business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps,

1. Original Problem Statement
Squadron schedulers currently resort to
whiteboards, Excel spreadsheets, and a roster to
allocate personnel into a visual forecast of the
squadron’s schedule. This is an incredibly brittle,
inefficient, and error-prone system that can lead to
dangerous consequences with under-rested air
crews.
Support Team
Lt Col Doug Snead, Problem Sponsor
Eric Schrader, Entrepreneurship Mentor
Lt Col Matt “Fuego” Tuzel, DoD Liaison
Nate Simon, Teaching Assistant
Revised Problem Statement
The current squadron scheduling process leads to
wasted time and resources that detracts from
opportunities to effectively train and deploy
personnel. This impedes the Air Force’s ability to
achieve their mission to deploy proficient personnel
to “fly, flight, and win.”
Arjun Karanam
Computer Science
CS ‘22
Ryan Bolles
Strategy
GSB ‘21
Jenna Hussein
Product
GSB ‘21
Jonathan Ling
Operations Research
MS&E ‘21
132
interviews
An Interoperable Scheduling Optimization Tool
for the Air Force
Sponsors
XPX Innovation Lab

2. 88 Military
Beneficiaries
8 Commercial
Schedulers
12 Cybersecurity
Experts
6 Investors
18 Military Innovation
Experts
Conducted 132 Interviews Across Several Groups

3. KEY PARTNERS
- XPX Innovation Lab
- USAF Air Wings using GDSS
- USAF “heavy aircraft”
squadrons
- Aircrew
- User experienced with GDSS
- AMC GDSS Functional
Manager
- Boeing
- Cybersecurity
- DISA
- Optimization Faculty
- Phoenix Spark
KEY RESOURCES
- Ability to interview end-users
- Access to current software
- Military aviation scheduler
- Historical operational and
training data
-Leverage existing DoD digital
devices
KEY ACTIVITIES
- Define the problem
- Create a solution to
integrate GDSS at the
squadron level
MISSION ACHIEVEMENT/IMPACT FACTORS
- Deploy scheduling method that allows squadrons to have a single
scheduling resource, removes the dependency on brittle systems,
functions in conjunction with GDSS, training, personal, and operational
requirements met without redundancy, missed requirements
eliminated
MISSION BUDGET/COST
- Budget / Cost: $3000 (possible software fees/TBD)
VALUE PROPOSITIONS
- Align information
-Enhance ease of
communication
-Allow pilots to input their
information from anywhere
(including off-base)
-Allow schedulers to schedule
faster
DEPLOYMENT
- Trial version of solution
- Iterate based on user
feedback
BENEFICIARIES
- Air Mobility Command CC
- Squadron CC & DO
- Squadron Schedulers
- Aircrew
BUY-IN & SUPPORT
- Schedulers
- Pilots/aircrew
- Squadron leadership
- Communications Offices
KEY PARTNERS
- USAF Air Wings using GDSS
- USAF “heavy aircraft”
squadrons
- Aircrew
- User experienced with GDSS
KEY RESOURCES
- End-users interviews
- Cyber Security Clearance
- Funding
KEY ACTIVITIES
- Define the problem
- Create a solution to
integrate GDSS at the
squadron level
MISSION ACHIEVEMENT/IMPACT FACTORS
- Deploy scheduling software that allows squadrons to have a single
scheduling resource, removes the dependency on brittle systems,
functions in conjunction with GDSS, training, personal, and operational
requirements met without redundancy, missed requirements
eliminated
MISSION BUDGET/COST
- Budget / Cost: $3000 (travel to Air Force bases, possible software fees,
customer acquisition costs)
We Thought Information Security Was the Main Problem
MISSION ACHIEVEMENT/IMPACT FACTORS
- Integrate Squadron Scheduling Inputs
- Decrease Time to Create a Schedule
- Quickly Respond to Changes

4. “You guys need to slow down
and really understand the
area of scheduling first” -
H4D Teaching Team
MVP: Mapping Out the Information Security Flow
Information Security Was Not the Main Problem

5. 1 2 3 4 5 6 7 8 9 10Week:
This is a BIG
problem
Where do we
even START
Information
Security is
not the main
issue
Morale Map

6. Aircrew
availability
See all data on
one screen
Filtered
qualifications
Embed predictive
analytics
Auto-create
schedule
React to changes
Segmenting the Problem showed Interoperability as Most Important
Interoperability -
important to
schedulers

7. Current
Schedulers sort through disparate
systems to find solutions
Proposed
Disparate systems displayed
on one screen
😫 😍
“If I could see all aircrew
availability and training, I could
schedule everyone in under an
hour”
-Scheduler
A-Ha! Moment: Interoperability is the Biggest Problem

8. Developing an
understanding
of the problem
This is a BIG
problem
Where do we even
START
Information
security is not
the main issue
Diagrammed
timeline of
information flow
1 2 3 4 5 6 7 8 9 10Week:
Morale Map

