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Greg WildmanJoint Attack Munition Systems Project Office

Greg WildmanJoint Attack Munition Systems Project Office

DISTRIBUTION A: Approved for public release; distribution is unlimited.

Missile Systems Engineering:Is It Rocket Science?

Systems Engineering Best Practices

Missile Systems Engineering:Is It Rocket Science?

Systems Engineering Best Practices

March 3, 2009March 3, 2009

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What Is a Best Practice?What Is a Best Practice?

A best practice is

Attributed to Chevron Corporation inIf Only We Knew What We Know, O’Dell et al (1998)

Levels of best practices– Good idea

– Good practice

– Local best practice

– Industry best practice

Any practice, knowledge, know-how, or experience that has proven to be valuable or effective within one organization that may have applicability to other organizations.

Any practice, knowledge, know-how, or experience that has proven to be valuable or effective within one organization that may have applicability to other organizations.

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PurposePurpose

Present systems engineering practice, experience, and ideas from the Joint Attack Munition Systems (JAMS) Project Office

To …

Inform and inspire you to apply these principles to further the practice of systems engineering in your organization and facilitate program success

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TopicsTopics

Organization and Staffing

Processes

Practices

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OrganizationOrganization

In a balanced organization, working towards a common objective, there is success.

Sir Arthur Helps

The trouble with organizing a thing is that pretty soon folks get to paying more attention to the organization than to what they're organized for.

Laura Ingalls Wilder

In a balanced organization, working towards a common objective, there is success.

Sir Arthur Helps

The trouble with organizing a thing is that pretty soon folks get to paying more attention to the organization than to what they're organized for.

Laura Ingalls Wilder

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Joint Attack Munition SystemsJoint Attack Munition Systems

• Project office within the US Army Program Executive Office, Missiles and Space

• Mission – World-class life-cycle management of the joint

warfighters’ air-launched rocket, missile, launcher systems and Viper Strike

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JAMS Family of ProductsJAMS Family of Products

12 Tube Pod

Missiles Rockets

AN/AVM-101ATSGMSAN/TSM-205 Test Set

Launcher Test Station

Longbow HELLFIRE

M260/M261Rocket Launchers

2.75-inch Hydra Rocket System

M279 Launcher M299A1 LauncherM272 Launcher

Viper Strike

Laser HELLFIRE

Blast Frag Sleeve

15+ Hellfire Variants

UAS Launchers(repackaged M299

w/ 2 rails)

Small Guided Munitions

Launchers Support Equipment HUTS

Joint Air-to-Ground Missile

M310 Launcher

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JAMS Supported andFuture Platforms

JAMS Supported andFuture Platforms

AH-64A/C Apache

AH-1 CobraF/A-18 Hornet

OH-58D Kiowa Warrior

SH-60 Seahawk

MH-60 Blackhawk

MQ-1B Armed Predator

AH-64D Apache Longbow

UAV ER/MP Warrior UAV

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JAMS Organization ChartJAMS Organization Chart

DEPUTY PROJECT MANAGER

HELLFIRE System

PROJECT MANAGER

JAGMSystem

BusinessManagementDirectorate

LogisticsDirectorate

Small GuidedMunitions

AviationRockets

PerformanceManagementDirectorate

SystemsEngineeringDirectorate

HELLFIRE System

Structures& Ordnance

Small Guided Munitions

SystemsEngineering Management

JAGM System

Software/Simulation

PlatformIntegration &

Launchers

SecurityOffice

InternationalOffice

Product Managers

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OrganizationOrganization

• Systems Engineering Directorate

• Product system divisions (e.g., Hellfire or JAGM)– Headed by product Lead Systems Engineer (LSE)– Single technical focal point responsible for technical management and

execution of performance, cost, and schedule– Supported by cross-functional IPTs, typically via a Systems

Engineering Integration Team (SEIT)

• Systems Engineering Management Division– Provides systems engineering (SE) support to the product LSE

Hybrid product/functional SE organization provides coordinated technical management and SE of each product

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SE Management DivisionSE Management Division

• Mission

– To ensure that the systems engineering (SE) approach is applied to the development, production, and operations/support phases of the JAMS project office family of products

– Acts as the SE “conscience” for the product systems engineer

– Serves as subject matter expert (SME) for SE processes

SE Management provides support to LSE to ensure SE processes are not pushed to the back burner in the daily press of technical performance/

cost/schedule management activities

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StaffingStaffing

The old adage “People are your most important asset” is wrong. People are not your most important asset. The right people are.

Whether someone is the “right person” has more to do with character traits and innate capabilities than with specific knowledge, background, or skills.

Good to Great, Collins (2001)

The old adage “People are your most important asset” is wrong. People are not your most important asset. The right people are.

Whether someone is the “right person” has more to do with character traits and innate capabilities than with specific knowledge, background, or skills.

