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Systems Engineering Revitalization using CMMI ®. Michael T. Kutch, Jr. Director Engineering Operations, Code 09K Department Head, Code 70 Intelligence & Information Warfare Systems SPAWAR Systems Center Charleston (SSC-C). SC SPIN Meeting – Jan. 25, 2007. Presentation Outline

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systems engineering revitalization using cmmi

Systems Engineering Revitalization using CMMI®

Michael T. Kutch, Jr.

Director Engineering Operations, Code 09K

Department Head, Code 70

Intelligence & Information Warfare Systems

SPAWAR Systems Center Charleston (SSC-C)

SC SPIN Meeting – Jan. 25, 2007

Approved for release to the public - xxx 2007

slide2
Presentation Outline
  • Introduction to SPAWAR Charleston
  • Need for SE Revitalization
  • Revitalization Effort using CMMI®
  • Training
  • Summary

Approved for release to the public - xxx 2007

where we fit

SPAWAR

Space and Naval Warfare

Systems Command

SYSCEN

Charleston, SC

Where We Fit

President

non-DoD

Secretary of Defense

Other DoD

Secretary of the Navy

ASN (RDA)

Acquisition

CNO

Fleet Support

NETWARCOM

MARCOR

SPAWAR

San Diego, CA

NAVSEA

Washington, DC

NAVAIR

Patuxent River, MD

NAVSUP

Washington, DC

NAVFAC

Washington, DC

ADDU for C4I

NAVSEA

NAVAIR

SYSCEN

San Diego, CA

SYSCEN

New Orleans, LA

SYSCEN

Norfolk, VA

SFA

Chantilly, VA

Approved for release to the public - xxx 2007

what we do
What We Do

Connecting the Warfighter

MWR- MobileNet

Mission-We enable knowledge superiority to Naval and Joint Warfighters through the development, acquisition, and life-cycle support of effective, integrated C4ISR InformationTechnology,

and Space

capabilities.

Body Worn Variant

NETCOP-Network Common Operating Picture

Vision-

Fully Netted

in Three

IR Pocketscope

We are the

Principal C4I

Acquisition

Engineering & Integration Center on the

East Coast

& Principal C4ISR ISEA for the Navy

Connecting the Warfighter to the resources needed to win GWOT

Approved for release to the public - xxx 2007

who we are
Who We Are

A Large Systems & Software Engineering Organization

  • The solutions to the global war on terror developed by SPAWAR result from good systems and software engineering.
  • Systems engineering is our core competency.
  • Total workforce of ~ 2,300 employees.

Computer Science/ Engineering, 606

Over 70% of workforce is in an engineering or computer-related discipline

Science & Engineering, 1049

26%

46%

5%

Contracts & Supply, 112

3%

Finance & Budget, 77

2%

General Clerical, 51

3%

IT Support, 76

7%

5%

3%

Other, 174

Program Mgmt, 106

Logistics, 79

Approved for release to the public - xxx 2007

the need for se revitalization
The Need for SE Revitalization
  • System Failures
  • Cost and Schedule Overruns
  • NDIA – Top Issues

Approved for release to the public - xxx 2007

nasa se rise and fall
NASA – SE Rise and Fall
  • Strong Systems Engineering throughout 1960’s/1970’s
    • An engineering organization focused on making the correct engineering decisions to maximize mission success
    • Successes – Apollo missions, Viking, and Galileo
  • Shift from Engineering focus to Programmatics
    • Reduction in Systems Engineering rigor
    • Budget and Schedule focus
  • System Failures
    • 1986 – Challenger Shuttle – “O” rings
    • 1996 - Ariane 5 launcher exploded – data conversion error
    • 1998/1999 - “Three successive Titan IV mission failures, an Athena failure and two straight mission losses of the …Delta III, …mark the worst string of major U.S. launch accidents in 13 years.” Ricky Butler, NASA
      • Delta III launch vehicle - control system failure
      • Titan IV - $1.23 billion - incorrect software
    • 2000 – Mars Polar Lander crash – single line of code
    • 2003 – Columbia Shuttle disintegration – multiple points of failure

Approved for release to the public - xxx 2007

the overrun problems
The Overrun Problems

USAF Study - 2004

  • 3 main reasons for overruns
    • Unstable requirements
    • Inadequate Systems Engineering
    • Program budget instability

Approved for release to the public - xxx 2007

the need for early and persistent systems engineering
The Need for Early and Persistent Systems Engineering

“I see examples of well-run and poorly run projects. The difference becomes clear in the first few minutes of the review.

