

TMOS is meeting program performance and affordability goals by achieving technical, schedule and cost objectives. At approximately 11% completion, TMOS has a cumulative Schedule Performance Index (SPI) of 1.00 and a cumulative Cost Performance Index (CPI) of 1.04.

Provide the measure used to evaluate the program’s business success (operating margin, earned value, or other indicator that can be released publicly)

The primary measure of business success is customer satisfaction and mission success all the way to the warfighter. This is measured by excellent CPARs ratings and successful mission success milestones, which are activities key to overall program success. TMOS is operating with cumulative Earned Value Performance Indices of 1.0 and is meeting corporate ROS objectives. TMOS is focused on interoperability of SOA and leverages this capability to build cost-effective systems for the future.

Provide the measure you use for long-term contribution to the corporation/organization?

Long-term corporate contributions are measured by outstanding Award Fees and excellent CPARs. Our CPARs are then used as the basis for future business proposals. In addition, ROS objectives are consistently set and met by the TMOS team. TMOS is expected to meet its long-term financial commitments to the organization including growth in the network communications and business areas. Lockheed Martin’s goal is to achieve 100% mission success and TMOS is expected to fulfill that goal.

Demonstrate employee satisfaction for your team

TMOS has achieved high employee satisfaction with a very low turnover rate. Lockheed Martin management gathers employee inputs through supervisory communication surveys and employee satisfaction surveys. Results indicate employees are proud to work for Lockheed Martin and the TMOS program. They have a high degree of satisfaction and are pleased with Employee Engagement Initiatives and communications across the program. Lockheed Martin sponsors a highly successful Leadership Development Program (LDP) offering rotational assignments, mentoring, and career enhancing opportunities. Currently, 20 LDP participants and LDP graduates support TMOS.

What is the voluntary attrition rate for program employees?

The TMOS program’s voluntary attrition rate is less than 3% for a population of 350 Full Time Equivalent (FTE) employees.

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