Good to Great, Collins (2001)

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Systems Engineering TraitsSystems Engineering Traits

• Embrace SE as a way of thinking– Systems thinking– Critical thinking

• Integrate across the organization– “Connect the dots” both horizontally and vertically

• Focus on process– But not just for the sake of process

• See the big picture– Yet be able to work the details

• Be a team player– IPTs– Communication– Collaboration

Not everyone is cut out to be an effective Systems Engineer!

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Systems Engineering SkillsSystems Engineering Skills

• Experience– Breadth over depth– IPT/team/technical project lead roles– Can be a challenge to guide employees into candidate job

experiences– Always be on the lookout for the right people

• Training– Education – Bachelors/Masters/Doctorate– DAWIA certification – including SPRDE-PSE for LSEs– INCOSE Systems Engineering Professional Certification– Other systems engineering certificates (e.g., UAHuntsville)

A variety of formal training and on-the-job opportunities are available to develop employees’ abilities in SE processes

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ProcessProcess

Efficiency is doing things right; effectiveness is doing the right things.

Peter Drucker

If you can’t describe what you are doing as a process, you don’t know what you’re doing.

W. Edwards Deming

Efficiency is doing things right; effectiveness is doing the right things.

Peter Drucker

If you can’t describe what you are doing as a process, you don’t know what you’re doing.

W. Edwards Deming

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SE ProcessesSE Processes

Deco

mp

ositio

n an

d D

efinitio

n

Inte

gra

tio

n a

nd

Ver

ific

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n

Implementation

SystemsEngineering

Vee

Systems Engineering Management comprises a set of processesthat are enablers for systems engineering success on programs

Systems Engineering Management

Technical Planning

Technical Planning

Technical Baseline

Management

Technical Baseline

Management

Technical Reviews

Technical Reviews

Technical Controls

Technical Controls

Risk Management

Risk Management

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Processes

Technical PlanningProcesses

Technical Planning

• Technical plans such as– Systems Engineering Plan (SEP) – typically a

government document– Systems Engineering Management Plan (SEMP) –

typically a contractor document– Requirements Management Plan

• Program plans such as– Risk Management Plan– Integrated Master Plan

Plan the work and work the plan.If you fail to plan, you plan to fail.

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Processes Technical Baseline Management

Processes Technical Baseline Management

• Includes– Requirements management

– Requirements documentation (e.g., specifications)

– Configuration management

– Change control

– Interface management (e.g., ICDs, ICWG)

– Reviews and audits

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Processes

Technical ReviewsProcesses

Technical Reviews

• Reviews (e.g., PDR, CDR) conducted between the government and the contractor to assist in assessing:– Technical maturity of the design

– Technical progress of the program

– Readiness to proceed to the next phase of the program

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Processes

Technical ControlsProcesses

Technical Controls

• Technical measures to determine program progress, risk, and status. May be common with programmatic controls. Include:

– Technical performance measures (TPMs)

– Critical technical parameters (CTPs)

– Software development metrics

– Integrated master schedule (IMS)

– Earned value data

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Processes

Risk ManagementProcesses

Risk Management

• Integrated program management and systems engineering process to address future adverse outcomes

• Includes:– Risk identification– Risk analysis– Risk mitigation planning– Risk mitigation plan implementation– Risk tracking

• Assesses likelihood and consequence of technical performance, cost, and schedule risks

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Processes

SummaryProcesses

Summary

• SE Processes► Technical planning

► Technical baseline management

► Technical reviews

► Technical controls

► Risk management

• Process must not lose sight of outcomes

“High mileage” SE processes for the JAMS project office –SE Management organization “owns” these processes to facilitate

their accomplishment for program success

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PracticesPractices

Knowing is not enough; we must apply. Willing is not enough; we must do.

Goethe

When it comes to getting things done, we need fewer architects and more bricklayers.

Colleen C. Barrett, Southwest Airlines

Knowing is not enough; we must apply. Willing is not enough; we must do.

Goethe

When it comes to getting things done, we need fewer architects and more bricklayers.

Colleen C. Barrett, Southwest Airlines

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Putting Process into PracticePutting Process into Practice

• Examples of how to implement these systems engineering processes on a program

• Most of these practices are in use on JAMS programs

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Practices

Technical PlanningPractices

Technical Planning

• Planning must be specific to the program– Don’t just do it the same as the last program– Tailor planning to address the technical risks of the program, consistent with the

acquisition strategy

• Assign senior personnel to develop plans

• Conduct SE WIPT with OSD to assist with SE planning

• Write a SEP even if it’s not required (non-oversight program)

• Contractor SEMP should integrate with and expand upon government SEP – documents a shared view of technical planning for the program

• Include notional IMP in the request for proposal

• Use IMP to aid in defining technical review entry criteria

• Consider evaluation of offerors’ proposed SEMP, IMP, and risk management plan during source selection

Don’t write “shelfware” – ensure plans are being followed –if they’re not, maybe they need to be revised

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Practices

Technical Baseline ManagementPractices

Technical Baseline Management

• Implement typical configuration management practices (CCB, audits, etc.)