What is also clear is the important role that systems engineering plays in making a project run smoothly, effectively, and efficiently…”

Michael Wynne

Acting Under Secretary of Defense (AT&L)From 2004 PEO/SYSCOM Keynote

Approved for release to the public - xxx 2007

top five systems engineering issues
Top Five Systems Engineering Issues
  • Lack of awareness of the importance, value, timing, accountability, and organizational structure of SE on programs
    • Program teams driven by cost and schedule, not disciplined SE
    • Emphasis on speed; fix in next spiral
    • SE inadequately considered in decisions
    • Risk poorly defined and managed
  • Qualified resources are generally not available within government and industry for allocation on major programs
  • Insufficient SE tools and environments to effectively execute SE on programs
    • System complexity is ever increasing
    • Need a structured methodology and adequate tools to understand and manage the complexity
  • Poor initial program formulation
  • Requirements definition, development, and management is not applied consistently and effectively

From NDIA Study, January 2003

Adapted from “Technical Excellence through Systems Engineering”

by Mark Schaeffer - Principal Deputy Director, Defense Systems; Director, Systems Engineering; OUSD (AT&L)

Approved for release to the public - xxx 2007

se revitalization effort using cmmi
SE Revitalization Effort using CMMI®
  • Vision
  • Process Improvement Organization
  • SE Revitalization Plan
  • Standard Processes and Guidance
  • Tools

Approved for release to the public - xxx 2007

spawar charleston vision
SPAWAR Charleston - Vision
  • Vision
    • Develop and maintain a World Class Systems Engineering Organization
  • Approach
    • Achieve Command-wide operational consistency
    • Based on ISO/IEC 15288 – systems engineering
    • Based on ISO/IEC 12207 – software engineering
    • Based on implementing CMMI® “Staged Respresentation”
    • Measure using best practices of CMMI® “Continuous Representation”
  • SSC-C commitment reaffirmed and formalized in Process Improvement Policy, 11 December 2003

Approved for release to the public - xxx 2007

which one is world class
Which one is World Class?

When you want it done right,

Who do you want working on it ?

Cutting corners, undisciplined, untrained

Rigorous processes,

Skilled resources

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ssc c strategy map for bsc

Unsurpassed partnerships, invincible national defense

Optimized efficiencies, exemplary stewardship

CUSTOMER

FINANCIAL

Improve the Customer’s Total Experience C2

Build Relationships that Last C3

Provide Composable C4ISR Capability C1

Optimize Financial Health F1

Manage Cost of Operations F2

Maximize Return on Assets F3

Process-Focused

Customer-Focused

Mission-Focused

Develop a World Class Systems Engineering Capability

IP1

Develop a World Class Business Operation

IP2

Synchronize Command Awareness of the Customer IC1

Perform Core Work In-House

IM1

Enable Capacity for Context Work

IM2

Connected knowledge, champion teams

LEARNING & GROWTH

Teams

Talents

Tools

Promote a Culture of High Performance, Accountability and Teamwork OC1

Develop Proactive and Visionary Leadership

HC3

Align Competencies with Strategies HC1

Accelerate Innovation and Experimentation

HC2

Provide Effective Knowledge Transfer

INC1

SSC-C Strategy Map for BSC

Fully Netted in Three S1

STAKEHOLDER

Fully Netted

Force S2

Fully Netted Resources S3

Best practices, exceptional operations

INTERNAL

Approved for release to the public - xxx 2007

process improvement infrastructure organization
Process Improvement Infrastructure: Organization

Business Board

Vision

$$$

M. KutchDir. of EngineeringOperations

Strategy

Management

Steering Group

(MSG)

Team Chairman

Staff

Engineering

Process Office

(EPO)

Tactical Implementation

Define and ManageStandard Processes

Enterprise

Process Group

(Ent PG)

Codes 09K / 09A

SE IPT

WFO

IPT

AD IPT

Facility

IPT

CM IPT

RDT&E

IPT

LOG

IPT

Dept.

