Bill Golaz Greg Niemann October 22, 2013 Operations Analysis Workshop “Operational Analysis Measures for Program Start Up”

Workshop Objectives Discuss Operations Analysis context in DoD and Commercial domains Determine common understanding of Operations Analysis process and measures Determine measures from Operations Analysis that enable successful program startup

Operations Analysis Customer Mission Analysis Enterprise Mission Analysis Operations Analysis Program Mission Analysis Enterprise Operations Analysis

Mission Analysis Mission Analysis done at different levels throughout the lifecycle What is the new capability or opportunity Solution not readily apparent nor necessarily feasible External - “PESTEL” effects

Operations Analysis Operations Analysis provides measures of historical performance – capacity, performance, numbers of similar projects Provide simulation or prototyped product line Provide existing TPMs for comparison (performance characteristics, test data, etc.) Provide projected/actual TPMs? Provide enterprise capacity and percent utilization Identify extra processes or effort needed to meet quality targets What are the “ilities” levels required? Clarity and completeness of SOW requirements? Risks identified?

Acquirer View Initial Capabilities The organizational Need: quantification or qualification that summarizes the needs of the organization Impact of not having the capability (on product, processes, facilities…)—will probably be needed as cost or effort Analysis of Alternatives—in terms of Products, Timing, ROI, PESTEL Considerations of Technology issues Economic Analysis

Supplier View What are the some of the information needs for the Supplier Program Manager that can be addressed by operations analysis? Current capability of the supplier Technology Readiness Levels Current TPMs Do I have the staff capable of this. Pre-MDD Enablers and Analytics

Program Manager – Enterprise evaluation Program Startup – entry into the process Program Manager should have some communication with the enterprise on where the program fits into the enterprise portfolio – New product development? – Continuing business in an established Product line? – Is it going to return the program the desired ROI? Do we have the capability? Do we have the technology developed? Do we have the staff?

Supplier Program Manager Can the company perform to the contract? What is our historical performance? Does this contract fit within historical? Can we achieve improved productivity performance to meet a higher goal? What are the existing TPMs? What gaps exist to the contract TPMs? Are there schedule or budget limitations? Are we at the desired quality level? Do we make in house or buy (TRLs) ? What are the “ilities” levels required? Clarity and completeness of SOW requirements? Risks identified?

Program Management Information Needs Is the program on target for cost and schedule? – Operations Analysts provide baseline cost and schedule Which elements are the key drivers of Program Cost and Schedule? – Operations Analysts determine key drivers How well is Program A doing versus Program B,C? – Operations Analysts determine key drivers

Information Needs Analysis

Next Steps Evaluate Measures at each Organization/Oprations Analysis boundary Map key measures based on type of Program New Development, Sustainment, Service Program Startup key measures.

Supporting Documentation SEBOK – Systems Engineering Body Of Knowledge Systems Engineering Body Of Knowledge SDPM Measures – released 12/2012 – NDIA Systems Development Performance Measures NDIA Systems Development Performance Measures Technical Performance Measures – – Technical Measurement Guide Technical Measurement Guide SE Leading Indicators – INCOSE - SE Leading Indicators GuideINCOSE - SE Leading Indicators Guide Operations – JC Ops Analysis -DAU Operations Analysis – INCOSE PSM ICM (Information Needs, Concepts, Measures) ICM Table

Addition of Mission Analysis Process - An Essential Element for the Right Solution Concept Definition Enterprise Strategy Development Concept of Operations Strategy, Strategic Goals, Value Gaps New Mission or Market Element Feasibility (of context, success measure, and timeframe) Add’l Mission Gaps & Opportunities Stakeholder Needs & Reqts (internal or external) Customer / Mission Customer Constraints Operational Concepts Core Processes Enablers Mission Analysis Strategy Analysis/ Value Gap Analysis External Analysis – impacts and trends PESTEL – Political, Economic, Social, Technological, Environmental, and Legal Current performance vs industry Internal Analysis Enterprise capability analysis Balanced Scorecard & Value Chain Analysis SWOT Analysis Note: Diagram used for SEBoK

Consolidated Industry Analytics