{"id":{"repo_id":"vt","oai_identifier":"oai:vtechworks.lib.vt.edu:10919/27812"},"canonical_url":"https://search.dev.ndltd.org/etd/vt/oai:vtechworks.lib.vt.edu:10919/27812","repository":{"repo_id":"vt","name":"Virginia Tech","base_url":"https://vtechworks.lib.vt.edu/oai/request"},"display":{"title":"An Innovative Approach to Schedule Management on the F/A-22 Major Defense Acquisition Program (MDAP): Demonstration of Critical Chain Project Management","abstract":"This multiple-case-based dissertation contributes to the stream of literature on the organizational innovation process by examining Critical Chain Project Management (CCPM) as an innovation with the potential to address an important schedule planning and execution performance gap in DOD weapon system development programs. The contextually different Integrated Product Team case studies in DOD's F/A-22 fighter aircraft weapons system acquisition program are: manufacturing assembly, manufacturing process, test operations, and supplier product development. Rich descriptions of the case studies are developed by the author, a senior Lockheed Martin Aeronautics Company systems engineer in a role that merged participant, observer, change agent and champion (POCAC). Analysis distinguishes between Program and Operational levels of organizational structure and focuses on the innovation process through use of the author-designed Casey Hybrid Innovation Process (CHIP) model based on Rogers' stages heuristic. Substantively, research demonstrates that in key areas of the F/A-22 program, proper application of the innovative Critical Chain Project Management process can generate and achieve development schedules sometimes substantially better than traditional approaches; improper application will lead to mixed results or rejection. The research contributes to knowledge in the field of organizational innovation by demonstrating use of the CHIP model in the huge, geographically dispersed and extremely complex organization of the largest DOD weapon system acquisition program of the late 20th and early 21st centuries. The research reflects Program leadership's important role in the top-down initiation and support of an innovation, even while choosing (by policy) not to force use at the Operational level. At the Operational level, details show that IPT implementations and results of the CCPM innovation vary.","abstract_html":"This multiple-case-based dissertation contributes to the stream of literature on the organizational innovation process by examining Critical Chain Project Management (CCPM) as an innovation with the potential to address an important schedule planning and execution performance gap in DOD weapon system development programs. The contextually different Integrated Product Team case studies in DOD's F/A-22 fighter aircraft weapons system acquisition program are: manufacturing assembly, manufacturing process, test operations, and supplier product development. Rich descriptions of the case studies are developed by the author, a senior Lockheed Martin Aeronautics Company systems engineer in a role that merged participant, observer, change agent and champion (POCAC). Analysis distinguishes between Program and Operational levels of organizational structure and focuses on the innovation process through use of the author-designed Casey Hybrid Innovation Process (CHIP) model based on Rogers' stages heuristic. Substantively, research demonstrates that in key areas of the F/A-22 program, proper application of the innovative Critical Chain Project Management process can generate and achieve development schedules sometimes substantially better than traditional approaches; improper application will lead to mixed results or rejection. The research contributes to knowledge in the field of organizational innovation by demonstrating use of the CHIP model in the huge, geographically dispersed and extremely complex organization of the largest DOD weapon system acquisition program of the late 20th and early 21st centuries. The research reflects Program leadership's important role in the top-down initiation and support of an innovation, even while choosing (by policy) not to force use at the Operational level. At the Operational level, details show that IPT implementations and results of the CCPM innovation vary.","abstract_has_math":false,"creators":["Casey, Robert James"],"institution":"Virginia Tech","degree_name":"Ph. D.","degree_level":"doctoral","degree_discipline":"Public Administration and Public Policy","degree_department":"Center for Public Administration and Policy","school":null,"contributors":[],"advisors":[],"committee_chairs":["Kronenberg, Philip S."],"committee_members":["Badawy, Michael K.","Dickey, John W.","Wamsley, Gary L.","Wolf, James F."],"year":2005,"date_issued":"2005-05-16","date_published":"2005-05-16","updated_at":"2026-07-22T22:19:39Z","subjects":["Project Management","Organizational Innovation","Critical Chain Project Management Weapon System Ac","Schedule Management"],"languages":[],"rights":["In Copyright"],"rights_urls":["http://rightsstatements.org/vocab/InC/1.0/"],"identifier_entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["etd-05202005-143545"],"render_values":[{"text":"etd-05202005-143545","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/10919/27812","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.committeechair","label":"Committee Chair","values":["Kronenberg, Philip S."]},{"key":"dc:contributor.committeemember","label":"Committee Member","values":["Badawy, Michael K.","Dickey, John W.","Wamsley, Gary L.","Wolf, James F."]