Code 50

EPG

Dept.

Code 60

EPG

Dept.

Code 70

EPG

Dept.

Code 80

EPG

TecInn

IPT

Corporate

Engineering

Process Group

(EPG)

Corporate

Business

Process Group

(BPG)

J0A

PPQA

IPT

J09T

J09W

J0C

J0M

J09C

J09F

J01

J0E

J02

J09A

J0R

Approved for release to the public - xxx 2007

ssc c se revitalization plan
SSC-C SE Revitalization Plan

Elements of SSC-C SE Revitalization

Policy / Guidance

Training / Education

Assessment & Support

SSC-C SE Instruction

Intro to PI WBT

CMMI® Level 2

SSC-C SE

Process Manual

CMMI® Level 3

SE 101 WBT

SSC-C SW-Dev

Process Manual

Project Reviews

SE Fundamentals

SE for Managers

Balanced Scorecard

SSC-C SW-Maint

Process Manual

Project & ProcessWorkshop

Lean Six Sigma

EPO Website

Integrated Product

Teams

Intro to Software Engr.

ePlan Builder

Architecture Dev. WBT

IT Tools

Underway

Certification/Degrees

Completed/Ongoing

Approved for release to the public - xxx 2007

ssc c engineering process guidance
SSC-C Engineering Process Guidance

SPAWAR Instruction 54xx.1 (draft)SYSTEMS ENGINEERING POLICY

SPAWAR Policy

SSC-Charleston Engineering Processes Improvement Policy (Dec. 2003)

Policies mandate the use of ISO/IEC life cycle processes

and CMMI® best practices

ISO/IEC 15288

System Life Cycle Processes

ISO/IEC 12207

Software Life Cycle Processes

Industry Standards

CMMI® for SE/SW

SSC-C Systems Engineering Process

SSC-C Software Engineering Process

Top LevelSSC-C Processes

CMMI® Supporting Process Areas to SE/SW Processes

PP

PMC

CM

REQM

PPQA

MA

SAM

Use CMMI® toMeasure & AssessProcesses

ML2

OPF

OPD

OT

IPM

ML3

RD

TS

PI

Ver

Val

RSKM

DAR

Approved for release to the public - xxx 2007

classic system engineering vee diagram aligning se with cmmi and process improvement
Classic System Engineering “Vee” DiagramAligning SE with CMMI and Process Improvement

CMMI Process Areasalign with SE “Vee”

Understand User Requirements, Develop System Concept and Validation Plan

Demonstrate and Validate System to User Validation Plan

RD

Val

TS

Ver

Develop System Performance Specification

And System Validation Plan

Integrate System and Perform System Verification to Performance Specifications

PI

Systems

Engineering

Expand Performance Specifications into CI “Design-to” Specifications and CI Verification Plan

Assemble CIs and perform CI Verification to CI “Design-to” Specifications

Integration and Qualification

Decomposition and Definition

Evolve “Design-to” Specifications into “Build-to” Documentation and Inspection Plan

Inspect to “Build-to” Documentation

Fabricate, Assemble, and Code to “Build-to” Documentation

time

Design Engineering

PP

PMC

CM

REQM

PPQA

MA

SAM

RSKM

DAR

Approved for release to the public - xxx 2007

what is expected from ssc c projects
What is expected from SSC-C projects?
  • Execute sound systems engineering
    • Utilize the organizational processes, tools, guidance available
  • Sound systems engineering requires
    • Proper Project Planning
    • Control over the project
      • Configuration Management, Requirements Management, IV&V, Quality Assurance, …
    • Iterative and robust design and development methodology
      • Decomposition of requirements, Analysis, Alternatives, …
    • Frequent interaction and reviews by peers, management, and customers
  • Assess project’s process compliance
    • Balanced Scorecard Level 2/3/4 Self Assessment measure

