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ATI's Strategic Planning for the Aerospace Professional course

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    Technical Training Short On Site Course Quote

      This one-day course is designed for aerospace engineering, management, and business development professionals who want to learn the fundamentals of strategic planning. This seminar provides participants with an improved understanding of what strategic planning is, and how it can be utilized to improve organizational goal-setting, define strategy to achieve those goals, and make sound resource allocation decisions to implement the strategy. An important secondary objective of the seminar is to familiarize participants with the concepts and processes employed by the more successful aerospace companies for effectively meshing the overall strategic planning function with on-going business development initiatives and day-to-day contract execution.

      Terry L. Schilling is Chief Operating Officer of Schilling Associates, an aerospace business development consulting firm based in McLean, Virginia. Mr. Schilling has held senior leadership and business development positions with three of the world’s largest aerospace companies. At Orbital Sciences Corporation, he held the position of VP-Business Development, Space Systems Group, a $300M division based at Dulles, Virginia. He left Orbital in 2007 to form Schilling Associates. Mr. Schilling currently serves as a senior consultant for NASA source Selection Boards, participates on numerous client Black Hat Teams and Red/Pink Teams, and is a subject area expert on small satellite markets, systems, and costs. His degrees include a BS (Aerospace Engineering) from the USAF Academy, and an MBA (Operations Research) from Ohio State University.

      Jim Cantrell, President and CEO of Strategic Space Development, is an enthusiastic instructor who is well-known in the field of business development. A founder of several entrepreneurial start-ups, Mr. Cantrell will not waste your time with academic theory but give hands-on examples of the hidden forces at work, show you how to "follow the money" and how to guide a prospect from uncertainty to a high probability sale. Mr. Cantrell has served on major government source selection boards and as an aerospace executive. He provides valuable information, techniques and skills the moment you step out of the course.

    What You Will Learn:

      Each major topic covered in this seminar will be illustrated through use of case studies and example plan templates. Participants will utilize recommended strategic planning processes to:

      • Assess current organizational strengths and weaknesses
      • Project organizational performance levels if current operations continue unchanged
      • Establish new time-phased goals and objectives if projected performance levels are unsatisfactory
      • Quantify the projected “Gap” between the desired organizational growth trajectory and current performance levels
      • Identify, investigate, and select strategic options to “Close the Gap”
      • Develop a time-phased action plan to achieve the new goals and objectives
      • Quantify the resources required to implement the action plan
      • Confirm that projected organizational results are worth the investment. If not, consider other strategic options for achieving the new goals and objectives
      • Document the new strategic plan – identify who is responsible for doing what by when

    Course Outline:

    1. Aerospace Business Development Fundamentals. Rationale for Establishment of the Corporation; Definition of Business Development; BD Core Responsibilities; Corporate Growth Factors; Sequence of BD Activity; Contract Win/Loss Influencers; Definition of Business Success; Aerospace Company Marketing Cultures; Need for BD Leadership.

    2. Aerospace Market Characteristics. Aerospace Versus Commercial Marketplace; Aerospace System/Program Development Sequence; Key Factors Influencing the Aerospace Market-Place; Typical Aerospace Corporation Products and Services; Aerospace Market Composition; Anticipating Aerospace Market-Place Needs; NASA Planning Process; Defense Planning Process; Congressional Legislative Process; Major Factors Driving Aerospace Market Dynamics.

    3. Aerospace Business Development Management System. Prerequisites for Achieving Business Development Success; Rationale for Establishing a BD Management System; Key Elements of the BD Management System; Business Introduction and Approval Process; Group/Division BD Management Organization and Responsibilities; Add-On, Follow-On, and New Business Characteristics; BD Responsibility Assignment Checklist; Key BD Players; Typical BD Organization; BD and Supporting Departmental Responsibilities; Capture Team Concept, Organization, and Management.

    4. Strategic Planning – Purpose, Participants, Process, and Key Elements. Role of Strategic Planning in the Overall BD Management System; BD Participants, Business/Product Line Planning Process; Types of Plans; Business Strategy Elements:

    5. Management Core Vision and Mission Statement. Basic Purpose of Organization; Definition of Customer Needs to be Met with Organizational Products and Services; Definition of the Future Envisioned for the Organization; Development of Mission Statement.

    6. Strategic Goals and Objectives. Definition of Qualitative and Quantitative Goals to Maintain, Expand, or Market Share, including Required Revenues with Time-Phased Achievement Dates, to Meet Stakeholder Expectations.

    7. Organizational Situation Analysis: Examination of the External Environment: Threats, Opportunities, and Key Success Factors; Internal Environment: Organizational Strengths, Weaknesses, and Distinctive Competencies.

    8. Markets. Definition of Markets, Identification of Specific Program Opportunities, and Projection of Revenues, assuming Operations Remain Unchanged.

    9. Gap Analysis. Comparison of Anticipated Revenues with Revenue Projections Required to Achieve New Goals; Determination of Revenue Shortfalls by Year over the Planning Timeframe.

    10. Strategy Formulation, Evaluation, and Selection. Definition of Organizational Strategies to Enable Achievement of Strategic Goals and Objectives through Capture of Add-On, Follow-On, and New Business.

    11. Action Plans. Definition of the Specific Actions Required by Each Element of the Organization to Effectively Implement Each Strategy.

    12. Resources Required. Determination of the resources required to implement these Actions, including Business Area Investments, Acquisitions, Divestitures, and BD Capture Plans.

    13. Strategic Plan Documentation, Monitoring and Updating. Integrations and Utilization of Strategic Plan in Day-to-Day Operation of the Business Development Management System.


      Tuition for this one-day course is $1800 per person at one of our scheduled public courses. Register 30 days or more in advance and take advantage of the $1600 earlybird rate. Onsite pricing is available. Please call us at 410-956-8805 or send an email to for more information.