space and missile systems center engineering … and missile systems center engineering directorate...

Space and Missile Systems Center

Engineering Directorate

Building the Future of Military Space!

!

SMC/EN!Update"

Sept 2013"

Tom Fitzgerald"

Director of Engineering"

S P A C E A N D M I S S I L E S Y S T E M S C E N T E R


EN Mission: !Support and advise the Center Commander (PEO-Space), PEO-

Space Launch, and the Program Directorates on technical/engineering planning/execution throughout each program#s life."


EXTRAORIDNARY FUTURE: “EN Acknowledged as a value added,

customer friendly, organization”!

Thomas A. Fitzgerald, SES"

Director of Engineering"

Dave Davis, GG-15"SMC Chief Systems Engineer"

Jeffrey A. Dickson, Col"Deputy Director of Engineering"


•$ Foundational Work"–$ Specs & standards, technical processes, SE and test policies and practices etc."

–$ Parts, materials, industrial base and supply chain"

•$ Support to Programs "–$ SEPs, TEMPs, PPPs, PDRs, CDRs, Acq Strategies, Risk Plans, RFPs, SSs"

–$ Embedded CADRE, etc."

•$ Support to SMC/CC (also PEO for Space) and PEO for Launch"–$ Independent reviews"

–$ Assessments to validate if programs are ready to enter OT"

–$ FRRs, PFRs, Engineering database"–$ Validation of program PDR/CDR approaches/results "

•$ Home Office for all SMC engineers and acquisition security personnel"–$ OT&E, allocates to programs and stafrfs, PCA moves for military and

civilians "

•$ External Collaborations"–$ OSD, SAF/AQR, AFMC, AFLCMC, AFSPC A-Staff, NSA, NRO, NASA, MDA, Industry"

–$ MA working groups, SQIC, SIBC, NSISC, DOD/CIO Council, AF S&E Council"


Current Functional State



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Total# Gov"t Actual: 83!

Total # CME: 134!

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Green: Over hires!

Red: Vacancies!

!


1.0 Leading Change (10%)

2.0 Leading People (10%)

3.0 Business Acumen (10%)

4.0 Building Coalitions (10%)

Director Performance Areas

SMC/EN 2013

Areas, Objectives, Commitments

5.a Improve independent reviews. Greater technical

presence supporting programs

4.a Strengthen internal and external stakeholder

support. Develop internal & external professional

network.

4.c Develop synergistic partnerships for lessons

learned. Validate various council charters.

3.a Execute operating budget and manage

human/financial/material/ information resources

2.a Recruit, retain, and develop employees with

skills to accomplish objectives in diverse and

equal environment

2.c Revamp SMCU – (curriculum panel,

continuous learning, & support HR Strat Plan). Acq

strategy for Ktr support

1.a Organizational vision, improvements, balance,

and productive work environment

Performance Objectives

5.b Standardize processes (Common ground

architecture, CM/DM)

5.d Assist HPO with technical considerations

(frequency, environmental, satellite tasking)

5.0 Results Driven (60%)

1.b Evaluate “common” ground architecture

approach. Provide technical assistance for

architecture, hosted

payloads, etc.

3.c Enterprise information assurance. criticality

analysis, and spectrum allocation

1.c Develop a standardized process for independent

assessments prior to OT&E (3Q)

-.- Complete the NSS Mission Assurance

Tailoring

5.e Deliver comparison of SMC engineering practices

with rest of the AF (3Q)

5.c Stand up DT&E Branch

2.b Appropriate levels & mix of SMC technical

resources

3.b Establish EN Cadre Team

4.b Influence agendas and recommendations of the new

Space Industrial Base Council

EN Commitments

= Selected as SMC/CC 2013 Commitment

ALL FURTHER FLOWED DOWN INTO DIVISION AND

EMPLOYEE DCIPS OBJECTIVES

!


