DoD Systems Engineering Update

Stephen Welby
Director, Systems Engineering

INCOSE WMA Chapter Meeting

October 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 board
21 Sep 2009 President
President Barack
signs
signs the
Barack Obama
the Weapons
Obama hands
Weapons Systems
hands aa pen
pen to
Systems Acquisition
to U.S.
U.S. Rep.
Acquisition Reform
Rep. Robert
Reform Act
Robert Andrews
Act in
in the
Andrews (D-NJ)
the Rose
(D-NJ) as
Rose Garden
Garden at
as he
at the
the
he

White
White House
House Friday,
Friday, May
May 22,
22, 2009.
2009. Standing
Standing from
from left
left are:
are: Andrews,
Andrews, Rep.
Rep. John
John
• DoD Instruction formalizing responsibilities of McHugh
McHugh (R-NY),
(R-NY), Sen.
Sen. Carl
Carl Levin
Levin (D-MI),
(D-MI), Rep.
Rep. Ike
Ike Skelton
Skelton (D-MO)
(D-MO) and
and Rep.
Rep. Mike
Mike
Conaway
Conaway (R-TX).
(R-TX). Official
Official White
White House
House Photo
Photo by
by Samantha
Samantha Appleton
Director, Systems Engineering in formal Appleton

coordination
• First annual WSARA DSE/DDT&E Joint Report
delivered to Congress 31 Mar 2010
MDAP-
MDAP- Major
Major Defense
Defense Acquisition
Acquisition Program
Program (USC
(USC 2430)
2430)
MDA
MDA –– Milestone
Milestone Decision
Decision Authority
Authority

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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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DISTRIBUTION STATEMENT A -- Cleared for public release by OSR on October 4, 2010 -- SR case numbers 10-S-3459, 3017
 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&E

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 Director, Systems Engineering

Director, Systems Engineering

Stephen Welby

Systems Analysis Major Program Support Mission Assurance

Kristen Baldwin James Thompson Nicholas Torelli
Addressing Emerging Challenges on Supporting USD(AT&L) Decisions with Leading Systems Engineering Practice
the Frontiers of Systems Engineering Independent Engineering Expertise in DoD and Industry

Analysis of Complex Systems/Systems
of Systems
Development Planning/Early SE
Program Protection/Acquisition Cyber
Security
University and Industrial Engineering
Research
Modeling & Simulation Coordination
Engineering Assessment / Mentoring of Systems Engineering Policy & Guidance
Major Defense Programs
Specialty Engineering (System Safety,
Program Support Reviews Reliability / Availability / Maintainability,
OIPT / DAB / ITAB Support Quality, Manufacturing, Producibility,
Systems Engineering Plans Human Systems Integration (HSI))
Systemic Root Cause Analysis 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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 Focus Areas for Systems Engineering:
Systems Engineering within OSD

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

Our Focus: Supporting Knowledge Based Decision Making

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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
Mentoring and Independent Assessment

Our Focus: Engineering Excellence

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 DoD 5000.02 and PL 111-23 –
the Changed Acquisition Landscape
Renewed Emphasis on New 2366a & 2366b
Development Planning Certifications*
and Early Engineering MS A MS B LCSP MS C
Engagement

CBA ICD Materiel Technology Engineering and Production and

Solution CDD Manufacturing CPD O&S
MDD Development Deployment
Analysis Development

Development Planning Full Rate Production

Decision Review
PDR CDR
Renewed emphasis
Materiel
on reliability and
Development PDR, PDR System-level manufacturing
Decision Report to the CDR with across the lifecycle
(MDD) MDA, and an initial
Mandatory product Post-CDR
Post-PDR Assessment by
Competitive baseline and
Assessment a Post-CDR the MDA between
Prototypes before MS B Report to the EMD sub- phases
MDA * Director, SE supports MDA certifications
PDR Report assessment at MS B
including

“Knowledge-based” Decision Making . . .making acquisition

decisions with solid evidence and well understood risk
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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

• DAPS Methodology • Sharper insight into

• Templates, process flow real program issues
diagrams, Training Continuous and complexities
• Questions Program Engagement • Greater trust and
• Assessment Plans Process & Templates
openness developed
w/programs
• Recommendations
• Program unique Expert DoD 5000.02
Engineering target the real issues
recommendations to PMs at their root cause
• Expert engineering advice
within programmatic
context to Acquisition
Leadership
• Systemic issues to • Assessments of
acquisition community for Major Programs
improvements to greater Mentoring & • Program Monitoring
Acquisition effort • Systemic Root
Assessments
Cause Analysis

• PM acceptance of 90% of all PSR recommendations

• Supporting >90% of all DABs, ITABS, OIPTs, IIPTs and SE WIPTS
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 Major Program Support Activity

Since March 2004

PSRs/NARs completed: 83
Nunn-McCurdy/Critical Change
Review Certification: 25
JATs/DST/IPA: 15
PDR’s, CDR’s, tech reviews: 25

