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Distribution Statement A: Approved for public release. Distribution is unlimited. DOPSR Case #19-S-0011V10.0, 24/10/2018 Slide-0Distribution Statement A: Approved for public release. Distribution is unlimited. DOPSR Case #19-S-0011
Mission Engineering:Evolving Acquisition to Support
the Warfighter
21st Annual National Defense Industrial Association Systems and Mission Engineering Conference
James Thompson
Office of the Under Secretary of Defense for
Research and Engineering
October 24, 2018
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Pacing Mission Challenges
“Building upon our strengths and pursuing lethality, surprise,
and speed will help us become a mission-focused, innovative
Department that puts kill chains over systems, heterogeneity
over uniformity, and adaptability over doctrine. We will assess
capability gaps and needs by missions vs. system or Service,
and we will focus on outcome rather than process.”
— USD(R&E) Michael Griffin, June 2018
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Shifting Acquisition Concerns – Capability vs. Platform
Schedule (agility) and performance (innovation) dominate current Defense perspective
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Increasingly Complex, Compressing Battlespace
▪ The complexity of battlespace is increasingly complex:
− The number of combatants (red, blue and white) and their systems are increasing both in number and sophistication
▪ “Everything” is networked together to some extent
▪ The timeline of the battlespace is shrinking:
− Nano-second decision making is required
Complex
Dynamic
Instantaneous
Kinetic/Non-kinetic
EW-Cyber
Battlespace
The threat is evolving and invalidating our architecturesKey is to recognize these changing factors to better posture material solutions to
rapidly/seamlessly enter and exit the battlespace
Source: map.norsecorp.com/Source: https://culturalq.com/
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Current Acquisition is Falling Short
▪ Acquisition is taking longer
▪ Acquisition “failures” are increasing (Nunn-McCurdy breaches)
▪ Acquisition delivery is increasingly irrelevant to current warfighter needs
Average Acquisition Cycle Time, MS B to MS C, 1969-2015
SAR Reporting Year ~ DASD(SE) Compilation of SAR reporting
Number of Critical and Significant Nunn-Mc-Curdy Breaches, 1997-2009
~ GAO Report, “DoD Cost Overruns”, 2011
5
10
15
20
0
SAR Reporting Year
We are working harder but achieving less and lessmust develop capability at the Speed of Relevance
The causes:
• Increasing complexity -- integration
and interdependencies
• Immature technology
• Monolithic expectations with
unrealistic schedules
• The mission has evolved
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Conway’s Law
“Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure...”
~ Melvin Conway, 1967
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▪ Acknowledgement that the battlespace is increasingly interconnected,
and so should Defense engineering
▪ Great end-effects can be achieved from less-than-great systems... or
even no systems
Department-Wide Realignment / Emphasis
Requirements
Systems
DepartmentIntegration
current reality
Bottom-up, Stove-piped
theory
Joint Concept of Operations
Joint Capabilities
Joint / Service Operating Concepts
Strategic Direction
▪ Acceptance of judicious risk to make
large gains
▪ Valuation of the speed & relevance of
delivery, balancing cost & performance
▪ Understanding that great engineering
cannot correct the shortfalls of an ill-
conceived framework architecture
We need to think enterprise-wide not just system-level
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Department Re-Alignment / Emphasis
JCIDS Process change
▪ 2008-Present
▪ Goal: Synchronize JCIDS – DAS - PPBE
Added:
▪ Capability analysis
▪ More coordination steps
▪ Threat Intel input to Acq.
