Presentation from March 8, 2005 Dinner Meeting

8/9/2019 Presentation from March 8, 2005 Dinner Meeting

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Know the EarthShow the Way

NATIONAL GEOSPATIAL-INTELLIGENCE AGENCYApproved for Public Release/ 05-116

Overcoming the Challenges ofSystems Engineering at NGAOvercoming the Challenges ofSystems Engineering at NGA

INCOSE Washington Metro Area Meeting

8 March 2005

INCOSE Washington Metro Area Meeting

8 March 2005

Dr. Thomas Holzer

Technical Executive

Acquisition Engineering Office


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NATIONAL GEOSPATIAL-INTELLIGENCE AGENCY

Know the EarthShow the WayINCOSE Washington Metro Area Meeting 8 March 2005 Approved for Public Release/ 05-116

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Our Mission

NGA provides geospatial intelligence

imagery, imagery intelligence, and

geospatial data and information for

planning, decision-making and action insupport of national security.


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Background

NGA is a Combat and Intelligence Support Agency We serve many masters

Secretary of Defense

Director of National Intelligence

Director of Central Intelligence Acquisition workforce does not come from an

acquisition culture

A lot of challenges being successfully overcome

NGA has been improving SE and Acquisition

Management overall since Jan 2000


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Disclaimer

NGA continues to accomplish great things despitethe challenges of doing systems engineering in a

non-acquisition management culture.

This presentation is not a critique of NGAs

systems engineering capabilities

This presentation is a review of how NGA isovercoming the challenges in a complex

environment


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Challenges (The Short List)

Doing systems engineering in a non-acquisitionmanagement environment People dont understand SE and dont care

People want to understand, but dont know why

People dont want to be constrained by processes

It takes too long

People want to understand and try

Delivering quality capabilities quickly Complexities from an SE viewpoint are overlooked or

understated Meeting acquisition improvement objectives

Mr. Wynnes (USD/AT&L) SE Revitalization

General Clappers improved acquisition management


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Topics- Path to Maturing SE in NGA

Technology,

Tools, &

Training

Organizations

and

People

Processes

and

Practices

Robust & AgileSystems

Engineering


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Staff Officer

FIA Joint ManagementOffice

DD

Chief of Staff

Director (D)

Component Acquisition Executive

Dr. Art Decker

Deputy Director (DD)

Dr. Keith E. Littlefield

AcquisitionContracts Office

(AC)Director

Sr. Procurement Executive

Deputy Director

Staff Officer / Tasking Office

Staff Officer /

Outreach Coordinator

Staff Officer / Comp Tech SupportStaff Officer

AcquisitionEngineering Office

(AE)

DirectorDeputy Director

Acquisition

Systems Office (AS)


LINE OFFICESLINE OFFICES

STAFF OFFICESSTAFF OFFICES

Technical Executive (TX)

Business Executive (BX)

Staff Officer Facilities /

Space Engineer

Staff Officer / HR Staff

Military Executive (MX)Chief of Staff

Administrative Executive (AX)

Assistant Chief of Staff

Special Assistant

Acquisition

Business Office (AB)


NRO NGASupport Team

Director

Deputy Director

Special Assistant

for Analysis & Production

Delivering the Future NOWCurrent as of 17 December 2004


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Previous Acquisition Engineering Office

Contr ct nagement ngrTeam

Program

Planning

Modeling&

imulation

PerformanceAnal sis

Planningand

Anal sis

equirements

Validation

Customer

Interface

RequirementsAnal sis

PSSE

ICMAPSE

Requirements and

Customer Interface

Interfaces

Configuration

Management

MasterSc edule

CMLSE

SONSE

AGPSE

SEG 8SE

Arc itecture

Engineering

IV&V

Readiness

System

Integrity

Process

Improvement

Enterprise

riskMgmt

SecurityEngineering

DHSSE

IraqSE

AGI SE

SBR/NISSE

ChiefSystems

Engineering

GeoScoutRequirements

GeoScout

Architecture

GeoScout

BPR

GeoScout

Planning

FIARequirements

FIA

Interfaces

FIA

CONOPS

FIANSG

ProjectOffice

AcquisitionEngineering

Legend

Line divisions

Functions

Projects

Challenged in applying complete SE skills

to specific transformation activities


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Realignment Goals & Approach

