INCOSE WMA 10/12/10 Page-1 DISTRIBUTION STATEMENT A -- Cleared for public release by OSR on October 4, 2010 -- SR case numbers 10-S-3459, 3017 DoD Systems Engineering Update Stephen Welby Director, Systems Engineering INCOSE WMA Chapter Meeting October 12, 2010
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DoD Systems Engineering Update by Steve Welby (SES; Director of SE for DoD)
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INCOSE WMA10/12/10 Page-1 DISTRIBUTION STATEMENT A -- Cleared for public release by OSR on October 4, 2010 -- SR case numbers 10-S-3459, 3017
DoD Systems Engineering Update
Stephen Welby
Director, Systems Engineering
INCOSE WMA Chapter MeetingOctober 12, 2010
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Weapon Systems Acquisition Reform Act – signed 22 May 2009
• Establishes Director, Systems Engineering (DSE) as principal systems engineering advisor to the SECDEF and the USD(AT&L)
• Requires Congressional reporting on Systems Engineering Capabilities and MDAP achievement of measurable performance criteria
• Mandates competitive prototyping and MDA completion of a formal Post-Preliminary Design Review Assessment for all MDAPs before MS B
• Implementing DTM signed by USD(AT&L) 4 Dec 2009; Acquisition Guidance on-line 31 Jan 2010
• Director, Systems Engineering on board21 Sep 2009
• DoD Instruction formalizing responsibilities of Director, Systems Engineering in formal coordination
• First annual WSARA DSE/DDT&E Joint Report delivered to Congress 31 Mar 2010
MDAP- Major Defense Acquisition Program (USC 2430)MDA – Milestone Decision AuthorityMDAP- Major Defense Acquisition Program (USC 2430)MDA – Milestone Decision Authority
President Barack Obama hands a pen to U.S. Rep. Robert Andrews (D-NJ) as he signs the Weapons Systems Acquisition Reform Act in the Rose Garden at the White House Friday, May 22, 2009. Standing from left are: Andrews, Rep. John McHugh (R-NY), Sen. Carl Levin (D-MI), Rep. Ike Skelton (D-MO) and Rep. Mike Conaway (R-TX). Official White House Photo by Samantha Appleton
President Barack Obama hands a pen to U.S. Rep. Robert Andrews (D-NJ) as he signs the Weapons Systems Acquisition Reform Act in the Rose Garden at the White House Friday, May 22, 2009. Standing from left are: Andrews, Rep. John McHugh (R-NY), Sen. Carl Levin (D-MI), Rep. Ike Skelton (D-MO) and Rep. Mike Conaway (R-TX). Official White House Photo by Samantha Appleton
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Our Guidance
• Quadrennial Defense Review Executive Summary, February 2010− Further rebalance the capabilities of America’s Armed Forces to
prevail in today’s wars, while building the capabilities needed to deal with future threats
− Further reform the Department’s institutions and processes to better support the current needs of the warfighter; buy weapons that are usable, affordable and truly needed; and ensure that taxpayer dollars are spent wisely and responsibly
− Preserve and enhance the All-Volunteer Force
− Improve how it matches requirements with mature technologies, maintains disciplined systems engineering approaches, institutionalizes rapid acquisition capabilities, and implements more comprehensive testing
• Quadrennial Defense Review Report Preface Secretary of Defense Robert M. Gates, February 2010
– United States needs a broad portfolio of military capabilities with maximum versatility across the widest possible spectrum of conflict
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Systems Engineering Mission
Develop and grow the Systems Engineering capability of the Department of Defense – through engineering policy, continuous engagement with Component Systems Engineering organizations and through substantive technical engagement throughout the acquisition life cycle with major and selected acquisition program offices.
A robust Systems Engineering capability across the Department requires attention to Policy, People and Practice.