},{"key":"dc:contributor.department","label":"Department","values":["Center for Public Administration and Policy"]},{"key":"dc:creator","label":"Author","values":["Casey, Robert James"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2014-03-14T20:12:19Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2014-03-14T20:12:19Z","2005-05-27"]},{"key":"dc:date.issued","label":"Date","values":["2005-05-16"]},{"key":"dc:publisher","label":"Institution","values":["Virginia Tech"]},{"key":"dc:type","label":"Dc Type","values":["Dissertation"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Public Administration and Public Policy"]},{"key":"thesis:degree_level","label":"Degree Level","values":["doctoral"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph. D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["Virginia Polytechnic Institute and State University"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Project Management","Organizational Innovation","Critical Chain Project Management Weapon System Ac","Schedule Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:rights","label":"Dc Rights","values":["In Copyright"]},{"key":"dc:rights.uri","label":"Rights URI","values":["http://rightsstatements.org/vocab/InC/1.0/"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["etd-05202005-143545"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/10919/27812"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This multiple-case-based dissertation contributes to the stream of literature on the organizational innovation process by examining Critical Chain Project Management (CCPM) as an innovation with the potential to address an important schedule planning and execution performance gap in DOD weapon system development programs. The contextually different Integrated Product Team case studies in DOD's F/A-22 fighter aircraft weapons system acquisition program are: manufacturing assembly, manufacturing process, test operations, and supplier product development. Rich descriptions of the case studies are developed by the author, a senior Lockheed Martin Aeronautics Company systems engineer in a role that merged participant, observer, change agent and champion (POCAC). Analysis distinguishes between Program and Operational levels of organizational structure and focuses on the innovation process through use of the author-designed Casey Hybrid Innovation Process (CHIP) model based on Rogers' stages heuristic. Substantively, research demonstrates that in key areas of the F/A-22 program, proper application of the innovative Critical Chain Project Management process can generate and achieve development schedules sometimes substantially better than traditional approaches; improper application will lead to mixed results or rejection. The research contributes to knowledge in the field of organizational innovation by demonstrating use of the CHIP model in the huge, geographically dispersed and extremely complex organization of the largest DOD weapon system acquisition program of the late 20th and early 21st centuries. The research reflects Program leadership's important role in the top-down initiation and support of an innovation, even while choosing (by policy) not to force use at the Operational level. At the Operational level, details show that IPT implementations and results of the CCPM innovation vary."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["Ph. D."]},{"key":"dc:title","label":"Title","values":["An Innovative Approach to Schedule Management on the F/A-22 Major Defense Acquisition Program (MDAP): Demonstration of Critical Chain Project Management"]}]}],"canonical_facts":{"dc:contributor.committeechair":["Kronenberg, Philip S."],"dc:contributor.committeemember":["Badawy, Michael K.","Dickey, John W.","Wamsley, Gary L.","Wolf, James F."],"dc:contributor.department":["Center for Public Administration and Policy"],"dc:creator":["Casey, Robert James"],"dc:date.accessioned":["2014-03-14T20:12:19Z"],"dc:date.available":["2014-03-14T20:12:19Z","2005-05-27"],"dc:date.issued":["2005-05-16"],"dc:description.abstract":["This multiple-case-based dissertation contributes to the stream of literature on the organizational innovation process by examining Critical Chain Project Management (CCPM) as an innovation with the potential to address an important schedule planning and execution performance gap in DOD weapon system development programs. The contextually different Integrated Product Team case studies in DOD's F/A-22 fighter aircraft weapons system acquisition program are: manufacturing assembly, manufacturing process, test operations, and supplier product development. Rich descriptions of the case studies are developed by the author, a senior Lockheed Martin Aeronautics Company systems engineer in a role that merged participant, observer, change agent and champion (POCAC). Analysis distinguishes between Program and Operational levels of organizational structure and focuses on the innovation process through use of the author-designed Casey Hybrid Innovation Process (CHIP) model based on Rogers' stages heuristic. Substantively, research demonstrates that in key areas of the F/A-22 program, proper application of the innovative Critical Chain Project Management process can generate and achieve development schedules sometimes substantially better than traditional approaches; improper application will lead to mixed results or rejection. The research contributes to knowledge in the field of organizational innovation by demonstrating use of the CHIP model in the huge, geographically dispersed and extremely complex organization of the largest DOD weapon system acquisition program of the late 20th and early 21st centuries. The research reflects Program leadership's important role in the top-down initiation and support of an innovation, even while choosing (by policy) not to force use at the Operational level. At the Operational level, details show that IPT implementations and results of the CCPM innovation vary."],"dc:description.degree":["Ph. D."],"dc:identifier.other":["etd-05202005-143545"],"dc:identifier.uri":["http://hdl.handle.net/10919/27812"],"dc:publisher":["Virginia Tech"],"dc:rights":["In Copyright"],"dc:rights.uri":["http://rightsstatements.org/vocab/InC/1.0/"],"dc:subject":["Project Management","Organizational Innovation","Critical Chain Project Management Weapon System Ac","Schedule Management"],"dc:title":["An Innovative Approach to Schedule Management on the F/A-22 Major Defense Acquisition Program (MDAP): Demonstration of Critical Chain Project Management"],"dc:type":["Dissertation"],"thesis:degree_discipline":["Public Administration and Public Policy"],"thesis:degree_level":["doctoral"],"thesis:degree_name":["Ph. D."],"thesis:institution_name":["Virginia Polytechnic Institute and State University"]},"updated_at":"2026-07-22T22:19:39Z"}