1. AF Center for Systems Engineering TSPG Engineering Forum
Mike Ucchino
Chief, App/Dev Division
AFIT/SYA
21 Jul 04

2. SECAF Direction
Develop Plan to strengthen Air Force’s systems engineering capabilities
“Create an Institute for Systems Engineering”
AFMC SE Forum
SE process not broken – inconsistent application
of the process causing the problems

3. AFIT Organization - New Reorganization AFMC AFMC AFSPC AFSPC
AETC Commander
AETC Commander
Gen Cook
Gen Cook
Systems Engineering
Air Univ Commander
Air Univ Commander
Senior Council
Senior Council
Lt Gen Lamontagne
Lt Gen Regni
AU Board of Visitors
AU Board of Visitors
AFIT SE Subcommittee
AFIT SE Subcommittee
AFIT Commandant
AFIT Commandant
Brig Gen (
Brig Gen (
Sel
Sel
) Eidsaune
) Eidsaune
Center for Systems
Center for Systems
Communications
& Info Services
Major Trautmann
Civil Engineer &
School of Systems
School of Systems
Provost
Engineering
Engineering
Services School
and Logistics
and Logistics
Interim Director
Director -
Mr. Wilson -
Mr. Wilson -
Dean - -
Col Astin
Dean
Dean - -
Col Knapp
Col Knapp
Acting
Dr Calico
Advocacy
Advocacy
Collaboration
Collaboration
Consultation
Consultation
SE Ed & Training
SE Ed & Training
- New Reorganization

4. CSE Goals Influence and institutionalize systems engineering process
Policy, process, practices, tools
Collaboration with government, industry & academia
Advocacy / consultation
Rotational program
Educate the workforce
Academic programs
Graduate programs – MS, PhD & certificate
Seminars, workshops, short courses
Provide accessibility at key DoD locations
Case studies
SYA
SYE

5. Systems Engineering
…an interdisciplinary approach encompassing the entire set of scientific, technical, and managerial efforts needed to evolve, verify, deploy (or field), and support an integrated and life-cycle balanced set of system solutions that satisfy customer needs.
Needs
-Many societies have their own definition; this is an AF/AFIT agreed definition
Interdisciplinary – meaning that we have more than engineers involvement…this includes logisticians, contracting and finance personnel, program and item managers, safety, environmental, maintainers/Users, etc.
Scientific, technical and managerial efforts – meaning that effort are not to be solely from a functional straw
Integrated and life cycle balanced – meaning that this is not done at the beginning of the program, but it goes all the way from concept to disposal
Satisfy the customer – All systems must have a customer in mind. It is imperative to understand who is the customer, what is the intended use of the systems/solution, and have the customer as a member of the integrated product solution/team
-The overall point is… To do SE correctly requires everyone’s support and involvement
Solution
SYSTEMS ENGINEERING
9/19/ :52 PM
DRAFT

6. } { Systems Engineering Connection Required Capability Solutions
Process
Weapon Systems
Eng Data
TOs
Spares
Support Equip
Training
Facilities
Capability
Requirements
Documents
Operational
Missions
MODs
Connection

7. Process vs Organization
LIFE CYCLE
Program Management Process
(Systems Engineering Process)
AQ / XR
IL / LG
Development
Production
Maintenance
Depot
Supply
Modifications
Acquisition
Logistics

8. OSD / NDIA Oct 03: Systems Engineering Summit
Government, industry, and academia participated
Brainstormed 38 potential SE action items
Developing guides
Requiring a systems engineering plan
Making policy/regulation/process changes
Developing contractual incentives
Refining educational/training template requirements
Looking at consolidating as many as possible
Some already addressed through other efforts
Identifying short/long term efforts

9. SEP Guide USD(AT&L) policy memo, dated 30 Mar 04
SE processes – what standards, CMM, etc will be used
Technical baseline – how is it developed, managed, and controlled
Technical reviews
Assess program technical maturity
Assess program technical risk
Support program decisions
Integrate SE into program’s IPTs
Describe integration/coordination across IPTs
Describe IPT organization
Identify SE tools employed
CSE developing further guidance for program offices

10. SAF/AQ Main Objectives
Establish program environment founded on robust development principles
Promised capabilities delivered on schedule & within budget
Scalable/expandable solutions to meet future needs
Desensitized to manufacturing & operational variations
Key SE elements given principle consideration
Solicitation, award, and execution processes
Proactive SE leading indicators utilized
Mapped to incentive strategies
Measurable
Minimize surprises
Change government and contractor emphasis as needed

11. SAF/AQ Actions
Issued Increment 2 Systems Engineering policy memorandum
Issued guide for Robust Engineering Methodologies
Leveraging Lean Aircraft Initiative tenants/processes that can improve SE application
Will develop training and impose minimum qualification requirements for critical positions, e.g., SPD/PM, Chief Engr, IPT Leads
Increment 3 Systems Engineering policy will focus on workforce development

12. Robust Engineering Guide
“Robust engineering” guidance
Disciplined systems engineering
Robust product design
Contractual guidance
Section M
Section L
Incentives
Technical management leading indicator examples
Pro-active measures of SE process effectiveness
Flag potential problem areas in time to fix
Available on CSE website (

13. Robust Engineering Guide
Robust product designs try to anticipate:
Technology advancements
Commercial product utilization
DoD imposed constraints
Obsolescence
Future requirements
New operational missions and roles
Interoperability
Network-centric applications
etc

14. Robust Engineering Guide
Factors to consider when assessing contractor technical capabilities and performance
Uses disciplined systems engineering processes
Requirements analysis and allocation
Robust design principles
Trade studies/analyses
Risk management
Configuration management
Mfg/QA processes
Technical reviews
Verification/validation
etc
Qualified, trained staff assigned to program
SE tools effectively and efficiently used
M&S
CMMI
Subcontractors employ same processes and principles

15. Robust Engineering Guide
Six critical systems engineering areas drive most cost/schedule/performance risks
Requirements definition
Design maturation
Subcontractor management
Test and evaluation / verification and validation
Manufacturing
Sustainment

16. Robust Engineering Guide
Some leading indicator examples
Change activities vs time
Specifications approved vs planned
Subcontracts signed vs planned
Engineering manpower vs planned
Design documentation vs planned
Actual TPMs vs planned
Deficiency/trouble reports vs expectations
Verification activities approved vs planned
Actual schedule vs planned
Design review AIs closed vs scheduled
Applicable to subcontract management as well

17. CSE Website Educational Opportunities Available Resources
Curriculum (Degree / Certificate / Continuing Education)
Available Resources
Case Studies
Tools
Best Practices
Guidance Documents
Ongoing Research
Consultation Services
Internet Links
Policy / Stakeholders
Significant Upcoming SE Events
Business Portal Interface
Target IOC: Summer 04

18. Questions ?