Chief Systems Engineer Focus Areas

•$ Chief Systems Engineer: Responsible to ensure center-wide application, implementation and adherence to all directive publications !

–$ Ensure the application of systems engineering across the PEO's portfolio of programs, including review of programs SEPs and oversight of their implementation "

–$ Ensure sound, disciplined, engineering practices applied to SMC programs "

•$ Provide tech support, review, verification, guidance to PEO and programs to ensure compliance with SMC center-wide policies and practices !

–$ ORR/FRR's providing EN vote on flight readiness (e.g., GPS; SBIR's; AEHF; WGS; EELV)"

–$ Space Fence program review and radiation hazard analysis; "

–$ Panel member for the Enhanced Polar System (EPS) System and CAPS Preliminary Design Review (PDR)"

–$ MASIES SSAC"

–$ STS 2 acquisition"

–$ LM Affordability Initiatives/SBIRS Acoustic Testing"

–$ GPS GNST Risk Reduction & Learning Curve Analysis"

–$ RL10 Anomaly"

–$ SBIRS GEO-1 PEO Certification"

–$ Ad Hoc Technical Issues"

•$ Honeywell ASIC issues on SMC programs;"

•$ NiHi Battery reconditioning issue"

•$ Numerous PM&P Issues"

–$ Multiple SMC Should Cost Reviews"

!



Chief Systems Engineer Focus Areas

•$ Systems Engineering Technical/Mission Assurance Practices: Support center and EN to establish/maintain effective/affordable SMC/NSS/AF/DoD engineering processes and practices !

–$ Collaboration/interface with Space systems industry contractors/suppliers"

–$ Collaborate/interface with internal government organizations"

•$ SAF/AQR AF Mfg & Quality Working Group; OSD Satellite Life Expectancy; SMC/NRO Senior Leadership Crosstalk, AFMC"

–$ Development of an SMC technical evaluation course"

–$ EN representation at AFMC Engineering Council (EC) meetings"

–$ Space Systems technical/mission assurance practices in partnership with Industry and other Govt space acquisition agencies"

•$ SMC Specs & Standards Program (Specs/Stds Development/Update/ Mission Assurance Tailoring Guide) "

–$ OSD lead for development of a Systems Engineering and Technical Reviews and Audits Industry

Standards"

•$ Space Industrial Base "–$ Support the directorate, higher headquarters and other government agencies in the conduct of

Industrial Base Assessment / Critical Technologies evaluation and mitigation"

–$ Technical support and leadership in the implementation of Industrial base initiatives"

•$ Radiation Hardened Electronics; Tungsten-Rhenium (W-Re) Wire Shortage; Star Tracker CMOS detector; Readout integrated circuits; S2T2 MILSATCOM Terminals Subsector & Space Sector;

PRATT/Whitney Additive manufacturing; L3 Title III TWTA; ON Semiconductor Title III ROIC; Jazz Trusted Foundry and TIII initiative; BAH Thruster and FPA IB analysis; Quallion TIII Li Ion battery; Counterfeit parts practices; Lead-free impacts/mitigation strategies "

!



SMC/ENE Systems Engineering Division

ENE Mission: !

To provide collaborative, timely, and proven systems engineering solutions and service for our customers."

