The U.S. Air
Force and Indian
Air Force sign
an agreement to
Final five aircraft
to be delivered
due date of first
to provide per-
sonnel in India for
of working through the U.S. government
or Lockheed Martin’s foreign military sales
process,” he says. “And Lockheed Martin
had to realize that this was the first aircraft
India has bought from the United States in
decades. So we didn’t have a good understanding of IAF requirements, procedures
and processes,” he says.
Bridging these gaps necessitated
a rigorous initial requirements review.
“Requirements were set very precisely:
The system shall do this or shall do that,
or it will not do this,” Mr. Paranjape
explains. Additionally, the top-level system requirements were broken down into
subsystem-level requirements. Lockheed
Martin project team members traveled to
New Delhi to conduct a weeklong review
of those sub-level requirements with IAF
“We went over things like, ‘If you
have a requirement for take-off speed,
how does that translate to engine
power?’” Mr. Paranjape says. “We broke
down the requirements at a clear level up
front, and got those signed off by chief
engineers and project managers at all
SAVE ROOM FOR
As with any complex project, the ability to
prepare for the unexpected proved crucial.
“Right from the beginning, we made
sure that, because this is a special-ops project with unique systems and capabilities,
we planned ahead of time and left margin
for those unknowns that crop up,” Mr.
In that regard, earned value manage-
ment (EVM) played a key role. With
EVM, the project team dissected the work
breakdown structure and organizational
breakdown structure, all the way to the
sub-integrated product team level, he says.
These were given a specific path and bud-
get to be monitored weekly.