Copyright Raytheon Company, An Unpublished Work Using the OODA Loop (Observe, Orient, Decide, Act) for Measurement & Analysis or “Measure Like a Fighter Pilot” Joe Lindley Dallas, TX

Lindley -- 2 Copyright Raytheon Company, An Unpublished Work l Introduce the OODA Loop as an Enabler for Implementing Measurement and Analysis (MA) l Scope –Project Level Measurement –Measurement Analyst/Practitioner perspective –Implementation Strategy –Lessons Learned Purpose

Lindley -- 3 Copyright Raytheon Company, An Unpublished Work Summation John Boyd’s OODA Loop The OODA Loop for MA Rationale for its Use in MA Agenda

Lindley -- 4 Copyright Raytheon Company, An Unpublished Work l “40-Second Boyd” (Korean War) l “Mad Major” (F-15, F-16) l “Genghis John” The OODA Loop & Maneuver Warfare  U.S. Marine Corps  Both Gulf Wars The Legacy of Colonel John Boyd (USAF Ret)

Lindley -- 5 Copyright Raytheon Company, An Unpublished Work Observe DecideAct l Relates to all human behavior l Goal: Successful interaction with other loops l Get inside the opposing OODA Loop –Destructive: Air Combat, Warfare –Constructive: Engineering Process Orient Boyd’s OODA Loop Feedback Analysis or Synthesis

Lindley -- 6 Copyright Raytheon Company, An Unpublished Work Summation John Boyd’s OODA Loop The OODA Loop for MA Rationale for its Use in MA Agenda

Lindley -- 7 Copyright Raytheon Company, An Unpublished Work Measurement & Analysis Process (MA) Shallow Measurement Loops Fail Measures Direction & Feedback Target Process Marginal Project involvement Little added value for the project e.g. Project Monitoring & Control

Lindley -- 8 Copyright Raytheon Company, An Unpublished Work Measurement & Analysis Process (MA) Deep Measurement Loops “Engage” and Succeed Measures Direction & Feedback Target Process Project depends upon measures Measures Drive Corrective Action

Lindley -- 9 Copyright Raytheon Company, An Unpublished Work MA ActObserve “Engage” by Getting Inside the Target OODA Loop OrientDecide Target Process l Shifts focus to Target Process l Provides an agile Framework for Action l Drives Process Change and Corrective Action

Lindley Copyright Raytheon Company, An Unpublished Work Summation John Boyd’s OODA Loop The OODA Loop for MA Rationale for its Use in MA Agenda

Lindley Copyright Raytheon Company, An Unpublished Work Orient Decide Act Harmony Observe Tempo Target Process Ground Truth l Generate Measures – Establish Tempo – Create Harmony with the Staff – Establish Ground Truth

Lindley Copyright Raytheon Company, An Unpublished Work Orient Decide Act Observe (Tempo) Observ e Target Process l Tempo: “Measurement Frequency & Timeliness” l Very challenging l Tools are critical Tempo

Lindley Copyright Raytheon Company, An Unpublished Work Orient Decide Act Harmony Observe (Harmony) Observ e Target Process l Sell measurement l Establish trust and a common goal l Avoid friction

Lindley Copyright Raytheon Company, An Unpublished Work Orient Decide Act Observe (Ground Truth) Observ e Target Process Measures: l Credible, Accessible, Flexible l Finger-tip Feel l Primary Reference Ground Truth

Lindley Copyright Raytheon Company, An Unpublished Work Observe (Example Defect Chart) Credible, Accessible, Flexible and Finger-tip Feel Stakeholder defines the Integration Defect “bin” (what baseline, who’s responsible, what’s happening, who’s defect, where’s it going, what priority) Cumulative In Open Backlog Cumulative Out

Lindley Copyright Raytheon Company, An Unpublished Work Observ e Decide Act Orient Target Process Orient to Measures and Environment l Orient the Stakeholders l Gain Leverage using Perspectives Orient Paradigm

Lindley Copyright Raytheon Company, An Unpublished Work Observ e Decide Act Orient (Stakeholders) Target Process l Understand the Stakeholder Paradigm: – May pull or push-back – May need adjustment l Brief with Charts that support Decision-Making Orient Paradigm

Lindley Copyright Raytheon Company, An Unpublished Work Orient (Example Code Size Charts) Goal: Complete, Consistent, Insightful, No Frills Summary Level Lower Levels

Lindley Copyright Raytheon Company, An Unpublished Work Decide Act Orient (Leverage) Observ e Target Process Orient l Perspectives: - Cost - Competition - Customer- Responsibility l Tools are critical Paradigm

Lindley Copyright Raytheon Company, An Unpublished Work Orient Decide Act Decide & Act Observ e Target Process Stakeholders Decide and Act l Avoid delayed decisions l Proactively support decision/action

Lindley Copyright Raytheon Company, An Unpublished Work Summary John Boyd’s OODA Loop The OODA Loop for MA Rationale for its Use in MA Agenda

Lindley Copyright Raytheon Company, An Unpublished Work Orient Decide Act Harmony Measure Like a Fighter Pilot Observ e Target Process 1.Engage the process 2.Drive corrective action 3.Enjoy the ride! Ground Truth Paradigm Tempo

Lindley Copyright Raytheon Company, An Unpublished Work Back-Up Material

Lindley Copyright Raytheon Company, An Unpublished Work Boyd: the Fighter Pilot Who Changed the Art of War, Robert Coram, 2003 (suggested) The Mind of War – John Boyd and American Security, Grant Hammond, 2001 “Genghis John”, Chuck Spinney, i.net/fcs/comments/c199.htm#Reference2003,1998, 1998 (suggested) i.net/fcs/comments/c199.htm#Reference2003,1998 “John R. Boyd Colonel, United States Air Force”, “War, Chaos, and Business”, http:// “From Air Force Fighter Pilot to Marine Corps Warfighting: Colonel John Boyd, His Theories on War, and their Unexpected Legacy”, i.net/fcs/boyd_thesis.htm, 2000http:// i.net/fcs/boyd_thesis.htm Articles Books References for John Boyd