The Command is providing the infrastructure, tools, and training to help the projects succeed

Approved for release to the public - xxx 2007

engineering process office website portal for se sw and cmmi content
Engineering Process Office Website:Portal for SE/SW and CMMI Content

Approved for release to the public - xxx 2007

eplan builder tool
ePlan Builder Tool

ePlan Builder tool

  • An interactive, web-based application that leads the user through a structured interview process (like TurboTax®) to generate a CMMI®-compliant plan
  • Includes standard, consistent text
  • Generates an initial project-specific document
    • Project Management Plan (with Work Breakdown Structure)
    • Configuration Management Plan
    • Process and Product Quality Assurance Plan
    • Requirements Management Plan
    • Measurement and Analysis Plan
    • Systems Engineering Plan (DoD SEP Format)

Approved for release to the public - xxx 2007

training
Training
  • SE Training Architecture
  • Process Improvement and CMMI®
  • Systems/Software Engineering Classroom
  • Web Based Training (WBTs)

Approved for release to the public - xxx 2007

what do we need to be world class
What do we need to be world class?
  • All employees need a basic understanding of process improvement
  • All project teams need to fully understand the CMMI® model (all processes, all levels)
    • To understand all of the best practices and maturity levels
    • To comply/prepare for DoD and NAVY policy
  • All project team members and supporting personnel need to know how to perform the standard processes and best practices required
    • How to do good SE, CM, QA, Planning, Measurement, Risk, …
  • To properly prepare for and complete an assessment or appraisal, key project team members need to map the project work products to the practices assessed.

These needs can be depicted in a training architecture

Approved for release to the public - xxx 2007

training architecture
Training Architecture

PI WBT

SEI Intro to CMMI®

3-day

Foundation of

PI and CMMI®

Engineering Project & Process Mgmt

Workshop

SE Fundamentals

Intro to Software Engineering

Core SSC-C project

and engineering

processes

(Level 2 and 3)

SE for Managers

SEMP Workshop

Subject Matter Experts -

Use commercially

available on-site classes

Quality Engineering

Requirements Analysis

Configuration Mgmt

Existing

Existing - revise

Appraisal & Assessment Workshop

2-day

Prepare Projects

for BSC or SCAMPI

New - develop

New - buy

Approved for release to the public - xxx 2007

process improvement training
Process Improvement Training

Over 1600 Individuals Trained

Total attendance over 3800 *

Intro to Process Improvement

  • Over 950 people trained
  • Provided via WBT
  • Now Required for all employees

CMMI®

  • SEI Intro to CMMI®
    • Over 300 attendees to date
  • SSC-C Level 2 Processes overview

Project Management/Project Monitoring & Control

  • 730 people trained

Process-specific Workshops (CM, QA, REQ, M&A)

  • 450 people trained

* This accounts for many employees attending more than one course

Approved for release to the public - xxx 2007

intro to process improvement wbt
Intro to Process Improvement WBT

Originally given as a podium course, converted to Web Based Training in 2004

Now required for all employees

Approved for release to the public - xxx 2007

sei intro to cmmi for ssc c
SEI Intro to CMMI® for SSC-C
  • 3-day Introduction to CMMI® course teaches the full CMMI® model
    • Students learn how the best practices build and relate across process areas
    • Learn the terminology
  • SEI-Authorized instructors are well-versed in our implementation to augment material with SSC-C specific content
    • Highlight SSC-C tools and resources
    • Actively involved in projects, teams, and infrastructure
  • Over 300 employees trained
    • Want to build a cultural foundation within the engineering departments

