Cover Story Inside - Lockheed Martin

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

Inside 

First Quarter 

Volume 4, Number 1 

Executive Message 

The New Reality 2 

Performance 

Running It Right 3 


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 


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 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. 

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. 

Cover Photo: 

In January, IS&GS 

introduced IronClad TM , 

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 

2 Connect 

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 

focusing on relevant, affordable solutions that can 

be quickly fielded. It is imperative that we fully 

understand and meet all of our cost, schedule and 

other contractual commitments, demonstrate agility 

in responding to new customer requirements 

and ensure successful start ups on new programs. 

Similarly, we must also meet our financial 

commitments to the Corporation and its shareholders. 

While we continue to grow faster than 

the market, we need to balance our top and bottom 

line growth to meet expectations for profitability. 

By addressing our internal cost structure and 

affordability, we will not only increase our returns 

but also enhance our competitiveness. 

Finally, the changing customer environment 

underpins our goal of building A Culture of 

Excellence, with key tenants of operational 

transparency, customer relevancy and innovation. 

Fundamental to this culture is an inclusive 

environment of trust and collaboration to ensure 

Linda Gooden, 

Executive Vice President, 

Information Systems & Global Services 

our solutions continue to address our customers’ 

evolving challenges and to inspire and promote 

creativity in developing the best solutions. 

If we bring out the best in each other, we can 

meet our goals and even surpass our customers’ 

expectations while delivering shareholder value. To 

this end, we should seek opportunities to recognize 

and celebrate our achievements, whether through 

company-sponsored programs such as the IS&GS 

Celebration of Excellence, Special Recognition 

or SPOT awards, or informally in our day-to-day 

interactions with each other. We must also ensure 

that we are always acting with the highest degree 

of ethics and integrity. 

As Vivek Kundra said in a recent interview 

with InformationWeek, “Culturally, change is 

difficult, but that only deepens our resolve in terms 

of driving forward.” Thank you for everything you 

do to move us forward in serving our customers.★

Performance 

First Quarter 

Running It Right 

Corporation 

Focuses Attention on 

Program Performance 

Lockheed Martin has a strong reputation for 

delivering quality products. Yet our customers’ 

intensified focus on affordability and program 

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 

Program Management office and Senior Vice 

President Mike Joyce, program management 

leaders from all Business Areas recently launched 

the “Run It Right” initiative to ensure that all 

Lockheed Martin program teams use proven 

processes and tools to deliver quality products 

and services on time, foster knowledge transfer 

and continuous improvement, and help the 

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 

early identification of risks. These organizations 

Connect Runs It Right 

are Performance Excellence led by President Joe Just like Lockheed 

Trench and Program Surveillance led by Vice Martin programs need 

President Pamela Blow-Mitchell. 

to run it right, so do the 

Performance Excellence helps to aggregate 

Functional organizations. 

IS&GS Communications 

and optimize critical business processes needed to 

has streamlined Connect 

achieve disciplined operations, disciplined growth, to eliminate inserts so that 

reinvention, innovation — and ultimately flawless not only does it reduce 

execution. Program Surveillance provides independent 

program reviews and helps to identify, all IS&GS employees to 

cost, but also it enables 

see the same information. 

illuminate and manage risks before they impact 

We hope that you enjoy 

performance. 

this issue! 

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 

success of our programs, IS&GS and Lockheed 

Martin,” says Graham. “In addition, every employee 

is encouraged to bring forward innovative ideas, as 

well as any risks on our programs. 

As a team, I am confident that IS&GS can 

deliver superior program performance to our 

customers and be a model in this Corporation 

for program performance management.”★ 

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 


Small Wonder 

Innovative IronClad TM Drives 

Create Pocket-Sized PCs 

Turning innovative ideas into solid products can 

be a challenging and rewarding process, just ask 

the IS&GS-Security team that launched the new 

IronClad TM USB drive in January. IronClad is 

an innovative new mobile computing technology 

that shrinks a laptop’s hard drive — including the 

entire operating system, software applications and 

files — onto a secure flash drive. 

IronClad drives were born out of an internal 

research and development (IRAD) project started 

in 2007 to take cyber security to the edge, where 

networks are most vulnerable. After more than 

two years of development, teaming and testing, the 

IS&GS-Security team is ready to bring the product 

to government agencies and potentially even commercial 

customers. 

