1. Systems & Software Engineering
Gordon M. Kranz ODUSD(A&T) Systems and Software Engineering
SE Forum March 2009

2. SSE’s Bottom Line Up Front
We lead the reconstitution of integrated systems engineering and developmental test and evaluation for DoD and its supporting industrial base.
We lead workforce development for nearly half of the defense acquisition workforce.
We provide technical insight for major defense acquisition programs on a recurring basis.
“… managers rely heavily on assumptions about system requirements, technology, and design maturity, which are consistently too optimistic. These gaps are largely the result of a lack of disciplined systems engineering analysis prior to beginning system development …”
Gene L. Dodaro, Acting Comptroller General of the United States
February 11, 2009 Testimony before Subcommittee on Defense, Committee on Appropriations, House of Representatives DEFENSE MANAGEMENT: Actions Needed to Overcome Long-standing Challenges with Weapon Systems Acquisition and Service Contract Management, GAO T

3. Agenda SSE Vision and Mission SSE Organization
SSE Methodology and Approach
Collaboration & Engagement
2009 Focus Areas
The Way Ahead
Summary

4. SSE Vision and Mission Vision:
Systems engineering and developmental test and evaluation principles and disciplines are fully accepted and assimilated into the DoD acquisition workforce positioning the DoD for acquisition excellence leading to a stronger national defense.
Mission:
Provide flexible engineering and developmental test and evaluation policy, guidance, and workforce development requirements for the DoD acquisition workforce.
Foster an acquisition environment of collaboration, teamwork, and joint ownership of program success through a proactive program oversight process ensuring appropriate levels of systems engineering discipline are applied through all phases of program development.
Engage all stakeholders across government, industry, and academia to collectively advance engineering practice and achieve acquisition excellence.
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First I would like to share with you my vision for SE. My years in the military and as a defense contractor I never forgot why we all do what we do. What draws us to the defense acquisition business is the contribution we all feel to the war fighter. I believe Systems Engineering is one of the essential elements to achieving acquisition excellence and I have captured my organizations vision in the following statement. “read”.

5. SSE Organization Director, Systems and Software Engineering
Gordon Kranz SES
Deputy Director
Strategic Initiatives
Kristen Baldwin SES
Deputy Director
Engineering and Test
Policy and Guidance
Christopher DiPetto SES
Deputy Director
Human Capital and
Specialty Engineering
Nicholas Torelli SES
Deputy Director
Acquisition Systems
Engineering and Test
Support James Thompson SES
Functional Responsibilities
Functional Responsibilities
Functional Responsibilities
Functional Responsibilities
Early Systems Engineering
System of Systems SE
Program Protection Plan Policy & Guidance
Acquisition Cyber Security
SE Research Center – University Affiliated Research Center (UARC)
Studies and Analyses
Policy & Guidance
- Systems Engineering
- Test & Evaluation
- Software Engineering
SSE Document Coordination and Approval Process
- Systems Engineering Plan
- Test & Evaluation Master Plan
- Test & Evaluation Strategy
Standards
Energy
Human Capital Strategy & Planning
- Workforce Development and Management of SPRDE, T&E, PQM and SW (curriculum)
- Workforce Health / Assessment
- Certification Standards
- Competency Models & Analysis
Specialty Engineering
OIPT/DAB/DSAB Support
Technical Support to Acquisition Programs
Program Assessments:
- Assessments of
Operational Test Readiness
- Program Support Reviews
- Non-Advocate Reviews
DAES Database Analysis and Support
Measurements and Analysis
T&E Oversight List
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6. SSE’s Methodology and Approach
Systems Engineering, Integration, and Test
Policy and
Guidance
Technical
Acquisition
Excellence
Advancing the Practice
Workforce
Development
Program
Assistance
& Oversight
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Enhanced Program
Execution
Technical Excellence through continuous feedback and interaction

7. DoD Challenge: “A”cquisition Process
Planning, Programming, and Budgeting Process
FYDP
POM Process
Appropriation and Authorization of Funds
Future Threat and Op Tempo
ICD, CDD, CPD
Requirements
Budgeting
Acquisition
Synergy
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Acquisition Policy, Guidance, and Oversight
MDAP Decision Authority

