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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. Presentation Outline

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Systems Engineering Revitalization using CMMI ®

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  1. 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

  2. Presentation Outline • Introduction to SPAWAR Charleston • Need for SE Revitalization • Revitalization Effort using CMMI® • Training • Summary Approved for release to the public - xxx 2007

  3. 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

  4. 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

  5. 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

  6. The Need for SE Revitalization • System Failures • Cost and Schedule Overruns • NDIA – Top Issues Approved for release to the public - xxx 2007

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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 Approved for release to the public - xxx 2007

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. 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

  20. Engineering Process Office Website:Portal for SE/SW and CMMI Content Approved for release to the public - xxx 2007

  21. 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

  22. Training • SE Training Architecture • Process Improvement and CMMI® • Systems/Software Engineering Classroom • Web Based Training (WBTs) Approved for release to the public - xxx 2007

  23. 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

  24. 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

  25. 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

  26. 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

  27. 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

  28. 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

  29. 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

  30. 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

  31. 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

  32. 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

  33. Summary • Accomplishments • Results and Measures • Lessons Learned • Going Forward Approved for release to the public - xxx 2007

  34. 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

  35. 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

  36. 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

  37. 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

  38. 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

  39. 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

  40. 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

  41. Backup Slides Approved for release to the public - xxx 2007

  42. 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

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