“USB drives are a problem for organizations 

trying to manage data at the edge, as opposed 

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.” 

4 Connect 

Anna Christensen


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 security 

practice of taking laptops out of their cases 

to be run through the scanning machine. If you 

replace that laptop with a flash drive the size of a 

stick of gum, then you can you move through the 

line quicker, and you also have more space in your 

overhead bin. 

The IronClad team sees the product as being 

especially appealing to organizations with telecommuters 

or workers in the field, such as military 

and intelligence units, law enforcement agencies, 

emergency responders, as well as those who handle 

sensitive information.★ 

For more information, contact Matt Kramer 

at 703-466-2794, matthew.s.kramer@lmco.com, 

or visit www.lockheedmartin.com/products/ironclad 

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 

IronClad Deputy Program Manager John Henry. “We’ve already had a 

number of great interactions internally about ways IronClad can benefit 

our current programs. It’s a great way to show our customers that we 

are bringing the full breadth and depth of our innovative technology 

to bear for them.” 

Programs can add IronClad to contracts in a number of ways. 

IronClad drives are available on Lockheed Martin’s GSA Schedule, 

making it easy for government agencies to buy the drives via the GSA’s 

technology catalogue. IronClad drives also can be added directly to 

existing contracts with customers. 

If bought through GSA, IronClad drives cost $350 for the 8GB 

version, and $450 for the 16GB version, plus a $199 service contract 

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 Resources 

Supporting 

A Culture of Excellence 

6 Connect 

▲ 

Shan Cooper 

A Conversation with 

IS&GS’ Vice President 

of Human Resources 

IS&GS is a diverse organization 

that is made up of more than 

46,000 employees who are associated 

with different Product Lines, 

Functions and teams within the 

organization, supporting different 

customers. Engaging and motivating 

this workforce so that we can 

collectively improve our performance, 

increase profitability and 

continue to grow the business is a 

top priority. A key contributor is 

the work that the IS&GS Human 

Resources team does, in partnership 

with our leaders, to provide 

IS&GS employees with the tools and resources 

that they need to be successful in their jobs. 

Human Resources Vice President Shan Cooper 

answers some questions on how her team is helping 

to foster IS&GS’ Culture of Excellence. 

Q: What is the Human Resources team’s objective 

when supporting IS&GS’ Culture of Excellence? 

Cooper: We are dedicated to growing the next 

generation of leaders, being enablers to the business, 

serving as stewards of the Lockheed Martin 

culture and acting as advocates of our people. We 

want to support IS&GS’ efforts to foster an environment 

where talented people have a chance to 

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. 

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 

on our past performance. Our industry is highly 

competitive and does not allow for average performance 

or complacency. My best advice is for 

employees to imagine themselves as the business 

owner of their role. Owning your role and the 

contributions that you make to the organization 

will foster a commitment to learning and development, 

as well as a personal, vested interest in your 

contributions to the IS&GS organization. Every 

employee’s contributions impact the organization. 

Q: The last issue of Connect included details on 

the IS&GS 2010 Strategic Plan. What is the 

connection between Human Resources and 

the business’ strategy? 

Cooper: The Human Resources team is integral 

to advancing the organization and dedicated to 

delivering customer value. We are focusing our 

efforts on delivering both internal and external 

customer value, as well as supporting an agile 

workforce. For example, we are working to 

provide affordable human capital solutions that 

address new environmental and business realities. 

Our team is also leading the organization in ensuring 

that each and every employee’s contributions 

are welcomed and respected at all levels. Our 

employees’ contributions provide IS&GS with its 

competitive strength.★ 

For more information, contact Stephanie Epstein 

at 301-240-5631, stephanie.epstein@lmco.com.

Finance and Business Operations 

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 

get on their own,” says Supply Chain Management 

Vice President Lee Sorenson. 

Working with a diverse group of small 

businesses promotes the growth and competitive 

capabilities of these businesses as they develop the 

full scope of business practices needed to grow. 

Lockheed Martin’s supplier diversity mission is to 

have a world-class program promoting inclusion of 

small, disadvantaged, woman- and veteran-owned 

businesses, as well as historically black and tribal 

colleges, universities and minority institutions, in 

business opportunities. 

“Small businesses provide IS&GS with the 

opportunity to work with locally-based organizations 

that have an interest in the community where 

they are located. In addition, small businesses are 

the fastest growing segment of the economy,” 

adds Sorenson. 