9. Our First Minimum Viable Product!
Created Single Screen Display With All Information

10. We solved the
schedulers
problem…?
Developing an
understanding of
the problem
Diagrammed
timeline of
information flow
1 2 3 4 5 6 7 8 9 10Week:
Morale Map
This is a BIG
problem
Where do we even
START
Information
security is not
the main issue

11. KEY PARTNERS
- XPX Innovation Lab
- USAF Air Wings using GDSS
- USAF “heavy aircraft”
squadrons
- Aircrew
- User experienced with GDSS
- AMC GDSS Functional
Manager
- Boeing
- Cybersecurity
- DISA
- Optimization Faculty
- Phoenix Spark
KEY RESOURCES
- Ability to interview end-users
- Access to current software
- Military aviation scheduler
- Historical operational and
training data
-Leverage existing DoD digital
devices
KEY ACTIVITIES
- Define the problem
- Create a solution to
integrate GDSS at the
squadron level
MISSION ACHIEVEMENT/IMPACT FACTORS
- Deploy scheduling method that allows squadrons to have a single
scheduling resource, removes the dependency on brittle systems,
functions in conjunction with GDSS, training, personal, and operational
requirements met without redundancy, missed requirements
eliminated
MISSION BUDGET/COST
- Budget / Cost: $3000 (possible software fees/TBD)
VALUE PROPOSITIONS
- Align information
-Schedule faster
- Build a product that can be
dynamic and respond to
changes
-Allow for predictive analytics
when scheduling (“Smart
Scheduling”)
DEPLOYMENT
- Trial version of solution
- Iterate based on user
feedback
BENEFICIARIES
- Air Mobility Command CC
- Squadron CC & DO
- Squadron Schedulers
- Aircrew
BUY-IN & SUPPORT
- Schedulers
- Pilots/aircrew
- Squadron leadership
- Communications Offices
KEY PARTNERS
- Prime Contractors
- AF Software programmers
- Puckboard
- Squadron schedulers &
leadership
- GDSS/GTIMS/ARMS
sysadmins
- Stanford Professors -
Optimization Experts
KEY RESOURCES
- End-users interviews
- Cyber Security Clearance
- Funding
KEY ACTIVITIES
- Customer Discovery
- Commercial Customer
- Software Development
- Optimization Analytics
MISSION ACHIEVEMENT/IMPACT FACTORS
- Integrate Squadron Scheduling Inputs
- Decrease Time to Create a Schedule
- Quickly Respond to Changes
MISSION BUDGET/COST
- Initial customer discovery budget: $3000 (travel to Air Force bases,
possible software fees, customer acquisition costs)
- Overhead, travel, legal, software development costs
Developed a Strong Understanding of the Problem Space

12. Commercial
Scheduler
“I would buy an
automated solution
1000% - it takes too
much time”
😲
Spoke with industry
leaders to learn best
practices...
The same problem exists
in commercial aviation!!!
Explored How to Scale Our Solution

13. We solved the
schedulers
problem…?
We’re on to
something
Developing an
understanding of
the problem
Diagrammed
timeline of
information flow
1 2 3 4 5 6 7 8 9 10Week:
Morale Map
This is a BIG
problem
Where do we even
START
Information
security is not
the main issue

14. Found Groups Already Working on This Problem

15. Large contractors
build scheduling tools
Airlines have
proprietary solutions
Commercial Aviation Has Multiple Systems In Place

16. We’re on to
something
How Can We
Add Value?
We solved the
schedulers
problem…?
Developing an
understanding of
the problem
Diagrammed
timeline of
information flow
1 2 3 4 5 6 7 8 9 10Week:
Morale Map
This is a BIG
problem
Where do we even
START
Information
security is not
the main issue