Redefined Acquisition process goal to better synchronize JCIDS – DAS – PPBE
Missions
Strategy / Policy
Capability Requirements
Doctrine / CONOPS / Future Concepts
Joint and Service Tasks
Resources
Intelligence
CML 3.0
Forces
Materiel: Acquisition & Sustainment
Materiel: Science & Technology / Research & Development
Missions
Doctrine / CONOPS / Future Concepts
Joint & Service Tasks
Capability Requirements
Forces
Material Solutions: S&T / R&D
Material Solutions: Acquisition & Sustainment
Resources
Th
rea
t In
telli
ge
nce
Strategy / PolicyCapability Mission
Lattice 3.0
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Functions / Tasks / DoctrineCombatant Command Mission Planning / Operations
Policy /Strategic
Guidance
Materiel – Acquisition/Sustainment
SecArmy/Staff
CJCS/Joint Staff
Joint or Service Doctrine / CONOPS / Future Concepts
CSA/Army Staff
SecDef/OSD
Resources/Investment
Inte
lligen
ce (Threa
ts / Enviro
nm
en
t)
International Treaties/Alliances
Near Peer Competitors
RogueNations
Non-State Actors
WMD
Capability-MissionLattice 3.0
(Ends-Ways-Means)
USMC
USN
USA
USAF
FunctionalCCMDs
CSAs
Facilities
Train
ing / E
xercise
s
CapabilitySolutions
Force Elements /Providers
MFP
3
MFP
2
MFP
1
MFP
4
MFP
7
MFP 6
MFP 5
MFP
8
MFP
11
MFP
10
MFP
9
20 Feb 2018
PresidentialPolicy Directives
/ Orders
USNORTHCOM
USSOUTHCOM
USEUCOM
USAFRICOM
USCENTCOM
USPACOM
USSOCOM
USTRANSCOM
USSTRATCOM
USCYBERCOM
Integrated Security C
onstructs
Defen
se Plan
ning Scenario
s
OP
LAN
s / CO
NPLA
Ns / C
ON
OPS
Materiel – Science & Technology / Research & Development
Prototyping & Experimentation
Applied ResearchBasic Research
Joint or Service Tasks
Pe
rson
ne
l / Org
aniza
tion
s
Lead
ership
/ Ed
uca
tion
Congressional Legislation SecNav/Staff
CNO/OPNAV Staff CMC/HQMC Staff
SecAF/Staff
CSAF/Air Staff
Logistics/Sustainment
IT/Cyber SystemsSpace SystemsSea SystemsLand Systems Air Systems
Joint Capability Areas/Portfolios
1.0
: Force
Sup
po
rt
2.0
: Ba
ttlespa
ce A
wa
ren
ess
3.0
: Force
Ap
plica
tion
4.0
: Logistics
5.0
: Co
mm
an
d
and
Co
ntro
l
6.0
: Co
mm
s and
C
om
pu
ters
7.0
: Pro
tectio
n
8.0
: Bu
ildin
gP
artne
rship
s
9.0
: Co
rpo
rate
Ma
nage
men
t
Capability Gaps defined as any
Requirement-to-Solution Mismatch
(Performance and/or Quantity)
CapabilityRequirements
METOC(Terrestrial)
Space Weather
EM Environment
MFP
12
O&MPROC
RDT&E
MILPERSMILCON
Requirements/Gaps matching to tech in need of TMRR
Critical In
telligence
Pa
ram
ete
rs
Intelligence Mission Data
Requirements/Gaps matching to tech
ready for EMD
Supply of Capability Solutions
Su
pp
ly o
f Re
sou
rces
for CapabilitiesSupply of Resources for Ops/Readiness
Supply of Forces(Global Force Management)
Request for (existing) Forces
(Global Force Management)
Assess tasks against
applicable threats/
conditions
Op
eration
al/Tactical In
tel P
rod
ucts
Strategic IntelProducts
Decompose functions into tasks
Decompose missions into
functions
Tech Opportunities
Quantified tasks not serviceable by existing forces lead to new Capability Requirements
Department Re-Alignment / Emphasis
JCIDS Process change
▪ 2008-Present
▪ Goal: Synchronize JCIDS – DAS - PPBE
Added:
▪ Capability analysis
▪ More coordination steps
▪ Threat Intel input to Acq.
Improved but didn’t solve means to manage technical tradeoffs and risks
▪ Short, Med. Long term
▪ ID areas of divestment
Redefined Acquisition process goal to better synchronize JCIDS – DAS – PPBE
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Department Re-Alignment / Emphasis
Mission Engineering: Formalizes that engineering rigor and technical insight is key to informing the tradeoffs and risks taken earlier in the Mission-Capability decision
Traditional Systems Engineering
• Focused on system implementation
• Integrate engineering as part of Mission
Capability Analysis
• Inform of technical/technology tradeoffs
more frequently
• Integrate technical assessments to address
mission, technology, manufacturing,
schedule realism, dynamic threat
• Tightened communications and analysis
Mission Engineering
Shift focus to capability
implementation & integration
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Mission Engineering
Mission Engineering is –
▪ Disciplined translation of mission needs into a ENTERPRISE MISSION
ARCHITECTURE providing the foundation to subsequently develop solution architectures and field systems
▪ SYNCHRONIZATION of solution architectures and system dependencies to achieve the enterprise mission architecture and meet the mission need
▪ Champion CAPABILITY-ENABLING TECHNICAL PRACTICES across the department to enable more relevant, timely, and agile solution architectures and systems
▪ Authoritative identification of TECHNICAL RISK, OPPORTUNITIES, and DATA-DRIVEN INSIGHT to address decisions at all levels: chief engineer, PM, decision authority
ME focus is: Enterprise-level architectures, interdependencies, enabling practices and authoritative technical insight
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Improve Management of Interdependencies
Operational Capability of M-code PNT
Space Components
Control Components
User Equipment
Components
4-year gap between deployed satellite capability and battle-space ability to use M-Code
Improved synchronization and dependency management is critical
▪ Synchronize acquisition program sequencing and timelines
▪ Synchronize / align shared dependencies and interfaces
Dependencies between programs are
not universally tracked and carry
hidden risks; improved insight across
all ACAT-levels is needed
Shared Dependencies
GPS Architecture
1 Yr.
3 Years
Total 4 Year Gap
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EFFECTS WEB
Emphasize End-to-End Mission Effects
Optimize enterprise effects vs. platform effects
• In today’s acquisition process, programs are matured independently
• System-of-systems integration occurs when delivered
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Practice Systems Engineering Excellence
Evolution
Operations
Maintenance
Mission Level
(SoS) Validation
Concept of
Operations
Mission Requirements
(Supportability);
Mission Arch.