Outreach efforts help to educate small 

businesses on the opportunities that exist with 

organizations like IS&GS. For example, IS&GS’ 

Senior Purchasing Manager John Zuccaro spearheaded 

the formation of the Veteran Institute for 

Procurement (VIP) in Montgomery County, Md. 

“This certification program was designed and 

intended for veteran-owned businesses to increase 

their ability to win government contracts by 

establishing best practices. VIP was so successful 

that I have been asked to work with the Chamber 

of Commerce team to implement it in Frederick 

County, Md., as well,” explains Zuccaro. 

Working with small businesses is a key 

IS&GS Supplier Diversity program initiative. 

“It plays a pivotal role in helping us harness and 

leverage the capabilities and customer intimacy 

that small business partners bring to the table,” 

says Zuccaro. 

“Working as a team, the IS&GS Supplier 

Diversity program will continue to address our 

socioeconomic subcontracting goals by identifying, 

developing and relying upon the capabilities of all 

types of small businesses,” adds Sorenson. “As a 

government contractor, our participation in this 

program is imperative for continued innovation 

and growth. Not only is it good for our business, 

but also it is a requirement in order to do business 

with the government. Look for supplier diversity 

in your organization and keep it in mind when 

assessing new opportunities where supplier diversity 

can be used.”★ 

For more information, contact Regina Stout 

at 610-354-3151, regina.stout@lmco.com. 

▲ 

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. 

Connect 7

First Quarter 

IS&GS-Civil 

Ensuring Peak 

Performance 

ATOP Team Soars with LM21 

Superb performance in refreshed technology 

recently captured significant praise for an Advanced 

Technologies and Oceanic Procedures (ATOP) 

team who used LM21 Six Sigma process improvement 

practices to help keep the highly complex 

project consistently ahead of schedule. 

A technology refresh was required in 2009 

for ATOP, the air traffic management system the 

Federal Aviation Administration (FAA) uses to 

guide aircraft across 80 percent of the world’s 

managed oceanic routes. ATOP integrates flight 

and radar data processing, advanced digital 

surveillance and communication capabilities, 

and enhanced controller tool sets. 

The team exceeded all of its performance, 

budget and scheduling objectives in part because 

it followed LM21 continuous improvement quality 

assurance initiatives. 

According to FAA ATOP Program Manager 

John Moore, the technology upgrade was “flawless 

and noteworthy” because the team took portions 

of one of two redundant channels offline and then 

upgraded that portion of the equipment and software. 

Meanwhile, the other channel supported live 

air traffic operations by the controller workforce. 

The process was later reversed while the second 

channel was upgraded. “It was an incredibly challenging 

task to completely replace an operational 

system with no impact to our external customers,” 

says Moore.★ 

Biometrics Made Easier 

8 Connect 

NGI Program 

Reaches 

First Milestone 

Assessing fingerprint 

matches just became easier 

for the analysts and service 

providers of the Federal 

Bureau of Investigation’s 

(FBI) Criminal Justice 

Information Services (CJIS) Division, thanks 

to the brand new Advanced Technology Workstations 

delivered as part of the FBI’s Next 

Generation Identification (NGI) system. 

In December 2009, IS&GS-Civil’s NGI team 

installed 37 Advanced Technology Workstations 

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 workstations 

will be installed at nine locations across the 

United States. 

“This is the NGI program’s first operational 

milestone, because it was the first thing that was 

developed solely under NGI to go through full 

development tests and ultimately deployment 

throughout the field,” explains NGI Program 

Director Mike Moore. “The big difference with 

these new workstations is an overall improvement 

in display quality and the amount of information 

that can be seen at one time.”★

IS&GS-Civil 

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 

Interface Specialist Kathi Kohlmeyer. “There’s a 

lot that goes into human factor engineering — what 

the system is expected to do, in what environment 

the system and the user will work, and what other 

applications are required to complete a task. Our 

job is to get inside users’ heads.” 

Kohlmeyer says the Usability Center has a 

toolkit of techniques and resources to help guide 

application development teams through the collaborative 

process. 

“It’s a lot of coordination,” says Kohlmeyer. 

“After spending time with the users, we’ll get 

together the project team and brief everyone — 

analysts, programmers, project sponsors — to 

describe the user group in terms of personas. We 

then take those personas and map them to the 

scenarios to help clarify the scope of the system 

and the tasks it must support.” 

