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Published by TDRSS
Documents from the National Reconnaissance Office, released by declassification or Freedom of Information Act (FOIA)
Documents from the National Reconnaissance Office, released by declassification or Freedom of Information Act (FOIA)

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Categories:Types, Research
Published by: TDRSS on Sep 19, 2011
Copyright:Attribution Non-commercial

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07/09/2014

pdf

text

original

 
The
attached
paper
is
the
result
of
our hindsight
look
atProgram
206
-II
whichwe
recently discussed.
For
yourinformation,
I
have
discussed
this
paper
withJohn
Martin
and have given
him
a
copy of
same.
I
hope
it
will
be of
some use
to
you,
as
I
am
sureit
will help
A
GROUP DIVISION
OF
LOCKHEED
AIRCRAFT
CORPORATION SUNNYVALE,CALIFORNIA 
MISSILES
Be
SPACE
COMPANY
REGINALD
R.
KEARTON 
VICEPRESIDENT 
Dear
Al:
us.
The
Honorable
A. H.
FlaxAssistant Secretary
of
the
Air
Force(Research
and
Development)
The
Pentagon
Washington
25,
D.
C.
(Attach.
)
-
-
 
I~
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 ~ I I 
14000974480
November
13, 1966
Sincerely,
t 
f
NRO APPROVED FORRELEASE 17 September 2011
 
CONFIDENTI~L
MAJOR
FACTORS CONTRIBUTING
TO
PROGRAM
206
-li
SUCCESS
It was
believed
that
a
useful
purpose
might
be
served
in
a
hindsight
rev~·w
of the
factors
which
contributed
to the
earlysuccess
of
the
Program
206
-li.
Preliminary
examination indicated
two
broad categories
of
influence,
i.
e.
,
intangible
and
tangible
factors.
It should
be
noted
that
the
term
intangible might
be
defined
as
discernible
but
hard
to
quantify
factors
which
represented
the
subjective
judgment
of
the
contractor.
The
tangible,
on
the
other
hand,
were those
elements
which
would
be.
easy
to
quantify
and
whichany
viewer
would
be
unlikely
to refute.
First 
of
the intangibles
were:
o 
The
amount and
nature
of
the
cooperation
between the
Air
Force
System
Program
Office
(SPO),
including
the
Aerospace
Corporation
support,
and the
LMSC
Program
Organization.
o 
The
contractor
program
office which
had
made available
to
it
an
abundance
of
appropriately
experienced personnel,
together
with
a
degree
of
projectization
which was
effective through
the delegation
of
necessary
authority.
o A
carefully
devised incentive
contractbiased
towardtechnical
performance
which
resulted
in
a
powerful
management
tool
for
moti
vationof
all
employees
associated
with
the
program
to
promote
early
andcontinued
success.
A
discussion
of
these
factors
follows:
1.
From
the
beginning of
the
program there
has
existed
a
stable
and
tight
spot
LMSC
relationship
which
has led
to
a
very
high
level
of
mutual
trust
and confidence in the
technical
administration
of
this
program.
Effectiveness
of
therelationship hasbeen aided
by
the
tight
change
control
on
thegeneral
systems
specification
which
had
no
significant
changes
after
the
first
six
months of
the
program.
Problems,
when
first
identified,have
heen
given
prompt
attention
by
the
Air
Force!
Aerospace!
LMSC
team,
thus
allowing
timely
resolution. Examples
are
such
problem
areas as
the Command
Programmer
and the SCFsoftware.
These
represented
significant
program
features
which
were
GFE
to
LMSC,
which
required
andgot
decisive
Air
Forcel,~rospace
action.
2.
This
whole
environment
wasaided
by
the
LMSC
choice
of
experienced
key
personnel
who
were
given adequate
authority
to
performtheir
job.
""­
As
a
result
of
the
LMSC
management
trainee
concept
on
programs
extant
at
the initiation
of
206
-li,
such
as
Standard
Agena,
206
-I,
241,
and
others, properlytrained
people
were
provided
at
no
detriment
to
the
existing
programs.
The
physical co-location
of
all concerned
LMSC
elements
led
to
de
facto
total
projectizationin
all
parts
of
the
program.
These circumstances were further
aided
by
the
LMSC
program
management
concept
of
delegatingcost,schedule, and
technical
responsibility
for
end-item
segments.
CONFIDENTrAl
NRO APPROVED FORRELEASE 17 September 2011
 
In
this
approach,
all system
and
subsystem
personnel
were
given
extensive
training
early
in
the
program
onthe
total
systexn
technicalapproach
as
well
as
the
contractual
incentive
provisions. In
addition,
techniques
were
developed
to
measure
the individual's
cost.
schedule,
and technical
performance
on
a
weekly
basis.
Thistechnique.
together
with
comprehensive
design
reviews
and
hardware
audit
programs,
permitted
program
motivation to extend
fromthe
Group
Engineer
s
to
the supporting
organizations
such
as
Manufacturing
and
Product
As
surance.
3.
Turning
now
tothe tangible
factors:
A
timely, carefully
reviewed, effectivedesign. This
included minimumtechnical
risks
with
emphasis
on
those
which
were
considered
of
a
higher
risk.
A
novel
spacecraft
testing
concept
embracingfactory
readinessbefore
shipment
tothe launchpad,
with
least
possible
testing
needed
at
that
point.
Realistic costs
with
anunderlying philosophyofboth
Air
Force
andcompany
management
of
allowing only what was
necessary.
but
at
the
same time
that
which was
essential
to
ensure mission
success.
A
discussion
of
these
factors
follows:
1.
The
program
was
able to
draw
upon
the
existence
of
a
well
thoughtout
preliminary
design. It
is
to
be
noted
that
the
final
design
isalmost
identical
to the
design originally proposed
by
LMSC
with
theexception
of
changes
in
the
Command
Subsystem and the
addition
of
certain
redundant
features.
The
willingness
of
the
Air
Force
to
accept
LMSC's
proposal permitted
anextremely
orderly
program.
This was
further
aided
by
the
existence
and
execution of
a
detailed
and
logical
development
program
which allowed
six
months
for
design,
six
monthsfor
component
fabrication
and
development,
six
monthsfor
systems
qualification,and
six
monthsfor
manufacturing
flight
hardware
and
preparing
for
launch.
This
program
plan.
combined
with
the Development
Test
Vehicle,
permitted
the
inevitable
problems
to
beabsorbed
in
almost
one
year
of
detailed
systems
testing.
-2
NRO APPROVED FORRELEASE 17 September 2011

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