First Quarter 2010
Volume 4, Number 1
https://isgs.external.lmco.com/secure/connect
Cover Story
Small Wonder, 4
Inside
Supporting A Culture
of Excellence, 6
Educating Industry
and the Community, 11
Seeking Stability, 19
I nsi de
First Quarter
Volume 4, Number 1
Executive Message
The New Reality
Performance
Running It Right
2
3
Cover Story
Small Wonder
4
Human Resources
Supporting A Culture of Excellence
6
Finance and Business Operations
Small Businesses
Make a Large Impact
7
IS&GS-Civil
Ensuring Peak Performance
8
Biometrics Made Easier
8
Personas and Prototyping
9
IS&GS-Defense
Increasing Control
Over Smart Grid Assets
10
Educating Industry
and the Community
11
IS&GS-Global
Facilitating Tactical Images
in Near-Real Time
12
Going Beyond Green
13
IS&GS-Security
History in the Making
14
Video on Demand
15
Enterprise Integration Group
Settling In
16
Strategic Thinking
Maturity Model
17
Readiness & Stability Operations
Highlighting Global Excellence
18
Seeking Stability
19
Newsmakers
20
Outreach
22
Ethics
A Focus on
Compliance in 2010
A Closer Look
Connect is a publication highlighting IS&GS business and employee contributions. Readers are
invited to share news events with their local Communications contact, including volunteer activities,
individual achievements and program accomplishments. Not sure who to contact? Please send your
ideas, suggestions and specific news items to the Connect editor-in-chief listed above on this page.
For more articles, visit Connect online at https://isgs.external.lmco.com/secure/connect.
24
Produced quarterly
and published under
the direction of Judy
Gan, Vice President of
Communications, at
700 North Frederick Ave.,
Gaithersburg, Md. 20879
Kelly Buckingham,
Sr. Manager, Employee
Communications
Stephanie Epstein,
Editor-in-Chief
Diane Johnson,
Designer
John Sechrist,
Web Designer
Contributors:
Michael Friedman, Jan
Gottfredsen, Kimberly
Jaindl, Matt Kramer,
Dorothy Lorence,
Meg Manthey, Beth
Matthews, Liz Morse,
Mark Nelson, John
O’Sullivan, Selena
Robinson, Barbara
Smith and Brad Wolf
Photography:
Kerry Gilbert, Steve
Griffin, Fernando
Hernandez, Art
Hochberg and
Justin Letendre
Extra copies may
be obtained from
Jennifer Adamson,
jennifer.adamson
@lmco.com or
301-240-5440.
Cover Photo:
In January, IS&GS
introduced IronCladTM,
an innovative new
technology that shrinks
a laptop’s hard drive
down to fit on a secure
flash drive.
First Quarter
Executive Message
The New
Reality
Every year, we strive to raise the bar on our
performance and the value we deliver to our
customers, shareholders and workforce. This
year, more than ever, we need to enhance this
focus given the “new reality” in our customer
environment, reflected in our goals for 2010.
First, our customers, ranging from U.S.
Defense Secretary Robert Gates to Federal CIO
Vivek Kundra, are instituting significant changes
in the government technology procurement process to ensure maximum return and value, and to
identify non-performing programs. In this era of
heightened transparency and scrutiny — which our
Chairman and CEO Bob Stevens refers to as “Life
in HD” — we must strive for flawless performance
across our 3,300 programs.
Second, as the growing U.S. federal deficit
impacts discretionary expenditures, our customers are being asked to do more with less and are
Linda Gooden,
Executive Vice President,
Information Systems & Global Services
focusing on relevant, affordable solutions that can
be quickly fielded. It is imperative that we fully
our solutions continue to address our customers’
understand and meet all of our cost, schedule and
evolving challenges and to inspire and promote
other contractual commitments, demonstrate agil-
creativity in developing the best solutions.
ity in responding to new customer requirements
and ensure successful start ups on new programs.
Similarly, we must also meet our financial
meet our goals and even surpass our customers’
expectations while delivering shareholder value. To
commitments to the Corporation and its share-
this end, we should seek opportunities to recognize
holders. While we continue to grow faster than
and celebrate our achievements, whether through
the market, we need to balance our top and bottom
company-sponsored programs such as the IS&GS
line growth to meet expectations for profitability.
Celebration of Excellence, Special Recognition
By addressing our internal cost structure and
or SPOT awards, or informally in our day-to-day
affordability, we will not only increase our returns
interactions with each other. We must also ensure
but also enhance our competitiveness.
that we are always acting with the highest degree
Finally, the changing customer environment
underpins our goal of building A Culture of
2 C on nect
If we bring out the best in each other, we can
of ethics and integrity.
As Vivek Kundra said in a recent interview
Excellence, with key tenants of operational
with InformationWeek, “Culturally, change is
transparency, customer relevancy and innovation.
difficult, but that only deepens our resolve in terms
Fundamental to this culture is an inclusive
of driving forward.” Thank you for everything you
environment of trust and collaboration to ensure
do to move us forward in serving our customers.★
Per f or m ance First Quarter
Running It Right
Corporation
Focuses Attention on
Program Performance
early identification of risks. These organizations
are Performance Excellence led by President Joe
Trench and Program Surveillance led by Vice
President Pamela Blow-Mitchell.
Performance Excellence helps to aggregate
and optimize critical business processes needed to
achieve disciplined operations, disciplined growth,
reinvention, innovation — and ultimately flawless
execution. Program Surveillance provides inde-
Lockheed Martin has a strong reputation for
pendent program reviews and helps to identify,
delivering quality products. Yet our customers’
illuminate and manage risks before they impact
intensified focus on affordability and program
performance.
oversight has sharpened our focus on program
performance management — the approach for
consistently delivering our outstanding products
and services on cost and on schedule.
Led by the Corporate Operations and
However, running it right takes each and
every one us.
“A Culture of Excellence is one in which every
IS&GS employee takes the initiative to understand
how what they do every day contributes to the
Program Management office and Senior Vice
success of our programs, IS&GS and Lockheed
President Mike Joyce, program management
Martin,” says Graham. “In addition, every employee
leaders from all Business Areas recently launched
is encouraged to bring forward innovative ideas, as
the “Run It Right” initiative to ensure that all
well as any risks on our programs.
Lockheed Martin program teams use proven
Connect Runs It Right
Just like Lockheed
Martin programs need
to run it right, so do the
Functional organizations.
IS&GS Communications
has streamlined Connect
to eliminate inserts so that
not only does it reduce
cost, but also it enables
all IS&GS employees to
see the same information.
We hope that you enjoy
this issue!
As a team, I am confident that IS&GS can
processes and tools to deliver quality products
deliver superior program performance to our
and services on time, foster knowledge transfer
customers and be a model in this Corporation
and continuous improvement, and help the
for program performance management.”★
Corporation sustain a competitive advantage
in the marketplace.