Approved for release to the public - xxx 2007

systems engineering fundamentals classes
Systems EngineeringFundamentals Classes
  • Teach the Systems Engineering process
  • 3-day on-site, classroom course
    • Based on SMU SE Masters course
    • Customized to incorporate SSC-C SE process
    • Over 300 SSC-C engineers trained
  • 1-day SE for Managers course added
  • “Thought provoking, motivating, and challenging. Learning basic SE caused me to brainstorm many different applications of organized system processes. It motivated me to want to begin organizing its application. It also challenged me to apply GOOD SE practices in order to successfully be more efficient in the process..”
  • “It was extremely beneficial to have a professor with extensive knowledge of the subject matter and one who could apply it to the SPAWAR methods.”
    • Student Feedback

Approved for release to the public - xxx 2007

introduction to software engineering
Introduction to Software Engineering
  • Similar format to the Systems Engineering Fundamentals
    • 3 days, primarily lecture
    • Aligned with the SSC-C Software Development Process Manual
    • Over 60 SSC-C engineers trained
  • Course Outline
    • Intro to Software Engineering
    • Roles
    • Software Engineering Practices
    • Software Development Process
    • Software Maintenance
    • Managing Software Projects
    • Tailoring

Approved for release to the public - xxx 2007

engineering management workshop
Engineering Management Workshop
  • Multi-session workshop-oriented “how to” class
  • What is a good process? Is my process good?
  • How to generate project plans
    • What makes a good PMP, CM Plan, QA Plan…
    • How to use ePlan Builder
    • Hierarchy of plans (Based on level 2 or level 3 goals)
  • Configuration Mgmt
    • Are my Configuration Items (CI’s) and Change Control adequate?
  • PPQA
    • How to execute a process review and work product review
  • Measurement and Analysis
    • Are my measures measurable?
  • Requirements Management
    • Traceability - simple to complex
  • Monitoring and Control using Reviews

Approved for release to the public - xxx 2007

se 101 web based training
SE 101 Web Based Training
  • Introduction to Systems Engineering WBT
    • 10-module web based training
    • Closely aligned to SSC-C SE Process, SE Fundamentals Course, and ISO/IEC 15288
    • Includes hotlinks to referenced documentation
      • SSC-C Process manuals, policies, standards
    • Extensive branching for more detail

Approved for release to the public - xxx 2007

topical wbts
Topical WBTs
  • Developing web-based training courses in specific topics
  • Architecture Development WBT - completed
    • Introduction to Architecture Development and DoDAF
    • Designed to educate and promote value of system architecture to non-architects and new engineers
    • Tests for understanding
  • Risk Management
    • Risk identification
    • Analysis tools and techniques
    • Mitigation planning
    • Risk monitoring
  • Requirements Development

Approved for release to the public - xxx 2007

summary
Summary
  • Accomplishments
  • Results and Measures
  • Lessons Learned
  • Going Forward

Approved for release to the public - xxx 2007

what we have accomplished
What We Have Accomplished
  • Process Focus
    • Defined Policies and Processes
    • Aligned with DoD and SPAWAR guidance
    • Aligned with industry standards and CMMI® model
    • Built organization structured around processes and process improvement
  • Training is Critical
    • Providing Fundamentals of Engineering for new and old professionals
    • Developed web-based training for “self-paced” and refresher training
    • Defining a structured technical career development path for engineers
  • Tools for the Engineers
    • Developed ePlan Builder application to generate planning documents
    • Developed templates, checklists, and web-based document repositories to link standards and DoD guidance to day-to-day tasks and processes

Early and persistent Systems and Software Engineering applied to programs and projects

Approved for release to the public - xxx 2007

results and measures
Results and Measures
  • Selected pilot projects
    • Training and Mentoring of project teams
  • Informal Appraisals, Process Reviews, and Document Reviews to measure progress and identify gaps
    • Class B/C appraisals of selected projects
    • Define/review project-specific plans and procedures
  • Project-level Formal SCAMPISM Appraisals (Class A)
    • Evaluated compliance with CMMI® Maturity Level 2 requirements
    • 8 projects appraised between June 2004 and February 2005
  • Command-wide ML2 appraisal in April, 2005
  • Immediately began ML3 effort using similar approach
  • Program/Project-level ML3 SCAMPISM Appraisals completed
    • 5 Successfully Achieved Maturity Level 3
    • Preparing for Command-wide ML3 appraisal in April, 2007
  • Continue to internally assess additional projects against Maturity Level 2 and 3 best practices for Balanced Scorecard

