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DoD Systems and Software Engineering Taking it to the Next Level 25 Oct 2006

DoD Systems and Software Engineering Taking it to the Next Level 25 Oct 2006. Mark D. Schaeffer Director, Systems and Software Engineering Office of the Deputy Under Secretary of Defense (A&T). Office of the Under Secretary of Defense Acquisition, Technology and Logistics. USD, Acquisition

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DoD Systems and Software Engineering Taking it to the Next Level 25 Oct 2006

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  1. DoD Systems and Software EngineeringTaking it to the Next Level25 Oct 2006 Mark D. Schaeffer Director, Systems and Software Engineering Office of the Deputy Under Secretary of Defense (A&T)

  2. Office of the Under Secretary of DefenseAcquisition, Technology and Logistics USD, Acquisition Technology & Logistics DUSD, Acquisition & Technology Technical Advisor, Interoperability Dir, Systems of Systems Management Dir, Systems and Software Engineering Dir, Portfolio Systems Acquisition Defense Acquisition University Defense Procurement and Acquisition Policy Industrial Programs Small Business Programs Defense Contract Management Agency Flatter, Leaner, Empowered!

  3. Systems and Software EngineeringMission Statement • Shape acquisition solutions and promote early technical planning • Promote the application of sound systems and software engineering, developmental test and evaluation, and related technical disciplines across the Department's acquisition community and programs • Raise awareness of the importance of effective systems engineering and drive the state-of-the-practice into program planning and execution • Establish policy, guidance, education and training in collaboration with academia, industry, and government communities • Provide technical insight to program managers and leadership to support decision making Evolving System Engineering Challenges

  4. Acquisition Community Systems Engineering Revitalization Framework Policy Industry Associations Program Support SE and T&E Communities Academic Community Guidance E&T Driving Technical Excellence into Programs!

  5. Systems EngineeringRevitalization Effort • Issued Department-wide Systems Engineering (SE) policy • Issued guidance on SE, T&E, and SE Plans (SEPs) • Instituted system-level assessments in support of DAB, OIPT, DAES, and in support of programs • Established SE Forum to ensure senior-level focus within DoD • Integrating DT&E with SE policy and assessment functions--focused on effective, early engagement of both • Instituting a renewed emphasis on modeling and simulation in acquisition • Working with Defense Acquisition University to revise curricula (SPRDE, T&E, PQM, LOG, PM, ACQ, FM, CONT) • Leveraging close working relationships with industry and academia Necessary but not sufficient!

  6. Competencies Improved Delivered Product Suite Courseware Policy/Guidance Program Support methods Elevated Stature Raised Awareness Positive Influence World class leadership Broaden to Software Engineering, System Assurance, Complex Systems-of- Systems Responsive and agile, proactive to changing customer needs Focused technical assistance, guidance, and workforce education and training Vision for Systems Engineering and Software Systems and Software Engineering Centers of Excellence Systems Engineering Revitalization . . . the Technical Foundation that Enables Acquisition Excellence

  7. Why the Focus on Software… • Research investment has been static or declining • DARPA computer science R&D funding 50% ↓ (’01 - ’04, universities) • Requirements growth 10X (% functionality) ’60s -’00s • Need vs. skilled/clearable workforce - gaps increasing • President’s Information Technology Advisory Committee Report, February 2005 • Identifies SW as “major vulnerability” • Recommends priority attention: “Secure Software Engineering and Software Assurance” and “Metrics, Benchmarks, and Best Practices” • Cost, schedule and performance issues Software is an increasingly, important factor

  8. 1/3 * SSE impact * SSE positive impact on just 1/3 of RDT&E mistakes (11%) $24.51B RDT&E Cost Avoidance FYDP Yields a Potential Systems and Software Engineering inPrograms Reduces Costly Mistakes 33% historical RDT&E Cost Growth RDT&E Mistakes Under estimating engineering effort is Major source of error Applied to $222.8B RDT&E FYDP** (CG) $73.52B RDT&E Cost Growth FYDP Yields a Potential % of RDT&E Total Source: DoD Cost Avoidance Study (CAIG) 10 year ongoing **SAR data for MAIS and MDAP programs under OSD Systems Engineering Oversight

  9. Director, Systems & Software Engineering Mark Schaeffer SES Deputy Director Enterprise Development Deputy Director Developmental Test & Evaluation Deputy Director Software Engineering & System Assurance Deputy Director Assessments & Support Bob Skalamera SES Chris DiPetto SES Mark Schaeffer (Acting) SES Dave Castellano SES CORE COMPETENCIES CORE COMPETENCIES CORE COMPETENCIES CORE COMPETENCIES • SE Policy • SE Guidance • SE in Defense Acquisition Guidebook • Technical Planning • Risk Management • Reliability & Maintainability • Contracting for SE • SoS SE Guide • SE Education and Training • DAU SE Curriculum • SPRDE Certification Rqmt • Corrosion • R-TOC • Value Engineering • DT&E Policy • DT&E Guidance • T&E in Defense Acquisition Guidebook • TEMP Development Process • DT&E Education and Training • DAU DT&E Curriculum • DT&E Certification Rqmt • Joint Testing, Capabilities & Infrastructure • Targets Oversight • Acq Modeling & Simulation • Energy • DSOC/Acq Tech Task Force • SWE and SA Policy • SWE and SA Guidance • SoS, SA Guides • SWE and SA Education and Training • DAU SW Acq Curriculum • Continuous Learning Modules for SWE, SoS, SA • Software Engineering • Acquisition Support • Software Engineering Institute (SEI) • Process Improvement • CMMI Sponsor • DoD/National Software Investment Strategy • Support of ACAT I and Other Special Interest Programs (MDAP, MAIS) • Assessment Methodology (Program Support Reviews - PSRs) • T&E Oversight and Assessment of Operational Test Readiness (AOTR) • Systems Engineering and Developmental Test Planning and Support • Lean/6-Sigma Training/Cert Acquisition program excellence through sound systems and software engineering State of Systems EngineeringDirector, Systems & Software Engineering Est. Aug 06

