CDM Issues and Relationships to SE and Logistics Workshop & Way Forward?

1. CDM Issues and Relationshipsto SE and LogisticsWorkshop & Way Forward? Bonnie Johnson Cynthia Hauer

2. Objective • To examine and understand our CM and DM roles and responsibilities with and to SE and LOG • To look at how they self-assessed, and see if we can learn from that • To take a proactive approach in defining our own issues, and moving forward in a purposeful way to meet the challenges they have thrown down, to our discipline/community

3. Systems Engineering Issues Source: NDIA SE Committee Study Circa 2010

4. Specifics • Increasingly urgent demands of the warfighter require effective capabilities be fielded more rapidly than the conventional acquisition processes and development methodologies allow. • Quantity and quality of systems engineering expertise is insufficient to meet the demands of the government and the defense industry. • Systems engineering practices known to be effective are not consistently applied or properly resourced to enable early system definition. • Decision makers to not have the right information at the right time to support informed and proactive decision-making that ensures effective and efficient program planning, management, and execution. • Lack of technical authority can impact the integrity of developed systems and result in cost/schedule/system performance impacts as the technical solution is iterated and reworked in later stages of the development. These issues are direct correlations and connections for CM and DM. They are mandates for CM and DM.

5. Recommendations on the Way Forward • Incorporate into DoD guidance the preference for use of outcome-based partnerships at all levels, components, subsystems, systems – to improve availability and reduce support costs. • Capitalize on commercial supply chains for all DoD commodities/repairables, forecasting, ordering, storage, and distribution. • Achieve commercial best practice distribution performance through partnering with industry to leverage and impact the commercial infrastructure. • Competitively source commercially provided theater opening and in-theater Logistics support • Convert existing Logistics information systems to commercial managed services model(s).

6. Their Recommendations • Develop internal risk-driven guidance … • Issues to be addressed are included • Each issue has multiple discussion points • There is a recommendation for each of those discussion points which refers and maps to each issue • Their white paper has been distributed throughout the membership of the SE NDIA committee and beyond.

7. Logistics – Community Assessment & Findings • Life cycle product support and outcome based partnerships are urgently needed. • Management of commodities by suppliers and assigning a single owner for the end to end supply chain system is critical • Managing assets and the supporting infrastructure requires rapid, global mobility and distribution capability and infrastructure. • Competitively sourced private sector theater services to meet the technical and financial challenge of having more contractor support personnel in theater than there are uniformed personnel. • Logistics information systems are hardcoding Cold War business rules and processes into modern logistics. DoD is still at least 10 years away from fielding modern supply chain systems which turn data into information supporting effective decision-making and enabling collaborative tools in an adaptive environment. • Needed changes above require responsible governance to reduce and recast logistics costs. Source: Modernizing Defense Logistics Performance Based Logistics – Implications For Availability, Public-Private Partnerships, and Cost Savings – Dr. William Bajusz

8. What are we seeing, here? • These two communities have done a self-assessment, and they have developed conclusions and a way forward for themselves. • It’s obvious that they are pointing to connections, causes, and issues where CM and DM are involved and could be game-changers. • We won’t see this sort of self-assessment, sharing, or appeals from the commercial sector. • Why? Because their processes are part of their competitive edge – and they don’t want to share them. • What is the lesson we learn from this?

9. And what can we do about that? • Self-assess and analyze • Define issues and discussion points • Turn to our community to begin communication and consistency • Develop roadmaps to meet issues in SE and LOG • Become relevant, focused, and clear in our communication.

10. What are our CM and DM challenges, internal to our discipline? • Inconsistent terms & concepts? • Our belief that we are a “tailorable” implementation? • Splits between the SW CM and the HW CM communities that undermine our communication and effectiveness? • Our heritage for placing blame externally? • Let’s take a look at some of our key processes.

11. Process Development and Control • Elements: • Developing procedures and processes • Developing best practices • Institutionalizing to the enterprise level • Roles and Relationships with the CIO • Internal and external interfaces • Access and management of access issues • CM and DM functions/interfaces • Cost Issues (budgets and schedules) • Implementation scheduling and planning • Staffing and utilizing the resources available • Training to expand and back-fill

12. Process Development and Control • Questions to Answer: • What should the new enterprise CDM environment really look like? • How are we going to sell that and integrate it into our current business systems? • How can we change the existing paradigms? • How are we going to educate people when the paradigm shifts? • How can we train new people to work within the new paradigm? • How will the new CDM environment interface with SE and Logistics functions and organizations, and morph into information management? • How can CDM facilitate the industry initiatives?