“Without continuous improvement and a
disciplined approach to program performance
management, we risk winning fewer new programs,
possible termination of existing programs, lower
award fees and profit ‘de-books’ and losses,”
says Bill Graham, IS&GS Deputy Executive Vice
President. “Our customers expect us to be able
to run programs right, which means effectively
managing program scope, schedule and budget.”
At IS&GS, we have two dedicated organizations to assist our programs in both our endeavor
for superior program performance and in the
Employee Resources
Performance Excellence:
http://pe.isgs.lmco.com
Program Surveillance:
http://programsurveillance.isgs.lmco.com
Corporate Operations & Program Management:
http://unityspaces.global.lmco.com/spaces/Corporate_PM
CPS-026, Program Performance Management:
http://policy.global.lmco.com/p3/lockmart/cps/ice/cps-026.html
CPS-070, Program Management:
http://policy.global.lmco.com/p3/lockmart/cps/oepm/cps-070.html
First Quarter
Cover Story
Small Wonder
Innovative IronCladTM Drives
Create Pocket-Sized PCs
IronClad drives were born out of an internal
research and development (IRAD) project started
in 2007 to take cyber security to the edge, where
Turning innovative ideas into solid products can
networks are most vulnerable. After more than
be a challenging and rewarding process, just ask
two years of development, teaming and testing, the
the IS&GS-Security team that launched the new
IS&GS-Security team is ready to bring the product
IronCladTM USB drive in January. IronClad is
to government agencies and potentially even com-
an innovative new mobile computing technology
mercial customers.
that shrinks a laptop’s hard drive — including the
“USB drives are a problem for organizations
entire operating system, software applications and
trying to manage data at the edge, as opposed
files — onto a secure flash drive.
to inside their facilities,” says IronClad Business
Development Principal Anna Christensen. “If
you can make them as secure as your office
desktop, then you open up a whole new world
of possibilities.”
Users who are on-the-go can plug the flash
drive into just about any computer or laptop in
the world, and have instant, secure access to their
own personal desktop and files. The IronClad
technology runs the operating system directly off
of the flash drive, meaning the user’s files never
touch the hard drive of the borrowed computer,
and the device leaves no trace that it was ever
there. Each IronClad device is fully encrypted and
delivers hardware-level protection against today’s
most insidious malware threats, including nearly
undetectable rootkits.
IronClad technology combines patent-pending
software from Lockheed Martin with secure USB
drives from IronKey, a company in California that
“If you can make them
as secure as your office desktop,
then you open up a whole
new world of possibilities.”
 Anna Christensen
4 C o nn ect
C over St or y First Quarter
manufactures the drives themselves. IronKey’s
drives are rugged, tamper-proof and encrypted.
If a drive is ever lost or stolen, IronClad’s network
management system can order it to self-destruct
next time it is plugged in, erasing all data on the
drive.
“To the best of our knowledge, there’s no
competing product that combines IronKey’s
security features with software that allows it to
function as a hard drive,” says IronClad Program
Manager John Henry. “All you’re doing is borrowing the monitor, keyboard, processor and
random access memory (RAM), and the RAM is
scrubbed when you remove the drive. Everything
you can do from your laptop, you can do from this
USB drive.”
The IronClad innovation opens the door to
many possibilities. For example, frequent business
travelers are all too familiar with the airport secu-
Plugging In Across Lockheed Martin
When the IronClad team demonstrates the technology to employees
across Lockheed Martin, their first response (after “How can I get one
of those?”) is to start talking about how their customers might be able to
use IronClad.
“IronClad is ideal for our existing government customers,” says
rity practice of taking laptops out of their cases
IronClad Deputy Program Manager John Henry. “We’ve already had a
to be run through the scanning machine. If you
number of great interactions internally about ways IronClad can benefit
replace that laptop with a flash drive the size of a
our current programs. It’s a great way to show our customers that we
stick of gum, then you can you move through the
are bringing the full breadth and depth of our innovative technology
line quicker, and you also have more space in your
to bear for them.”
overhead bin.
The IronClad team sees the product as being
Programs can add IronClad to contracts in a number of ways.
IronClad drives are available on Lockheed Martin’s GSA Schedule,
especially appealing to organizations with telecom-
making it easy for government agencies to buy the drives via the GSA’s
muters or workers in the field, such as military
technology catalogue. IronClad drives also can be added directly to
and intelligence units, law enforcement agencies,
existing contracts with customers.
emergency responders, as well as those who handle
If bought through GSA, IronClad drives cost $350 for the 8GB
sensitive information.★
version, and $450 for the 16GB version, plus a $199 service contract
For more information, contact Matt Kramer
at 703-466-2794, [email protected],
or visit www.lockheedmartin.com/products/ironclad
per year, per drive. The service cost covers IronClad’s enterprise
management system that supports and controls each device.
“We’re constantly amazed at the creative ideas that our Lockheed
Martin colleagues come up with for applying IronClad within their
customer communities,” says Henry. “We’re eager to engage with other
programs that have opportunities for making IronClad a part of the
technology and services we deliver for their customers.”
First Quarter
Human Resour ces
Supporting
A Culture of Excellence
A Conversation with
IS&GS’ Vice President
of Human Resources
Q: This past year was a challenging one for
companies across the globe. What is your
advice to employees for 2010?
Cooper: We cannot afford to stand still or focus
IS&GS is a diverse organization
on our past performance. Our industry is highly
that is made up of more than
competitive and does not allow for average per-
46,000 employees who are associ-
formance or complacency. My best advice is for
ated with different Product Lines,
employees to imagine themselves as the business
Functions and teams within the
owner of their role. Owning your role and the
organization, supporting different
contributions that you make to the organization
customers. Engaging and motivat-
will foster a commitment to learning and develop-
ing this workforce so that we can
ment, as well as a personal, vested interest in your
collectively improve our perfor-
contributions to the IS&GS organization. Every
mance, increase profitability and
employee’s contributions impact the organization.
continue to grow the business is a
▲
Shan Cooper
top priority. A key contributor is
Q: The last issue of Connect included details on
the work that the IS&GS Human
the IS&GS 2010 Strategic Plan. What is the
Resources team does, in partner-
connection between Human Resources and
ship with our leaders, to provide
the business’ strategy?
IS&GS employees with the tools and resources
Cooper: The Human Resources team is integral
that they need to be successful in their jobs.
to advancing the organization and dedicated to
Human Resources Vice President Shan Cooper
delivering customer value. We are focusing our
answers some questions on how her team is help-
efforts on delivering both internal and external
ing to foster IS&GS’ Culture of Excellence.
customer value, as well as supporting an agile
workforce. For example, we are working to
Q: What is the Human Resources team’s objective
provide affordable human capital solutions that
address new environmental and business realities.
when supporting IS&GS’ Culture of Excellence?