Similar to business process flow exercises, 

the Usability Center makes good use of flip charts 

and sticky notes when translating scenarios into 

tasks. That way, the team can move pieces around. 

This kind of low-fidelity prototyping is essential 

to developing a common understanding of how 

an application or system must operate, and leads 

to better high-fidelity prototyping. It also helps 

reduce development cost by identifying potential 

issues early and preventing re-work. 

“Before the first line of code is actually 

written, we bring people in and ask them, ‘Does 

this work for you? Is the sequence correct?’” says 

Senior Usability Designer Margaret DeYoung. 

“We identify the issues up front.” 

“When you consider how important this 

work is to the American public — the American 

Consumer Satisfaction Index says that the SSA 

Retirement Estimator and iClaim electronic 

claims-filing Web sites both received top scores 

because they are simple to use and provide people 

with the information they want — we’re honored 

to be a partner,” says Kohlmeyer.★ 

▲ 

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. 

kohlmeyer@lmco.com. 

For more information, 

contact Emily Simone 

at 301-519-5442, 

emily.simone@lmco.com. 

Connect 9

First Quarter 

IS&GS-Defense 

Increasing Control 

Over Smart Grid Assets 

10 Connect 

▲ The Energy team from left: Greg Hinchman, 

George Karayannis, Gene Turner, Greg Shrack, Sanjeev 

Nirmalakhandan, Tom Gregory and Russ Birdsey. 

Team Launches Command 

and Control Software Suite 

In an effort to assist our customers with smart 

grid management, IS&GS-Defense has launched 

its SEEsuite applications that offer advanced 

grid management applications to give utilities, 

system operators and defense customers unprecedented 

insight into, and control over, their smart 

grid assets. 

The SEEsuite system combines IS&GS- 

Defense’s expertise in systems-of-systems integration, 

service-oriented architectures, cyber security 

and mission-critical systems development with 

utility-specific functionality. It helps customers 

dynamically manage load during times of grid 

stress and volatile market prices, integrate and 

balance load from distributed energy resources, 

and deploy and manage ‘microgrids’ — portions 

of the electric grid able to operate independently 

of the overall grid when necessary. 

“We are using advanced information 

technology to help our customers make the grid 

more reliable, more secure and more efficient,” 

says Larry Easton, Vice President of the IS&GS- 

Defense 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 

circuit. It also manages distributed energy resources 

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 

to provide customers with near real-time insight 

across generation, transmission, distribution 

and customer systems is the primary focus of 

the SEEview tool. It allows utilities to sense and 

respond quickly to changing market conditions, 

grid disturbances and unplanned changes to their 

generation mix. 

The SEEgrid application, currently in advanced 

development, will enable utilities to automate the 

management of their grid assets and to deploy 

microgrids to isolate sections of the grid improving 

grid stability. It also allows defense customers to 

effectively go ‘off-grid’ for enhanced energy security 

during times of natural or man-made disasters. 

“The SEEsuite products are the result of 

looking at the new challenges and opportunities 

from both the energy provider’s and energy 

consumer’s perspectives,” says Greg Hinchman, 

Principal Computer Systems Analyst for the 

SEEsuite system. “We see value in harnessing 

our expertise and technologies in command and 

control and applying them to the transformation 

of today’s electrical grid to the smart grid of 

the future.”★

IS&GS-Defense 

First Quarter 


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- 

Information Technology program. 

“IT Day was a resounding success,” says Army 

Corps of Engineers ACE-IT initiative Program 

Director Brad Eno. “The combination of Lockheed 

Martin, local IT businesses and student attendees 

proved to be an invaluable networking and learning 

experience. I was extremely impressed by the 

“The combination of Lockheed 

Martin, local IT businesses and 

student attendees proved to be 

an invaluable networking and 

learning experience.” 

Brad Eno 

capabilities and the caliber of the small businesses 

and students in attendance.” 

The day-long event was free and open to the 

public. It included an agenda of educational sessions 

in cyber security, cloud computing and helpful 

hints for small businesses and students. More 

than 150 students packed the Jackson Convention 

Complex and enjoyed a special session devoted to 

helping them understand the growing importance 

of IT in the American economy and gain insight 

on readying themselves for future careers. 

