Moderator: Craig Stoldt, BAE Systems
Tony Conard, US Navy
Craig Stoldt, BAE Systems
Richard “Rick” Foyt, US Marine Corps
Dan Christenson, US Air Force
Description: This four-part Tutorial is designed to cover the controversial and challenging issues of managing ATE and TPS development. This session is a must for all industry and government ATE/TPS managers. As with the morning ATE session, it focuses on real world situations and explores areas of frequent problems.
The presenters represent leaders in both government and industry. Their experience includes managing ATE specification, acquisition and implementation for industry applications ranging from dedicated Avionics development testing through long term production support activities. The government perspective focuses on the acquisition and sustainment of widely distributed ATE systems and TPSs that must be acquired, rigorously tested, fielded and maintained for many years with new applications implemented as the needs dictate. They will discuss the inherent problems with long term maintenance of fielded ATE, acceptance of TPSs, logistics planning for both station and TPS upgrades over their fielded lifetimes and TPS rehost as ATE systems become unsustainable.
Part I - TPS Acquisition – Tony Conard, US Navy
This session explores processes and challenges facing the government Acquisition Manager, associated with implementing policy while attempting to deliver rapid capability to the warfighter. It provides in-depth insight on acquisition topics and processes from Acquisition Planning, including the implementation of Systems Engineering, RFP development, Acquisition oversight, testing and fielding. The NAVAIR Generic OTPS RFP (NGOR) is a crucial component of the NAVAIR acquisition process that provides a standard tailorable RFP for the procurement of Operational Test Program Sets (OTPSs). Tailoring Program requirements to fit the appropriate support posture will also be addressed. While this session covers requirements and issues faced by the military in acquiring TPSs from a Navy perspective, the acquisition topics and challenges covered focuses on areas that are common to DOD OTPS procurements and management.
Part II - TPS Development Management - Craig Stoldt, BAE Systems
This session will discuss the various challenges that a TPS development program must overcome to be successful. We will define the measurable objectives to be obtained in the technical, schedule and quality arenas. These objectives can only be met through the management of resource availability. Each discipline involved requires timely access to documentation, physical assets and various support personnel. We will outline the flow of this development process from contract inception through the phases of TRD design, review cycles, ATE acquisition, ITA fabrication, software coding, personnel scheduling and acceptance. As each contract or internal project is different, this modular approach should help the user assess those areas that are pertinent to their needs and apply the “lessons learned” presented to their own needs to facilitate a successful TPS development project.
By planning a program as if it were its own design and development product project, an organization can minimize the loosely controlled concept of test development being just a tail end of the “real” development effort of the prime hardware. This session will highlight the phases of development and the points in the process that can be assessed for review to prevent false starts and major cost and schedule impacts.
Part III - Managing in a Dynamic Environment - Rick Foyt, US Marine Corps
This part discusses the various reasons a TPS Engineer, Quality Engineer and Management will encounter changes with the development platform and environment during TPS Development. It will focus on the various management tools, programmatic actions and options that are available to the TPS & ATE developers and managers. Each of the ATE change categories from relatively simple to a system in Engineering Development will be reviewed and discussed along with evaluating the corresponding impact to TPS management and product acceptance of both the ATE and the TPS baseline.
It will provide a candid discussion of the magnitude of the challenges from each type of change category, along with the options of how to best overcome them with minimal impact to the project. Real world examples experienced by the US Marine Corps will be shared, highlighting the final results. Options and examples of TPS product acceptance and lessons learned will also be shared.
Part IV - Depot TPS/ATE Management – Dan Christenson, US Air Force
This session covers the tasks and challenges faced by the USAF in managing its Depot ATE and associated TPSs. It will lead attendees through the roles and responsibilities of a variety of stakeholders involved in the management of these two interdependent commodities. Included will be the distinct paths available to the Depots and their customers for replacement or acquisition of Depot ATE and TPSs. One avenue to be explored will be that of the Capital Improvement Program (CIP) process. The CIP is frequently used in USAF Depots when replacing obsolete ATE and re-hosting the associated TPSs. We will also explore how Depot ATS capability may be acquired using the Depot Maintenance Activation Planning (DMAP) process used when transitioning or starting up a Depot repair workload from a weapon system OEM or Prime. From weapon system, supply chain, Depot, and product group managers, this session will seek to provide information on how Depot ATE and TPSs are managed throughout their lifecycle.
In addition to the four major parts covered, the tutorial instructors represent four major players in TPS and ATE, namely, the US Navy, a civilian contractor, the US Marine Corps and the US Air Force. Questions peculiar to any of these entities can be addressed by someone close to the issue.