NAIM AWWAD, GG-15 Chief, Systems Engineering Division

ENE SYSTEMS ENGINEERING

GG-15 NICK AWWAD

SPECIALTY ENGINEERING

GG-14 AARON STEVENSON

DEVELOPMENTAL TEST AND EVALUATION

LT COL ADAM QUICK


Functional Areas

Technical

Command

Media

Industrial Base/CT

Structures

Test & Evaluation

Power

Survivability

Design Reviews

EMI/EMC

Reliability

& Maintainability

Software

Program & Supplier Management

Systems Engineering

Manufacturing

& Producibility

Quality Assurance

Parts, Materials, & Processes

Technical Focus Areas

Test & Evaluation Systems Engineering Software Engineering

•$ Deliver software acquisition

support to SMC

•$ Independent s/w status & health assessments

•$ Formalize review of s/w sizing/estimates

•$ Develop and implement

software acquisition policy

•$ Maintain Software Development Standard for

space systems

•$ Assess compliance and

accountability

•$ Address software anomalies and develop lessons learned

•$ Facilitation of Aerospace Chief Software Engineering Advisory

Council

•$ SAF Tools Initiative

Specialty Engineering

•$ Scope, plan, & implement a

compilant (DTM 11-003) R&M

program

•$ Address program strategy issues, risks associated with radiological,

nuclear survivability

•$ Determine mass properties related contractual requirements

•$ Human Systems Integration

strategy

•$ Scope, plan, & implement a compliant interoperability and

Netcentric program

•$ Space qualified manufacturing and

producibility processes

•$ EMI/EMC, PM&P, pressurized systems and components, power,

ordnance, and other specialized

reach back support

Tools & Training

•$ Provide guides and training on engineering and technical practices for acquiring systems, e.g, Sole Source Tech Eval Course; S&S JIT

Training, SED Framework, SE Primer & Handbook, etc

•$ Support targeted SMC technical workforce development, including education, training, mentorship, and experience

•$ SE processes and policies

•$ System Engineering Plan (SEP) development and

review

•$ Specs and standards

•$ Assess, develop/revise

•$ Maintain SMC compliance list

•$ Recommend tailoring

•$ Represent SMC to Defense Standardization

Program

•$ Mission assurance strategy / OSS&E

•$ Parts, materials and

processes

•$ Industrial Base assessments and risk mitigation

•$ Counterfeit parts avoidance

•$ Radiation-hardened electronics

•$ Technical Review of acquisition packages

•$ Technical Reviews Planning &

Verification Support

•$ SE collaboration (SAF, AFLCMC, NRO, NASA, MDA,

Industry)

•$ Center Test Authority

•$ T&E policy development and implementation

•$ T&E planning, program implementation, test to

operations transition

•$ Facilitate CDT / LDTO test

policy within SMC

•$ Test and Evaluation Master Plans (TEMPs)

development and review

•$ PEO certification

readiness assessments

•$ Space and Launch Vehicle test standards

development and

coordination

•$ Development / implementation of “Test

Like You Fly” principles

•$ Standardizing deviation

reporting process

•$ T&E interface to external organizations

•$ Focal point for Center T&E working groups and

member of program

Integrated Test Teams


SMC/ENM

Mission Assurance Division

ENM Mission: "To serve the PEO and Program Directorates as the technical"

mission assurance lead for SMC through technical assistance,"

independent assessments and analysis of directed SMC "

programs throughout their lifecycle."


Abe Awwad, GG-15"Chief, Mission Assurance Division"

ENM ENTERPRISE ASSURANCE

GG-15 ABE AWWAD

ENTERPRISE ENGINEERING

(Vacant)

MISSION ASSURANCE

GG-14 KEN GIMLIN

INDEPENDENT

READINESS REVIEW

TEAM GG-14 JAY LANDIS


ENM Support throughout the Acquisition Lifecycle

Engineering Acquisition

Metrics Implementation & Analyses

Systems Engineering Compliance

IRRT Program Assessment

Enterprise and Program Assessments / Technical Support

Program Lifecycle

1." Ensure proper Systems Engineering rigor/discipline is reflected in the acquisition strategy/RFP

2." Provide tailoring of Mission Assurance requirements

3." Provide technical support as requested by PEO/programs

1." Institute analytical tools and methods for evaluating and optimizing the SMC portfolio

2." Institute technical indicators that measure risks by program phase

3." CLSRB integration and independent assessments

1." Ensure technical rigor has been instituted and achieved at the technical and readiness gateways