We apply best engineering practices to:
– Support and advocate for DoD Component initiatives– Help program managers identify and mitigate risks– Shape technical planning and management– Provide technical insight to OSD stakeholders– Identify systemic issues for resolution above the program
level
We are the “E” in DDR&EWe are the “E” in DDR&E
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Mission AssuranceNicholas Torelli
Major Program SupportJames Thompson
Systems AnalysisKristen Baldwin
Director, Systems Engineering
Director, Systems EngineeringStephen Welby
Addressing Emerging Challenges onthe Frontiers of Systems Engineering
Analysis of Complex Systems/Systems of Systems
Development Planning/Early SE
Program Protection/Acquisition Cyber Security
University and Industrial Engineering Research
Modeling & Simulation Coordination
Supporting USD(AT&L) Decisions with Independent Engineering Expertise
Engineering Assessment / Mentoring of Major Defense Programs
Program Support Reviews
OIPT / DAB / ITAB Support
Systems Engineering Plans
Systemic Root Cause Analysis
Leading Systems Engineering Practice in DoD and Industry
Systems Engineering Policy & Guidance
Specialty Engineering (System Safety, Reliability / Availability / Maintainability, Quality, Manufacturing, Producibility, Human Systems Integration (HSI))
Technical Workforce Development
Standardization
Providing technical support and systems engineering leadership and oversight to USD(AT&L) in support of planned and ongoing acquisition programs
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Our Focus: Supporting Knowledge Based Decision MakingOur Focus: Supporting Knowledge Based Decision Making
Address Legislative Mandates
Address Regulatory Responsibility
Provide Cadre of Engineering Expertise to support Acquisition Leadership
Deliver Independent Engineering Advice and Assessments to Acquisition Leadership
Providing Engineering Risk Assessment in support of Milestone Decisions
Focus Areas for Systems Engineering:
Systems Engineering within OSD
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Focus Areas for Systems Engineering:
Improving the Department’s Engineering Practice
Improving Component System Engineering Competencies
Growing Engineering Capacity across the Department
Systems Engineering support to Programs and Program Offices
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Development PlanningCDR
DoD 5000.02 and PL 111-23 –the Changed Acquisition Landscape
Renewed emphasis on reliability and manufacturing across the lifecycle
Materiel Development
Decision (MDD)
PDR, PDR Report to the
MDA, and Post-PDR
Assessment before MS B
System-level CDR with
an initial product
baseline and a Post-CDR
Report to the MDA
Post-CDR Assessment by
the MDA between EMD sub- phases
PDR
MandatoryCompetitivePrototypes
New 2366a & 2366b Certifications*
LCSP
* Director, SE supports MDA certifications including PDR Report assessment at MS B
CBA
MS CMS BMS A
ICD TechnologyDevelopment
Engineering and Manufacturing Development
Production and Deployment O&SO&S
MaterielSolutionAnalysis
Full Rate ProductionDecision Review
MDDCDD CPD
“Knowledge-based” Decision Making . . .making acquisition decisions with solid evidence and well understood risk
Renewed Emphasis onDevelopment Planning and Early Engineering
Engagement
Renewed Emphasis onDevelopment Planning and Early Engineering
Engagement
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WSARA Update
• Directly advising USD(AT&L) on systems engineering and development planning
– Active Participant in MDAP & MAIS DABs, OIPTs, Nunn-McCurdy Reviews, etc
• Reviewing and approving MDAP & MAIS Systems Engineering Plans (SEP)
• Developing SE and Development Planning policy and guidance– Development Planning Directive Type Memorandum (DTM) with USD(AT&L) for final
approval – Reliability, Availability and Maintainability DTM is ready for formal coordination
• Reviewing and strengthening SE Guidance and Practice• Coordinating with Joint Requirement Oversight Council on the
inclusion of systems engineering requirements– Participating in JCIDS review and update
• Continuing periodic review of the Components systems engineering and development planning capabilities and organizations
– Capability Assessment Survey
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WSARA Update, cont
• Providing advocacy, oversight and guidance to the systems engineering workforce
• Delivered Joint DDT&E and DSE Report on 31 March 2010; next report due 31 March 2011 (unless changed in Authorization Conference)