Mission Analysis & EngineeringMission Integration Managers
Provides Engineering, Programmatic & Investment Decision
Support
Systems
Components
Program Implementation
Portfolio of Platforms
Derived
PlatformRequirements
Derived SystemBehaviors
Derived
Sub-SystemRequirements
Aggregated
PlatformValidation
Aggregated
SystemValidation
Sub-SystemValidation
Service-Specific Mission Decomposition
Systems
Components
Program Implementation
Portfolio of Platforms
Derived
PlatformRequirements
Derived SystemBehaviors
Derived
Sub-SystemRequirements
Aggregated
PlatformValidation
Aggregated
SystemValidation
Sub-SystemValidation
Service-Specific Mission Decomposition
Systems
Components
Program Implementation
Portfolio of Platforms
Derived
PlatformRequirements
Derived SystemBehaviors
Derived
Sub-SystemRequirements
Aggregated
PlatformValidation
Aggregated
SystemValidation
Sub-SystemValidation
Service-Specific Mission Decomposition
Systems
Components
Program Implementation
Portfolio of Platforms
Derived
PlatformRequirements
Derived SystemBehaviors
Derived
Sub-SystemRequirements
Aggregated
PlatformValidation
Aggregated
SystemValidation
Sub-SystemValidation
Service-Specific Mission Decomposition
Extend engineering rigor & analysis to impacts across mission threads
New
Rein
vig
ora
tion o
f
Syste
ms E
ngin
ee
ring
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Gap
Mission Engineering Enterprise Planning –Multiple Services, Multiple Domains
Mission Engineering
Threats
CONOPs/ CONEMPS
Time-Phased Tasks
Dependencies
Cost/Schedule Constraints
Enterprise Goals
Needs Decomposed
to Time-Phased
Functional Model
Mission Needs
Opportunities
Analysis & Gap
Identification
Gap Trade-space
Analysis &
Decision
Reference Mission
Enterprise
Architecture
AVs
CVs
OVs
PVs
SVs
Modify Existing
Programs
Start Gap-Filler
Programs
Rapid Prototypes &
Tech Investment
Develop Solution
Architectures
Synchronize
Dependencies
Improve velocity through the use of digital models in a digital environment
AVs CVs OVs SVs
▪Requirements
Refinement
▪Rapid
Prototype
▪Technology
Development
▪New
ProcurementProgram
A
Program
B
Gap
Joint Requirements Legacy Programs Technology / Prototypes Integration Models Enabling Eng. Tools
Enabling
Engineering and
Integration
Extend engineering rigor & analysis to impacts across mission threads
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ENGINEERING
LEVELDESCRIPTOR TIMELINE EXAMPLE
COMPONENT
Within
constraints
CONTINUOUS DELIVERY of capability
developed and acquired in the context
of recognized constraints
<1-2
Years
BLOCK
Trading
constraints
ITERATIVE DEVELOPMENT delivering
“Minimum Viable Product”
~3-4
Years
PLATFORM
Evolving
constraints
RE-STRUCTURE and SEQUENCE
platforms to optimize the trades made
in the previous two levels ...