FRP:
FRP: Full
Full Rate
Rate Production
Production DAE:
DAE: Defense
Defense Acquisition
Acquisition Executive
Executive
IPR:
IPR: In-Progress
In-Progress Review
Review DST:
DST: Defense
Defense Support
Support Team
Team
PDR:
PDR: Preliminary
Preliminary Design
Design Review
Review JAT:
JAT: Joint
Joint Analysis
Analysis Team
Team
CDR:
CDR: Critical
Critical Design
Design Review
Review C2-ISR:
C2-ISR: Command
Command & & Control,
Control, Intelligence,
Intelligence,
Comms:
Comms: Communication
Communication Systems
Systems Surveillance
Surveillance and
and Reconnaissance
Reconnaissance

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 DSE Engagement with
Major Defense Acquisition Programs

1. Advanced Threat Infrared Countermeasures / Common 25. Early-Infantry Brigade Combat Team
Missile Warning System 26. Electronic Health records
2. AEGIS Modernization 27. Enhanced Polar System
3. Air and Missile Defense Radar 28. Extended Range Multi-Purpose
4. Air Operations Center - Weapon System 29. Excalibur
5. Apache (AH-64D) Block III 30. Expeditionary Combat Support System
6. Army Integrated Air and Missile Defense 31. Expeditionary Fighting Vehicle
7. B-2 Defensive Management System 32. F-35 - Joint Strike Fighter Program Lightning II
8. B-2 Extremely High Frequency 33. Family of Beyond Line of Sight Terminals
9. Biometrics 34. Global Combat Support System - Army
10. Broad Area Maritime Surveillance 35. Global Hawk
11. C-130 Avionics Modernization Program 36. Global Positioning System IIIA
12. C-27J 37. Global Positioning System Next Generation Control System (OCX)
13. C-5 Reliability and Re-engining Program 38. Ground Combat Vehicle
14. Assembled Chemical Weapons Alternatives. 39. Ground Soldier System
15. Cobra Judy Replacement 40. Guided Multiple Launch Rocket System Alternative Warhead
16. Common Infrared Countermeasures 41. H-1 Upgrades (4BW/4BN)
17. Consolidated Afloat Network and Enterprise Service 42. HC/MC-130 Replacement Program
18. Cooperative Engagement Capability 43. Heavy Lift Replacement
19. CV-78 44. Integrated Defensive Electronic Countermeasure
20. DDG-1000 Zumwalt Class Destroyer 45. Integrated Personnel and Pay System Air Force
21. Department of the Navy Large Aircraft Infrared 46. Integrated Personnel and Pay System Army
Countermeasures 47. Integrated Strategic Planning and Analysis Network Incr 2
22. Distributed Common Ground System - Army 48. Joint Air to Ground Missile
23. Distributed Common Ground System - Navy
24. E-2D Advanced Hawkeye/E-2C Radar Modernization Program

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 DSE Engagement with
Major Defense Acquisition Programs

49. Joint Air-Surface Standoff Missile Extended Range 72. Multi-Platform Radar Technology Insertion Program
50. Joint Cooperative Target Identification - Ground 73. National Polar-Orbiting Operational
51. Joint High Speed Vessel Environment Satellite
52. Joint Land Attack Cruise Missile Defense Elevated Netted Sensors 74. Navy Advanced EHF Multi-Band Terminal
53. Joint Light Tactical Vehicle 75. Next Generation Enterprise Network
54. Joint Mine Resistant Ambush Protected 76. Next Generation Jammer
55. Joint Multi-Mission Submersible 77. P-8A Poseidon Multi-Mission Maritime Aircraft
56. Joint Precision Approach and Landing System 78. Reaper MQ 9 Hunter Killer Unmanned Aircraft System
57. Joint Space Operations Center Mission System (JMS) 79. Remote Minehunting System
58. Joint Surveillance Target Attack Radar System 80. Sea Based Strategic Deterrence (Ohio Replacement Program)
59. Joint Tactical Radio System Cluster Airborne, Maritime and Fixed 81. Ship-to-Shore Connector
60. Joint Tactical Radio System Ground Mobile Radio 82. Small Diameter Bomb Increment 2
61. Joint Tactical Radio System Handheld and Manpack Small Form 83. Space Based Space Surveillance Block 10 Follow-on
Radio 84. Space-Based Infrared System Program High Component
62. Joint Tactical Radio System Waveform Network Enterprise Domain 85. SSN-774 Virginia Class Submarine
63. KC-X Tanker Replacement 86. Standard Missile-6
64. Key Management Infrastructure 87. Stryker Modernization Program
65. LHA-6 New Amphibious Assault Ship 88. Teleport
66. Littoral Combat Ship 89. V-22 Osprey Joint Advanced Vertical Lift Aircraft
67. LPD-17 Amphibious Transport Dock 90. Vertical Take-Off Unmanned Aerial Vehicle
68. Maritime Prepositioning Force (Future) Mobile Landing Platform 91. Warfighter Information Network-Tactical Increment 1
69. Medium Extended Air Defense System 92. Warfighter Information Network-Tactical Increment 2
70. Mobile User Objective System 93. Warfighter Information Network-Tactical Increment 3
71. Multi-Functional Information Distribution System (LVT, JTRS) 94. Wideband Global Satellite