8. DoD Challenge: “A”cquisition Process
Requirements
Budgeting
Acquisition
Synergy
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Changing Threat
Changing Budget

9. DoD Challenge: “A”cquisition Process
OSD /
Joint Staff
Component Acquisition Executive
Industry
DoD Challenge: “A”cquisition Process
Requirements
Budgeting
Acquisition
Systems Engineering
Program Management
Testing and Evaluation
Roles
Functional Areas
Functions

10. DoD Goal: Increase the Overlap
Requirements
Budgeting
Acquisition
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11. Opportunities for SSE Engagement
Policy & Guidance
Systems Engineering
DT&E
Program Support
Program Support Reviews
OIPT, T&E and SE WIPTs
AOTR, Post-PDR/CDR Review & Assessment
Workforce Planning
Competency Models
Certification Reqts
Education & Training
Emerging Concepts
Systems of Systems
SE Research
Outreach
SE Forum
Engagement Strategy
Congress
Statutory Direction
Sec Def
Policy, SecDef and AT&L Direction, DOT&E
Requirement
Developers
ICD, CDD, CPD
Service Acquisition, T&E Executives
DAB, ITAB, DSAB, OIPT, PSR, SEP, TEMP, Technical Reviews, SE WIPT, T&E WIPT, Test Events/OA, I/FOT&E, AOTR
PEOs
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Program Office / DT&E
Prime Contractors
Second Tier Contractors
Education & Collaboration Infrastructure Professional/Industry Associations (NDIA, INCOSE, AIA, ITEA, TechAmerica, etc.) DAU, Academic Institutions, SERC, International Partners
CSEP-Acq, Research, Industry-University SE Workforce Initiatives, Industry-Gov’t Projects

12. SSE Engagement INCOSE, SE Summit SE Summit NDIA ICOTE T&E Conference
SE Division
Manufacturing Division
ICPM
ITEA, T&E Conference
Boeing
Aerospace Corporation
AIAA, T&E Conference
NASA
NRO
Navy RDA
HQ USAF/TE
AFFTC
Previous slide indicated overall SSE engagement strategy across government and industry. Successful engagement is not a product of the outreach office, but rather a collective effort across the entire SSE team.
Build
Since the reorganization, the collective SSE engagement effort has been very successful. In the case of government and industry professional organizations, we have relayed the SSE message to INCOSE, NDIA, ITEA, and AIAA. These efforts have included not just the Director, but about 15 different SSE personnel.
In the case of government organizations, we have delivered the SSE message to NASA, the NRO, the NAVY Chief systems engineer who works for ASN, Research, Development, and Acquisition, and HQ USAF/TE.
As a result of these engagement efforts, we are now initiating efforts to engage the JLTV program with early SE efforts, strengthening our reliability efforts, investigating ways to reduce duplication on program reviews, and sharing SRCA/PSR results with USAF test & evaluation.
In the next 60 days we have already strengthened the engagement effort to include a wider variety of Service engineering and test organizations as well as industry partners. We will also be making a dedicated effort to tailor the SE conference agenda to match our priorities and demographic trend data. Finally we have efforts in work to engage the recent acquisition legislation for the betterment of Department acquisition.
Next 60 Days…
SAF/AQ, ARMY SE, USAF SE, USN DT&E, USA DT&E, Lockheed, Northrop Grumman, INCOSE Region V, PEO SYSCOM, DAU, CSER, ASC/EN, AAC/EN, USMA, USAFA, SMU, AIA … and shaping SE conference, engaging on legislation