  10. DoD Software Center of ExcellenceOrganizational Tenets • Support Acquisition Success • Ensure effective and efficient software solutions across the acquisition spectrum of systems, SoS and capability portfolios • Improve the State-of-the-Practice of Software Engineering • Advocate and lead software initiatives to improve the state-of-the-practices through transition of tools, techniques, etc. • Provide Leadership, Outreach and Advocacy • Implement at Department and National levels, a strategic plan for meeting Defense software requirements • Foster Software Resources to meet DoD needs • Enable the US and global capability to meet Department software needs, in an assured and responsive manner Promote World-Class Leadership for Defense Software Engineering

  11. What We’re FindingandWhat We’re Hearing

  12. Top 10 Emerging Systemic Issues Major contributors to poor program performance

  13. Top 5 SE IssuesNDIA Workshop – July 2006 • Key systems engineering practices known to be effective are not consistently applied across all phases of the program life cycle. • Insufficient systems engineering is applied early in the program life cycle, compromising the foundation for initial requirements and architecture development. • Requirements are not always well-managed, including the effective translation from capabilities statements into executable requirements to achieve successful acquisition programs. • The quantity and quality of systems engineering expertise is insufficient to meet the demands of the government and the defense industry. • Collaborative environments, including SE tools, are inadequate to effectively execute SE at the joint capability, system of systems (SoS), and system levels. NDIA Systems Engineering Division - Top 5 SE Issues July 26-27, 2006

  14. Top 7 Software IssuesNDIA/DoD Workshop – August 2006 • The impact of requirements upon software is not consistently quantified and managed in development or sustainment. • Fundamental system engineering decisions are made without full participation of software engineering. • Software life-cycle planning and management by acquirers and suppliers is ineffective. • The quantity and quality of software engineering expertise is insufficient to meet the demands of government and the defense industry. • Traditional software verification techniques are costly and ineffective for dealing with the scale and complexity of modern systems. • There is a failure to assure correct, predictable, safe, secure execution of complex software in distributed environments. • Inadequate attention is given to total lifecycle issues for COTS/NDI impacts on lifecycle cost and risk. NDIA Systems Engineering Division - Top SW Issues August 24-25, 2006

  15. Defense Software Strategy Summit • OSD led Summit co-hosted by NDIA Oct 18-19, 2006 • Build on the Top 7 SW Issue Workshop Findings • Nearly 100 participants from across DoD, industry and academia • Identified numerous issues, barriers and actionable recommendations across: • Software acquisition and sustainment • Software policy • Human capital • Software engineering practices • Next steps: • Final report forthcoming • Prioritize work, develop action plans, and move out

  16. Challenges Remain • Implementing a DoD vision and strategy for software • Component and Industry adoption and effective implementation of sound SE practices as early as possible in the system life cycle • SE Working Integrated Product Teams (SE WIPTs) • Retention and development of technical acumen in an aging and shrinking acquisition workforce • Meeting all requests for technical support to programs • SE support to Acquisition Initiatives stemming from the QDR • Continue to evolve “high visibility” initiatives: • Energy - System-of-Systems • CMMI - Modeling & Simulation • Defense Safety - System Assurance Oversight Council

  17. How do we get there? Congress DoD-Wide Partnerships DoD Centers of Excellence Industry National / Global Partnerships University Consortia

  18. CMMI: New Release and Next Steps Issues: • Integrity of CMMI appraisals • Misperception and misuse of the CMMI by acquirers Actions: • Implemented changes to the CMMI v1.2 product suite to ensure: • Integrity of appraisals • Quality of the product suite • Education of acquirers • Opportunities for streamlining where appropriate • Developing a CMMI model for Acquirer process improvement • Partnership with General Motors • Stakeholders cross DoD, Govt Agencies and Industry • Writing a CMMI guidebook • Help acquirers understand what CMMI is and is not • Conducting study of actual process implementation post-Level 5

  19. System Assurance Issues: • Vulnerability of our systems to malicious tampering or access • Numerous assurance, protection and safety initiatives that are not aligned Actions: • Developing a comprehensive System Assurance strategy • Promoting nationwide collaboration • Identifying standards activities to address system vulnerabilities • Developing a Handbook for Engineering System Assurance • Guidance for PMs and Engineers on how Systems Engineering practice can be applied to mitigate system vulnerability to malicious control/tampering

  20. System-of-Systems Engineering • DUSD (A&T) directed OSD-led effort to develop and publish System-of-Systems (SoS) Systems Engineering guide • 6-month effort addressing areas of agreement across community • Initial focus on SoS with stated requirements and organizations responsible for execution • Addresses DAG technical process and considerations for technical management across system life cycle • Focused on systems engineering challenges characteristics of SoS and suggested approaches • Audience: Program Managers and Lead/Chief Engineers for SoS acquisition programs, legacy systems, and constituent programs Draft of initial version of guide is out for review

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