• Continuing to develop joint guidance on measurable performance criteria in conjunction with the Director, Developmental Test and Evaluation (DDT&E) , and Performance Assessments and Root Cause Analyses ( PARCA)
– Program metrics are being collected and tracked
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Program Support Reviews
Process & Templates
Continuous Program Engagement
DoD 5000.02ExpertEngineering
• Sharper insight into
real program issues
and complexities• Greater trust and
openness developed
w/programs• Recommendations
target the real issues
at their root cause
• Assessments of Major Programs
• Program Monitoring• Systemic Root
Cause Analysis
• DAPS Methodology• Templates, process flow
diagrams, Training• Questions• Assessment Plans
• Program unique
recommendations to PMs• Expert engineering advice
within programmatic
context to Acquisition
Leadership• Systemic issues to
acquisition community for
improvements to greater
Acquisition effort
• PM acceptance of 90% of all PSR recommendations• Supporting >90% of all DABs, ITABS, OIPTs, IIPTs and SE WIPTS
Mentoring & Mentoring & AssessmentsAssessments
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Major Program Support Activity
Since March 2004
FRP: Full Rate ProductionIPR: In-Progress ReviewPDR: Preliminary Design ReviewCDR: Critical Design ReviewComms: Communication Systems
FRP: Full Rate ProductionIPR: In-Progress ReviewPDR: Preliminary Design ReviewCDR: Critical Design ReviewComms: Communication Systems
DAE: Defense Acquisition ExecutiveDST: Defense Support TeamJAT: Joint Analysis TeamC2-ISR: Command & Control, Intelligence, Surveillance and Reconnaissance
DAE: Defense Acquisition ExecutiveDST: Defense Support TeamJAT: Joint Analysis TeamC2-ISR: Command & Control, Intelligence, Surveillance and Reconnaissance
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1. Advanced Threat Infrared Countermeasures / Common Missile Warning System
2. AEGIS Modernization3. Air and Missile Defense Radar 4. Air Operations Center - Weapon System 5. Apache (AH-64D) Block III6. Army Integrated Air and Missile Defense7. B-2 Defensive Management System 8. B-2 Extremely High Frequency9. Biometrics10. Broad Area Maritime Surveillance 11. C-130 Avionics Modernization Program12. C-27J13. C-5 Reliability and Re-engining Program14. Assembled Chemical Weapons Alternatives.15. Cobra Judy Replacement16. Common Infrared Countermeasures17. Consolidated Afloat Network and Enterprise Service18. Cooperative Engagement Capability 19. CV-7820. DDG-1000 Zumwalt Class Destroyer21. Department of the Navy Large Aircraft Infrared
Countermeasures22. Distributed Common Ground System - Army23. Distributed Common Ground System - Navy24. E-2D Advanced Hawkeye/E-2C Radar Modernization Program
DSE Engagement with Major Defense Acquisition Programs
25. Early-Infantry Brigade Combat Team26. Electronic Health records27. Enhanced Polar System28. Extended Range Multi-Purpose 29. Excalibur30. Expeditionary Combat Support System31. Expeditionary Fighting Vehicle32. F-35 - Joint Strike Fighter Program Lightning II33. Family of Beyond Line of Sight Terminals34. Global Combat Support System - Army35. Global Hawk36. Global Positioning System IIIA37. Global Positioning System Next Generation Control System (OCX)38. Ground Combat Vehicle39. Ground Soldier System40. Guided Multiple Launch Rocket System Alternative Warhead41. H-1 Upgrades (4BW/4BN)42. HC/MC-130 Replacement Program43. Heavy Lift Replacement44. Integrated Defensive Electronic Countermeasure45. Integrated Personnel and Pay System Air Force46. Integrated Personnel and Pay System Army47. Integrated Strategic Planning and Analysis Network Incr 248. Joint Air to Ground Missile
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49. Joint Air-Surface Standoff Missile Extended Range50. Joint Cooperative Target Identification - Ground51. Joint High Speed Vessel52. Joint Land Attack Cruise Missile Defense Elevated Netted Sensors53. Joint Light Tactical Vehicle54. Joint Mine Resistant Ambush Protected55. Joint Multi-Mission Submersible56. Joint Precision Approach and Landing System57. Joint Space Operations Center Mission System (JMS)58. Joint Surveillance Target Attack Radar System59. Joint Tactical Radio System Cluster Airborne, Maritime and Fixed 60. Joint Tactical Radio System Ground Mobile Radio61. Joint Tactical Radio System Handheld and Manpack Small Form
Radio62. Joint Tactical Radio System Waveform Network Enterprise Domain63. KC-X Tanker Replacement64. Key Management Infrastructure65. LHA-6 New Amphibious Assault Ship66. Littoral Combat Ship67. LPD-17 Amphibious Transport Dock68. Maritime Prepositioning Force (Future) Mobile Landing Platform69. Medium Extended Air Defense System70. Mobile User Objective System71. Multi-Functional Information Distribution System (LVT, JTRS)