• Use interface controls as applicable (e.g., ICDs, ICWG)

• Require disciplined, structured requirements management process– Seriously consider use of a database tool (e.g., DOORS®, CORE®)– Include traceability of requirements, rationale for requirements allocation and

flowdown– Trace from top-level customer requirements down to component

requirements – include ICDs as well as specifications– Trace from requirements to verification of those requirements – link to test

planning documentation– Link to trade studies, design analyses, and architectures

Requirements are like children – left on their own, they may not mature into what you want them to be

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Practices

Technical ReviewsPractices

Technical Reviews

• Use entry criteria to determine readiness for the review – event-driven vice schedule-driven

• Include program-specific entry/exit criteria, not just generic guidance; document in SEP/SEMP and contract

• Use DoD risk assessment checklists to assess the program's technical design maturity and technical and programmatic risks

• Include independent assessors/review board members (DoD best practice is for independent chairperson)

• Include logistics and manufacturing considerations in all reviews, applicable to the phase of development

Use exit criteria as opportunities to assess technical maturity and progress/readiness to move to the next phase

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Practices

Technical ControlsPractices

Technical Controls

• The technical team needs to regularly monitor IMS, EVMS, TPMs, and risks

• Integrate IMS, EVMS, TPMs, and risk– IMS and EVMS – standard association– IMS and risk – risk mitigation plans, schedule risk assessment– TPMs and risk – assess technical maturity– TPMs and EVMS – links technical accomplishment with earned value

• Tie TPMs to key performance parameters (KPPs)

Technical controls and metrics facilitate early identification of problems and inform appropriate course correction – but they must be used to be effective

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Practices

Risk ManagementPractices

Risk Management

• Don’t use the risk management process to address issues/problems

– If the likelihood of occurrence is 100%, it’s an issue rather than a risk

• Conduct a risk assessment to aid in determining acquisition strategy and contractual requirements

• Convene a periodic joint government-contractor risk review board to identify and analyze risks and determine mitigation plans

• Use quarterly schedule risk assessment to assist in identifying schedule risks

• Use technical review risk assessment checklists to assist in identifying risks

Unmanaged risks are likely to become problems

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SummarySummary

Organization– Conscious organizational design provides program

technical leadership (lead systems engineer) and SE process expertise

Processes– SE management processes support classical SE

and technical management functions

Practices– SE practices implement processes to meet specific

program needs

Systems Engineering is the “common sense” ofsound technical management

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GAO Assessment of Best PracticesGAO Assessment of Best Practices

• Mature technologies, stable design, and mature production processes demonstrated at key knowledge points

– Development start (MS B): technologies, time, funding, and other resources match customer needs; critical technologies mature at MS B, demonstrated by PDR and prototypes (addressed in new DoDI 5000.02 – competitive prototyping and PDR prior to or just after MS B)

– Design review (CDR): design performs as expected and is stable; 90% of engineering drawings complete and released by CDR (DoDI 5000.02 – post-CDR assessment to enter system capability and manufacturing process demonstration

– Production start (MS C): production meets cost, schedule, and quality targets; all critical processes under statistical control (DoDI 5000.02 – manufacturing processes under control for full-rate production decision)

(See http://www.dtic.mil/ndia/2008systems/7070masters.pdf)

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What Is a Best Practice?What Is a Best Practice?

Good idea Good practice Local best practice Industry best practice

Sharing and using good ideas and practices lead to eventual local and industry adoption as best practices

Hopefully you’ve been reminded of good practices and been given ideas that you can apply to your organization and your program

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Systems Engineering is the “common sense” ofsound technical management

Is It Rocket Science?Is It Rocket Science?

• Systems engineering success isn’t magic

• It’s the disciplined application of people, processes, and practices to define, document, and verify the requirements of a system and to manage the technical aspects of the program over the life cycle

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DoD SE ResourcesDoD SE Resources

• OSD Software and Systems Engineering website (http://www.acq.osd.mil/sse/)

• Defense Acquisition Guidebook

• Systems Engineering Preparation Guide

• Systems Engineering Guide for Systems of Systems

• Guide for Integrating Systems Engineering into DoD Acquisition Contracts

• Risk Management Guide for DoD Acquisition

• Integrated Master Plan / Integrated Master Schedule Preparation and Use Guide

• Technical Review Checklists (https://acc.dau.mil/CommunityBrowser.aspx?id=144143)

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Contact InfoContact Info

Greg Wildman

Joint Attack Munition Systems Project Office

greg.wildman@msl.army.mil

(256) 842-7028