2." Provide SPO with technical reach-back and policy/process guidance

3." V&V Space Flight Worthiness Criteria

4." Support PEO certifications

1." Ensure EN Cadre teams provides technical indicators/trending to SPO/IRRT teammates

2." Ensure indicators/trends are addresses and adjudicated

3." Provide system and enterprise level analyses

1." Provide Independent mission readiness assessments


ENM Focus Areas

•$ Shaping Enterprise Engineering branch to provide life cycle engineering support"–$ Building Effectiveness and Analysis Segments to measure program performance indicators"

–$ Developing/Procuring tools to streamline compliance process"

–$ Investigate Enterprise Level solutions to gain efficiencies "

•$ Engineering Acquisition Review Process"–$ Working closely with ACE to provide engineering acquisition support to SMC programs"

–$ Establishing Formal Review Board and deviation tracking process for MA Tailoring"

–$ Developing Mission Assurance Tailoring Guide"

•$ Reinvigorating Technical and Readiness Review Process"–$ EN co-chaired JMS Inc 2 PDR"

–$ Working closely with Directorates to tailor entrance and exit criteria for Design Reviews"

–$ Developing new guidance for Readiness Reviews that standardizes criteria and process "

•$ Proactively evaluating SMC Enterprise Efficiencies"–$ Establishment of AS-IS Ground Technical Baseline"

–$ SMORS Assessment Team"

–$ SV Processing Optimization Study"

–$ CLSRB Process champions"

–$ Integrating SFWC into the iMAT tool set"

•$ Implementing engineering Cadre teams to each directorate "–$ Providing IRRT-like support to the Programs across the life cycle on daily basis"

!



EN Cadre

14"

One-Stop Shop for all the EN Disciplines

•$ All the proceeding support is available if the program can find it—eliminate that hurdle!"

•$ EN Cadre concept creates a single EN face to each SPO

Chief Engineer with reach-back to all specialties"

•$ Sit with the SPOs, matrix-managed by EN"

•$ Non-interference, value added participation"

•$ Vet issues at lower levels"

•$ Execute engagement plan with identified events, engagement support, documentation, and tools"

•$ Support Chief Engineer priorities"


“Program Engineering Status Dashboard”

Coming Soon

Dashboard

Operational Effectiveness

Program Effectiveness

Process Effectiveness


SMC/ENC Environmental Management Division


Thomas Huynh, GG-14"Chief, Environmental Management Division"

ENC!ENVIRONMENTAL MANAGEMENT!

GG-14 THOMAS HUYNH "

SPECTRUM!MANAGEMENT!

PRODUCT TEAMS"

ENC Mission:!To serve the PEO, SPOs, & Center#s Chief System

Engineer by providing technical and functional expertise in Environmental and Facilities Engineering, Space Debris and Spectrum Management."

FACILITIES ENGINEERING"

ENVIRONMENTAL!ENGINEERING!

PRODUCT TEAMS"


Environmental Engineering

Management Strategy: Center process owner "

!$ Policy - Orbital Debris & PESHE SMCIs, Strategic Planning"

!$ Process – PESHE, NEPA and Debris OIs"

!$ Tools – Templates (PESHE/SDAR); AF Form 813 Guide; Facilities Guide; Orbital Debris Mitigation Handbook; HazMat Management Plan Guide; "

!$ Annual Center Training – PESHE, NEPA and Debris courses"

"

Objective: Satisfy statutory and regulatory

requirements, mitigate adverse environmental

impacts"

"

Key Products: !

Terrestrial - PESHE, NEPA, Facility Documents"

Space - Space Debris Assessments & Reports"

End-of-Life Plans; Exception to Policy !

"

Challenges:"

!$ Formulate and harmonize SMC policy for Hosted

Payloads, multi-agency and commercial missions"

!$ Optimal end-of-life disposal strategies to promote

space sustainability"

!$ Develop mitigation strategies to minimize Exceptions to Policy"

!$ Complex SDAR assessments of: explosion,

collision, debris generation; lifetime; and reentry !