Attendees also participated in a luncheon 

with keynote speaker, Lt. General Russel L. 

Honoré, former commander of Joint Task Force 

after Katrina. His speech “See First, Understand 

First, Act First: Leadership and Preparedness in 

the 21st Century,” addressed the need for creating 

a culture of preparedness and seizing change.★ 

▲ 

General Russel L. 

Honoré, USA (Ret.) 

presents his keynote 

speech during the 

event. He also signed 

copies of his book 

for a local vendor. 


contact John O’Sullivan 

at 301-623-4497, 

john.r.o’sullivan@lmco.com. 

Connect 11

First Quarter 

IS&GS-Global 

Facilitating Tactical Images 

in Near-Real Time 

12 Connect 

Turkish Contract Win Offers 

Range of Link 16 Services 

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, 

“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 

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 

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 

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.”★

IS&GS-Global 

First Quarter 

Going Beyond Green 

Developing a Sustainability 

Management Solution 

Go Green is everywhere. Not only is it pervasive 

in the media, but also it is a requirement for 

federal government agencies as a result of a recent 

Presidential Executive Order. Agencies need to set 

goals for improving their own sustainability and 

they need to leverage federal purchasing power 

to promote environmentally-responsible products 

and technologies, including a requirement that 95 

percent of all government procurements must have 

a meaningful sustainability plan by 2012. 

To meet this requirement, IS&GS-Global is 

drawing on its proven Savi SmartChain ® software 

platform that is integrated with wireless sensor 

networks. In addition, the team is working with 

the Corporate Technology and Engineering group, 

as well as other company-wide teams, to develop 

a complete Sustainability Management solution. 

These capabilities, already battle-tested with 

international defense forces, can be easily reconfigured 

to address one of the world’s most pressing 

issues — the ability to automatically monitor the 

environmental impact of an organization’s daily 

use of energy, water and waste. By wirelessly 

monitoring such usage from a robust software 

platform, public sector and commercial organizations 

can more accurately assess their overall 

carbon footprint and how best to minimize its 

impact and costs to their operations. 

“One of the most critical problems facing 

Sustainability Management is the ability to have 

accurate, timely and network-wide information 

about an organization’s operational systems,” 

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 

impressions of the actual impact of an organization’s 

carbon footprint, whether it involves electrical, 

water or waste systems. This is largely because 

much of the information is 

inputted and observed 

manually, and it doesn’t 

include a big picture or 

single version of ground 

truth of the entire, interconnected 

enterprise.” 

“Traditional green 

initiatives such as energy 

efficiency measures target 

only 10-15 percent of the 

environmental problems,” 

adds Craig Fitzpatrick, head 

of IS&GS-Global’s Future 

Energy Services team. 

“Currently, Sustainability 

Management has 

the ability to save Lockheed 

Martin businesses, as well 

as our customers, more than 

20 percent on our energy 

bills. Once we combine our 

Corporation’s full suite of 

solutions from data visualization 

to Power Tagging 

to the Space Systems Business Area’s ability to do 

atmospheric carbon density monitoring, we will 

be able to do amazing things. We’ll not only be 

the first company to solve the U.S. Government’s 

Sustainability Management and verification problem, 

but we’ll be the only one who can check our 

math from space.”★ 


contact Mark Nelson 

at 650-316-4872, 

mark.x.nelson@lmco.com. 

Connect 13

First Quarter 


History in the Making 

14 Connect 

▲ 

Paul Wagner 

Employee Publishes 

Book on the History of 

Intelligence, Surveillance 

and Reconnaissance 

The job of a reconnaissance aircraft is 

often to be a silent eye in the sky, gathering 

crucial data to help decision makers 

on the ground. IS&GS-Security Program 

Manager Paul Wagner, in Goodyear, 

Ariz., however, wants to share the history 

of these quiet heroes. Wagner’s more than 

40-year experience working in the field of 

intelligence, surveillance and reconnaissance 

(ISR) inspired him to fill a void in 

aviation history by researching and writing 

an in-depth history of tactical reconnaissance 

aircraft. 

“Having spent the majority of my Air Force 

career in the ISR community, I was frustrated by 

the lack of recognition and information available 

on the mission and the role of tactical reconnaissance 

in general and tactical reconnaissance 

aircraft,” Wagner says. “The book is a comprehensive 

history of United States, Allied and 

Non-Allied Air Force tactical reconnaissance 

aircraft operated in Europe during the Cold War.” 