Cooper: We are dedicated to growing the next
Our team is also leading the organization in ensur-
generation of leaders, being enablers to the busi-
ing that each and every employee’s contributions
ness, serving as stewards of the Lockheed Martin
are welcomed and respected at all levels. Our
culture and acting as advocates of our people. We
employees’ contributions provide IS&GS with its
want to support IS&GS’ efforts to foster an envi-
competitive strength.★
ronment where talented people have a chance to
For more information, contact Stephanie Epstein
at 301-240-5631, [email protected].
contribute, develop and be rewarded. Cultivating
the cultural intelligence of our organization is also
a priority. It is the talent, leadership and culture
of our organization that differentiates us from our
competitors and will drive us forward.
6 C o nn ect
Finance and B usi ness O per at i ons First Quarter
Small Businesses
Make a Large Impact
Partnerships Help Facilitate
Innovation and Performance
Small businesses are integral to Lockheed
Martin’s success. The Global Supply Chain
Management team focuses on developing and
fostering relationships with a diverse business
population for a variety of reasons.
“It is important that we leverage small businesses for innovation and performance excellence.
The relationship with small business benefits both
parties; we get their niche expertise and they get
contract opportunities that they may not be able to
their ability to win government contracts by
▲
get on their own,” says Supply Chain Management
establishing best practices. VIP was so successful
Vice President Lee Sorenson.
that I have been asked to work with the Chamber
IS&GS celebrated Native
American Heritage
Month by honoring small
business advocates across
the Corporation. Nancy
Deskins, Corporate
Director Supplier Diversity,
presented IS&GS Supply
Chain Management Vice
President Lee Sorenson
with a Native American
2009 Advocate Award for
leading IS&GS’ Supply
Chain organization in
reaching their Small
Disadvantaged Business
goal. Additionally, the
Business Area honored
its 14 Native American
2009 Advocates. These
Native American Advocates
were recognized for their
important role in subcontracting goods and services
to federally-recognized
Native American
tribal companies.
Working with a diverse group of small
businesses promotes the growth and competitive
capabilities of these businesses as they develop the
of Commerce team to implement it in Frederick
County, Md., as well,” explains Zuccaro.
Working with small businesses is a key
full scope of business practices needed to grow.
IS&GS Supplier Diversity program initiative.
Lockheed Martin’s supplier diversity mission is to
“It plays a pivotal role in helping us harness and
have a world-class program promoting inclusion of
leverage the capabilities and customer intimacy
small, disadvantaged, woman- and veteran-owned
that small business partners bring to the table,”
businesses, as well as historically black and tribal
says Zuccaro.
colleges, universities and minority institutions, in
business opportunities.
“Small businesses provide IS&GS with the
“Working as a team, the IS&GS Supplier
Diversity program will continue to address our
socioeconomic subcontracting goals by identifying,
opportunity to work with locally-based organiza-
developing and relying upon the capabilities of all
tions that have an interest in the community where
types of small businesses,” adds Sorenson. “As a
they are located. In addition, small businesses are
government contractor, our participation in this
the fastest growing segment of the economy,”
program is imperative for continued innovation
adds Sorenson.
and growth. Not only is it good for our business,
Outreach efforts help to educate small
but also it is a requirement in order to do business
businesses on the opportunities that exist with
with the government. Look for supplier diversity
organizations like IS&GS. For example, IS&GS’
in your organization and keep it in mind when
Senior Purchasing Manager John Zuccaro spear-
assessing new opportunities where supplier diver-
headed the formation of the Veteran Institute for
sity can be used.”★
Procurement (VIP) in Montgomery County, Md.
For more information, contact Regina Stout
at 610-354-3151, [email protected].
“This certification program was designed and
intended for veteran-owned businesses to increase
Co n n ect 7
First Quarter
I S& GS-Civil
Ensuring Peak
Performance
ATOP Team Soars with LM21
The team exceeded all of its performance,
budget and scheduling objectives in part because
Superb performance in refreshed technology
it followed LM21 continuous improvement quality
recently captured significant praise for an Advanced
assurance initiatives.
Technologies and Oceanic Procedures (ATOP)
According to FAA ATOP Program Manager
team who used LM21 Six Sigma process improve-
John Moore, the technology upgrade was “flawless
ment practices to help keep the highly complex
and noteworthy” because the team took portions
project consistently ahead of schedule.
of one of two redundant channels offline and then
A technology refresh was required in 2009
upgraded that portion of the equipment and soft-
for ATOP, the air traffic management system the
ware. Meanwhile, the other channel supported live
Federal Aviation Administration (FAA) uses to
air traffic operations by the controller workforce.
guide aircraft across 80 percent of the world’s
The process was later reversed while the second
managed oceanic routes. ATOP integrates flight
channel was upgraded. “It was an incredibly chal-
and radar data processing, advanced digital
lenging task to completely replace an operational
surveillance and communication capabilities,
system with no impact to our external customers,”
and enhanced controller tool sets.
says Moore.★
Biometrics Made Easier
NGI Program
Reaches
First Milestone
at the CJIS complex in Clarksburg, W. Va., to
replace aging Integrated Automated Fingerprint
Identification System Service Provider Work
Stations. By late April, more than 800 worksta-
Assessing fingerprint
tions will be installed at nine locations across the
matches just became easier
United States.
for the analysts and service
providers of the Federal
milestone, because it was the first thing that was
Bureau of Investigation’s
developed solely under NGI to go through full
(FBI) Criminal Justice
development tests and ultimately deployment
Information Services (CJIS) Division, thanks
throughout the field,” explains NGI Program
to the brand new Advanced Technology Work-
Director Mike Moore. “The big difference with
stations delivered as part of the FBI’s Next
these new workstations is an overall improvement
Generation Identification (NGI) system.
in display quality and the amount of information
In December 2009, IS&GS-Civil’s NGI team
installed 37 Advanced Technology Workstations
8 C o nn ect
“This is the NGI program’s first operational
that can be seen at one time.”★
I S& G S- C i vi l First Quarter
Personas
and Prototyping
Designing IT Applications
For the Lockheed Martin Usability Center, it is all
about walking — or clicking — a mile in someone
else’s shoes.
The Baltimore, Md.-based team’s mission is
to help the Corporation design hardware and software applications with the user in mind. Primarily,
they support the Health Solutions’ Social Security
Administration (SSA) Agency-Wide Support
Services Contract (AWSSC) by creating applications that help deliver benefits to more than 60
million Americans worldwide.
“We start with an understanding of the
business need, and then consider the needs of
the people who are putting their hands on the keyboard,” explains AWSSC Task Manager and User
tasks. That way, the team can move pieces around.
▲
Interface Specialist Kathi Kohlmeyer. “There’s a
This kind of low-fidelity prototyping is essential
lot that goes into human factor engineering — what
to developing a common understanding of how
the system is expected to do, in what environment
an application or system must operate, and leads
the system and the user will work, and what other
to better high-fidelity prototyping. It also helps
applications are required to complete a task. Our
reduce development cost by identifying potential
job is to get inside users’ heads.”
issues early and preventing re-work.
