What started out as an experimental fighter aircraft designed to take advantage of advances in aerospace engine technology and to keep up with the new bombing aircraft of the time, the P-38 was thrust into production as the United States scrambled to produce fighter aircraft during the Second World War. Under these circumstances, solid integration, risk and scope management would have prevented the problems of engine reliability, compressibility and insufficient cockpit heat that resulted from the accelerated production, testing and fielding schedule, As a result, the operator in the Northern Europe was burdened with an aircraft that did not meet his needs. What was true in 1939 for the P-38 is true today for the F-35, when we pursue advances in technology, we must clearly understand the warfighter's needs, wants and expectations, integrate all stakeholders into the development process, and have a strategy to mitigate potential adverse events.
P-38 Lightning Aircraft: Lessons Learned for Future Weapon Systems Development
2010
41 pages
Report
Keine Angabe
Englisch
Aircraft , Logistics, Military Facilities, & Supplies , Ammunition, Explosives, & Pyrotechnics , Education, Law, & Humanities , Fighter aircraft , Lessons learned , Weapon systems , Department of defense , Management , Military history , Military procurement , Project management , Second world war , Allison engines , P-38 lightning , Project management commercial best practices , Risk manaqement , Scope manaqement , Theses , Toyota product development , Us army air corps , Weapon systems development , World war ii , Boeing product development , Dod acquisitions , Dod project management , Dod(Department of defense) , European theater of operations , F-35 joint strike fiqhter lightning ii , Integration management , Lockheed
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