13. 2009 Focus Areas Risk Reduction OSD Policy & Guidance
DSB DT&E Report & 231 Report Recommendations
Integrated DT/OT
Reliability Improvement
Early SE
Access to Relevant Data for Evaluation & Decision Making
Risk Reduction
NRC Study Recommendations
DT&E Revitalization
Milestones A/B Critical
Correct SE Staffing
Component Development Planning
Pre-Milestone A Analysis
OSD Policy & Guidance
Workforce Development
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Our strategy for Systems Engineering in the Department is driven by external and internal assessments.
The National Research Council study of Early Systems Engineering confirmed the need and potential impact for early application of systems engineering and recommended the four items listed on the top left of this chart. These recommendations are embodied in our OSD SE strategy to enhance SE engagement prior to MS B (and MS A), to ensure that we are training, educating and providing adequate resources to meet complex system acquisition needs that we require today, and also conduct research and studies to address areas where we know we have needs for system engineering improvement.
In addition to this external study, we have conducted analysis of findings from over 40 assessments of major defense acquisition programs, determined root causes and developed several key recommendations to address these issues. These recommendations, that emerge from actual acquisition program issues, happen to be very synergistic with the external recommendations and our OSD strategy.
PSR Systemic Analysis Recommendations*
Enhanced SE Pre-MS B
Improved Program Planning and Execution
Achievable Acquisition Strategy
Enhanced Gate Review Process
Enhanced Staff Capabilities
* Based on 3,700 Program Assessment findings
from 40 Programs Support Reviews (PSR) 13

14. The Way Ahead 2009 and Beyond Concentration on Program Formulation
Implement technically-based Materiel Development Decision
Ensure mandatory Milestone A supported by SE analysis
Analyze PDR Reports and Post-CDR Reports to inform the MDA
Renew government oversight of DT&E to reduce risk in IOT&E
Execute mandated PSRs and AOTRs
2009
IOC B A
FOC
CDD
CPD
ICD
Materiel
Solution
Analysis
Technology Development
Production & Deployment
Operations &
Support
Engineering and
Manufacturing Development
FRP
Decision
Review
Materiel Development
Post CDR
Assessment
PDR
CDR
AoA
Pre-Systems Acquisition
Systems Acquisition
Sustainment C or
Post PDR
2003 – 2008
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This is a good news chart for OSD that is not necessarily shared by the field and major programs. The new finally makes formal in PSRs the somewhat casual reference in our first SE policy memo (Feb 2004) to our assessment of programs. AOTRs were born from Congressional frustration with the large number of programs failing OT. The AOTR was designed to provide independent input to the program’s CAE to inform his/her certification of OT readiness as well as the MDA and DOT&E.
2003 – 2008 Concentration on Program Execution
Stood up new AT&L organization focused on SE
Integrated SE and DT&E
Published AT&L SE policy letters instantiated in DoDI
Overhauled and enriched DAWIA curriculum
Created common framework for program assessments 14

15. Summary Chart
SSE will continue to enable and challenge the acquisition systems engineering and test and evaluation workforce to perform the best they can and in turn to effectively contribute to the overall acquisition excellence and individual program success.

16. Backup

17. Review Findings Drive Actions
Findings from Our Reviews*
We do not start programs right
Insufficient requirements analysis and definition at program initiation
Lack of rigorous SE approach
Optimistic/realistic reliability growth not a priority during development
Inadequate software architectures, design, development discipline, and organizational competencies
We do not manage programs right
Insufficient trade space
Insufficient risk management
Inadequate IMP, IMS, EVMS
Lack of quantifiable entrance/exit criteria
Maturing “suitability” (e.g., RAM) not always a priority
Preliminary
Recommendations
and
Systemic
Issues
Impacts to Policy, Guidance, Education and Training
Recommendation Areas
Acquisition Strategy and Planning
Decision Gate Reviews
Enhanced Staff Capabilities
Collaboration with
Industry and Services
Vetted systemic issues
Chartered NDIA Task Group
Developed recommendations and actions
*Based on 3,700 Program Assessment findings from 40 Program Support Reviews
© 2006 by Carnegie Mellon University 17 17

18. DoD Challenge: “A”cquisition Process
Roles
OSD /
Joint Staff
Component Acquisition Executive
Industry
Functions
Requirements
Budgeting
Acquisition
Increasing the Synergy
Systems Engineering
Program Management
Testing and Evaluation
Functional Areas