Approved for release to the public - xxx 2007

is the se revitalization working
Is the SE Revitalization Working ?
  • Recognition of SE and CMMI effort
    • 1st SPAWAR Systems Center to achieve Maturity Level 2
    • 1st SPAWAR Systems Center to have programs achieve Maturity Level 3 (AP, JTWS, SCN, VIDS, NAVMACS II)
    • Multiple presenter at NDIA SE and CMMI conferences
      • High interest in Tools, Training, and Implementation
  • Business
    • SCN: “They see us as a model and want to increase our efforts.”
    • Automation Program: “We had hundreds of sites and there was a need for a structured organization to put a ‘wrapper’ around that and control it. CMMI became the wrapper.”
    • CICS: “CMMI was key to achieving the project goal.”
    • VIDS: “The VIDS failure (2000) motivated implementing CMMI because the team needed to change course or the customer would have no confidence in system development. It was a tremendous success…”

Approved for release to the public - xxx 2007

lessons learned
Lessons Learned
  • Senior Management support is critical to success
  • Training
    • Everyone needs to be engaged – “train the masses”
    • Specific training for process owners/subject matter experts
  • Utilize Teams (IPTs) as champions of specific processes
    • Multi-department representation
    • Change agent mentality
    • Process-focused charters
  • Resource Properly
    • Implement with projects that want to improve, can benefit from efforts, and that recognize own weaknesses
    • EPO staff provided skilled coaching, resources, support, and tools
    • Project members learned by doing and maintaining
  • Goals and Publicity
    • Keep goals to sizable bites (projects)
    • Publicize successes; Share best practices

Approved for release to the public - xxx 2007

implementation plan future
Implementation Plan - Future
  • 2007
    • Conduct interim Maturity Level 3 appraisals on projects
    • Correct findings and strengthen institutionalization
    • Conduct Command Maturity Level 3 appraisal in April, 2007
    • Incorporate new version of CMMI model (V1.2)
    • Incorporate IPPD (Integrated Product and Process Development)
    • Push Level 2 projects to Level 3
  • 2008 - 2009
    • Begin Maturity Level 4/5 implementation
    • Establish/Refine organizational and project measures
    • Increase collection of project, process, and organizational measurement data
    • Conduct interim Maturity Level 4 appraisals on projects

Approved for release to the public - xxx 2007

summary39
Aggressive SE Program

Industry Standards

Systems Engineering

Software Engineering

Best Practices

Successes

April 2005 Command Achieved CMMI® Maturity Level 2 as certified by Software Engineering Institute

5 Programs/Projects achieved CMMI Level 3 in 2006

1st SPAWAR Systems Center to achieve these levels

Goals

World-Class SE Program

Support Command Balanced Scorecard

April 2007, Command to achieve CMMI® Level 3

EPO Website

corpweb2.spawar.navy.mil/cmmi/

ISO 9001

Summary
  • Automated Tools
    • ePlanBuilder
    • eWBS
  • Training – 1,600+
    • SE/SW Fundamentals - 365
    • Web-Based Training courses
      • SSC-C PI; Intro to SE; Arch. Dev.

Approved for release to the public - xxx 2007

thank you

Thank you !

Any Questions ?

Contact Information:Michael T. Kutch, Jr.

SPAWAR Systems Center Charleston Email: michael.kutch@navy.milPhone: 843-218-5706

Approved for release to the public - xxx 2007

backup slides

Backup Slides

Approved for release to the public - xxx 2007

what is systems engineering
What is Systems Engineering?
  • SPAWAR Corporation Definition

An interdisciplinary engineering management process that evolves and verifies an integrated, life cycle balanced set of system and enterprise-service solutions that satisfy customer needs.

Approved for release to the public - xxx 2007