Page 230 - MY STORY

not nearly enough to performance attainment. This

problem had been brewing for some period of time.

The results of this program were to be shared with high

levels of DoD leadership, and verbal commitments had
been made related to the key performance goals that were
pretty much “cast in concrete.” I was concerned enough

about the direction of this program to tell my management
that they needed a change in program leadership! The
existing leaders were either not capable of directing the

team to meet the lofty commitments, or they were
ignoring them in order to meet near-term cost and

schedule milestones. I forecasted that the program would
fail to meet the promised goals.

Phantom Works management then asked if I would be

willing to take a leadership role in the program, but I told
them that Alan W would be a better choice based on his

prior (and successful) history with similar aircraft and that
I could easily take over the S/CSA organization if Alan
took on this new role and support Alan with the best

technology available. Alan had no idea I had met with or
was talking to management about this potential new
assignment for him.