Pictured above are
members of the Usability
Center team. The Usability
Center offers project
managers a collaborative
design curriculum to
help guide the design and
development process.
For more information
about the Usability
Center, contact Kathi
Kohlmeyer at kathleen.
[email protected].
Kohlmeyer says the Usability Center has a
“Before the first line of code is actually
toolkit of techniques and resources to help guide
written, we bring people in and ask them, ‘Does
application development teams through the col-
this work for you? Is the sequence correct?’” says
laborative process.
Senior Usability Designer Margaret DeYoung.
“It’s a lot of coordination,” says Kohlmeyer.
“After spending time with the users, we’ll get
“We identify the issues up front.”
“When you consider how important this
together the project team and brief everyone —
work is to the American public — the American
analysts, programmers, project sponsors — to
Consumer Satisfaction Index says that the SSA
describe the user group in terms of personas. We
Retirement Estimator and iClaim electronic
then take those personas and map them to the
claims-filing Web sites both received top scores
scenarios to help clarify the scope of the system
because they are simple to use and provide people
and the tasks it must support.”
with the information they want — we’re honored
Similar to business process flow exercises,
For more information,
contact Emily Simone
at 301-519-5442,
[email protected].
to be a partner,” says Kohlmeyer.★
the Usability Center makes good use of flip charts
and sticky notes when translating scenarios into
Co n n ect 9
First Quarter
I S& GS-Def ense
Increasing Control
Over Smart Grid Assets
says Larry Easton, Vice President of the IS&GSDefense Ventures Division.
The SEEsuite applications include: SEEload
for Distributed Energy Resource Management,
SEEview for Smart Grid Situational Awareness
and SEEgrid for Integrated Grid Management.
The SEEload tool enables utilities and system
operators to precisely and easily manage demand
response events across an entire distribution
network or down to any substation or individual
▲ The Energy team from left: Greg Hinchman,
circuit. It also manages distributed energy resources
George Karayannis, Gene Turner, Greg Shrack, Sanjeev
Nirmalakhandan, Tom Gregory and Russ Birdsey.
including electric vehicles or energy storage devices
to give utilities greater control over peak system
load and renewable energy availability.
Integrating operational and business systems
Team Launches Command
and Control Software Suite
to provide customers with near real-time insight
across generation, transmission, distribution
and customer systems is the primary focus of
In an effort to assist our customers with smart
the SEEview tool. It allows utilities to sense and
grid management, IS&GS-Defense has launched
respond quickly to changing market conditions,
its SEEsuite™ applications that offer advanced
grid disturbances and unplanned changes to their
grid management applications to give utilities,
generation mix.
system operators and defense customers unprecedented insight into, and control over, their smart
development, will enable utilities to automate the
grid assets.
management of their grid assets and to deploy
The SEEsuite system combines IS&GS-
microgrids to isolate sections of the grid improving
Defense’s expertise in systems-of-systems integra-
grid stability. It also allows defense customers to
tion, service-oriented architectures, cyber security
effectively go ‘off-grid’ for enhanced energy secu-
and mission-critical systems development with
rity during times of natural or man-made disasters.
utility-specific functionality. It helps customers
“The SEEsuite products are the result of
dynamically manage load during times of grid
looking at the new challenges and opportunities
stress and volatile market prices, integrate and
from both the energy provider’s and energy
balance load from distributed energy resources,
consumer’s perspectives,” says Greg Hinchman,
and deploy and manage ‘microgrids’ — portions
Principal Computer Systems Analyst for the
of the electric grid able to operate independently
SEEsuite system. “We see value in harnessing
of the overall grid when necessary.
our expertise and technologies in command and
“We are using advanced information
10 C o nnect
The SEEgrid application, currently in advanced
control and applying them to the transformation
technology to help our customers make the grid
of today’s electrical grid to the smart grid of
more reliable, more secure and more efficient,”
the future.”★
I S& G S- D ef ense First Quarter
Educating Industry
and the Community
IS&GS Sponsors Information
Technology Day Event
IS&GS-Defense was among the many IS&GS
Product Lines that supported the second annual
Information Technology (IT) Day on February 4,
in Jackson, Miss., to promote education awareness,
and encourage networking and collaboration in
the industry and local community.
The event drew more than 600 people from
the surrounding area. With a theme of “Seize
Change,” Lockheed Martin, local IT businesses
and students discussed current topics in technology, emphasizing the importance of business and
IT expanding simultaneously to keep up with a
changing environment.
Technology demonstrations showcased a
wide range of programs, capabilities and advanced
technology solutions. Demonstrations included
VirtuSphere, Defense Interactive, IRAD projects
and IS&GS-Defense’s Army Corps of Engineers-
capabilities and the caliber of the small businesses
▲
Information Technology program.
and students in attendance.”
General Russel L.
Honoré, USA (Ret.)
presents his keynote
speech during the
event. He also signed
copies of his book
for a local vendor.
“IT Day was a resounding success,” says Army
The day-long event was free and open to the
Corps of Engineers ACE-IT initiative Program
public. It included an agenda of educational ses-
Director Brad Eno. “The combination of Lockheed
sions in cyber security, cloud computing and help-
Martin, local IT businesses and student attendees
ful hints for small businesses and students. More
proved to be an invaluable networking and learn-
than 150 students packed the Jackson Convention
ing experience. I was extremely impressed by the
Complex and enjoyed a special session devoted to
helping them understand the growing importance
of IT in the American economy and gain insight
“The combination of Lockheed
on readying themselves for future careers.
Attendees also participated in a luncheon
Martin, local IT businesses and
with keynote speaker, Lt. General Russel L.
student attendees proved to be
Honoré, former commander of Joint Task Force
an invaluable networking and
after Katrina. His speech “See First, Understand
learning experience.”
 Brad Eno
For more information,
contact John O’Sullivan
at 301-623-4497,
john.r.o’[email protected].
First, Act First: Leadership and Preparedness in
the 21st Century,” addressed the need for creating
a culture of preparedness and seizing change.★
Co n n ect 11
First Quarter
I S& GS-Global
Facilitating Tactical Images
in Near-Real Time
Turkish Contract Win Offers
Range of Link 16 Services
design and implement Link16 operations at
national and multinational levels in a timely
and efficient way.
Link 16 is a type of military tactical data
exchange network used by the North Atlantic
Treaty Organization (NATO). It is an advanced
battlespace data communications system, in which
standard specification forms part of the family
of allied Tactical Data Links (TDLs).
The contract, worth a total of $5.9 million,
was won by LMUK IS&GS as the prime contractor to STM, working with Northrop Grumman,
to provide a specialist simulation system. LMUK
IS&GS will provide basic and advanced TDL
and eSMART training; install and license the
electronic Systems Management and Requirements
Transformation (eSMART) Toolset; and supply
proven processes to enable the construction of
national and platform-specific documents for
Link 16 operations.