"

Stakeholders:!

!$ 14AF, OSD, SAF, AFSC, AFSPC and Ranges"

!$ NASA, FAA, FCC, and Military/Commercial

Space Situational Awareness Organizations"

!$ Engineering, Safety, Legal and SPOs"

!$ Aerospace Modeling and Analyses"

!$ General Public"

!$ Inter-Agency Space Debris Coordination Committee (IADC)"

!$ New Entrants "

"


Spectrum Management

Management Strategy: Center process owner !

"

!$ Policy – DoDI 4650.01; AFI 33-580 (Jan 2013)"

!$ Process – Spectrum Operating Instruction"

!$ Tools – SMC Spectrum Management Guide; SSRA Template; AFSO-21 Implementation Plan"

!$ Training – Spectrum Training Course"

Objective: Assure spectrum availability for SMC

programs"

!

Key Products:!

DD 1494; Spectrum Supportability Risk

Assessment, Frequency Assignment, Host Nation

Coordination, and International Satellite

Registration"

"

Stakeholders:!

!$ Engineering, Legal, Security and System

Program Offices"

!$ 22 SOPS, AFSMO, AFSPC SMO, NRO, AFRL &

Ranges"

!$ MCEB, NTIA, DOD, DoC, NOAA, NASA"

!$ Unified Command COCOMs"

!$ ITU"

Challenges: !

!$ Comply with National Broadband Plan"

!$ Spectrum approval timeline not in line with !

R&D and responsive space"

!$ Spectrum auction of 1755-1780 by Sept 2014"

!$ DISH deployment of mobile wireless systems !

in S-band"

!$ Spectrum registration strategy for Hosted

Payloads"

!$ Use of government spectrum in S-band !by commercial launch vehicle"

AFSMO: AF Spectrum Mgmt Office; NTIA: National Telecom & Info Admin; MCEB: Military Communications Electronics Board; DoC: Dept of Commerce; SMO: Spectrum Management Office"


SMC/ENP

Information Protection & Engineering


ENP Priorities:!

•$ Improve understanding of consequences and likelihood of losing

mission capabilities!

•$ Increase awareness of the Air Force"s most critical information and components!

•$ Shift focus from compliance to risk management!

•$ Emphasize realistic and affordable risk mitigations and countermeasures!

Judy Gonce, GG-15, DAF"Chief, Information Protection "

& Engineering Division"

ENP INFORMATION PROTECTION

& ENGINEERING GG-15 JUDY GONCE

INFORMATION RESOURCE

MANAGEMENT GG-14

MONICA

CONCHLAR

ENTERPRISE PROTECTION

GG-14

SUZANNE ROWLAND

ENP Mission:!To guide development and integration of information

technology, protection solutions, and global partnerships for space and business system acquisition and sustainment."


*IJKGLMNKI#BGKFHONKI#P*BQ#

"$ Information Assurance!

#$ Personnel Security"

#$ Security Guides"

#$ Classification Policy"

"$ Physical Security!

X$ Privacy Act!

"$ COMSEC!

X$ FOIA!

#$ Program Protection Planning"

X$ Investigations!

#$ Technology Transfer"

X$ Special Access Programs!

#$ NATO Security"

#$ Information Security"

#$ Industrial Security"

#$ OPSEC"#$ Security Training"

#$ Control Restricted Data"

X$ Sensitive Compartmented Information!

#$ Acquisition Security "

X$ Records Management!X$ S&T Information (STINFO)!

X$ Counterintelligence!

#$ Foreign Disclosure"

#$ Public Release"

$$ Cyber"$$ CIO"

$$ Knowledge Management"

$$ Supply Chain Risk Management"

$$ Criticality Analysis"

GOAL: To prevent the compromise, loss, unauthorized access/disclosure, destruction, distortion or non-accessibility of information, regardless of physical form or characteristics, over the life cycle of

the info, including actions to regulate access to sensitive information, controlled unclassified and

classified information. IP Disciplines include: !