DSE Engagement with Major Defense Acquisition Programs
72. Multi-Platform Radar Technology Insertion Program73. National Polar-Orbiting Operational
Environment Satellite74. Navy Advanced EHF Multi-Band Terminal75. Next Generation Enterprise Network76. Next Generation Jammer77. P-8A Poseidon Multi-Mission Maritime Aircraft78. Reaper MQ 9 Hunter Killer Unmanned Aircraft System79. Remote Minehunting System 80. Sea Based Strategic Deterrence (Ohio Replacement Program)81. Ship-to-Shore Connector82. Small Diameter Bomb Increment 283. Space Based Space Surveillance Block 10 Follow-on84. Space-Based Infrared System Program High Component85. SSN-774 Virginia Class Submarine86. Standard Missile-687. Stryker Modernization Program88. Teleport89. V-22 Osprey Joint Advanced Vertical Lift Aircraft90. Vertical Take-Off Unmanned Aerial Vehicle91. Warfighter Information Network-Tactical Increment 192. Warfighter Information Network-Tactical Increment 293. Warfighter Information Network-Tactical Increment 394. Wideband Global Satellite
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• Some of the programs have it right!• However: For each positive systemic
findings there exists offsetting systemic negative findings
Systemic Findings
Positive Finding
3.3 Program & Project ManagementStrong teamwork between PMO and contractor; cohesive, team-like atmosphere where there is open information sharing, coordination and mutual supportRisk management process effective in capturing, tracking and managing system-level risksRisk mitigation process well defined and documented
Programs continually addressing cost and schedule risk through comprehensive and robust use of EV
4.2 Requirements BaselineRequirements process adequately documented and reqmt’s traceable to top level
4.5 SoftwareStrong SW metrics approach
4.6 Design VerificationT&E consistently well-planned and executed
1.3 CapabilitiesRequirements stable and consistent
2.3 Staffing LevelsPMO and CTR suitable staffed w/experienced, highly qualified and knowledgeable personnel
Negative Finding
3.3 Program & Project ManagementLack of good communications between Government and contractors
No formal risk assessment performed Lack of properly documented risk mitigation plans
EVMS does not provide req’d insight or reflect work being done
4.2 Requirements BaselineRequirements don’t flow down, poorly stated, not defined
4.5 SoftwareLack of metrics prevents accurate awareness of SW development, test and fix progress
4.6 Design VerificationTesting is incomplete or inadequate and scope is not defined.
1.3 CapabilitiesRequirements not stable or defined
2.3 Staffing LevelsPOs lack acquisition or specialized expertise
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Top Negative Systemic Findings
Rank Systemic Finding % Reviews
Staffing – 57% of reviews 1 Marginal program office staffing 33
22 POs have a lack of acquisition or specialized expertise 15 23 POs find it difficult to bring in and retain high quality personnel 15
Schedule – 82% 2 Schedule is too success-oriented, aggressive, and unlikely to be achieved 32
11 Program is schedule driven, not event driven 18 14 Program does not have a current IMS or even an IMS 17
Requirements – 84% 8 Requirements are not stable and continue to churn 20
15 Requirements are vague, poorly stated, or even not defined 17 16 Baselines are constantly changing due to requirements creep 17
Management – 72% 3 POs have inadequate system engineering processes 23 7 Lack of good communications between Government and contractor 22 9 Program management structure has major deficiencies 20
Reliability – 52% 4 A reliability test program is needed 23
13 Reliability is not progressing as planned or has failed to achieve requirements 17 Budget – 48%
5 Program budget is insufficient 23 Testing – 77%
6 Test schedule is aggressive and highly concurrent 23 10 Testing is incomplete or inadequate 18
October 2009
Acquisition Efficiency Guidance Roadmap
Target Affordability and Control Cost Growth- Mandate affordability as a requirement- Implement “should cost” based management- Eliminate redundancy within warfighter portfolios- Achieve Stable and economical production rates - Manage program timelines
Incentivize Productivity & Innovation in Industry- Reward contractors for successful supply chain and
indirect expense management- Increase Use of FPIF contract type- Capitalize on progress payment structures - Institute a preferred supplier program - Reinvigorate industry’s independent research and
development
17Sept 15, 2010 SBIR Conference