13. Process Development and Control • Outputs: • New Best Practices for CDM, based on Technology Evolution to E-Commerce/E-Business realities • Updated CDM philosophy which creates SE and Logistics process integration

14. Work Instructions • Elements: • Good ones and bad ones • Requirements mapping • Content • Flow • Inter-relationships • Integration • Training

15. Work Instructions • Elements (Continued): • Staffing • Budgets • Implementation • Institutionalization • Prototyping • Pilot Programs • Cross-pollenization

16. Work Instructions • Questions to answer: • How do we merge commercial and government philosophies into a new paradigm that satisfies both parties and is mutually advantageous? • Could we use an option concept for the enterprise? • How do we find/select an opportunity for a pilot program or validation opportunity? • How do we distribute the information to the CDM, SE and Log professional communities?

17. Work Instructions • Outputs: • A scalable enterprise model applicable to all sectors of practice. • This models become a part of curricula for CDM, SE and Log

18. CDM, SE, Log and International Commerce Challenges • Elements: • Humanities Issues • Cultural • Language • Business ethics • Legal • Import/export • Intellectual property • Customs (technology transfer) • Costs of customs • Format standardization

19. CDM, SE, Log and International Commerce Challenges • Questions to answer: • What are the conventions for moving items and data in and out of trading partner countries? • What are the format and measurement exchange issues? • If there are none, how do we maneuver in disparate environments?

20. CDM, SE, Log and International Commerce Challenges • Outputs: • New CDMStandard to be internationally recognized and used as the standard for performing data management tasks • A templates for an International CDM, SE and Log plan

21. Corporate Data Bank and the Role of CDM, SE and LOG • Elements: • Establishing CDM, SE, and LOG content and objectives • Defining the requirements for same • Developing processes and procedures for integration and information sharing • Server issues • Access issues • Operation and control

22. Corporate Data Bank and the Role of CDM, SE and LOG • Elements (Continued): • Storage and backup • CDM, SE and LOG issues/functions • Disaster Recovery • Planning • Independent management of corporate hardware and software • Training

23. Corporate Data Bank and the Role of CDM, SE and LOG • Questions to answer: • How do we implement the new standards in our corporate environments. • How do we sell the new paradigm to our management? • How can the new paradigm enhance and benefit other corporate functional entities? • How are we going to wrestle away functions from IT and other corporate entities that are not consistent with the new way of doing business in CDM, SE and LOG?

24. Corporate Data Bank and the Role of CDM, SE and LOG • Outputs: • Cost analysis to support the paradigm shift and provide rationale and incentive to management to implement the new paradigm • Support for the Pilot program to justify staffing, budgets and implementation of a new way of doing business • Plan for phased implementation, with metrics and milestones for visibility and accountability.

25. ID and Management of Lifecycle Data by Phase/Activity • Elements: • Identification • Definition • Scheduling • Value-added functions • Activity-based management • Proactive monitoring • Proposal support activities • Anticipating follow-on work • Sustainment issues

26. ID and Management of Lifecycle Data by Phase/Activity • Elements (Continued): • Operational phases • Dispositioning • Commissioning • Decommissioning • Archival (internal and external) • Records Management • Data retrieval • Metadata development

27. ID and Management of Lifecycle Data by Phase/Activity • Questions to answer: • How do we deal with Maintenance and follow-on contracts? • How do we map lifecycle phases to lifecycle activities? • What other functional entities are there to be discovered and integrated?

28. ID and Management of Lifecycle Data by Phase/Activity • Outputs: • Clear, concise and valid requirements for acquiring, providing, and managing data in the integrated CDM, SE and LOG environment • Recommendations and requirements for data tracking systems and tools • Common, defined activity base for the entire lifecycle of products and services • Common set of activities from the RFP generation to the natural death of the product or service • A pathway for trading partners from “phases” to lifecycle activities • Mapping of phases to activities and establishment of a common vocabulary

29. Summary • When we separate our respective functions, we are fighting for survival. • When we integrate, we are unbeatable. • We can drive the remaining organization functions in the right direction by conquering our three related functions • And we create power and success by doing that • Questions?