In addition, a full suite of real-time and non
Lockheed Martin UK Information Systems &
Global Services (LMUK IS&GS) has announced
a contract with Savunma Teknolijileri Muhendislik
Ve Ticaret A. S (STM) of Turkey to supply a
range of Link 16 services to STM and the Turkish
Armed Forces. This five-year contract will enable
STM and the Turkish Armed Forces to plan,
real-time specialist equipment and software tools
from the team, including TIGER, MANDRIL,
PUMA and CIVET, will be provided as part
of a Synthetic Ground Interoperability Test
Environment to simulate the full range of
Multifunctional Information Distribution System/
Link 16 and other TDL messages within a LAN/
WAN test and analysis configuration.
LMUK IS&GS Vice President and Group
“We are delighted to be working with this
new customer and to bring our unrivalled
experience to bear to help them address
their emerging requirements.”
 Jane Cannon
12 C o nnect
Managing Director Jane Cannon says, “The
contract with STM and the Turkish Armed
Forces is another notable win for us and cements
our reputation as the premier provider of Link
16 services and solutions to the international TDL
community. We are delighted to be working with
this new customer and to bring our unrivalled
experience to bear to help them address their
emerging requirements.”★
I S& G S- G l obal First Quarter
Going Beyond Green
Developing a Sustainability
Management Solution
impressions of the actual impact of an organization’s
carbon footprint, whether it involves electrical,
water or waste systems. This is largely because
Go Green is everywhere. Not only is it pervasive
much of the information is
in the media, but also it is a requirement for
inputted and observed
federal government agencies as a result of a recent
manually, and it doesn’t
Presidential Executive Order. Agencies need to set
include a big picture or
goals for improving their own sustainability and
single version of ground
they need to leverage federal purchasing power
truth of the entire, inter-
to promote environmentally-responsible products
connected enterprise.”
and technologies, including a requirement that 95
“Traditional green
percent of all government procurements must have
initiatives such as energy
a meaningful sustainability plan by 2012.
efficiency measures target
To meet this requirement, IS&GS-Global is
only 10-15 percent of the
drawing on its proven Savi SmartChain® software
environmental problems,”
platform that is integrated with wireless sensor
adds Craig Fitzpatrick, head
networks. In addition, the team is working with
of IS&GS-Global’s Future
the Corporate Technology and Engineering group,
Energy Services team.
as well as other company-wide teams, to develop
“Currently, Sustain-
a complete Sustainability Management solution.
ability Management has
These capabilities, already battle-tested with
the ability to save Lockheed
international defense forces, can be easily reconfig-
Martin businesses, as well
ured to address one of the world’s most pressing
as our customers, more than
issues — the ability to automatically monitor the
20 percent on our energy
environmental impact of an organization’s daily
bills. Once we combine our
use of energy, water and waste. By wirelessly
Corporation’s full suite of
monitoring such usage from a robust software
solutions from data visual-
platform, public sector and commercial organiza-
ization to Power Tagging
tions can more accurately assess their overall
to the Space Systems Business Area’s ability to do
carbon footprint and how best to minimize its
atmospheric carbon density monitoring, we will
impact and costs to their operations.
be able to do amazing things. We’ll not only be
“One of the most critical problems facing
the first company to solve the U.S. Government’s
Sustainability Management is the ability to have
Sustainability Management and verification prob-
accurate, timely and network-wide information
lem, but we’ll be the only one who can check our
about an organization’s operational systems,”
math from space.”★
For more information,
contact Mark Nelson
at 650-316-4872,
[email protected].
says IS&GS-Global Director of Strategy and
Development Lance Ludman. “Today, much of
the information used in Sustainability Management
systems is inaccurate, outdated and based on false
Co n n ect 13
First Quarter
I S& GS-Secur i t y
History in the Making
Employee Publishes
Book on the History of
Intelligence, Surveillance
and Reconnaissance
or readily available.
The book includes
information not only
on the tactical reconnaissance aircraft,
The job of a reconnaissance aircraft is
but also the
often to be a silent eye in the sky, gather-
operational users
ing crucial data to help decision makers
and the location
on the ground. IS&GS-Security Program
of surviving
Manager Paul Wagner, in Goodyear,
examples of
Ariz., however, wants to share the history
the aircraft.”
of these quiet heroes. Wagner’s more than
▲
Paul Wagner
40-year experience working in the field of
intelligence, surveillance and reconnais-
Lockheed Martin for more
sance (ISR) inspired him to fill a void in
than nine years and is currently a
aviation history by researching and writing
program manager for Contract and Internal
an in-depth history of tactical reconnais-
Research and Development programs involving
sance aircraft.
“Having spent the majority of my Air Force
Synthetic Aperture Radar (SAR) imaging technologies. This role has included planning and
career in the ISR community, I was frustrated by
conducting experiments using airborne SAR
the lack of recognition and information available
systems, and developing new processing technologies
on the mission and the role of tactical recon-
and applications. Prior to joining Lockheed
naissance in general and tactical reconnaissance
Martin, he spent 22 years serving the United
aircraft,” Wagner says. “The book is a compre-
States Air Force as a Multi-Sensor Image Analyst.
hensive history of United States, Allied and
In December 2009 “Air Force Tac Recce
Non-Allied Air Force tactical reconnaissance
Aircraft: NATO and Non-aligned Western
aircraft operated in Europe during the Cold War.”
European Air Force Tactical Reconnaissance
Wagner has spent more than a decade
Aircraft of the Cold War (1949-1989)” was
collecting information and photographs to tell
officially released through the self-publishing
this story and, in 2004, began the process of writing,
company RoseDog Publishing, Inc. The book is
identifying and having the content reviewed
also available in hard copy and digital versions
by experts.
through www.amazon.com.★
“The target audience for the book is military,
government and defense industry professionals
with an interest in aircraft, ISR systems, and
aviation and military historians,” explains
Wagner. “I hope the book will also be of interest
to aircraft and aircraft model enthusiasts as it
14 C o nnect
Wagner
has worked for
features information not previously published
I S& G S- Secur i t y First Quarter
Video on Demand
Team Delivers Full-Motion
Video System to Customer
of a suite of high-capacity servers that store and
archive video footage from multiple sensors and
unmanned aerial vehicles, coupled with a software
The U.S. Joint Forces Command is testing a brand
system that lets users catalog, tag, search, and
new video intelligence system delivered by IS&GSSecurity that will help commanders take better
control of the flood of video being generated on the
modern battlefield. The Valiant Angel system uses
commercial broadcast television technology and
Lockheed Martin-developed integration applications to help operators and analyst collect, archive,
search, analyze and share full-motion video.