#$ Owned by ENP (13)!

"$ Shared with ENP (3)"

X$ Not Owned by ENP (8)!

$$ New to SMC & Owned by ENP (5)!

!


Comprehensive Program Protection

•$ Encompasses all security, technology transfer, intelligence, and counterintelligence processes through the integration of embedded system

security processes, security manpower, equipment, and facilities"

•$ Protects mission critical functions to achieve trusted systems and networks"

•$ Focuses on malicious insertion into the supply chain"

•$ Integrates robust security, counterintelligence, intelligence, information

assurance, hardware and software assurance with systems engineering"


Information Technology (IT)

•$ Primary Functions:"

–$ Space mission and business IT systems"–$ Chief Information Officer-like responsibilities"

–$ AF Chief Technology Officer support"–$ Clinger Cohen Act compliance"

–$ insideSMC Program Manager"%$ SMC Librarian"%$ Workflow/process development"

•$ SMC Information Technology Strategy (Draft) Goals:"

–$ Effective IT that is aligned with DOD, AF, and SMC Missions and Goals"•$ SMC IT solutions and investments use standardized business processes, deliver value, support integration, are cost effective,

and sustainable"

–$ Effective IT Governance Framework"•$ SMC supports systematic processes that are aligned with DOD and AF mandatory acquisition, contracting, and IT policies; and

industry standards and best practices"

–$ Efficient Return on Investment"•$ SMC leverages DOD#s Better Buying Power for purchasing common IT and services to attain a reduction in acquisition

management costs, licensing costs, and duplicative efforts"

–$ Secure IT and Cyber Resilience"

•$ SMC implements standard risk management processes and secure architectures to protect information and IT against internal and external threats"

–$ Effective IT Workforce"•$ SMC has a trained workforce capable of implementing DOD, AF, and SMC strategic IT objectives"

"


SMC/ENO

Engineering Management Operations


Donna Jefferson, GG-13"Chief, Engineering Management "

&Operations Divisions"

;<=>?6

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"?G?85H@?A6

ENO Mission:!

Deliver workforce policies, processes, and

services to acquire, develop, field and sustain a world class science and engineering workforce for SMC."


•$ ~5500 total (Military, Civilian, FFRDC, & Support Contractors)"

•$ ~1300 Active Duty Military"

•$ ~1900 Civilian"

•$ 45-60 mbrs deployed continuously"

AFPEO-Space (SMC) Workforce

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•$ EN Directorate human resources support"

–$ Personnel Services, Budget, Security, IMA, Safety "

•$ Functional Manager Support for Mil/Civ SMC S&E Workforce"

–$ Administers PCA/EIPT process for SMC 61/62/63 military personnel"

–$ Civilian S&E hiring authority 8XX"

•$ Incl. Journeymen, SMART, SCEP, PAQ"

–$ Professional development of the SMC engineering workforce"

•$ SMC SPRDE Approval authority for APDP level I, II, III"

•$ Developmental Team Boards"

•$ Functional Manager Support for Security Specialist Workforce (008X)"

•$ Functional Manager Support for Cyber Operations Workforce (17D/2210)"


Management Operations


SMC/ENU

SMC University


Budgeting

Human Resources

Technical

Development

Jason McCain: Chief, SMC Schoolhouse (acting) "

ENU Mission:!Deliver integrated workforce policies,

processes, and services to acquire, develop, field and sustain a world class acquisition workforce for SMC."