Wagner has spent more than a decade 

collecting information and photographs to tell 

this story and, in 2004, began the process of writing, 

identifying and having the content reviewed 

by experts. 

“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 

features information not previously published 

or readily available. 

The book includes 

information not only 

on the tactical reconnaissance 

aircraft, 

but also the 

operational users 

and the location 

of surviving 

examples of 

the aircraft.” 

Wagner 

has worked for 

Lockheed Martin for more 

than nine years and is currently a 

program manager for Contract and Internal 

Research and Development programs involving 

Synthetic Aperture Radar (SAR) imaging technologies. 

This role has included planning and 

conducting experiments using airborne SAR 

systems, and developing new processing technologies 

and applications. Prior to joining Lockheed 

Martin, he spent 22 years serving the United 

States Air Force as a Multi-Sensor Image Analyst. 

In December 2009 “Air Force Tac Recce 

Aircraft: NATO and Non-aligned Western 

European Air Force Tactical Reconnaissance 

Aircraft of the Cold War (1949-1989)” was 

officially released through the self-publishing 

company RoseDog Publishing, Inc. The book is 

also available in hard copy and digital versions 

through www.amazon.com.★


First Quarter 

Video on Demand 

Team Delivers Full-Motion 

Video System to Customer 

The U.S. Joint Forces Command is testing a brand 

new video intelligence system delivered by IS&GS- 

Security 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. 

“Full-motion video is one of today’s most 

pressing tactical intelligence challenges,” says 

IS&GS-Security Vice President for Spatial 

Solutions Dan Rice. “With so many sensors out 

there generating so much video, it can be overwhelming 

for the user to manage. Joint Forces 

Command recognized early on that this challenge 

was in need of an innovative new solution — and 

one that could get into the hands of warfighters 

immediately. We’re proud to be working with 

United States Joint Forces Command to rapidly 

turn Valiant Angel from contract award into an 

operational system.” 

Once the system completes the testing phase, 

the team will produce and field several Valiant 

Angel “nodes” to Afghanistan. Each node consists 

of a suite of high-capacity servers that store and 

archive video footage from multiple sensors and 

unmanned aerial vehicles, coupled with a software 

system that lets users catalog, tag, search, and 

analyze video clips. For instance, users can search 

the archive for a specific person or vehicle, or they 

can fuse mapping, geospatial and multi-source 

intelligence data with video feeds to conduct 

in-depth analysis. Valiant Angel works with 

both archived video and with live, video streams. 

The Valiant Angel system incorporates 

tools and technologies from IS&GS-Security’s 

Audacity TM video analysis system, Harris Corporation’s 

Full-Motion Video Asset Management 

System (FAME TM ), and NetApp’s Data ONTAP 

high-performance storage technology.★ 

▲ 


Software Engineer Ian 

Au, right, gives customers 

a hands-on experience 

with Valiant Angel. 


contact Matt Kramer 

at 703-466-2794, 

matthew.s.kramer@lmco.com. 

Connect 15

First Quarter 


Settling In 

16 Connect 

▲ 

Eldi Ndrio 


contact Brad Wolf 

at 610-354-4064, 

bradley.l.wolf@lmco.com. 

Recent IT Apprentice 

Graduate Finds Home 

Knowing what career path you 

want to pursue can be a scary 

thought for a high school student. 

Luckily, Eldi Ndrio already has 

his plan in place. A recent graduate 

from the IS&GS’ Information 

Technology (IT) Apprenticeship 

Program, Ndrio has accepted a 

full-time position in the Enterprise 

Integration (EI) Group’s Mission 

Analysis and Innovation (MA&I) 

division. Ndrio, a member of the 

fifth cohort of IT apprentices in 

Valley Forge, Pa., is one example 

of a successful non-traditional job 

placement for an apprentice. 

According to Strategic Development 

Programs Manager, and co-founder of the 

program, Esteria Johnson, “Programs like this 

one provide opportunities for talented high school 

students in underutilized populations to earn 

valuable work experience and develop the skills 

necessary to position them for meaningful technical 

careers at Lockheed Martin.” 