Promote Real Competition- Emphasize competitive strategy at each program milestone- Remove obstacles to competition
• Allow reasonable time to bid • Require non-certified cost and pricing data on single
offers• Enforce open system architectures and set rules for
acquisition of technical data rights- Increase small business role and opportunities
Improve Tradecraft in Acquisition of Services- Assign senior managers for acquisition of services- Adopt uniform services market segmentation (taxonomy)- Address causes of poor tradecraft
• Define requirements and prevent creep• Conduct market research
- Increase small business participation
Reduce Non-Productive Processes and Bureaucracy- Reduce frequency of OSD level reviews- Work with Congress to eliminate low value added statutory requirements- Reduce the volume and cost of Congressional Reports- Reduce non-value added requirements imposed on industry- Align DCMA and DCAA processes to ensure work is complementary- Increase use of Forward Pricing Rate Recommendations (FPRRs) to reduce
administrative costs
Acquisition Efficiency Guidance Roadmap
Target Affordability and Control Cost Growth- Mandate affordability as a requirement- Implement “should cost” based management- Eliminate redundancy within warfighter portfolios- Achieve Stable and economical production rates - Manage program timelines
18Sept 15, 2010 SBIR Conference
Acquisition Efficiency Guidance Roadmap
Incentivize Productivity & Innovation in Industry- Reward contractors for successful supply chain and
indirect expense management- Increase Use of FPIF contract type- Capitalize on progress payment structures - Institute a preferred supplier program - Reinvigorate industry’s independent research and
development
19Sept 15, 2010 SBIR Conference
Acquisition Efficiency Guidance Roadmap
20Sept 15, 2010 SBIR Conference
Promote Real Competition- Emphasize competitive strategy at each program
milestone- Remove obstacles to competition
• Allow reasonable time to bid • Require non-certified cost and pricing data on
single offers• Enforce open system architectures and set rules
for acquisition of technical data rights- Increase small business role and opportunities
Acquisition Efficiency Guidance Roadmap
21Sept 15, 2010 SBIR Conference
Improve Tradecraft in Acquisition of Services- Assign senior managers for acquisition of services- Adopt uniform services market segmentation
(taxonomy)- Address causes of poor tradecraft
• Define requirements and prevent creep• Conduct market research
- Increase small business participation
Acquisition Efficiency Guidance Roadmap
22Sept 15, 2010 SBIR Conference
Reduce Non-Productive Processes and Bureaucracy- Reduce frequency of OSD level reviews- Work with Congress to eliminate low value added
statutory requirements- Reduce the volume and cost of Congressional
Reports- Reduce non-value added requirements imposed on
industry- Align DCMA and DCAA processes to ensure work is
complementary- Increase use of Forward Pricing Rate
Recommendations (FPRRs) to reduce administrative costs
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Improving the Department’s Engineering PracticeSupporting Our People
Growing the Systems Engineering Workforce Competencies:Systems Engineering Workforce DAU Systems Engineering Course Content
Engineering Capabilities in the Defense Industrial Base:NDIA Systems Engineering DivisionAIA Technology Operations CouncilWorkshops with Industry
Growing our Nations Future Engineering Workforce:Engagement with Service Academies Visits with Engineering facultyUndergraduate SE WorkshopSupport for K-12 STEM
Systems Engineering is not an Audit Function,Our Goal is to Support Services, Agencies and Program Offices
In Achieving Technical Success
Systems Engineering is not an Audit Function,Our Goal is to Support Services, Agencies and Program Offices
In Achieving Technical Success
Cos
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Tec
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Sch
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Focus Areas for Systems Engineering:
Improving the Department’s Engineering Practice
Our Focus: Policy, People and PracticeOur Focus: Policy, People and Practice
Growing the Systems Engineering Workforce
Improving SE Capabilities in the Defense Industrial Base
Growing our Nation’s Future SE Workforce
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Systems Engineer - The Best Job in America?
Source: http://www.focus.com/fyi/human-resources/best-jobs/ c 2010 Focus - Used with permission.
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What Are Our Expectations of Our Systems Engineering Workforce?