This first Valiant Angel system was delivered
just over 90 days after contract award. Joint
Forces Command awarded a team comprised
of Lockheed Martin, Harris Corporation and
NetApp a $35 million contract to develop the
system in September. The Valiant Angel Network
Operations Center and 20 nodes were delivered
in early December to the Command’s Joint
Intelligence Laboratory, where they have undergone integration testing in advance of a planned
deployment to Afghanistan.
analyze video clips. For instance, users can search
▲
pressing tactical intelligence challenges,” says
the archive for a specific person or vehicle, or they
IS&GS-Security Vice President for Spatial
can fuse mapping, geospatial and multi-source
Solutions Dan Rice. “With so many sensors out
intelligence data with video feeds to conduct
there generating so much video, it can be over-
in-depth analysis. Valiant Angel works with
whelming for the user to manage. Joint Forces
both archived video and with live, video streams.
IS&GS-Security
Software Engineer Ian
Au, right, gives customers
a hands-on experience
with Valiant Angel.
“Full-motion video is one of today’s most
Command recognized early on that this challenge
The Valiant Angel system incorporates
was in need of an innovative new solution — and
tools and technologies from IS&GS-Security’s
one that could get into the hands of warfighters
AudacityTM video analysis system, Harris Corpor-
immediately. We’re proud to be working with
ation’s Full-Motion Video Asset Management
United States Joint Forces Command to rapidly
System (FAMETM), and NetApp’s Data ONTAP
turn Valiant Angel from contract award into an
high-performance storage technology.★
For more information,
contact Matt Kramer
at 703-466-2794,
[email protected].
operational system.”
Once the system completes the testing phase,
the team will produce and field several Valiant
Angel “nodes” to Afghanistan. Each node consists
Co n n ect 15
First Quarter
Enterprise I nt egr at i on G r oup
Settling In
Recent IT Apprentice
Graduate Finds Home
given the opportunity to take on a stretch assignment,” Corry says.
Wolfe worked with Ndrio to gain a better
Knowing what career path you
understanding of his knowledge base and recom-
want to pursue can be a scary
mended Ndrio take MATLAB training while
thought for a high school student.
awaiting clearance.
Luckily, Eldi Ndrio already has
his plan in place. A recent gradu-
began his training in the Advanced Communications
ate from the IS&GS’ Information
and Wireless Solutions group. Since then, he has
Technology (IT) Apprenticeship
found his niche developing MATLAB scripts in
Program, Ndrio has accepted a
support of a communications model for analysis
full-time position in the Enterprise
of cross polarization and depolarization of radio
Integration (EI) Group’s Mission
waves through rain.
Analysis and Innovation (MA&I)
▲
Eldi Ndrio
we learned how to become valued members of a
fifth cohort of IT apprentices in
diverse team, how to use our individual strengths
Valley Forge, Pa., is one example
to achieve mission success, and how to complete
of a successful non-traditional job
assignments successfully and ethically,” Ndrio says.
placement for an apprentice.
According to Strategic Development
program, Esteria Johnson, “Programs like this
“I’m truly honored and proud to be a part of the
EI Group, where I have the opportunity to work
with a wonderful and brilliant group of people.”
Led by the Learning and Development
one provide opportunities for talented high school
organization, Lockheed Martin began the nation’s
students in underutilized populations to earn
first registered IT Apprenticeship Program in
valuable work experience and develop the skills
2002, partnering with the Commonwealth of
necessary to position them for meaningful techni-
Pennsylvania, the School District of Philadelphia
cal careers at Lockheed Martin.”
and the Philadelphia Youth Network. Talented
Career discussions are an integral part of the
high school students enter the program as juniors
IT Apprenticeship Program. While having a career
and complete two years of intensive training in
discussion with Ndrio in 2008, IT Apprenticeship
technical, professional and interpersonal skills.
Operations Manager Gerri Vattimo learned that
The apprentices also receive one year of hands-
Ndrio had a strong interest in math. She set up a
on job experience under the guidance of veteran
mentoring session with MA&I Senior Manager
Lockheed Martin employees. Successful IT
Rob Corry, who also invited Bob Wolfe, Ph.D.,
apprentices are offered permanent positions at
to join, since he has an expertise in modeling
Lockheed Martin and an opportunity to earn a
and simulation for communications systems
college degree.★
engineering.
“Through mentoring, Ndrio’s interest and
16 C o nnect
“Throughout the IT Apprenticeship Program,
division. Ndrio, a member of the
Programs Manager, and co-founder of the
For more information,
contact Brad Wolf
at 610-354-4064,
[email protected].
Once he received security clearance, Ndrio
aptitude for math were identified, and he was
Enterprise I nt egr at i on G r oup First Quarter
Strategic Thinking
Maturity Model
Fostering Employees’
Ability to Drive Strategy
How we solve problems, communicate, create
partnerships, assess risks and opportunities, and
engage the workforce all contribute to successful
strategic thinking initiatives. Earlier this year,
the EI Group launched the Strategic Thinking
Maturity Model to assist employees in improving
their strategic thinking skills. Through a blended
learning approach of videos, dialogues and case
studies, the model aims to cultivate a strategic
thinking environment.
The model enables employees to become more
strategic by examining the concepts that drive
business strategy, and it is also an opportunity
to share ideas. The model focuses on eight key
areas that leadership feels are critical in becoming
empowered strategic thinkers, including Soft Skills,
Performance, Communications, Partnerships,
Systems View, Customer Service, Mission, Vision
The interactive model is available on the
EI Group’s Learning Strategies Unity space. Each
module focuses on key points of strategic thinking
in their respective areas, with corresponding videos
to facilitate discussions. Guidebooks are also available for download to help leaders and employees
chart the course and develop strategic thinking
skills.★
and Strategic Plan, and Business and Marketing.
Vice President Named for Intelligence Programs Division
In January, Jason O’Connor was selected as the new Vice President for the EI Group’s
Intelligence Programs Division (IPD). In this role, O’Connor will lead an organization
that provides a broad array of systems integration and engineering, information technology and consulting services to the Intelligence Community through the performance of
over 30 mission-focused programs.
O’Connor is a Full Spectrum Leader with more than 20 years of experience in highly
diverse engineering domains. During his career, he has supported intelligence, military
and commercial efforts, and, for the past three years, he has served as the Director of
IPD’s Enterprise Systems Unit. He is a Lockheed Martin Qualified Program Manager
and a Certified Information Systems Architect. O’Connor earned a Bachelor’s of Science
degree in Electrical Engineering from Virginia Tech University and a Master’s of
Science degree in Telecommunications and Computer Science from George Washington
University.
First Quarter
Readiness & St abi l i t y O per at i ons
Highlighting Global Excellence
Counter-Narcoterrorism
Technology Team Recognized
choice for the CNTPO customer and counternarcotics community.”
CNTPO Senior Program Manager Todd
From Colombia to Afghanistan, the drug trade
Spires adds, “The team had outstanding growth
promotes the kind of violence and lawlessness
over the past year. The fact that Lockheed Martin
in which terrorist groups can thrive. For the
has been awarded the most task orders and the
Department of Defense’s Counter-Narcoterrorism
most ceiling value of any CNTPO prime says a
Technology Program Office (CNTPO), the man-
great deal about our operational performance.”
date is straightforward: bring down the narcotics
But, as Spires points out, financial metrics do
trade and deal a serious blow to international
not tell the whole story. The team faced a number
terrorism.
of challenges, including integrating a new program
manager (Spires) and pre-award manager, as
well as bringing both up to speed on ID/IQ processes — all the while executing current work and
growing the new business.