• Avoid 30-year monolithic acquisitions
• Buy 100 before committing to 1000s
~5-10
Years
EPOCH
Redefined
constraints
RE-DEFINE THE FRAMEWORK
ARCHITECTURE; achieve next level of
performance
>10-15
Years
Next generation – shift from component-block to platform-epoch focus
UCAS
Block 40
LANTIRN Pod
Block 50
F110; JDAM
F-16 Block 25
GP
S
~24 S
AT
S
GE
O
Next-
Gen
nK
SA
TS
LE
O
Value Speed of Delivery at All Levels/Spirals
Manned vs. Artificial Intelligence
Non-space-based PNT
HMMWV
MRAP JLTV
Em
ph
as
is:
19
80
s-2
015
Em
ph
as
is:
20
15
-F
utu
re
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Research Epoch Changers – Redefine Framework Architecture
▪ The next conflict may be an evolution on our current capability …
▪ But the next war will be fought in a way just barely considered today
Maintaining relevance by changing the rules of the game, or playing a different game altogether
RE-DEFINE THE FRAMEWORK
ARCHITECTURE; achieve next
level of performance
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Deriving a Reference Enterprise Mission Architecture for the Space Domain
Extend engineering rigor & analysis to impacts across mission threads
“Space Architecture
Study Initiative”-- ASD(R&E), 2018
From JCIDS Manual
• Phase I− Real-Time Space Situational
Awareness
• Phase II–X− The Other Mission Areas
Space Missions’
Reference Architecture(s)
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VELOCITY RELEVANCE
• CONTINUOUS CAPABILITY DELIVERY • ARCHITECTURES
− Sequence – ARCI-Model
− Appropriate vs. Innovate
− Automation
− Common Production Environments
− Enterprise Optimization
− End-to-End Effects
− Grand Scales / Unified Architectures = Challenges
− Reduce Complexity
− Loosely Coupled / Tightly Integrated, and Vice Versa
• MINIMUM VIABLE PRODUCT (MVP) • PRESERVING OPTIONS
− Iterative Development
− Pre-Planned Product Improvement
− Pre-Planned Obsolescence
− Right-Sizing
− Improve Program Scoping and Metrics
− Prototyping
− Manage Acceptable Risk – Failure Tolerance
− JCTDs
− Technology Insertion
− De-couple – Hardware / Software
− Technical Readiness
• REDUCING LATENCY • MULTI-FUNCTIONALITY / RESILIENCE
− Evolve Acquisition Processes
− Data-Driven Decision Making
− Communities of Practice
− Credibility in Engineering Planning
− Interdependencies – Mission Threads
− Evolve Requirements Processes
− Modularity – Programs, Frameworks, Architectures
− Cyber / Security Resiliency
Addressing the Challenge – Acquisition at the Speed of Relevance
Factors impacting …
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Foster Continuous Delivery Scalable Architecture,
Modularity & Coupling
From To
Avoid Monolithic Approaches Promote Experimentation / Prototyping
Delivery architecture and prototyping are key to timely, relevant capability delivery
Key Enabling ME Approaches
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Enabling Processes & Tools
Need academia/industry’s help -- improved insights on data-driven capability decisions
• Evolve SE practice
• Independent Technical Risk Assessments (ITRA)
• Risk / Opportunity Management
• Modeling & Simulation
• Modularity – MOSA
• Should-Schedule Analysis
• Data Transparency
• Digital Engineering -- Model Based Systems Engineering
• Architecture Analysis
• Interdependency / Interface Mgt.
• Measures of Resiliency
• Other tools to abstract the appropriate data to leadership decisions
• Next Generation Threat System (e.g., ONR Strike Group Defender)
• Virtual World Visualization Software
• Architecture Management Integration Environment - open interfaces and integration for simulation models/analysis tools (e.g., Magic Draw Suite, Rational Rhapsody, DOORS)
• Standalone / Networked Tools - DREN / SDREN, Joint Sim Environment / NSWC Dahlgren Division Ship Labs, Army Labs, etc.
• MBSE and SE integration in SYSML, RSA, etc.
• Improved Data Analytics / Tools
• Robust Cyber Effects (Offensive / Defensive) Modeling
What We Do Now What We Need to Be Able to Do Better
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Modeling & Simulation
Key Enabling ME Processes & Tools
Independent Risk
Assessment and
Risk &
Opportunity
Management
ME Capability Framework
Modular, Open Systems Approach
(MOSA)
Refinement of existing tools is needed
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▪ How do we accelerate mission need to mission delivery?
▪ What are the technical measures, metrics, & data to track technical progress toward mission capability vs. traditional specs?
▪ How do we synchronize interdependent acquisitions regardless of ACAT level? How do we manage dependencies?
▪ How do we preserve more solution options later in the acquisition cycle?
▪ How do we set mission performance requirements to promote SoS–centric vs. platform-centric solutions?
▪ How do you incentivize mission "ilities" – survivability, modularity, adaptability, availability, resiliency, security?
▪ How do we evaluate candidate solution architectures under a mission reference architecture? What are the models?
▪ What are industry standards for data/products to improve communication/integration? How do others access that information?
▪ How do we address IP issues to facilitate collaboration?
▪ How do we acquire common operating systems and architectures separate from platforms?
▪ What tools better enable cross-mission dependency and gap analysis?
Way Ahead: Challenges for DoD and Industry
As a community we need to better address operational mission performance in acquisition
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DoD Research and Engineering Enterprise
Solving Problems Today – Designing Solutions for Tomorrow
Defense Innovation Marketplacehttps://defenseinnovationmarketplace.dtic.mil
DoD Research and Engineering Enterprise https://www.acq.osd.mil/chieftechnologist/
Twitter@DoDInnovation
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Mr. James Thompson
Office of the Under Secretary of Defense
Research and Engineering
571-372-6160
For Additional Information