• Breadth– Awareness of and appreciation for other functional areas,
– Understanding of the system lifecycle and processes
– Knowledge of other engineering disciplines and how they integrate into the system solution
– Knowledge of product domains
• Depth– Extensive expertise and experience in one or more engineering
disciplines and in one or more product domains
• Leadership – Ability to motivate and inspire individuals and teams
– Comfort in dealing with complexity
– Focused on underpinning decisions with data
– Capability to make tough technical decisions
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Challenges Ahead
• Create the tools to enable Rapid Capability Delivery– Shorten the time to deliver life-saving and war-winning technologies –
without compromising SE integrity
• Expand the aperture of SE to address 21st century technical challenges– Security, software-intensive, etc…
• Embrace complexity– Systems of Systems / Complex Adaptive Systems / Emergent
behaviors
• Expand the SE human capital resource base– Reflect new insights in curricula to grow the next “crop” of SE
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The DoD 5000.02 Process
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Major Initiatives: Development Planning
TechnologyDevelopment
Materiel Solution Analysis
AEngineering Analysis
Analysis ofAlternatives
Strategic Guidance
Joint Warfighting
ConceptsCBA ICD
MDD
Preacquisition Concepts and Prototyping
Enabling
S&T
MDD is the opportunity to start programs with a strong early Systems Engineering foundation
COMPETITIVE
PROTOTYPING
BEFORE MS B
Materiel Development Decision (MDD)- Formal entry point into the acquisition process • Keys to upfront technical preparation 1.The candidate materiel solution approaches effectively address the capability gap(s), desired performance characteristics and associated dependencies.
2.There exists a range of technically feasible solutions generated from across the entire solution space, as demonstrated through early prototypes, models, or data.
3.Consideration has been given to near-term opportunities to provide a more rapid interim response to the capability need.
4.The plan to staff and fund analytic, engineering, and programmatic activities supports the proposed milestone entry requirements.
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Major Initiatives: Reinvigorating Defense Standardization
Standards provide our Corporate Technical Process Memory and Enable Communication Between and Across the
Department, Industry, and our Allies
Standards provide our Corporate Technical Process Memory and Enable Communication Between and Across the
Department, Industry, and our Allies
• Acquisition Reform efforts cancelled tens of thousands of Mil Standards
• Mil Standards partially replaced with Voluntary Consensus Standards (VCS)• VCS proponents may not fully capture US Governments interests and
equities
• Services Product Centers are currently pursuing independent efforts to reinvigorate standards processes
• Opportunity for SE to advocate for and coordinate service efforts
• USD(AT&L) Appointed D,SE Defense Standardization Executive (was LM&R, Standardization staff still at DLA)
• Standards, GIDEP, Interagency Coordination
• STATUS: Goal is to make standardization efforts an effective Engineering coordination tool
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Systems 2020Research Areas
Capability
on Demand
Capability
on Demand
Model Based Engineering
Model Based Engineering
Platform Based
Engineering
Platform Based
Engineering
Modeling and simulation tools for concurrent design, development & manufacture
Architectural and automated design tools to rapidly insert new capabilitiesArchitectural and automated design tools to rapidly insert new capabilities
Systems embedded with organic adaption capabilitiesSystems embedded with organic adaption capabilities
Faster delivery of complex, adaptive systemsFaster delivery of complex, adaptive systems
Trusted Systems Design
Trusted Systems Design
Design methods and tools for system assurance that detect malice or enable self awareness
Design methods and tools for system assurance that detect malice or enable self awareness
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Opportunities
• Acquisition reform efforts have recognized criticality of strong Systems Engineering focus for program success – Systems Engineering toolkit focused on identifying and managing risk –
development risk, production risk and life-cycle
• Growing focus on addressing “early-acquisition” phases - requirements definition, development planning, and early acquisition sytem engineering support– Leading to more informed decisions at MS B
• Our development processes need to evolve to provide faster product cycles, more adaptable products and address emerging challenges
• Future US Defense capabilities depend on a capable US engineering workforce in and out of government– Need to create opportunities to grow future “Engineering Heroes”
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Systems Engineering:Critical to Program Success
Innovation, Speed, and Agilityhttp://www.acq.osd.mil/se
Innovation, Speed, and Agilityhttp://www.acq.osd.mil/se