Create an environment that encourages &

promotes effective collaboration both

internal to NGA/A and externally

Provide systems and forums to improve the

quality of decisions

Provide continuous feedback to improve

individual and organization performance inmeeting D/NGA priorities


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Legend

Line divisionsFunctionsProjects

Realigned Acquisition Engineering Office

Contract ManagementRTM ACE FIA ACE

KPE ACE CML ACE

GKB ACE A/B ACE

WSE ACE SAP ACE

MCS ACE P/S ACE

Chief Systems Engineer

Program

Planning

Modeling &Simulation

Performance

Analysis

Planning and

Analysis

Requirements

alidation

CustomerInterface

BPR/CONOPS

Requirements and

Customer Interface

Interfaces

SecurityEngineering

Requirements

Analysis

Data Architecture

& Engineering

Architecture

Engineering

I

&V

Readiness

Configuration

Management

Master

Schedule

Enterprise

Risk Mgmt

System

Integrity

Acquisition Engineering

Technical Executive

Functional Line Divisions: StaffTrain and equip

Matrix support to AEE Execute core processes Process improvement

Function re-alignments

Chief SE & Associate Chief

Engineers (ACE): Programs and ProjectsPlan and leadEnsure alignmentAddress cross ACE issues

Stakeholder coordinationSingle point of contactCommon business rhythm

Platform-based ACEsConverge into NSG

architecturePersistence ACE includes all

space-based programs

RTM- Requirements Tasking Marketplace

KPR- Knowledge Production Environment

GKB- GEOINT Knowledge BaseWSE- Web-based Secure Environment

MCS- Mission Corporate Support

IC MAP PO

DHS JPO


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Legend

Line divisionsFunctionsProjects

Realigned Acquisition Engineering Office

Contract ManagementRTM ACE FIA ACE

KPE ACE CML ACE

GKB ACE A/B ACE

WSE ACE SAP ACE

MCS ACE P/S ACE

Chief Systems Engineer

Program

Planning

Modeling &Simulation

Performance

Analysis

Planning and

Analysis

Requirements

Validation

CustomerInterface

BPR/CONOPS

Requirements and

Customer Interface

Interfaces

SecurityEngineering

Requirements

Analysis

Data Architecture

& Engineering

Architecture

Engineering

IV&V

Readiness

Configuration

Management

Master

Schedule

Enterprise

Risk Mgmt

System

Integrity

Acquisition Engineering

Technical Executive

Functional Line Divisions: StaffTrain and equip

Matrix support to AEE Execute core processes Process improvement

Function re-alignments

Chief SE & Associate Chief

Engineers (ACE): Programs and ProjectsPlan and leadEnsure alignmentAddress cross ACE issues

Stakeholder coordinationSingle point of contactCommon business rhythm

Platform-based ACEsConverge into NSG

architecturePersistence ACE includes all

space-based programs

RTM- Requirements Tasking Marketplace

KPR- Knowledge Production Environment

GKB- GEOINT Knowledge BaseWSE- Web-based Secure Environment

MCS- Mission Corporate Support

IC MAP PO

DHS JPO


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Organization and People

Maturing SE competencies

Strong training program

Infusion of external SE and Acquisition

Management expertise Support from external SE & SI support

Enterprise Engineering Contract (SE)

GeoScout Contract (SI)

MITRE

Apply standard processes


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Acquisition Strategy FrameworkAcquisition Strategy Framework

Systems

Integrator

(GeoScout)

Heritage

Contracts

Heritage

Contracts

Ops &

Sustainment(NJVC)

Legacy O&S

Contract(s)

Legacy O&S

Contract(s)

Enterprise

Engineering

Corporate Business

System and Process

Mission System and

Process

Enterprise Architecture

(operational, technical and

conceptual data model)

Migration Planning

Requirements Baseline

Performance Metrics/ Modeling

Enterprise Risk Management

Master Program Schedule

Enterprise CM (Readiness)

IV&V

Technology Insertion

Integrated GI AnalyticalEnvironment

Corporate and Mission

BPR implementation

System Architecture

Definition,

Development &

Implementation

Infrastructure

Modernization

Technical Insertion /

Prototyping (NPE)

System MigrationPlan Life Cycle

Planning

Integration & Test/ITF

Risk Management

Training

Implementation of

Logical & Physical

Data Model

Development

Baseline

Operational Baseline

System Operations

Enterprise Services

Software Admin

Hardware Maint

License Mgmt

Inventory Mgmt

Maintain NPE / ITF


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ToolsAcquisition Management Professional Advisory Board

Defines, guides and sponsors professional

development

Band-level expectations Career progression

Education roadmap

Performance standards

Training programs


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TrainingGrowing SE Capabilities

Systems Engineering Graduate Certificate Program Master Degree through The George Washington Univ and

University of Missouri-Rolla

2 year program; 6 courses; 1 course/semester; on-site

76 graduates since Jan 01 54* students currently enrolled

Systems Engineering Masters Completion Program Completes academic requirements for MSSE

2 year program; 6 courses; 1 course/semester; on-site

1 students to graduate Apr 05 Continuing Education (Long-term Full Time Training)

