1. CS-1 6/1/2015 1 6/1/2015 Towards a Work Breakdown Structure for Net Centric System of Systems Engineering and Management 20 th International Forum on COCOCMO General Session October 2005 Gan Wang gan.wang@baesystems.com gan.wang@baesystems.com Ricardo Valerdi rvalerdi@mit.edu rvalerdi@mit.edu Jo Ann Lane jolane@usc.edu jolane@usc.edu Barry Boehm boehm@cse.usc.edu boehm@cse.usc.edu

2. 2 6/1/2015 Outline  Background, motivation, goals and scope −Relevant needs and trends in SoS system engineering and management −Development objectives  Basic foundations for the SoS WBS −Product-oriented structure −Scalable Spiral Model −Three-team construct  Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View  Anticipated benefits and conclusions

3. 3 6/1/2015 Background  Systems engineering needs and trends −Increasing focus on capability-based acquisition −Increasing focus on user/value −Increasing complex systems of systems Disproportional increase in complexity and interdependency Disproportional increase in needs for interoperability −Increasing COTS, Open Source, reuse, and legacy integration  New challenges in systems engineering and program management −Evolutionary, rather than revolutionary −Capability, rather than functionality −Lifecycle perspective, rather than acquisition focused −Heterogeneous, rather than homogeneous −Negotiation, rather than mandate

4. 4 6/1/2015 Motivation for Net Centric SoS WBS  No standard or commonly-accepted WBS above system level −Traditional program/project management focuses on system and performance Build-to-spec, requirement-driven, waterfall-ish −Existing WBS constructs are system development focused – difficult to scale upward Development/acquisition centric, little attention to O&M Interpretabilities and independencies disregarded Enterprise context absent  Time to step back and rethink −Systematic −Holistic −Mission and capability focused New Perspective Required for Net Centric SoS/FoS

5. 5 6/1/2015 Motivation (cont.)  Tool needed for integrated systems engineering and program management in net centric SoS programs −Facilitates the unification of SoS SE and PM −Emerging systems engineering method: Capability Planning  Basis for cost estimating  A step into continuing understanding of net centric SoS systems engineering and management −What is common, what is different? −New scopes and emphases Beyond traditional systems engineering considerations Emerging behaviors and risk from evolutional process −What is/belongs, what is/does not? −What works, what does not?

6. 6 6/1/2015 Net Centric SoS WBS Goals  Provide −Standardized, yet flexible, prototypical WBS for net centric SoS engineering and management programs – a standard template to develop program- specific WBS −Reference model for SoS program management, systems engineering and cost estimating −Full SoS life cycle “cradle-to-grave” perspective and support −Systematic and holistic approach −Basic analysis framework for decision making −Clear, consistent and commonly accepted terminology definition −Tailorable and adaptable model

7. 7 6/1/2015 Goals (cont.)  Integrate community-accepted best practices −General systems engineering and program management lifecycle −System-level WBS −Program and practice examples −Existing international standards ISO/IEC 15288: Systems Engineering – System Life Cycle Processes DoD 5000.2: Operation of the Defense Acquisition System ANSI/EIA 632 Processes for Engineering a System MIL-HDBK-881: Work Breakdown Structure  Leverage leading development in net centric SoS systems engineering and processes, e.g., −Spiral development model −Capability-based acquisition −Capability planning and investment analysis practices

8. 8 6/1/2015 Net Centric SoS WBS Scope  Target SoS/FoS type programs −With the charter to evolve mission capabilities of a SoS/FoS −Prototypical program lifecycle perspective  Consider −Program management and the supporting enterprise functions −Systems engineering and integration products −Development and O&M environments −Governance model  Capture three basic components of the SoS engineering and management practices −Systems Components and relationships Infrastructure −Processes Program management Systems engineering & integration Technology development Operations and support −People Management and acquisition authorities Teams Stakeholder community

9. 9 6/1/2015 Outline  Background, motivation, goals and scope −Relevant needs and trends in SoS system engineering and management −Development objectives  Basic foundations for the SoS WBS −Product-oriented structure −Scalable Spiral Model −Three-team construct  Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View  Anticipated benefits and conclusions

10. 10 6/1/2015  Product-oriented Work Breakdown Structure −“Product”: physical entity, organization, function/service −Processes and activities associated with products  Scalable Spiral Process Model −Risk-driven OODA loops  Three-team execution model −Plan-driven team −IV&V team −Agile Rebaselining Team Basic Foundations of SoS WBS

11. 11 6/1/2015 Emerging Scalable Spiral Process Decide on next-cycle capabilities, architecture upgrades, plans Stable specifications, COTS upgrades Development, integration, V&V, risk management plans Feasibility rationale Act on plans, specifications Keep development stabilized Change impact analysis, preparation for next cycle (mini- OODA loop) Orient with respect to stakeholders priorities, feasibility, risks Risk/Opportunity analysis Business case/mission analysis Prototypes, models, simulations Observe new/updated objectives, constraints, alternatives Usage monitoring Competition, technology, marketplace ISR Operate as current system Accept new system Source: USC-CSE Life Cycle Architecture Milestone for Cycle