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 Systemic Findings

Positive Finding Negative

• Some Finding
of the programs have it right!
3.3 Program & Project Management 3.3 Program & Project Management
• However: For each positive systemic
Strong teamwork between PMO and contractor; Lack of good communications between
findings there exists offsetting systemic
cohesive, team-like atmosphere where there is Government and contractors
open information sharing, coordination and
negative findings
No formal risk assessment performed
mutual support
Risk management process effective in
capturing, tracking and managing system-level
risks Lack of properly documented risk mitigation
Risk mitigation process well defined and plans
documented EVMS does not provide req’d insight or reflect
Programs continually addressing cost and work being done
schedule risk through comprehensive and 4.2 Requirements Baseline
robust use of EV
Requirements don’t flow down, poorly stated,
4.2 Requirements Baseline
not defined
Requirements process adequately documented 4.5 Software
and reqmt’s traceable to top level
Lack of metrics prevents accurate awareness of
SW development, test and fix progress
4.5 Software
4.6 Design Verification
Strong SW metrics approach
Testing is incomplete or inadequate and scope
4.6 Design Verification
is not defined.
T&E consistently well-planned and executed 1.3 Capabilities
1.3 Capabilities Requirements not stable or defined
Requirements stable and consistent 2.3 Staffing Levels
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2.3 Staffing
DISTRIBUTION Levels
STATEMENT POs
A -- Cleared for public release by OSR lack4, 2010
on October acquisition or10-S-3459,
-- SR case numbers specialized
3017 expertise
 Top Negative Systemic Findings
October 2009

Rank SystemicFin
Staffing – 5
1 Marginal pro
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 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
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

Incentivize Productivity & Innovation in Industry Improve Tradecraft in Acquisition of Services

- 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
- 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

Sept 15, 2010 SBIR Conference 17

 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

Sept 15, 2010 SBIR Conference 18

 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

Sept 15, 2010 SBIR Conference 19

 Acquisition Efficiency
Guidance Roadmap
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

Sept 15, 2010 SBIR Conference 20

 Acquisition Efficiency
Guidance Roadmap
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

Sept 15, 2010 SBIR Conference 21

 Acquisition Efficiency
Guidance Roadmap
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

Sept 15, 2010 SBIR Conference 22

 Improving the Department’s Engineering Practice
Supporting Our People

Growing the Systems Engineering Workforce Competencies:

Systems Engineering Workforce
DAU Systems Engineering Course Content

Technical Performance
Engineering Capabilities in the Defense Industrial Base:

ule
NDIA Systems Engineering Division

Sched
AIA Technology Operations Council

Cost
Workshops with Industry

Growing our Nations Future Engineering Workforce:

Engagement with Service Academies
Visits with Engineering faculty
Undergraduate SE Workshop
Support 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

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 Focus Areas for Systems Engineering:
Improving the Department’s Engineering Practice

Growing the Systems Engineering Workforce

Improving SE Capabilities in the Defense Industrial Base

Growing our Nation’s Future SE Workforce

Our Focus: Policy, People and Practice

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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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 The Challenge of Rapid Fielding
Problem Solution Implementation
Transition
Identification Matching Tools
Rapid
OSD Equipping
Services Force
US
Program of
Govt JIEDDO Record
Academia
JUONS Rapid
Fielding Prototype
COCOM Requests Office Capability
Anticipated Needs
Rapid
Industry Capabilities Terminate
Office
IC Coalition
DARPA Others

Lessons Learned Feedback

Role of Systems Engineering in Rapid Fielding?

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 Rethinking How We Buy?

Balance Rigor & Repeatability w/

Speed & Effectiveness?

Can we increase the rigor

of our rapid process?

Problem Solution Implementation

Can we increase the speed Identification Matching Tools
Transition

of our rigorous process? OSD

Rapid
Equipping
Force
Services US
JIEDDO Program of
Govt
Record
Academia Rapid
Fielding
JUONS Office Prototype
COCOM Requests Capability
Rapid
Anticipated Needs Capabilities
Office
Industry Terminate
Others

IC Coalition
Adopt Commercial DARPA

Deployment Models? Lessons Learned Feedback

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 Major Initiatives:
Development Planning
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. COMPETITIVE

PROTOTYPINGBEFOREMS
Analysis of Engineering A
MDD Alternatives Analysis B
Joint
Strategic Materiel Solution Technology
Warfighting CBA ICD
Guidance Analysis Development
Concepts

Enabling Preacquisition Concepts

S&T and Prototyping

MDD is the opportunity to start programs with a

strong early Systems Engineering foundation
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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
• 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 2020
Research Areas
Faster delivery of complex, adaptive systems

Model Based Modeling and simulation tools for

Engineering concurrent design, development &
manufacture

Platform
Architectural and automated design tools
Based to rapidly insert new capabilities
Engineering

Capability Systems embedded with organic adaption

on Demand capabilities

Trusted Design methods and tools for system

Systems assurance that detect malice or enable
Design 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 Agility

http://www.acq.osd.mil/se

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