Fortunately, the team itself is both dynamic
and solid. “The relationship between the various
functions and the operations team is as strong as
I’ve seen in my career with Lockheed Martin,”
says Spires.
As a result of the team’s continued
performance excellence, new relationships
with strategic customers like the United States
Northern Command and the United States
Southern Command have flourished and work
with traditional CNTPO customers has expanded.
Spires also believes that CNTPO work
▲
CNTPO Areas
of Operation
For more information,
contact Leslie Holoweiko
at 301-543-5550,
[email protected].
18 C o nnect
The Readiness & Stability Operations (RSO)
has led to new business for Lockheed Martin.
CNTPO team that supports this customer through
“The Multi-Sensor Airborne Reconnaissance and
an Indefinite Delivery/Indefinite Quantity (ID/IQ)
Surveillance System win was another significant
vehicle earned the Product Line’s Presidential
way business has been expanded under the CNTPO
Excellence Award for both truly heroic efforts
vehicle,” he notes. “That team, which won a NOVA
and achieving terrific results.
Award for its efforts, has really helped put the
According to RSO Vice President, ID/IQ
Solutions Judy Burke, “On a daily basis, the
company in an excellent position.”
The Global Excellence Award team members
CNTPO team communicates clearly, acts ethi-
include Todd Spires, Christina Plachinski, Gregory
cally and thinks creatively to maintain Lockheed
Roe, Sean Leslie, Glenn Keller, Anthony Martino,
Martin’s position as the services integrator of
Brittany Ericson, Kenneth Majchrzak and Joseph
Rotolo.★
Readiness & St abi l i t y O per at i ons First Quarter
Seeking Stability
Building Security
in South Sudan
cations assistance to operating riverine crafts to
the maintenance of divisional headquarters.
Courses such as Non-Commissioned Officer
Earlier this decade, a genocide that commanded
Training are also made available to the SPLA. In
the world’s attention and horror decimated South
fact, 41 of the 67 graduates of that training went
Sudan, leaving it in a state of such severe instabil-
on to complete the team’s Instructor Certification
ity that the United Nations and the International
Course and to teach basic training themselves, a
Criminal Court were compelled to take immediate
corrective action. It has taken time and the collaboration of many governments, and multinational
bodies, to start making progress in the country.
As part of that effort, PAE supports the
Department of State in its mission to transform
the Sudanese People’s Liberation Army (SPLA)
from a largely guerilla force to a functional military, operating under the auspices of the South
Sudanese government.
“An important element of this transformation
focused on developing the physical infrastructure
that would allow the SPLA to establish command
and control,” says Program Manager Carson
Rassie Erasmus
Gemignani. The PAE program provided all of
the materials, equipment and labor to design and
construct the SPLA Divisional Headquarters in
the Southern Sudan cities of Duar and Mapel.
“We’ve already completed construction on
these two military encampments for more than
point that fills the team members with pride.
“This is what capacity building is all about,”
1,000 personnel — and we’ve completed a fence
Operations Support Manager Eric Hodachok says.
that surrounds the Southern Sudan Interim
“The idea is not to stay forever, but to give them
General Headquarters in Juba,” Gemignani
the tools.”
comments.
The team has not stopped there. Led
There are also several local nationals who
have exceeded performance expectations on their
by Gemignani and Project Manager Marcel
original assignments — and have been offered other
Bahlmann, PAE’s South Sudan team has assisted
positions with the company on different projects.
in a retrofit of the Mapel headquarters to ensure
for locals in the area — and business for in-country
operational.
vendors,” remarks Gemignani. “It helps us incor-
with specific education — from mobile communi-
A PAE engineer in
South Sudan trains a
local national employee.
Employing local nationals
is a key part of capacity
building in challenged
overseas areas — and
their knowledge benefits
the company as well.
“This provides competitive job opportunities
structural stability, ensuring the headquarters was
The PAE team is providing SPLA soldiers
▲
porate critical local knowledge and support into
our programs.”★
Co n n ect 19
First Quarter
Newsmaker s
Software
The Enterprise
Engineering
Intergration
Manager Amir
Group’s Ken
Kazmi received the
Van Meter was
Asian American
elected to the
Most Promising
National Institute
Engineer Award.
of Standards and
This award is
Technology’s
presented by the
(NIST) Smart Grid
Chinese Institute
Interoperability
of Engineers-USA
Panel Governing
organization and
Board. Van Meter
honors outstanding Asian American engineers and
was elected based on his knowledge and extensive
scientists for their personal achievements, as well
experience with high technology industries, includ-
as significant contributions in academia, public
ing energy and telecommunications. The Smart
service and corporate entities. In addition, many
Grid Interoperability Panel is a public-private
of the recipients bring about monumental break-
partnership to support NIST in its endeavor to
throughs in science and technology, often with
coordinate development of a framework that
lasting and global impacts.
includes protocols and model standards for information management to achieve interoperability
of smart grid devices and systems.
New IS&GS Lockheed Martin Fellows and Senior Fellows Announced
The Lockheed Martin Fellows Program is a single
IS&GS-Civil
corporate-wide program to recognize, honor and
New Fellows: Mike Glasgow, Melissa Kirven-
reward the highest levels of accomplishment in the
Brooks, Michael Nance, Sergio Torres, Sagar
individual contributor technical career fields. Less
Vidyasagar, Elton Witt
than one percent of the technical population is
Renewed Fellow: Judith Klein
selected as Fellows or Senior Fellows. Congratulations to IS&GS 2009 new and renewed Fellows
IS&GS-Defense
who began three-year terms on January 1, 2010,
New Fellows: Jennifer Deang, Joe Gothard, Art
giving IS&GS a new total of 78 Fellows and 11
Gower, Russ Johnson, John Noblin, Gary
Senior Fellows.
Phillis, Dave Richmond, Dan Sullivan
Renewed Fellow: John Henderson
IS&GS
New Senior Fellow: Michael McGuire
IS&GS-Security
New Fellows: Bob (Bernard) Lewis, Perri Nejib,
Chief Technology Office
Barry Nutter, Carl Peters, Shawn Riley
New Senior Fellow: Conrad Wiser
20 C o nnect
New Fellows: Bob Fegan, Kevin Woodward
Enterprise Intergration Group
Renewed Fellows: Chung-Fu Chang, Gary Mastin,
New Fellows: Hal Deering, Carl Garthwaite,
Al Piesco
Stephen Giacomucci, Ken Myers, Terri Purdy
Renewed Fellow: Tim Keller
N ew sm aker s First Quarter
▲
Black Engineer
of the Year Awards Presented
Lockheed Martin
Chairman and Chief
Executive Officer Robert
J. Stevens presents the
President’s Award for
IT Leadership to IS&GS
Program Surveillance
Vice President Pamela
Blow-Mitchell.