12. 12 6/1/2015 Spiral Bravo Three-Team Execution Model Plan-Driven TeamIV&V Team Environmen t Change Factors Internal Change Factors Agile Team Spiral Charlie Requirements KPPs Architecture Baseline Requirements KPPs Architecture Baseline Requirements KPPs Architecture Baseline 1.Plan-Driven Team 2.IV&V Team 3.Agile Rebaselining Team Emerging technologies New threats Operational environment changes … Requirement creeps Emerging applications Unforeseen complexities … SoS Evolutionary Spirals Spiral Alpha Time

13. 13 6/1/2015 Outline  Background, motivation, goals and scope −Relevant needs and trends in SoS system engineering and management −Development objectives  Basic foundations for the SoS WBS −Product-oriented structure −Scalable Spiral Model −Three-team construct  Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View  Anticipated benefits and conclusions

14. 14 6/1/2015 SoS Program WBS The SoS Program The SoS in Operation Spiral AlphaSpiral BravoSpiral CharlieProgram Office Plan- Driven Team IV&V Team Agile Team Level 0 Level 1 Development

15. 15 6/1/2015 The SoS Program WBS (cont.)  The SoS in Operation: consists of legacy systems, current operational organizations, “as-is” doctrine and CONOPS −Important in understanding the baseline “as-is” architecture and business case analysis  Spiral Alpha: current development increment executed by the Plan- Driven Team, with relative stable capability objectives, requirements, architecture baseline, and clear deliverables  Spiral Bravo: next development increment in planning by the Agile Rebaselining Team; new baseline based on near- to mid-term capabilities needs, priorities and new technologies in test labs  Spiral Charlie: future development increment in planning by the Agile Rebaselining Team; new baseline based on future capability needs, priorities and emerging technologies  Program Office: the supporting enterprise with a mission and resources to accomplish the mission −Three teams under it −Enterprise-level/(DoD) DOTMLPF support

16. 16 6/1/2015 More Detail Discussions in COSOSIMO Workshop…

17. 17 6/1/2015 Outline  Background, motivation, goals and scope −Relevant needs and trends in SoS system engineering and management −Development objectives  Basic foundations for the SoS WBS −Product-oriented structure −Scalable Spiral Model −Three-team construct  Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View  Anticipated benefits and conclusions

18. 18 6/1/2015 Anticipated Benefits  Provides a reference model for SoS/FoS engineering and management  Defines a common set of terminology related to SoSs  Enables visibility and insights into unique issues related to SoSs  Provides a holistic view for SoS engineering and program management, particularly in terms of −Interoperability −Complexity and interdependency −Ownership and governance model −Conflict management −Decision framework  Facilitates further understanding of the −Effort and cost in acquiring and owning an SoS −Methodology that can be applied to estimate this cost  Promotes the unification of systems engineering and project management for SoS −Linkage between architecting/engineering activities to the economic effect

19. 19 6/1/2015 Conclusions To Date  General systems engineering principles and project management practices do apply to net centric SoS  Traditional system-oriented WBS construct is inadequate, and there are added ingredients in WBS for net centric SoS, from −Added complexity −Different scope, objectives and strategy −Different environment  Two different acquisition focuses: −System: functionality −System of systems: capability  And, therefore, two different development strategies: −System: waterfall −System of systems: scalable spiral  Not a complete WBS, but a step towards that direction  A lot to learn, and more to explore…

20. 20 6/1/2015 References 1)B. Boehm, “The Future of Software and Systems Engineering Processes,” USC-CSE-TR-2005-507, 2005 2)Boehm, B. and Turner, R., Line Dancing with Elephants – the Systems Engineering of Network-centric Complex systems of Systems (NCSOS), SSCI Member Forum, 2005 3)A. Ruskin, “Using 100% Product-Oriented Work Breakdown Structures to Unify System Engineering and Project Management,” ICSE-INCOSE, 2004 4)A. Sage and C. Cuppan, “On the Systems Engineering and Management of Systems of Systems and Federations of Systems,” Information.Knowledge.Systems Management, 2001 5)M. Jamshidi, “System-of-Systems Engineering – a Definition,” IEEE SMC 2005, Hawaii, October 2005 6)J. Lane and R. Valerdi, “Synthesizing System-of-Systems Concepts for Use in Cost Estimation,” IEEE SMC, 2005 7)J. Lane, “COSOSIMO Workshop Minutes,” 2005 8)C. Dickerson and et al, Using Architectures for Research, Development and Acquisition, OASD-NII, 2004 9)P. Jain, and C. Dickerson, “Family-of-Systems Architecture Analysis Technologies,” INCOSE, 2005 10)D. Bracamonte, “An Adaptive Automated Model for formatting & Presenting Life Cycle Costs,” ISPP Proceedings, 1993 11)ISO/IEC 15288, Systems Engineering – System Life Cycle Processes, 2002 12)DoD Instruction 5000.2, Operation of Defense Acquisition System, 2000 13)ANSI/EIA 632, Process for Engineering a System, 1999 14)J. Martin, “Overview of the EIA 632 Standard – ‘Processes for Engineering a System’ (Tutorial G)” 15)MIL-HDBK-881, DoD Work Breakdown Structure, 1993

21. 21 6/1/2015 Come to the COSOSIMO Workshop on Thursday Afternoon to continue these discussions!