17. VALUE PROPOSITIONS
- All beneficiaries: align all info and
improve accessibility (i.e., training,
maintenance, missions)
- Increase efficiency of resource
allocation and operational mission
accomplishment
- Shorten the scheduling cycle,
allowing pilots to fly more
-Data entry validity and visibility to
ensure only qualified members fly
- Having a schedule that can be
dynamic and responsive to changes
-Quicker scheduling
-Data inputs are timely and valid
- Ease of access (pilots can view
schedules off base) and inputting (can
edit off base)
-More predictable schedules
-Automated and optimized scheduling
MISSION ACHIEVEMENT/IMPACT FACTORS
- Deploy scheduling method that allows squadrons to have a single scheduling
resource, removes the dependency on brittle systems, functions in conjunction
with GDSS, training, personal, and operational requirements met without
redundancy, missed requirements eliminated
- Measured by amount of time to create a schedule (reduce from approx. 1 day to 2
hrs), and force readiness percentage (increase expected TBC)
DEPLOYMENT
- Trial version of solution
- Iterate based on requested features,
user feedback, and USAF limitations
- Process change for data updating to
ensure timeliness and integrity
-Start with end-user buy-in (MOU) and
AFWERX SBIR funding
- Prime software dev pipeline
BUY-IN & SUPPORT
- Schedulers
- Pilots/aircrew
- Squadron leadership
- Boeing
- Communications/ Cyber Offices
-Puckboard TRON Team
BENEFICIARIES
- Air Mobility Command CC: tasks
squadrons with operational and
training requirements
-Squadron CC & DO: ensure
aircrew are properly trained,
execute operational taskings, and
balance morale
- Squadron schedulers: receive
operational and training
assignments, and assign crews to
events
- Aircrew: execute training and
operational flights to meet AMC
requirements and career
progression
- Commercial airline schedulers:
assign crews to flights, and assign
flights to times and routes
MISSION BUDGET/COST
- Budget / Cost: $3000 - Legal review and legal incorporation
KEY PARTNERS
- Prime Contractors
- AF Software programmers
- Puckboard
- Squadron schedulers &
leadership
- GDSS/GTIMS/ARMS
sysadmins
- Stanford Professors -
Optimization Experts
KEY RESOURCES
- End-users interviews
- Cyber Security Clearance
- Funding
KEY ACTIVITIES
- Customer Discovery
- Commercial Customer
- Software Development
- Optimization Analytics
VALUE PROPOSITIONS
- Align information
- Improve resource allocation
efficiency
- Build a product that can be
dynamic and respond to
changes
-Schedule faster
-Enhance ease of
communication
DEPLOYMENT
- Trial version of solution
- Iterate based on user
feedback
BENEFICIARIES
- Air Mobility Command CC
- Squadron CC & DO
- Squadron Schedulers
- Aircrew
BUY-IN & SUPPORT
- Schedulers
- Pilots/aircrew
- Squadron leadership
- Communications Offices
MISSION ACHIEVEMENT/IMPACT FACTORS
- Integrate Squadron Scheduling Inputs
- Decrease Time to Create a Schedule
- Quickly Respond to Changes
MISSION BUDGET/COST
- Initial customer discovery budget: $3000 (travel to Air Force bases,
possible software fees, customer acquisition costs)
- Overhead, travel, legal, software development costs
Focused Shifted to Bringing the Solution to Life

18. Found out That Competitors Don’t Exactly Overlap with Us
Research-focused
Focused on different
scheduling problem
Focused on different
stakeholder

19. Aircrew
availability
See all data on
one screen
Filtered
qualifications
Embed predictive
analytics
Auto-create
schedule
React to changes
Analytics is Most Important to Commanders
Interoperability -
important to
schedulers
Analytics -
important to
commanders

20. Finally Saw The Current Scheduling System After Weeks of Security
Roadblocks

21. Research and Development is expensive... But Companies Need to Understand the
User
Learned Our Customer Discovery is Hugely Valuable

22. How Can We Add
Value?
We understand
the “customer”
We solved the
schedulers
problem…?
Developing an
understanding of
the problem
Diagrammed
timeline of
information flow
We’re on to
something
1 2 3 4 5 6 7 8 9 10Week:
Morale Map
This is a BIG
problem
Where do we even
START
Information
security is not
the main issue

23. “I love the dashboard! This
is amazing! ”
-Capt, USAF: Squadron
Scheduler
We Know The Pilot/Scheduler Loves Our Solution

24. We understand
the “customer”
We know
how to
integrate a
useful
solution for
the scheduler
How Can We Add
Value?
We solved the
schedulers
problem…?
Developing an
understanding of
the problem
Diagrammed
timeline of
information flow
We’re on to
something
1 2 3 4 5 6 7 8 9 10Week:
Morale Map
This is a BIG
problem
Where do we even
START
Information
security is not
the main issue

25. MISSION ACHIEVEMENT/IMPACT FACTORS
- Integrate Squadron Scheduling Inputs
- Decrease Time to Create a Schedule
- Quickly Respond to Changes
MISSION BUDGET/COST
- Initial customer discovery budget: $3000 (travel to Air Force bases,
possible software fees, customer acquisition costs)
- Overhead, travel, legal, software development costs
Investigated Deployment and Viability
VALUE PROPOSITIONS
- Align information
- Improve resource allocation
efficiency
- Build a product that can be
dynamic and respond to
changes
-Schedule faster
-Enhance ease of
communication
DEPLOYMENT
- Trial version of solution
- Iterate based on user
feedback
BENEFICIARIES
- Air Mobility Command CC
- Squadron CC & DO
- Squadron Schedulers
- Aircrew
BUY-IN & SUPPORT
- Schedulers
- Pilots/aircrew
- Squadron leadership
- Communications Offices
KEY PARTNERS
- Prime Contractors
- AF Software programmers
- Puckboard
- Squadron schedulers &
leadership
- GDSS/GTIMS/ARMS
sysadmins
- Stanford Professors -
Optimization Experts
KEY RESOURCES
- End-users interviews
- Cyber Security Clearance
- Funding
KEY ACTIVITIES
- Customer Discovery
- Commercial Customer
- Software Development
- Optimization Analytics

26. Current : AMC
scheduling subject
matter experts
Future: Government and
Commercial Scheduling Experts
Next Steps