Career discussions are an integral part of the 

IT Apprenticeship Program. While having a career 

discussion with Ndrio in 2008, IT Apprenticeship 

Operations Manager Gerri Vattimo learned that 

Ndrio had a strong interest in math. She set up a 

mentoring session with MA&I Senior Manager 

Rob Corry, who also invited Bob Wolfe, Ph.D., 

to join, since he has an expertise in modeling 

and simulation for communications systems 

engineering. 

“Through mentoring, Ndrio’s interest and 

aptitude for math were identified, and he was 

given the opportunity to take on a stretch assignment,” 

Corry says. 

Wolfe worked with Ndrio to gain a better 

understanding of his knowledge base and recommended 

Ndrio take MATLAB training while 

awaiting clearance. 

Once he received security clearance, Ndrio 

began his training in the Advanced Communications 

and Wireless Solutions group. Since then, he has 

found his niche developing MATLAB scripts in 

support of a communications model for analysis 

of cross polarization and depolarization of radio 

waves through rain. 

“Throughout the IT Apprenticeship Program, 

we learned how to become valued members of a 

diverse team, how to use our individual strengths 

to achieve mission success, and how to complete 

assignments successfully and ethically,” Ndrio says. 

“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 

organization, Lockheed Martin began the nation’s 

first registered IT Apprenticeship Program in 

2002, partnering with the Commonwealth of 

Pennsylvania, the School District of Philadelphia 

and the Philadelphia Youth Network. Talented 

high school students enter the program as juniors 

and complete two years of intensive training in 

technical, professional and interpersonal skills. 

The apprentices also receive one year of handson 

job experience under the guidance of veteran 

Lockheed Martin employees. Successful IT 

apprentices are offered permanent positions at 

Lockheed Martin and an opportunity to earn a 

college degree.★


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 

and Strategic Plan, and Business and Marketing. 

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.★ 

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 


Highlighting Global Excellence 

18 Connect 

▲ 

CNTPO Areas 

of Operation 


contact Leslie Holoweiko 

at 301-543-5550, 

leslie.holoweiko@lmco.com. 

Counter-Narcoterrorism 

Technology Team Recognized 

From Colombia to Afghanistan, the drug trade 

promotes the kind of violence and lawlessness 

in which terrorist groups can thrive. For the 

Department of Defense’s Counter-Narcoterrorism 

Technology Program Office (CNTPO), the mandate 

is straightforward: bring down the narcotics 

trade and deal a serious blow to international 

terrorism. 

The Readiness & Stability Operations (RSO) 

CNTPO team that supports this customer through 

an Indefinite Delivery/Indefinite Quantity (ID/IQ) 

vehicle earned the Product Line’s Presidential 

Excellence Award for both truly heroic efforts 

and achieving terrific results. 

According to RSO Vice President, ID/IQ 

Solutions Judy Burke, “On a daily basis, the 

CNTPO team communicates clearly, acts ethically 

and thinks creatively to maintain Lockheed 

Martin’s position as the services integrator of 

choice for the CNTPO customer and counternarcotics 

community.” 

CNTPO Senior Program Manager Todd 

Spires adds, “The team had outstanding growth 

over the past year. The fact that Lockheed Martin 

has been awarded the most task orders and the 

most ceiling value of any CNTPO prime says a 

great deal about our operational performance.” 

But, as Spires points out, financial metrics do 

not tell the whole story. The team faced a number 

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 

has led to new business for Lockheed Martin. 

“The Multi-Sensor Airborne Reconnaissance and 

Surveillance System win was another significant 

way business has been expanded under the CNTPO 

vehicle,” he notes. “That team, which won a NOVA 

Award for its efforts, has really helped put the 

company in an excellent position.” 

The Global Excellence Award team members 

include Todd Spires, Christina Plachinski, Gregory 

Roe, Sean Leslie, Glenn Keller, Anthony Martino, 

Brittany Ericson, Kenneth Majchrzak and Joseph 

Rotolo.★


First Quarter 

Seeking Stability 

Building Security 

in South Sudan 

Earlier this decade, a genocide that commanded 

the world’s attention and horror decimated South 

Sudan, leaving it in a state of such severe instability 

that the United Nations and the International 

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 

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 

1,000 personnel — and we’ve completed a fence 

that surrounds the Southern Sudan Interim 

General Headquarters in Juba,” Gemignani 

comments. 

