workforce and culture transformations in digital acquisition · •digital thread is still in the...

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NDIA Systems Engineering ConferenceOctober 23, 2018

Molly Nadolski, Tom McDermott, Chris Paredis, Paul Collopy

Workforce and Culture Transformations in Digital

Acquisition

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Agenda

• Introduction & Background

• Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis

• Context Background: DE Transformation; Workforce & Culture

• Systemigram

• Outcomes & Next Steps

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Introduction

• Research project to evaluate the impacts of DE on current DoD acquisition enterprise processes

• Digital Thread is still in the early stages of development and adoption

• Discussions around digital thread and digital engineering focuses on the technological and modeling aspects

- Overlooked is the human role and associated changes to culture & workforce

• Created holistic model of DoD Acquisition Enterprise change as DE is gradually adopted

SERC Project RT-182 Digital Thread Enabled Acquisition

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• Systemigram


Agenda

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Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis

Graphic: W. Rouse & M. Pennock, Complex Enterprise Systems, 5th Annual SERC Sponsor Research Review February 25, 2014

Descriptive Models

Graphic: smumn.edu/facpages/~dbucknam/rat_cartoon.jpg

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Methodology, continued1. Context Analysis

2. Central Questions of Interest

3. Identify System Structure & Phenomena

- Background Research

- Interviews

4. Visualize Relationships

- Systemigram Narratives & Diagrams

5. Identify Areas of Exploration

- Innovation System Analysis

- Key stakeholders

- Critical enablers & barriers to change

6. Identify Data Sets to Parameterize

- What are the measurement areas that will drive change?

- What measures are collected versus what should be collected

2. Agree on Central Questions of Interest

3. Identify System Structure & Phenomena

4. Visualize Relationships

5. Identify Areas of Exploration

6. Identify Data Sets to Parameterize

7. Identify Relevant Computational

Models

Agree on Context & Boundaries

Conceptualize Models and abstractions

Develop Narratives &

Diagrams

Develop Data Models

Integrate Computational

Models

Test/ Verify

Rouse, W.B, Modeling and Visualization of Complex Systems and Enterprises, Wiley, 2015.

Loper M., Ed., Modeling and Simulation in the Systems Engineering Lifecycle, Springer, 2015.

1. View the System as a Multi-Layer

Enterprise

Framework: Facilitation: Model Design:

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1. The problem

situation:

unstructured

7. Action to

improve the

problem

situation

6. Feasible,

desirable

changes

2. The problem

situation:

expressed

5. Dramatization

and Dialogue

3. Structured

text

4a. Formal

system

concept

4. Systemigram(s)

Design

4b. Other

systems

thinking

Real world

Systems thinking

Stakeholder

Interviews

Design Workshop,

Actors &

Enablers

Stakeholder

Reconciliation,

Measures of

Change

Central

Questions of

Interest

Innovation

System

Development

A qualitative stakeholder-driven process to produce quantitative goals

In Practice: Using Enterprise Systemigrams

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• 15 Project Visits Completed, 25 People Interviewed

- DASD/SE

- Aerospace Corp

- JHU APL

- SAF/AQ

- Army PM-Aviation

- Army Future Vertical Lift Program Office

- Ground-Based Strategic Deterrent Program Office

- SPAWAR San Diego

- TARDEC

- J8 JCIDS office

- DOT&E

- NASA-Langley

- NASA-Marshall

- JPL

• Also:

―~50 documents reviewed

―6 facilitated meetings with DASD/SE team

Stakeholder Interviews & Research

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• Systemigram


Agenda

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Context BackgroundEnabling Environment Key Actors & Resources Interactions/Activities Outcomes/Outputs

Do

mai

n

• Operational Context –

increasing complexity

• DoD DE Strategy

• Manufacturing 4.0 drivers

• Global innovation in DE

• Curate models across domains,

fidelity, phases and the lifecycle

• Goal 1: Formalize the development,

integration and use of models to inform

enterprise and program decision making

• Map the realm of the possible with warfighter

needs

Inst

itu

tio

ns

• Develop, mature, and use

IT infrastructures

• Define and govern

authoritative source of

truth

• INCOSE and other professional

organizations

• Digital program documents

• Enterprise owns the ontology and

data layer for analytical

approaches

• Libraries of reusable models

• Pay once for data, reuse

everywhere

• Goal 2: Provide an enduring authoritative

source of truth (AST)

• Goal 4: Establish a supporting infrastructure

and environment

Pro

cess

es

• Lexicon, taxonomies,

ontologies

• Paperless system and

technical information

• Communities: Standards, guides

• Communicators/ matchmakers

• Model governance/version

control mgmt.