3 Doctor of Science Engineering Management

3 Masters in Systems Engineering

* Includes 14 NGA contractors & 9 mission partners


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TrainingGrowing SE Capabilities (cont)

Defense Acquisition Workforce Improvement Act Certification (System Planning, Research, Development and Engineering;

Program Management, Test & Evaluation, Logistics, others)

Competency improvement

Leadership Development Program Prepare participants as potential, future leaders with theknowledge and skills that are required and desirable in movingforward and upward in career pursuits

Mid & Senior levels (GS13-15/Bands 4-5)

Shadowing and Mentoring Programs

Long Term Full Time Training

Ad-hoc Training

On-the-Job Training


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TechnologyInformation Management

Integrated Data Environments Enterprise Engineering contractor maintained

One-Stop source for SE activities information

GeoScout contractor maintains companion Process Asset Library

One-stop shop for all process materials

Located on EE IDEs

On-Line Tools EVM

Program Managers Dashboard

Others


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Processes and PracticesProcess Improvement Initiative

Keystone to SE integrity

Objective: To deliver products and

services of consistent, high quality to the

customer

Documented, repeatableprocesses that achieve

predictable results


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Processes and PracticesProcess Improvement Initiative

Based on Federal Aviation Administration

Integrated Capability Maturity Model, Ver. 2

Enterprise-wide improvement of life-cycle, management

& support processes, based on capability levels fromthe acquisition agentpoint of view

Initiated Jan 2000 in Acquisition Directorate

Achieve Level 2 in 10 critical process areas

Conducted external appraisal in Oct 2003

Achieved Level 3 in of 10 process areas


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Processes and PracticesProcess Migration

Contract Management (3)

Configuration Mgmt (3)

Needs (3)

Outsourcing (3)

Project Management (2)*

Quality Assurance (1)*

Readiness**

Requirements (3)

Risk Management (3)

System Evaluation (3)

Transition (3)

Configuration Mgmt

Contract ManagementOutsourcing

Project ManagementQuality Assurance

Readiness**

Risk Management

System Evaluation

Transition

AlternativesArchitecture

Design

Information Mgmt

Integrated Teaming

Integration

Measurement

Needs

Peer Review

Process DefinitionProcess Improvements

Requirements

Strategic Planning

System Security*

Tech Insertion

Training

2000 - 2003

2003 - 2009

Process (Appraised Level)

* Process not sufficiently institutionalized forLevel 3

** Process not in FAA-iCMM

*** Where it makes good business sense


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Configuration

Management

Alternative

Modeling &

Simulation

Enterprise

Architecture

Information

Management

Enterprise

Needs &

Requirements

Integration

Pre Award &

Contracting

Measurement

Process

Definition

Project

Management

Process

Improvement

Peer Review

Readiness

Quality

Assurance

Strategic

Planning

Training

System

Security

Technology

Insertion

Transition

Test &

Evaluation

Risk

Management

CM, TX

To All

To All

From All

PM

Life Cycle Processes

Management Processes

Support Processes

Additional Processes

From All To All

Draft 6/4/04


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SE Processes, Policy and Standards

Tier 1: Process Improvement Processes and Policy

Process application policy

Defines Architecture, Base and General Processes,Process Interfaces and policy (4-10 pgs/process)

Tier 2: Process Area Procedures

May be tailored (10-50 pgs)

Specific standards and references identified

Tier 3: Detailed Guidebooks

Division/Project/Segment Specific (50+ pgs)

Tier 4: Training Materials

Process/Division/Project SpecificProject

Drafts, Tailors & Implements Processes

Tiers 2-4SEPG

Approval

Tier 1NCCB

Approval

All materials maintained in

Process Asset Library


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Process Application

Overlays expanded Mil-Std 499B SE model Mandatory for all program offices (PO)

Implemented as processes completed

Training provided by process teams

Process artifacts expected by acquisition leadership

Processes not put on contracts, but

Contractors need to help fulfill POs responsibilities

Most/all contractors have supporting processes

Being expanded across agency

Much longer story needing

much more time


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Lessons Learned

An active Senior Sponsor is essential

Manage process improvement like a program

Program Plan

Managed schedule and resources Phased implementation

Get stakeholder buy-in from the start

Process Owner

Process Working Group members

Doubters as strongest advocates


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Lessons Learned

Pick a process model and stick with it A priori evaluation criteria

Keep it simple

Develop hierarchical process documentation

Incentivize & recognize change Public forums

Impromptu

Marketing, marketing, marketing Sponsor e-mails News articles

Posters


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Point of Contact

Thomas Holzer, D.Sc.

703-755-56 5

[email protected]

Presentation from March 8, 2005 Dinner Meeting

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