Transcript CDM Issues and Relationships to SE and Logistics

CDM Issues and Relationships
to SE and Logistics
Workshop & Way Forward?
Bonnie Johnson
Cynthia Hauer
Objective
• To examine and understand our CM and DM roles
and responsibilities with and to SE and LOG
• To look at how they self-assessed, and see if we
can learn from that
• To take a proactive approach in defining our own
issues, and moving forward in a purposeful way
to meet the challenges they have thrown down,
to our discipline/community
Systems Engineering Issues
Issue circa 2006
2010 update
Key SE practices known to be effective are not
consistently applied across all phases of the program
life cycle
Institutionalization of practices has shown value but
adoption is spotty
How proficiency can be measured is problematic
Insufficient SE is applied early in the life cycle,
compromising the foundation for initial requirements
and architecture development.
Improving in complex systems
Policy updates imply SE engagement, but are not
explicit in how or anecdotal to when
Requirements are not always well-managed, including
an effective translation from capability statements
into executable requirements to achieve successful
acquisition programs.
Requirements are believed to be improved, but not
measured.
Variability in approaches to requirements definition,
validation, and consolidation continue
Quality and Quality of SE is insufficient to meet
demands of the government and the defense industry
Resource issues persist, in government and industry.
Shortages in leadership, domain, architects, systems
engineers …
Initiatives in acquisition, workforce, STEM, and cross
training are failed.
Collaborative environments including SE tools are
inadequate to effectively execute SE at the joint
capability, system of systems (SoS), and system levels.
State of the practice techniques are not widely
utilized
Multiple tools are available but little guidance on
preferences exists
Emphasis on SoS seems to have diminished.
Source: NDIA SE Committee Study Circa 2010
Specifics
•
Increasingly urgent demands of the warfighter require effective capabilities be
fielded more rapidly than the conventional acquisition processes and development
methodologies allow.
• Quantity and quality of systems engineering expertise is insufficient to meet the
demands of the government and the defense industry.
• Systems engineering practices known to be effective are not consistently applied
or properly resourced to enable early system definition.
 Decision makers to not have the right information at the right time to support
informed and proactive decision-making that ensures effective and efficient
program planning, management, and execution.
 Lack of technical authority can impact the integrity of developed systems and
result in cost/schedule/system performance impacts as the technical solution is
iterated and reworked in later stages of the development.
These issues are direct correlations and connections for CM and DM.
They are mandates for CM and DM.
Recommendations on the Way Forward
•
•
•
•
•
Incorporate into DoD guidance the preference for use of outcome-based
partnerships at all levels, components, subsystems, systems – to improve
availability and reduce support costs.
Capitalize on commercial supply chains for all DoD commodities/repairables,
forecasting, ordering, storage, and distribution.
Achieve commercial best practice distribution performance through partnering
with industry to leverage and impact the commercial infrastructure.
Competitively source commercially provided theater opening and in-theater
Logistics support
Convert existing Logistics information systems to commercial managed services
model(s).
Their Recommendations
• Develop internal risk-driven guidance …
– Issues to be addressed are included
– Each issue has multiple discussion points
– There is a recommendation for each of those
discussion points which refers and maps to each
issue
• Their white paper has been distributed
throughout the membership of the SE NDIA
committee and beyond.
Logistics – Community Assessment & Findings
•
•
•
•
•
•
Life cycle product support and outcome based partnerships are urgently
needed.
Management of commodities by suppliers and assigning a single owner for the
end to end supply chain system is critical
Managing assets and the supporting infrastructure requires rapid, global
mobility and distribution capability and infrastructure.
Competitively sourced private sector theater services to meet the technical
and financial challenge of having more contractor support personnel in
theater than there are uniformed personnel.
Logistics information systems are hardcoding Cold War business rules and
processes into modern logistics. DoD is still at least 10 years away from
fielding modern supply chain systems which turn data into information
supporting effective decision-making and enabling collaborative tools in an
adaptive environment.
Needed changes above require responsible governance to reduce and recast
logistics costs.
Source: Modernizing Defense Logistics
Performance Based Logistics – Implications
For Availability, Public-Private Partnerships,
and Cost Savings – Dr. William Bajusz
What are we seeing, here?
• These two communities have done a self-assessment,
and they have developed conclusions and a way
forward for themselves.
• It’s obvious that they are pointing to connections,
causes, and issues where CM and DM are involved and
could be game-changers.
• We won’t see this sort of self-assessment, sharing, or
appeals from the commercial sector.
– Why? Because their processes are part of their
competitive edge – and they don’t want to share them.
• What is the lesson we learn from this?
And what can we do about that?
• Self-assess and analyze
• Define issues and discussion points
• Turn to our community to begin
communication and consistency
• Develop roadmaps to meet issues in SE and
LOG
– Become relevant, focused, and clear in our
communication.
What are our CM and DM challenges,
internal to our discipline?
• Inconsistent terms & concepts?
• Our belief that we are a “tailorable”
implementation?
• Splits between the SW CM and the HW CM
communities that undermine our
communication and effectiveness?
• Our heritage for placing blame externally?
• Let’s take a look at some of our key processes.
