AIAA-2004-6872-965 - Theory of Constraints(TOC Project...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Theory of Constraints (TOC) Project Management (PM) in the Dynamic World of Test and Evaluation David G. Smith, Lt Col, USAF 412 Test Wing, Project Management Directorate, Edwards AFB, CA 93524 Edited by: Mark Watson, Joe Dale and Donald Johnson 412 Test Wing, Project Management Directorate, Edwards AFB, CA 93524 Test and evaluation projects have historically been wrought with delays due to system immaturity, system performance anomalies, problems with weather, instrumentation, and ranges, and the challenges associated with executing highly complex test techniques. The major programs can use their priority to secure sufficient resources (ranges, frequency spectrum, airborne chase support, special targets, etc.) to compensate for the known variables of test and evaluation; but this does not insulate them completely from anomalies. For all of the other test projects it has become a monumental task to manage the schedule of their testing in a resource constrained environment. To address these issues the 412th Test Wing, Air Force Flight Test Center (AFFTC), Edwards AFB, California, launched an implementation of Theory of Constraints based Project Management three years ago. This paper will discuss the purpose of this program, the approach taken by the Test Wing to implement this new methodology and the associated tools in seven portfolios encompassing over 200 projects with a budget of over $300M, and the results and lessons learned from this deployment (currently 92 projects are in TOC execution). I. Introduction In 2001 the 412 Test Wing launched a reengineering effort focused on improving the business of test and evaluation. At that time the Wing was executing project management with a wide variety of tools and methodologies in multiple independent test forces. Top level process analysis also identified significant shortfalls in our ability to effectively manage highly constrained resources. These two problems (varied methodologies and use of critical resources) directly contributed to low customer satisfaction, inefficient utilization of resources, and inconsistent project execution, tracking and reporting. The Theory of Constraints Project Management methodology was a proposed methodology that would allow the Test Wing to address both shortfalls at the same time. This system provides a rigorous planning and task scheduling process that concentrates “safety” where it provides the most protection and a global prioritization scheme supported by proactive metrics and project control information. When combined with the right work behaviors, the methodology enables feasible and immune schedules, correlation between workload and capacity, and an improved success rate in meeting customer commitments....
View Full Document

This note was uploaded on 01/10/2012 for the course AFGC-UF 4001 taught by Professor Fielding during the Spring '11 term at Hawaii Pacific.

Page1 / 12

AIAA-2004-6872-965 - Theory of Constraints(TOC Project...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online