USC CSSE USC CSSE Annual Research Annual Research Review Review Los Angeles, CA March 2006 Agile Defense Agile Defense Acquisition: Acquisition: Possibility or pipe dream? Possibility or pipe dream? Richard Turner Richard Turner Systems and Software Consortium Systems and Software Consortium Herndon, VA USA Herndon, VA USA [email protected][email protected]
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USC CSSE Annual Research Review Los Angeles, CA March 2006 Agile Defense Acquisition: Possibility or pipe dream? Richard Turner Systems and Software Consortium.
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Defense Acquisition Performance Defense Acquisition Performance ReviewReview• Latest in a long line of major
reviews• Led by Gen. Ronald Kadish, USAF
(ret)– Vice President, Booz Allen Hamilton– Former Director, Missile Defense
Agency• Insightful analysis of current
system• Acknowledges disconnects and
instability– Actions taken locally without
consideration of impact– “Gov’t-induced and long-standing
cycle of instability”• Recommends radical changes
“[The Acquisition System] must be agile – to an unprecedented degree – to respond quickly to urgent operational needs from across the entire spectrum of potential conflicts.”
Business Transformation Business Transformation AgencyAgency• Evolved from Business Management
Modernization Program (BMMP) program– Reports to OUSD(AT&L)
• Responsible for DoD Business Enterprise Architecture and Enterprise Transition Plan– BEA is DODAF based (IBM Lead)– Goal: Integrate all DoD business systems into
a single architecture– Compliance to the BEA required for funding
– Revisit USC-SEI workshop results– Reinterpret in light of agility– Leverage QDR and DAPA reports– Make it simpler to implement and recognize
• Disciplined agility• Embrace (or at least acknowledging) change• Interpret and integrate OSD systems engineering
acquisition lifecycle for agility• Develop ways to effectively pilot (simulate?) and
compare/evaluate new acquisition and development lifecycle approaches – including human components– Boehm three-tier Value-based Risk-driven approach– DAPA Time-certain– OSD Multi-V
The Need for Network-centric The Need for Network-centric Complex Systems of SystemsComplex Systems of Systems• Lack of integration among stovepiped
systems causes– Unacceptable delays in service– Uncoordinated and conflicting plans– Ineffective or dangerous decisions– Inability to cope with fast-moving events
• Increasing NCSOS benefits– See first; understand first; act first– Network-centric operations coordination– Transformation of business/mission potential– Interoperability via Integrated Enterprise
Complexity of Solution SpacesComplexity of Solution Spaces• Large software size: 10-100 MLOC• Number of external interfaces: 30-300• Number of “Coopetitive” suppliers: 20-200
– Even more separate work locations• Depth of supplier hierarchy: 6-12 levels• Number of coordination groups: 20-200
Emergent Requirements and Emergent Requirements and Rapid ChangeRapid Change• Global connectivity and competition accelerate
emergence and change– More ripple effects of technology, marketplace changes
• Increased need for agility, continuous learning– Need to balance agility and plan-driven dependability– Decline of THWADI (That’s how we’ve always done it)– Beware! Avoid technical agility + administrative THWADI– Keep good THWADI: Your corporate memory
• Hybrid agile/plan-driven processes needed for larger systems
• Need for incremental processes, methods, tools, skills• Need for pro-active technology, marketplace
Rapid Change and High Rapid Change and High Dependability: Need Simultaneous Dependability: Need Simultaneous Agility and DisciplineAgility and Discipline• Discipline for planning, structure,
NCSOS Acquisition: More Like NCSOS Acquisition: More Like Doing C4ISR - than purchasing Doing C4ISR - than purchasing fruitcakefruitcake• C4ISR: Command, Control, Communications,
Computers, Intelligence, Surveillance, and Reconnaissance
• No detailed plan survives the first engagement• Acquisition C4ISR via spiral OODA loops
– Observe, Orient, Decide, Act– Vs. Requirements, Delay, Surprise
• Concurrent tasking, collaboration technology essential– Spanning deep chains of command
• Common strategy essential; micro-planning risky• Competition, technology, marketplace ISR essential• Rapid adaptability essential, but• Stable development increments essential as well• How the Government purchasing agents buy
Next-Development Increment (DI) Next-Development Increment (DI) Definition Review Preparation: A Definition Review Preparation: A Concurrent Agile SE OODA Loop Concurrent Agile SE OODA Loop • Assess changes during previous DI
– Changes in Operational Concept, key scenarios, COTS, interoperating systems
– Previous-DI scope changes– Feedback from assessments, users– Determine feasible scope of next DI
• Coordinate scope changes with affected stakeholders
The Internet Spiral ProcessThe Internet Spiral ProcessRef: USAF-SAB Information Architectures Study, 1994Ref: USAF-SAB Information Architectures Study, 1994
ApprovedInternet
Standard
ApprovedInternet
Standard
Approved Draft
Standard
Approved Draft
Standard
ApprovedProposedStandard
ApprovedProposedStandard
UnapprovedProposedStandard
IESGApproval
IESGApproval
IESGApproval
IETFReview
IETFReview
IETFReview
Working GroupReview
Working GroupReview
Working GroupReview
FullImplementation
WidespreadImplementation
and Test
MultipleImplementation
and Test
Equipment
Working GroupEvolution
Working GroupEvolution
Working GroupEvolution
UnapprovedDraft
Standard
UnapprovedInternet
Standard
IESG = Internet Engineering Steering GroupIETF = Internet Engineering Task Force