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Developing A Missile
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The production of the Joint Air-to-Surface Standoff Missile (JASSM) program started in April 1995. However, after just nine months, it was already in big trouble. There were numerous issues during the trial that caused the postponement of the launch to 2009. JASSM is in the military cargo of many countries such as Australia, Finland, and Netherlands. The objective of this report is to focus on actions of Air Force program manager Terry Little and his behaviors towards his subordinated and team to greater heights. The paper will also indicate strategies that can help enhance the performance of the entire team working on JASSM program.
A vision of an organization or a team should be stronger than its tactical and strategic goals. A vision for the project is to provide adequately stronger, scalable, and an agile functional weapon that allow expert and fighters to utilize fully the air, space, and the cyberspace facilities. As the project leader of the program, it is our aim to ensure that we provide a responsive first-class training to the fighters and supervisors of the missile so as to maximize the positive outcome. So as to ensure that all the engineers and management team work effectively, there are strategies set to make the work environment suit the so as to complete the job with full cooperation. It is the role of the team to ensure that it conforms to the set vision and provide customer’s requirements (Brohman & Cross 2014). So as to meet the requirements of the changing world, it will be necessary to start the project as soon as possible and ensure cooperation with colleagues.
Terry Little’s actions
In his role as the project manager, Terry Little believed that a major requirement needed so as to develop the first-class weapon was the ability to think differently and also the enthusiasm and power of making something robust and creative. So as to achieve this, Little gathered a group of people known as the “Change agents.” The qualities needed were the ability to think differently and the energy of doing something different. Little sent the team to a two-week training session and visiting companies such as Boeing Commercial Aviation, Apple Computers, Motorola, and Florida Power and Lighting. The aim was to reinforce the fact that acquisition reform was not only a buzzword, but it was about throwing out the old paradigms and embracing new ones.
Another action that helped foster higher levels of performance was the fact that Little managed a chart that helped check the progress in the performance of the team. The chart would indicate what the team had achieved and how much work left that they needed to accomplish. In the project, Little picked the helpers, and their role was supporting their companies and also help the company win and not look after the government interests.
Although Little managed to make some change and efficient team productivity, there are some mistakes that he made in the way that resulted in the program attained full success. Little had a time frame for completing the project in just six months, and I believe that this was a mistake that he made. Little provided a short time frame to the team members in completing the project that resulted in fear and panic among the members. Most of the members did not believe that it was possible to complete the project in such a short time frame. As a result, it was difficult to establish a new course of actions, since that would mean that the project would take over six months. Another recommendation is avoiding biases. It means that it is important to analyze both women and men the same and reward them according to their performance and also ensure that you appreciate their contribution to the project (Brohman & Cross 2014).
Terry Little’s leadership
When starting the project, Little focused on reducing the cost, while keeping the performance bar high. He believed that the companies did not hold themselves responsible for the cost and also the affordability of the product. Also, when the engineers were developing the product, they never cared if the product would sell out easily in the market. The approach incited the engineers to work in a manner that cost was a fundamental part of the program. The idea used in the project was that the cost and the performance were directly proportional. Little also believed that a fully integrated system design approach for meeting performance in the defined cost targets was the only hope for achieving a reliable and affordable solution. As a result of this perception, many people opposed the policy, and it resulted in a clash in the team. Little took an insistent approach on the principles and thorough terms. He had an aggressive approach to then standards and specifications. He did not want any application of the military standards as he believed the values set by the military were not essential. All that he wanted was a change in the attitude of workers that would result in the success of the project.
Lynda Rutledge claimed that Little was a male chauvinist as he treated women differently from men and gave unnecessary freedom to female workers, which most of them did not like. Women wanted treated the same as men which meant that they were equal without any favoritism. As a result, if I were Little, I would ensure that all members of the project are equal, and when a person does a mistake, whether male or female, they should face the same consequence. Little used to provide an oral presentation, which is a method that had some problems. The upper management had worries about the team’s ability to evaluate live performance. The companies did argue that by scheduling the presentations on different days, it means that some of them would have little time to prepare than others. Because of this, his actions caused an inconsistency among the performance of team members. Something that I would do is to ensure that I interview the contractors myself and also the competent co-workers.
Recommendation to the Joint Air-to-Surface Standoff Missile program
A strategy that I would recommend to the JASSM program management team to help improve operational performance is to ensure that one establishes a positive employee-employer relationship. The relationship between an employee and employee is very important and also an essential factor in improving performance. It is essential that the management team should consider having an open relationship with employees where they can more interact without fear of being fired (Dyer & Dyer 2013). Spending time with employees, guiding them in how to accomplish time, and also recognizing their effort is important. In a team, not all employees are the same. There are some who are slow, but they can be effective if they get the necessary help. Therefore, providing training to such employees and also encouraging them throughout the process can help in improving operational performance.
Another recommendation to help improve operation is defining the strategy of the project. A project that does not have a good and well-defined strategy is likely to fail. So as to be successful it is necessary to develop the strategy for the project and define the strategy so as even one understand what the managers and engineers should do. When defining the strategy, it includes determining the project mission, vision, objective, aim, and goals (Dyer & Dyer 2013). When the team understands what the project is all about, they will be able to meet the goal and objective of the project as expected.
I would also recommend that the management team should also encourage open communication. A culture of open communication that encourages employees to share their concerns and ideas whether positive or negative tends to give employees a sense of value (Dyer & Dyer 2013). Employees should not fear to express their views as that can largely contribute to the success of the team. The feeling of value tends to lead to a greater sense of ownership in the success of the project.
The Joint Air-to-Surface Standoff Missile tends to be one of the most advanced weapons owned by the US Air Force. During its development, there were some mistakes that happened that prevented it from attaining a better position. If there were good management and strategies when developing the project, it would help in ensuring excellent performance.
Dyer, D & Dyer, W (2013). Team building: proven strategies for improving the team performance. John Wiley & Son
Brohman, M & Cross, B (2014). Project leadership. CRC Press
Sherry Roberts is the author of this paper. A senior editor at Melda Research in buy essay online if you need a similar paper you can place your order for a custom research paper from Online Essay Writing Services.
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