• Better informed Decision makers

• Digital twin that injects data back

into the models

• System data accessible from a

single portal

• Eliminate human process of

finding and using data

• Everything needed is on desktop,

what’s been done before is there

to reuse

• Goal 3: Incorporate technical innovations to

improve the engineering practice

• opportunities that can be gained from deeper

information in the AST

• make the process more efficient and reduce

rework

• capture and maintain lessons learned

Pe

op

le

• Comfort with technology

• Usability of DE methods

& tools

• Organizational and

cultural resistance

• Learning systems that

adapt to individual

abilities

• Leadership & messaging

• Older vs younger workforce

• Human capital - skills

• A-Teams & B/C-Teams -

performance

• Enhance collaboration

• Humans can focus on creative

work and machines can take care

of mundane tasks

• Understand incremental value of

all trades, done dynamically

• Goal 5: Transform Culture and Workforce

• easier to ingest new processes and incorporate

acquisition expertise into the tools

• make the B-team and C-team players perform

more at the A-Team level

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Workforce & Culture

• Most stakeholders and experts do agree there is a cultural change at play

• Divergence in perspective in regards to what this might look like

• Change in the “old guard” to “new guard”, whether or not there are

workforce capabilities and the “talent” will look like

• Substantial workforce shift: new tools which bring in digital natives and

will be a merger of new technology and existing experience

• Are there capabilities and resources to address the changes?

• Tensions between the old and new guard

• Evolution of Systems Engineering and System Modeling roles & methods

• Digital collaboration and access to truth data is a key enabler

• Commitment of leadership is essential

• Investment, common messaging, safe places to experiment

• What innovations will drive the future DE desktop environment?

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• Systemigram


Agenda

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DE Transformation Systemigrams

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Program Office

Workforce

Procurement

Engineering

Program

Management

Prod./

Quality

Assurance

Business/

Financial

Management

Test &

Eval

Actors

Domain

Structure

Processes/

Resources

Legend

Workforce and Culture

Is no silver

bullet for good

Must be

about

uses

Seeing

increasing

Has

mature

Do not

Have

the

Performed by

Less

receptive touses

Frustrated

with lack of

causes

More

receptive to

Link together

Broaden

perspectives with

Provide

Limits

delegation to

Driving

transition to

Requiring

reprioritization

of the

To

do

Driving

change in

of

Ability to

model

across

Systems

Engineering

System

Complexity

Disciplinary

Roles

Aging

Workforce

Experienced

Engineers

Younger

Engineers

Digital

Models Attrition

Digital

Engineering

Knowledge

Transfer

Pace of

Adoption

MBSE

Program

Collaboration

“Heroes”

Engineering

Workforce

Software

Engineering

System

Engineering

Manufacturing

Hardware

Engineering

Test &

Eval

Have

the

Leads

to

Concern

Will lead

to more

technical

Struggle with

formal cross-

disciplinary

Rely too

much on

Central Data Storage

Cloud Server

Single Portal

Computing

System

Communication

With

stakeholders

Across roles

Across

disciplines

Leadership

Create

Buy-in

Will

reduce

Messaging

Reduce

risk

Communicate

better

Do the same

things faster

Create better

informed

requirements

Make better

informed

decisions

Ability to assert

completeness

More work

flexibility

Strategic vector/

Commander’s

intent

Must provide

Needed to

Finding &

Using Data

to

Everything is

on the

Desktop when

Needed

for

Transform

Workforce

and Culture

Must

incentivize

Digital

Collaboration

PlatformsLack formal

Digital Tools

Support

collaboration

Different uses

of similar tools

Customize user

experience

Provide effective

visualization

DE Initiatives

Innovation

spaces &

projects

Communities of

Practice/ Interest

Guidebook

Chapter on MBSE

Shared

knowledge/

Authoritative

Source of Truth

Must

produceTo create

the

necessary

Must

With

Must

support

investment

in

uses

Must

invest in

and

Bridge the

modelers to

acquirers gap

Will

help

Leading to

improved

on

Must

persist

to

Needed to

More “A”