Process Development and Control
• Elements:
–
–
–
–
–
–
–
–
–
–
–
Developing procedures and processes
Developing best practices
Institutionalizing to the enterprise level
Roles and Relationships with the CIO
Internal and external interfaces
Access and management of access issues
CM and DM functions/interfaces
Cost Issues (budgets and schedules)
Implementation scheduling and planning
Staffing and utilizing the resources available
Training to expand and back-fill
Process Development and Control
• Questions to Answer:
– What should the new enterprise CDM environment really look
like?
– How are we going to sell that and integrate it into our current
business systems?
– How can we change the existing paradigms?
– How are we going to educate people when the paradigm shifts?
– How can we train new people to work within the new
paradigm?
– How will the new CDM environment interface with SE and
Logistics functions and organizations, and morph into
information management?
– How can CDM facilitate the industry initiatives?
Process Development and Control
• Outputs:
– New Best Practices for CDM, based on Technology
Evolution to E-Commerce/E-Business realities
– Updated CDM philosophy which creates SE and
Logistics process integration
Work Instructions
• Elements:
– Good ones and bad ones
– Requirements mapping
– Content
– Flow
– Inter-relationships
– Integration
– Training
Work Instructions
• Elements (Continued):
– Staffing
– Budgets
– Implementation
– Institutionalization
– Prototyping
– Pilot Programs
– Cross-pollenization
Work Instructions
• Questions to answer:
– How do we merge commercial and government
philosophies into a new paradigm that satisfies
both parties and is mutually advantageous?
– Could we use an option concept for the
enterprise?
– How do we find/select an opportunity for a pilot
program or validation opportunity?
– How do we distribute the information to the CDM,
SE and Log professional communities?
Work Instructions
• Outputs:
– A scalable enterprise model applicable to all
sectors of practice.
– This models become a part of curricula for CDM,
SE and Log
CDM, SE, Log and International
Commerce Challenges
• Elements:
– Humanities Issues
•
•
•
•
•
•
•
•
•
Cultural
Language
Business ethics
Legal
Import/export
Intellectual property
Customs (technology transfer)
Costs of customs
Format standardization
CDM, SE, Log and International
Commerce Challenges
• Questions to answer:
– What are the conventions for moving items and
data in and out of trading partner countries?
– What are the format and measurement exchange
issues?
• If there are none, how do we maneuver in disparate
environments?
CDM, SE, Log and International
Commerce Challenges
• Outputs:
– New CDMStandard to be internationally
recognized and used as the standard for
performing data management tasks
– A templates for an International CDM, SE and Log
plan
Corporate Data Bank and the Role of
CDM, SE and LOG
• Elements:
– Establishing CDM, SE, and LOG content and
objectives
– Defining the requirements for same
– Developing processes and procedures for
integration and information sharing
– Server issues
– Access issues
– Operation and control
Corporate Data Bank and the Role of
CDM, SE and LOG
• Elements (Continued):
– Storage and backup
– CDM, SE and LOG issues/functions
– Disaster Recovery
– Planning
– Independent management of corporate hardware
and software
– Training
Corporate Data Bank and the Role of
CDM, SE and LOG
• Questions to answer:
– How do we implement the new standards in our
corporate environments.
– How do we sell the new paradigm to our
management?
– How can the new paradigm enhance and benefit
other corporate functional entities?
– How are we going to wrestle away functions from IT
and other corporate entities that are not consistent
with the new way of doing business in CDM, SE and
LOG?
Corporate Data Bank and the Role of
CDM, SE and LOG
• Outputs:
– Cost analysis to support the paradigm shift and
provide rationale and incentive to management to
implement the new paradigm
– Support for the Pilot program to justify staffing,
budgets and implementation of a new way of
doing business
– Plan for phased implementation, with metrics and
milestones for visibility and accountability.
ID and Management of Lifecycle Data
by Phase/Activity
• Elements:
–
–
–
–
–
–
–
–
–
Identification
Definition
Scheduling
Value-added functions
Activity-based management
Proactive monitoring
Proposal support activities
Anticipating follow-on work
Sustainment issues
ID and Management of Lifecycle Data
by Phase/Activity
• Elements (Continued):
– Operational phases
– Dispositioning
– Commissioning
– Decommissioning
– Archival (internal and external)
– Records Management
– Data retrieval
– Metadata development
ID and Management of Lifecycle Data
by Phase/Activity
• Questions to answer:
– How do we deal with Maintenance and follow-on
contracts?
– How do we map lifecycle phases to lifecycle
activities?
– What other functional entities are there to be
discovered and integrated?
ID and Management of Lifecycle Data
by Phase/Activity
• Outputs:
– Clear, concise and valid requirements for acquiring,
providing, and managing data in the integrated CDM, SE
and LOG environment
– Recommendations and requirements for data tracking
systems and tools
– Common, defined activity base for the entire lifecycle of
products and services
• Common set of activities from the RFP generation to the natural
death of the product or service
– A pathway for trading partners from “phases” to lifecycle
activities
• Mapping of phases to activities and establishment of a common
vocabulary
Summary
• When we separate our respective functions, we
are fighting for survival.
• When we integrate, we are unbeatable.
• We can drive the remaining organization
functions in the right direction by conquering
our three related functions
• And we create power and success by doing that
• Questions?