Suzanne West Lockheed Martin Jim Hoshstrasser Northrop Grumman Mike Brooks BAE SYSTEMS 18 November 2002 Tysons Co .


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14 th Annual IPM Conference. Weekly Earned Value F-35 Approach. Suzanne West – Lockheed Martin Jim Hoshstrasser – Northrop Grumman Mike Brooks – BAE SYSTEMS 18 November 2002 Tysons Corner, Virginia. Introduction .
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14 th Annual IPM Conference Weekly Earned Value F-35 Approach Suzanne West – Lockheed Martin Jim Hoshstrasser – Northrop Grumman Mike Brooks – BAE SYSTEMS 18 November 2002 Tysons Corner, Virginia

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Introduction Weekly EV Has Provided Value Through the Early Mitigation of Cost, Schedule, and Technical Risk Result Higher Probability of Achieving Program Plans

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Weekly Earned Value Agenda Weekly EVM as a Value Added Mgmt. Instrument F-35 Team – Weekly EV Approach Lessons Learned

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Weekly EVMS as a Value Added Management Tool

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Proactive Measurement of Achievement of Detailed Plans 1 Sustained Focus on Key Program Events (IMP/IMS) and Risks 2 Weekly Management Review Ensures Corrective Action at the Earliest Possible Time 3 WEV – Value Added Management Tool

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Is Not Is A Financial Report A week by week CPR Closing the Books on a Weekly Basis A Weekly Status of Total Contract $ Cost A Requirement for More Detailed Schedules (e.g., Weekly Milestones) A Program Management Tool Weekly Measurement of Direct Labor EVM in Hours – No Surprises A "Snappy Look" at Labor Variances, Indices and Trends Integrated With the Overall EVMS Processes and Data A Continuous Engagement of Program and IPT Leaders in EVMS What is Weekly Earned Value? Coordination Among Teammates & Suppliers Essential

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Weekly Performance Assessment Improves Program Management Insight Month 1 Month 2 Month 3 Problem Point Data Reflects Problem Researched Cause Identified Corrective Action Implemented Data Validates Problem Corrected Monthly 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Monthly Performance Assessment Cycles Earliest Visibility Weekly Data Reflects Problem Issue Researched Cause Identified Corrective Action Implemented Data Validates Problem Corrected Value Added Weekly Performance Assessment Cycles Weekly Assessment Shortens the Cycle for Problem Identification, Corrective Action, Problem Resolution, and Validation

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Do You Already Have the Tools Available to Implement Weekly EV? Do You Do Job Order Costing? Do You Have Manufacturing Standards? Do You Have Systems Which Provide Hourly, Daily, Weekly Information – Including Labor? Do You Status BTPs Daily, Weekly Already? In the event that you Already Have these Tools/Processes, the Only Changes to Existing Processes for Weekly EV are: – IPTs/CSIs Assess Progress Against Milestones, CPI/SPI Variances that have Penetrated Thresholds, and Required Corrective Action/Explanations Weekly - Develop Interfaces for Cost/Schedule Systems

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Weekly EVMS Implementation Cost Non-Recurring Cost: Development of Interface(s) to Weekly Database Initial EVMS/Weekly Hands-on Training Recurring Cost: Periodic Training CSI Resource(s)? Time Spent on Weekly Performance Assessment Up-Front Planning Requires Minimal Additional Costs Floor Systems and Accounting Systems Already Provide Most of the Required Information IPTs/Business Management Personnel Already Having Weekly Reviews of Data

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Weekly EVMS Requirements/Constraints Requires Upper Management Commitment & Leadership Training for IPTs and CSIs (Cost/Schedule Integrators) Appropriate Up Front Planning and Occasional Re-arranging Disciplines Team Leaders to Make Weekly Assessment of Earned Value Requires Strong Business Management Support to Integrate Data Our WEV Approach Adopted Best Practices

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F-35 JSF Weekly EV Approach

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F-35 EVMS Approach True "Banding together" Relationship with Teammates Enable Real Time Cost/Schedule Data to the Entire Teams and Customer Include Major Critical Suppliers Manage as True IPTs – Irrespective of Company\'s "JSF First" "Best Athlete" Manages Team "Disney Friendly, FEDEX Fast" Risk Reduction Approach We Are Committed to Managing the JSF SDD Contract Using Weekly Earned Value Including Major Critical Suppliers

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Global Communication Use Time Zones as an Advantage Establish Process That Utilizes Extended Working Day Manage Meeting Times/Appropriate Involvement Utilize email/Net Meetings/Telecons/File Transfer Wherever Possible 06:00 12:00 18:00 00:00 CST BAE SYSTEMS LM Aero (Ft Worth) NGC Data Review Data Exchange Meetings

