Aerospace Program Management - It's More than Scheduling and Delivery     

On-site
Delivery

I.D.# C0818Printable Description
Duration: 3 Days

Effective and efficient management of today's complex and integrated programs requires both the refinement of interpersonal and basic leadership skills as well as the application of appropriate technologies and tools. This seminar is intended to introduce basic program management skills and techniques to first-line and mid-level leaders to help them comfortably and confidently assume their role and to aid in assuring program success.

Areas of special concentration will include: role of project management, communication, interpersonal skills, schedule management, interfacing with other units, Task Scoping (Estimating, Pricing, Financial Measures, etc.), project management software use, compliance reporting, risk management and more. This seminar will include lecture, dialog, and case-study approaches. Active participation of the class attendees will ensure a dynamic baseline for learning and honing valuable skills.

Learning Objectives
By attending this seminar, you will be able to:

  • Communicate more effectively in all media - verbal, written, and electronic modes
  • Refine interpersonal skills as they relate to dealing with diverse personal perspectives, attitudes, and motivational techniques
  • Develop and utilize task schedules
  • Demonstrate effective management of all resources (people, tools, and budgets)
  • Apply techniques for scoping programs/projects (resource needs, schedules, level of tasking, etc.) and effectively monitor and measure progress
  • Identify critical milestone events and how to develop alternate schedule recovery plans
  • Utilize basic project management tools and techniques more effectively

Who Should Attend
This course is designed for current and prospective Program/Project Managers with a level of experience ranging from in-training to mid-level program management leadership.

Prerequisites
Practical understanding of desktop software applications is useful as well as general knowledge of basic financial principles.

Topical Outline
DAY ONE

  • Introduction to Program/Project Management
  • Clarifying and Giving Identity to Tasks
    • Who are the stakeholders? What do they want?
    • What are the resource allocations? (budgets, tools, facilities, personnel)
    • What constitutes program/project success?
  • Communication Skills Essentials
    • Elements of effective presentations (verbal, e-mail, internet)
    • Appreciation of differing perspectives and how to integrate them
    • Interpersonal skills
  • Interfacing with Other Units
    • Use of integrator personnel
    • Importance of shared goals as well as shared responsibilities
DAY TWO
  • Establishing and Developing of Performance Schedules
    • Ensuring dependencies are identified and commitments are defined
    • Determining critical milestones and potential impacts
    • Introduction to use of commercial software tools
  • Creating Meaningful Performance Metrics and Monitoring Techniques
    • The "critical life signs" of a program/project (cost, schedule, quality)
    • Role of program/project integrator and methods of in-process performance monitoring
    • Keeping all stakeholders informed and satisfied
  • Compliance Reporting, Test Plans, and Contingencies
    • Regulatory documents and reports
    • Test plans and configuration control
    • FAA certification
    • Use of "critical life signs", milestones, and monitoring
    • Notification of problems and re-plans to stakeholders
    • Refining the art of asking for and receiving help
DAY THREE
  • Managing the Individual Components of the Program/Project
    • Financial aspects (pricing, ROI, ROIC, etc.)
    • Marketing coordination, warranties, and after-market support
    • Using metrics to correct "critical life sign" deficiencies
    • Risk - assessment, abatement, and management
  • Motivation and Rewards
    • Effective use of non-financial rewards for team members
    • Ensuring full participation and best contribution from each team member
    • Valuing others and letting them know it
  • Workshop
    • Using program/project management techniques and tools, perform trial tasks as assigned
    • Discuss and critique workshop tasks
  • Conclusion
    • Importance of "unlearned" leadership attributes (integrity, honesty, people sensitivity)
    • Business and personal ethics

Instructor(s): Drexel L. Rutledge, CM
Mr. Rutledge is currently an Aerospace Consultant with Integrity Engineering, Inc. where he works with several aerospace companies in the area of Product Support and Sustainment. He also is the Owner/Principal of Rutledge Technical Services, Inc. – specializing in proposal development, technical information creation, training, and project/program management services for the aerospace industry. His principal areas of expertise are in program/project management, technical information development and delivery, and proposal development activities. His expertise in performance based logistics and international support applications have been sought out by multiple US and foreign aerospace companies. Most recently, he was the project manager leading a team of engineers responsible for elements of the airworthiness certification and system safety support for a new sophisticated military aircraft program. Prior to joining Integrity Engineering, Inc. Mr. Rutledge was employed by Lockheed Martin Aeronautics Company as the Systems Engineering Director responsible for developing and delivering the technical information needed to operate and maintain all aircraft manufactured or supported by Lockheed Martin Aeronautics by all US and foreign operators. Additionally, as a Senior Staff Member in the Global Sustainment organization, he shared responsibilities for determining and directing the integrated logistics support for all Lockheed Martin Aero Company products.

Mr. Rutledge is a Certified Professional Manager, a Past Chairman of the Product Support Executive Board of Directors of the Aerospace Industries Association, a Past President and Chairman of the Board of Directors of the General Dynamics Management Association, a member of the Air Force Association, and a member of the North Texas Chapter of the Cystic Fibrosis Foundation Board of Directors. He has served as the Industry Representative and co-chair of multiple Department of Defense and Industry project teams, including the US DoD Logistics Transformation Initiative. He is the recipient of the 2006 Leonard Ross Memorial Award for Outstanding Lifetime Contributions in the field of Logistics. He has taught multiple management courses of study for the National Management Association, created and presented technical training webinars for the Aerospace Industries Association, and has been a speaker and seminar/tutorial presenter at multiple aerospace conferences across the US. Mr. Rutledge has an Associate Degree in Electronics Technology, and Bachelor of Science in Business Management (Outstanding Student in International Business) as well as a Master of Business Administration from LeTourneau University. He has also completed multiple engineering, business management and capstone courses facilitated by Emory University, Carnegie Mellon University, and MIT.

Fees: $1745.00 ; SAE Members: $1396.00 - $1571.00

2.0 CEUs
You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.

For additional information, contact SAE Customer Service at 1-877-606-7323 (724/776-4970 outside the U.S. and Canada) or at CustomerService@sae.org.

For a quote on bringing this course to your company site, fill out a Corporate Learning Solutions Request Form