FLIGHT TEST WEEK 'OPEN CONFERENCE' - hosted by Society of Flight Test Engineers (SFTE)

Running in Auditorium 3 on the Exhibits floor) on 18, 19, 20 Nov 2008


Flight Test Leadership; Managing from a "Box of Chocolates"
Thursday 20th November 2008
13.00 - 13.30
Auditorium 3

Flight Test leadership principles and practices today are continually being bombarded with ideals from today’s latest management philosophies. Many old school business practices of cost plus type contracts, or close the door developments, have now been replaced by expertly developed programs structured with little to no room for error. Flight test programs are no longer overlooked by program managers who now mandate strict reporting and performance initiatives. Within this culture of manage the program or lose it, today’s flight test leaders are rapidly dividing there attention; once focused mostly on technical performance and safety, they are now being required to be savvy in other aspects of management. Flight test leaders historically needed to have a strong technical background rounded out by personal professional experiences. But today’s leaders must be experts in areas like earned value management, performance based logistics, subcontract management, systems engineering, resource planning, career development planning and cost account management; topped off by extensive “soft management skills”. The challenges of the new model for a flight test leader deals with the issues of how to acquire the correct mix of skill and experiences, which are of the most importance, and how does that balance with the mission of safe effective test execution.

The objective of the presentation is to provide food for thought to not only the up and coming leaders within flight test, but also to the companies who will ultimately manage the careers of these leaders. While no leadership development approach is a perfect solution to meet all requirements, experience shows that there are some fundamental development areas needing our focus in order for our newest flight test leaders to be successful amongst the extraneous demands placed on them by customers or even their own subordinate flight test personnel.

Flight test has the potential to be exciting; and somewhat like a box of chocolates, you never know what you might get into on a daily basis. But the box of chocolates has changed in today’s demanding environment for flight test leaders. The emphasis of the dilemma loiters around which skill sets are now necessary; and is there a method to the madness for how existing and up and coming leaders acquire the right skill in time for the next management challenges. It’s a fundamental chicken and the egg concept. For young leaders, choosing the correct training and work experiences that will ultimately make them suitable to interact within today’s business model presents a complex dilemma. For existing leaders trained through the old school combative approach to leadership, the pressure to perform within today’s leadership model presents its share of challenge, stress and anxiety. The box of chocolates concepts presents a contemplative look at how we grow and enhance today’s flight test business leaders so that they can successfully manage within an arena where their performance can determine the ultimate consequences.

Program results are showing that the better test programs are being judged not only by their effectiveness in test but also by how closely they manage cost and schedule and how effectively they communicate with their employees, other leaders and program customers.

The ability to review and approve a stack of run cards no longer becomes the bench mark of an effective flight test leader. A full spectrum of leadership skills; systems engineering knowledge, developing and tracking to technical program baselines, and effective communication skills are just a few of the necessary skills of today’s flight test leadership.

Programs which consume flight test services are being cancelled due to a look at one earned value chart by an overseeing customer. Flight test experiences real time are revealing that the foundational cost necessary to complete verification and validation of the test vehicle; once untouched by such things as program cost and schedule challenges, are now being discretely managed and extensively challenged just as any other developmental IPT. Existing flight test leaders are moving fast to become program managers as opposed to relying on technical expertise as a sole management attribute. Future leaders are scurrying to fill their “box of chocolates” with a varied array of styles; some appeasing to the pallet and easy to digest, some not so.

Terence A. Martin is currently employed with Lockheed Martin Aeronautics in Fort Worth, Texas as an Aeronautical Engineering Manager. He completed graduate level studies in Systems Engineering and is currently studying Systems Analysis at the Naval Postgraduate School. He has accumulated aeronautical experience as a pilot and flight test professional. Terence stays active in military reserve aviation and enjoys educating youth on the opportunities in engineering and aviation.

Terence and his wife Angie are both originally from south Louisiana. They have four children, daughter Colby, daughter India, and twins, daughter Elle and son Terence Jr. Outside of flight test and aviation, Terence stays active in coaching, and enjoys world traveling and outdoor activities with his family.

Terence has been an active member of the North Texas SFTE chapter since 1996.