SMC University (SMCU)

•$ Created June 2009, chartered May 2010"–$ Result of 2006 Kearney Capability and Skills Analysis indicated need for business

acumen skills and supplement to what DAU provides in certifications"

–$ Lack of a clear picture of the developmental needs of the acquisition workforce "

•$ Aggregate and deliver training, education, and development

opportunities for the acquisition workforce to include the GSU"–$ Single point clearinghouse for requirements from all sources internal/external to SMC"

–$ Develop/deploy an automated IDP to yield a database of acquisition personnel needs"

–$ Single point of requirements entry and exit—eliminates duplication and waste"

–$ Space Enterprise: SMC Orientation for new civilians and first assignment military"

–$ Respond to any and all organizational needs for specialized training"

–$ Incorporate functional schools in the university; support SPO specific training "



•$ Over 100 acquisition workforce development courses"–$ Sole Source, FPI, Technical Evaluation, Space Engineer 101 web based, PM 101 hand's on exercises, and

Writing courses etc"

•$ 120+ students received advanced degrees through AFIT, NPS and/or Stevens

Institute (since 2002)"–$ 30 currently in Pipeline (14 AFIT, 16 NPS)"

•$ Revamped Curriculum Panel"–$ Single clearinghouse, documented processes--makes ALL SMCU decisions"

–$ Validates all courses requirements and needs-- now an annual review"

•$ SMC STEM Outreach (established April 2012)"

•$ Established STEM Outreach Strategic Plan—External and Internal STEM programs"

•$ Virtual Reality Academy—Partnership with AFRL Discovery Lab"–$ Outreach learning in virtual or "in- world""

•$ Labs offered: Dino World, Space Shuttle, Architecture, Chemistry, Physics, Green City, Emergency Ops Center"

–$ Outreach to 115+ students, grades 6-12, located from Sacramento to Long Beach "

•$ Teacher STEM Boot Camps--partnered with AFRL Propulsion, AFSOCO, and CSULB"

•$ Schools science nights, fairs, and STEM Outreach with other non-profit groups"

•$ Space STEM consortia--academia, industry, non-profit/professional orgs, and

government"

SMC/ENU Accomplishments



•$ SE&I Contract Awards and kickoffs (MC to Lindquist, GP to XXXX, RN ASP complete)"•$ STS-2 A&AS contract support strategy to use GSA OASIS contract"

–$ Small business with exception of IRRT work"

•$ Adhering to lanes in road for FFRDC, SETA, and SE&I contractors"•$ Zero-based manpower review:"

–$ Phase 1 complete:"•$ Most SMC programs expected to be in production and stable for 5+ years"•$ Holding government workforce constant unless outside military and/or civilian RIFs dictated"

•$ From 2-25% FFRDC and A&AS contract reduction possible"–$ All programs showed projected manpower reductions with exception of some classified work in MC and the

SSA work in SY (JMS etc). LR and staffs being looked at as part of Phase II"•$ Commitment to fix imbalance between military and civilian supervisors positions which today provides

inadequate career opportunities for civilians to get supervisory experience in pm and en careers "–$ Altering UMDs to better reflect workload across programs: less PMs and more engineers, contracting and

financial managers"

–$ Strengthened Functional#s ability to move people to benefit persons and Center and get programs more focused on execution of their portfolios"

•$ Senior movements: New MC ? new PI, Col Cooley took over GP, XR and SD becoming AD (Col Brashear lead from Kirtland, Col Beidleman LA lead)"

•$ New DS Lonnie Smith, new PIC Renee Rodeck, new Deputy DS (Craig Plummer), new Deputy DP (Jim Rosa who departed for an overseas position), New PIF Deidra Eberhardt (Tom Becht to GP), New Deputy PK (Lt Col Wegman), New FM (Col Bell), New Deputy SY (Col Bowman), Jim Horejsi to Chief Engineer in GP and Mike Dunn possibly to Launch ""

•$ HBQ programs in Colorado Springs/ESC moving to SMC UMD and SY SSA portfolio"–$ Geodss, BMEWs, Pave Paws, Eglin radars, PARCS, (AFSSS and Globus II being phased out)"

•$ Space Fence being delayed and new military weather program still being debated " " "


Others SMC Happenings


Questions?