IS&GS employees were recently recognized
for their achievements in shaping the future
of science, technology and engineering. These
employees were named Modern Day Technology
Leaders and were honored at the Black Engineer
of the Year Awards (BEYA) conference, in
Baltimore, Md., in February. The BEYA Science,
Technology, Engineering and Mathematics Global
Competitiveness Conference is a three-day event
that offers workshops and professional development seminars.
IS&GS award winners include:
President’s Award for IT Leadership
Pamela Blow-Mitchell IS&GS Program
Surveillance
2010 Modern Day Technology Leader Award
Ashish Kejriwal IS&GS-Civil
Channing Corley IS&GS-Civil
Peyton Lassiter IS&GS-Defense
Dean Coleman IS&GS-Civil
Jason Loveland IS&GS-Security
Karen Estelle Dodson IS&GS-Civil
Dawna Morningstar IS&GS-Security
Frantz Gilbert Dussek IS&GS-Security
Integration Group
Steven Esposito Enterprise
Rakesh Patel Enterprise
Integration Group
Khalilah Wilkinson IS&GS-Civil
Tia Furr IS&GS-Civil
Gregory Roberts IS&GS-Security
Matthew Harner Enterprise
Integration Group
IS&GS’ Chief Technology Officer Rick Johnson and IS&GSCivil Vice President Kay Kapoor received the Federal 100 award
from Computer Week and the 1105 Government Information
Group for contributions to the federal IT community. The
Federal 100 award recognizes individuals in government and
industry who made significant contributions to the federal
information technology community in 2009. This year’s winners,
chosen by a select panel of government and industry leaders,
include 30 from industry and 70 from the federal government
— 42 in civilian agencies and 28 in the defense sector.
First Quarter
Outreach
▲ Employees in Santa Maria, Calif., collected toys and
raised more than $700 dollars to support Toys for Tots
during their 3rd Annual Chili Cook Off.
▲ The Outsourcing Desktop Initiative (ODIN) team at
Stennis Space Center, Ms., participated in the Second
Annual Live United — United Way of South Mississippi
Trike Races in November 2009. The ODIN team was the
overall winners with Mark Ashley, winning the Feature
Race. Simone Crider, also won the fan voted “Favorite
Trike Driver” Award. Mark Ashley, Mike Dedeaux, Connie
Hulbert, Terri Anderson and Myles Bernard (pictured)
advanced to the “Stennis Site Wide Trike Race Finals”
in December 2009 where Ashley won second place. The
rivaled race competition between Myles Bernard, Lockheed
Martin, and Al Watkins, AGT, was also held with Bernard
winning back the trike trophy for Lockheed Martin.
▲ Network of Volunteers
(NOVA) members
in Valley Forge, Pa.,
participated in the
Martin Luther King,
Jr. Day of Service at
Valley Forge National
Historical Park.
▲ IS&GS-Security Northern Virginia Advanced Technical Leadership Program participants collected, wrapped and
22 C o nnect
delivered more than 500 presents to INOVA Pediatric Hospital. The team held a party for patients and their families to
deliver the gifts and bring some needed holiday cheer.
O ut r each First Quarter
▲ The Northern Virginia chapter of the EnVision affinity
group collected more than 220 items of clothing to donate
to Boaz & Ruth, an organization that provides services to
people returning from the Virginia Correctional System.
The organization provides halfway homes, clothing,
mentoring and job creation to help stabilize the community.
The drive is a part of the larger effort the team calls the
“Small Acts of Kindness Campaign.”
▲ PAE employees in South Sudan enjoy helping at an
orphanage in Juba, where they have donated money, clothing
and toys. Pictured is PAE Mission Information Officer
Brian Dempsey surrounded by children at the orphanage.
▲ IS&GS employees presented Watkins Mill High School in Montgomery County, Md., and Charles Herbert Flowers
High School in Prince George’s County, Md., with checks to support their science, technology, engineering and math
programs. Darryl Dortch, Desira Stearns and Sarn Bien-Amie presented a check for $10,000 to the Watkins Mill High
School Project Lead the Way (PLTW) program leads (pictured), and Darryl Durst, Rick Williams and Desira Stearns
presented a check for $13,000 to the Flowers High School PLTW program leads. Norristown High School in Norristown, Pa.,
also received a $10,000 PLTW grant.
PLTW is a key component of Engineers in the Classroom and Lockheed Martin’s corporate K-12 education outreach
strategy. In communities where its employees live and work, the Corporation strategically partners with select PLTW
schools to supplement the pre-engineering course-work by closely working with students to provide real-world examples of
the curriculum in practice, serving as mentors to students, and acting as industry advisors to PLTW teachers.
Co n n ect 23
First Quarter
Ethics
A Focus on
Compliance in 2010
Charging Your Time
Compliance Forms
the Foundation for a
Strong Ethical Culture
It is imperative that all employees reaffirm
their commitment to accurate and timely
Conducting business in accordance with applicable
laws, rules and regulations is of the utmost importance to the business and will always be a top
priority for IS&GS and Lockheed Martin.
To ensure full compliance in this regard,
the Corporation’s Business Conduct
Compliance Training program
requires employees to
complete certain
courses designed
to raise
awareness
of key topics.
The IS&GS Ethics
Office recognizes that this requires
a significant time commitment on the
part of employees. To ensure employees are only
taking the courses they need and that add value to
the business, a focused effort has been underway
to re-baseline compliance training across the
Business Area. This effort will ensure the efficient
use of our training resources, while still addressing
any key risk areas. The end result will be a more
focused, streamlined and tailored training plan
for employees.
Look for a possible change to your Compliance
Training Plan. Most importantly, stay engaged
and ensure that you complete your required training courses because IS&GS performance depends
on full compliance from every employee.★
For more information, contact Joseph Kale
at 301-240-7525, [email protected].
24 C o nnect
labor charging. Employees are required from
the outset of employment to recognize and
strictly practice proper labor charging. This
responsibility is an area where we must apply
our highest ethical standards, because our
reputation and our business depend on it.
All employees must follow these basic rules
when charging their time:
••Charge what you work.
••Know what you are charging.
••Do not record hours while not working
(e.g. breaks, lunch, etc.).
••Enter your time daily.
Managers have the added responsibility
of ensuring each of their employees has the
tools and training necessary to adhere to
IS&GS’ labor charging policies and procedures. All employees should complete the
Labor Charging course in the Learning
Management System.
For additional information on IS&GS
labor charging practices, please reference
SOE-0457 Labor Charging Guidance or
contact your manager or Human Resources
business partner.
©Copyright
2010,
Lockheed Martin Corporation
All rights reserved.
This publication is printed using vegetable-based
inks on paper certified by the Forest Stewardship
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dedicated to ensuring that the world’s forests are
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