Players

into

Will be

set by

Agility

Improving

Tool

Vendors

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Program Office

Workforce

Procurement

Engineering

Program

Management

Prod./

Quality

Assurance

Business/

Financial

Management

Test &

Eval

Actors

Domain

Structure

Processes/

Resources

Legend


Is no silver

bullet for good

Must be

about

uses

Seeing

increasing

Has

mature

Do not

Have

the

uses

Driving

change in

Ability to

model

across

Systems

Engineering

System

Complexity

Disciplinary

Roles

MBSE

Engineering

Workforce

Software

Engineering

System

Engineering

Manufacturing

Hardware

Engineering

Test &

Eval

Have

the

Communication

With

stakeholders

Across roles

Across

disciplines

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Actors

Domain

Structure

Processes/

Resources

Legend


Is no silver

bullet for good

Must be

about

uses

Seeing

increasing

Has

mature

Performed by

Less

receptive touses

Frustrated

with lack of

causes

More

receptive to

Link together

Broaden

perspectives with

Provide

Limits

delegation to

Driving

transition to

of

Ability to

model

across

Systems

Engineering

System

Complexity

Disciplinary

Roles

Aging

Workforce

Experienced

Engineers

Younger

Engineers

Digital

Models Attrition

Digital

Engineering

Knowledge

Transfer

Pace of

Adoption

MBSE

“Heroes”

Leads

to

Concern

Rely too

much on

Will

reduce

To create

the

necessary

17

Actors

Domain

Structure

Processes/

Resources

Legend

Workforce and CultureMust be

about

Seeing

increasing

Driving

transition to

of

Systems

Engineering

System

Complexity

Digital

Engineering

Central Data Storage

Cloud Server

Single Portal

Computing

System

Finding &

Using Data

Everything is

on the

Desktop when

Needed

for

Digital

Collaboration

Platforms

Digital Tools

Support

collaboration

Different uses

of similar tools

Customize user

experience

Provide effective

visualization

To create

the

necessaryuses

and

on

Tool

Vendors

18

Actors

Domain

Structure

Processes/

Resources

Legend

Workforce and CultureMust be

about

Seeing

increasing

Frustrated

with lack of

causes

Driving

transition to

of

Systems

Engineering

System

Complexity Attrition

Digital

Engineering

Pace of

Adoption

Leadership

Create

Buy-in

Will

reduce

Messaging

Reduce

risk

Communicate

better

Do the same

things faster

Create better

informed

requirements

Make better

informed

decisions

Ability to assert

completeness

More work

flexibility

Strategic vector/

Commander’s

intent

Must provide

Needed to

Finding &

Using Data

to

Everything is

on the

Desktop when

Needed

for

Transform

Workforce

and Culture

Must

incentivize

Digital

Collaboration

Platforms

DE Initiatives

Innovation

spaces &

projects

Communities of

Practice/ Interest

Guidebook

Chapter on MBSE

Shared

knowledge/

Authoritative

Source of Truth

Must

produce

Must

With

Must

support

investment

in

Must

persist

to

Needed to

More “A”

Players

into

Will be

set by

Agility

Improving

Tool

Vendors

Younger

Engineers

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• Systemigram


Agenda

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• Created holistic model of DoD Acquisition Enterprise change as DE is gradually adopted

• Good agreement across stakeholders on the nature of the strategy

• Descriptive modeling process reveals scope of change

• Testing insights in multiple forums using Systemigrams

Outcomes & Next Steps

• Next steps:

• What do program offices need to emphasize?

• What are the short and long-term metrics for success?

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Questions?

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Thank you!

workforce and culture transformations in digital acquisition · •digital thread is still in the...

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