- Problem: A Texas-based defense contractor serving clients, including the U.S. Air Force and the Commonwealth of Australia, faced significant challenges in managing proposal leadership for 250 technical and non-technical personnel. The company needed to oversee a development scope and multiple capture efforts frequently exceeding $100M.
- Solution: A product team of 100 technical and non-technical personnel was managed across various baselines. The team was led through a transition from a traditional waterfall approach to an agile software development methodology, implementing model-based engineering to enhance process integration. This approach improved the team’s adaptability and responsiveness to project demands, ultimately facilitating more efficient project execution.
- Results: The transition to agile software development and the implementation of model-based engineering resulted in a reduction of overall program costs by $25M. Additionally, the enhanced efficiency and streamlined processes led to a 100% proposal win rate. This success not only benefited the $500M organization but also ensured the successful management of high-value capture efforts, demonstrating the effectiveness of the new methodologies and leadership approach.