The team has not stopped there. Led 

by Gemignani and Project Manager Marcel 

Bahlmann, PAE’s South Sudan team has assisted 

in a retrofit of the Mapel headquarters to ensure 

structural stability, ensuring the headquarters was 

operational. 

The PAE team is providing SPLA soldiers 

with specific education — from mobile communications 

assistance to operating riverine crafts to 

the maintenance of divisional headquarters. 

Courses such as Non-Commissioned Officer 

Training are also made available to the SPLA. In 

fact, 41 of the 67 graduates of that training went 

on to complete the team’s Instructor Certification 

Course and to teach basic training themselves, a 

point that fills the team members with pride. 

“This is what capacity building is all about,” 

Operations Support Manager Eric Hodachok says. 

“The idea is not to stay forever, but to give them 

the tools.” 

There are also several local nationals who 

have exceeded performance expectations on their 

original assignments — and have been offered other 

positions with the company on different projects. 

“This provides competitive job opportunities 

for locals in the area — and business for in-country 

vendors,” remarks Gemignani. “It helps us incorporate 

critical local knowledge and support into 

our programs.”★ 

Rassie Erasmus 

▲ 

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. 

Connect 19

First Quarter 

Newsmakers 

Software 

Engineering 

Manager Amir 

Kazmi received the 

Asian American 

Most Promising 

Engineer Award. 

This award is 

presented by the 

Chinese Institute 

of Engineers-USA 

organization and 

honors outstanding Asian American engineers and 

scientists for their personal achievements, as well 

as significant contributions in academia, public 

service and corporate entities. In addition, many 

of the recipients bring about monumental breakthroughs 

in science and technology, often with 

lasting and global impacts. 

The Enterprise 

Intergration 

Group’s Ken 

Van Meter was 

elected to the 

National Institute 

of Standards and 

Technology’s 

(NIST) Smart Grid 

Interoperability 

Panel Governing 

Board. Van Meter 

was elected based on his knowledge and extensive 

experience with high technology industries, including 

energy and telecommunications. The Smart 

Grid Interoperability Panel is a public-private 

partnership to support NIST in its endeavor to 

coordinate development of a framework that 

includes protocols and model standards for information 

management to achieve interoperability 

of smart grid devices and systems. 

20 Connect 

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 Kirvenreward 

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 


New Fellows: Bob (Bernard) Lewis, Perri Nejib, 

Chief Technology Office 

Barry Nutter, Carl Peters, Shawn Riley 

New Senior Fellow: Conrad Wiser 

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

Newsmakers 

First Quarter 

Black Engineer 

of the Year Awards Presented 

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. 

▲ 

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 award winners include: 

President’s Award for IT Leadership 

Pamela Blow-Mitchell IS&GS Program 

Surveillance 

2010 Modern Day Technology Leader Award 

Channing Corley IS&GS-Civil 

Dean Coleman IS&GS-Civil 

Karen Estelle Dodson IS&GS-Civil 

Frantz Gilbert Dussek IS&GS-Security 

Steven Esposito Enterprise 

Integration Group 

Tia Furr IS&GS-Civil 

Matthew Harner Enterprise 


Ashish Kejriwal IS&GS-Civil 

Peyton Lassiter IS&GS-Defense 

Jason Loveland IS&GS-Security 

Dawna Morningstar IS&GS-Security 

Rakesh Patel Enterprise 


Gregory Roberts IS&GS-Security 

Khalilah Wilkinson IS&GS-Civil 

IS&GS’ Chief Technology Officer Rick Johnson and IS&GS- 

Civil 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. 

22 Connect 

▲ IS&GS-Security Northern Virginia Advanced Technical Leadership Program participants collected, wrapped and 

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.

Outreach 

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. 

Connect 23

First Quarter 

Ethics 

A Focus on 

Compliance in 2010 

Compliance Forms 

the Foundation for a 

Strong Ethical Culture 

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.★ 

Charging Your Time 

It is imperative that all employees reaffirm 

their commitment to accurate and timely 

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. 

For more information, contact Joseph Kale 

at 301-240-7525, joseph.kale@lmco.com. 

24 Connect

©Copyright 2010, 

Lockheed Martin Corporation 

All rights reserved. 

This publication is printed using vegetable-based 

inks on paper certified by the Forest Stewardship 

Council (FSC), a non-profit organization 

dedicated to ensuring that the world’s forests are 

sustainably managed. 

Printed by IS&GS Media Services

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