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AS Integration Matt Maxwell Program Controls Georgia Hughey SE Operations Gary Garza Requirements Mgmt Tom Partridge AS Analysis Dean Hayes SE Management Phil Kruger AV Integration Paul Park AS Management John Paquet Sys Suppt Analysis Scott Cobert AV Verification Mark Lambeth AS Specialty Eng Greg Brown Subcontract Mgmt Loyd Gray Specialty Eng Guy Gordon AS Life-Cycle Plan Eric Redding AV Sys Mgmt Tom Partridge AV SCM Guy Grosgebauer System Development and Demonstration (SDD) Organization LM F-35 Executive Leadership Team Partner Leadership Key Program Interface LM F-35 Program Manager Tom Burbage Northrop Grumman Peter Shaw BAE SYSTEMS Martin Taylor Government/LM Propulsion IPT Fran Ketter Government/LM International IPT Mike Cosentino New Initiatives Paul Leamer Deputy F-35 Program Manager Henry Levine Tier 1 Program Integration Clay Porterfield Tier 2 Business Management Craig Happel Air Vehicle John Fuller Autonomic Logistics Luke Gill Systems Engineering Jim Engelland Integrated Test Force Paul Metz Resource Management Stan Phillips Integrators Deputy and SEIT Dave Butcher Deputy Mark Connelly SEIT Terry Harrell PC Phil Riney SEIT Don Searles PC Anne Bradley PC Donnie Ward Deputy/SEIT Tom Phillips PC TBD Engineering Jim Engelland Security Jana Moody Business Dev Jim Schaefer ITF– Fort Worth John Korstian Infrastructure Integration and F-35 Onboarding David Bittenbinder Contracts Gary Lowe Strategy Integration Rowena Eberhardt Customer Support Don Searles ITF – Pax River Tom Phillips (A) Program Support Gary Howard Trade Studies/Estimates Phil Stumph Aerostructures Mfg G. B. Bailey Material Mgmt Art Price Business Approach Working Group Peter Walker (LMIS)(A) Engineering Integration John Browning ITF – EAFB Tom Phillips (A) Program Self Assessment Tim Halterman EVMS/Finance Suzanne West Business Mgmt Craig Happel Special Projects Floyd Whitehouse Support System Lee Johnson SEIT Gary Kolling P&OS David Kohler SEIT Sara Gutierrez Airframe IPT Martin McLaughlin (NG) SEIT Larry Mestad Afford and Cont Impr Mike Fortson Organizational Effectiveness TBD Communications John Smith PC Catherine Griffin Data Management Graham Rutherford SW Mgmt and Collab Envr Lloyd Huff Training System JoAnne Puglisi (LMIS) IS&T Lory Arghavan SEIT Stan Urbanek Air System Verification Perry Whitten Vehicle Systems IPT Frank Kirkland SEIT Jerry Laster Bus. Wanders Larry McQuien Subcontract Management Art Price PC Peter Bernstein Tier 3 International Projects Steve Fouga Legal Steve Jeroslow AL Information Systems Kevin LeBeau Mission System IPT Dave Larsen (An) Acting (PC) Program Controls SEIT Wally Lafferty SEIT Karen Carrington Pilot Integ Flight Ops TBD PC Elizabeth Link Manufacturing G.B. Bailey Key Emphasis Specialists Wizards Special Projects Floyd Whitehouse Manufacturing GB Bailey IFPC Fran Ketter Reliability, Maintainability, Safety and Supportability Greg Brown Affordability and Continuous Improvement Mike Fortson Program Security Jana Moody Ship Suitability Mike Yokell Interoperability John Gruetzmacher Mission Planning Jeff Brandon Lethality and Survivability Dean Hayes Subcontract Management Art Price International Projects Steve Fouga Software Management Lloyd Huff Improvements and Derivatives Dave Jeffreys Programmatic Planning Paul Leamer Air Vehicle Integration Kent Clark

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F-35 Cost & Schedule Summary Approx. $17B PMB Period of Performance: FY01 – FY12 214 Level 5 WBS Legs 10,000 Control Accounts 25 IMP Events/1,500 IMS, 30,000 Activities (Detailed Planning through 3/03) Critical Item Network (2,500 Activities) CSIs – 185 for All Teammates 1 CSI per 30 Tech. Staff

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SDD Earned Value Management Tool Architecture Excel Cost Template Integrated Management Framework (IMF) Variety Suppliers Cobra MSP LMIS winsight SAP MSP P&W MS Project COST SCHEDULE Total program PCMS MSP GE Cost Schedule Database (CSDB) MPM MSP NGC BAE CV PV Gateway PV/MSP CV LM Aero LM Aero EL-28

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Monday Tuesday Thursday through Thurs week Weekly EVMS Cycle Flow Status Schedule IPTs Analyze Performance & Address Conflicts Enter Earned Value into Cost/Schedule System Complete EV Load, Verify BCWP Budget/EAC/Revisions as Required Input Weekly Labor into Cost System Finalize Cost/Schedule for Weekly Review Load Data into Cost/Schedule Tool (wInsight) IPT Reviews & Analyzes Performance Develops Variance Explanations as Required Wednesday Management Review

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Integrated Management Framework (IMF) The Integrated Management Framework will furnish Program Management with A Single Web-Based Portal for Program Data, Status, and Metrics , Linkages Between Related Data Workflow Configuration Management Traceability Access Controls Customers Suppliers Partners Program Managers IPT Leaders Risk Mgmt. TPM EVMS IMP/IMS SOW Product Data WBS Requirements

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IMP/IMS Integration With Detail Schedules Our Weekly Status Flowed From the IPT Detail Schedules to The IMS Creates Our Program Critical Path Network and Provides Management the Visibility to Resolve Potential Impacts CS-13

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Management Visibility Critical Path Status Analysis Total Number Of Act. Basic Path Activities IMP Event Status Critical Item Network Exists CI Network Provides Linkages Between Selected Set of Detail Activities Across IPTs Resides in CSDB in Project View ~2500 Activities Critical Items Detail Schedule for WBS 1122 Detail Schedules Resources Identified EVMS Basis (PMB) Maintained by IPT under Config Mgmt Process Detail Parts/Components Statused in MR

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