AF Center for Systems EngineeringTSPG Engineering Forum

Mike UcchinoChief, App/Dev DivisionAFIT/SYA21 Jul 04

SECAF Direction

• Develop Plan to strengthen Air Force’s systems engineering capabilities

• “Create an Institute for Systems Engineering”

SE process not broken – inconsistent application of the process causing the problems

SE process not broken – inconsistent application of the process causing the problems

AFMC SE Forum

AFIT Organization

Communications& Info Services

Major Trautmann

Civil Engineer & Services School

Dean-Col Astin

Senior Council

AFIT CommandantBrig Gen (Sel) Eidsaune

Air Univ CommanderLt Gen Lamontagne

Center for Systems Engineering

Interim Director -Mr. Wilson

SE Ed & Training

School of Systemsand Logistics

Dean-Col Knapp

AETC CommanderGen Cook

AU Board of VisitorsAFIT SE Subcommittee

AFMC AFSPC

AdvocacyCollaborationConsultation

-

Systems EngineeringSenior Council

AFIT CommandantBrig Gen (Sel) Eidsaune

Air Univ CommanderLt Gen Regni

Center for Systems Engineering

Director - Mr. Wilson

SE Ed & Training

School of Systemsand Logistics

Dean-Col Knapp Acting - Dr Calico

AETC CommanderGen Cook

AU Board of VisitorsAFIT SE Subcommittee

AFMC AFSPC

AdvocacyCollaborationConsultation

- New Reorganization

Provost

CSE Goals

• Influence and institutionalize systems engineering process– Policy, process, practices, tools

• Collaboration with government, industry & academia

– Advocacy / consultation– Rotational program

• Educate the workforce– Academic programs

• Graduate programs – MS, PhD & certificate

• Seminars, workshops, short courses

• Provide accessibility at key DoD locations

– Case studies

SYASYA

SYESYE

04/19/23 20:53 DRAFT 5

Systems Engineering

…an interdisciplinary approach encompassing the entire set of scientific, technical, and managerial efforts needed to evolve, verify, deploy (or field), and support an integrated and life-cycle balanced set of system solutions that satisfy customer needs.

Needs Solution

Systems Engineering

} {SystemsEngineering

Process

Capability Requirements DocumentsOperational MissionsMODs

SolutionsRequired Capability

Weapon SystemsEng DataTOsSparesSupport EquipTrainingFacilities

ConnectionConnection

Process vs Organization

Program Management ProcessProgram Management Process(Systems Engineering Process)(Systems Engineering Process)

AQ / XRAQ / XR IL / LGIL / LG

DevelopmentDevelopment

ProductionProduction MaintenanceMaintenance

DepotDepot

SupplySupply

ModificationsModifications

AcquisitionAcquisition LogisticsLogistics

LIFE CYCLELIFE CYCLE

• Oct 03: Systems Engineering Summit– Government, industry, and academia participated – Brainstormed 38 potential SE action items

• Developing guides• Requiring a systems engineering plan• Making policy/regulation/process changes• Developing contractual incentives• Refining educational/training template requirements

– Looking at consolidating as many as possible• Some already addressed through other efforts

– Identifying short/long term efforts

OSD / NDIA

SEP Guide

• USD(AT&L) policy memo, dated 30 Mar 04− SE processes – what standards, CMM, etc will be used− Technical baseline – how is it developed, managed, and controlled− Technical reviews

• Assess program technical maturity

• Assess program technical risk

• Support program decisions

− Integrate SE into program’s IPTs• Describe integration/coordination across IPTs

• Describe IPT organization• Identify SE tools employed

• CSE developing further guidance for program offices

SAF/AQ

• Main Objectives– Establish program environment founded on robust

development principles• Promised capabilities delivered on schedule & within budget• Scalable/expandable solutions to meet future needs• Desensitized to manufacturing & operational variations

– Key SE elements given principle consideration• Solicitation, award, and execution processes

– Proactive SE leading indicators utilized• Mapped to incentive strategies• Measurable• Minimize surprises

– Change government and contractor emphasis as needed

SAF/AQ Actions

• Issued Increment 2 Systems Engineering policy memorandum

• Issued guide for Robust Engineering Methodologies

• Leveraging Lean Aircraft Initiative tenants/processes that can improve SE application

• Will develop training and impose minimum qualification requirements for critical positions, e.g., SPD/PM, Chief Engr, IPT Leads

• Increment 3 Systems Engineering policy will focus on workforce development

• “Robust engineering” guidance– Disciplined systems engineering– Robust product design

• Contractual guidance– Section M– Section L– Incentives

• Technical management leading indicator examples– Pro-active measures of SE process effectiveness– Flag potential problem areas in time to fix

• Available on CSE website (http://cse.afit.edu)

Robust Engineering Guide

• Robust product designs try to anticipate:– Technology advancements

– Commercial product utilization

– DoD imposed constraints

– Obsolescence

– Future requirements

– New operational missions and roles

– Interoperability

– Network-centric applications

– etc

Robust Engineering Guide

• Factors to consider when assessing contractor technical capabilities and performance– Uses disciplined systems engineering processes

• Requirements analysis and allocation• Robust design principles• Trade studies/analyses• Risk management• Configuration management• Mfg/QA processes• Technical reviews• Verification/validation• etc

– Qualified, trained staff assigned to program– SE tools effectively and efficiently used

• M&S• CMMI• etc

– Subcontractors employ same processes and principles

Robust Engineering Guide

• Six critical systems engineering areas drive most cost/schedule/performance risks

– Requirements definition

– Design maturation

– Subcontractor management

– Test and evaluation / verification and validation

– Manufacturing

– Sustainment

Robust Engineering Guide

• Some leading indicator examples – Change activities vs time– Specifications approved vs planned– Subcontracts signed vs planned– Engineering manpower vs planned– Design documentation vs planned– Actual TPMs vs planned– Deficiency/trouble reports vs expectations– Verification activities approved vs planned– Actual schedule vs planned– Design review AIs closed vs scheduled

• Applicable to subcontract management as well

Robust Engineering Guide

CSE Website

• Educational Opportunities– Curriculum (Degree / Certificate / Continuing Education)

• Available Resources– Case Studies– Tools– Best Practices– Guidance Documents

• Ongoing Research

• Consultation Services

• Internet Links– Policy / Stakeholders

• Significant Upcoming SE Events

• Business Portal Interface

Target IOC: Summer 04Target IOC: Summer 04