Bill Golaz

Greg Niemann

October 22, 2013

Operations Analysis Workshop“Operational Analysis Measures for Program Start Up”

Workshop Objectives

• Discuss Operations Analysis context in DoD and Commercial domains

• Determine common understanding of Operations Analysis process and measures

• Determine measures from Operations Analysis that enable successful program startup

Operations Analysis

Customer

Mission Analysis

Enterprise

Mission AnalysisOperations AnalysisOperations

AnalysisOperations Analysis

Operations Analysis

Program

Mission Analysis

Enterprise Operations

AnalysisOperations

Analysis

Mission Analysis

• Mission Analysis done at different levels throughout the lifecycle

• What is the new capability or opportunity• Solution not readily apparent nor necessarily

feasible• External - “PESTEL” effects

Operations Analysis Operations Analysis provides • measures of historical performance – capacity, performance,

numbers of similar projects• Provide simulation or prototyped product line • Provide existing TPMs for comparison (performance

characteristics, test data, etc.)• Provide projected/actual TPMs? • Provide enterprise capacity and percent utilization• Identify extra processes or effort needed to meet quality targets• What are the “ilities” levels required?• Clarity and completeness of SOW requirements?• Risks identified?

Acquirer View

• Initial Capabilities• The organizational Need: quantification or qualification

that summarizes the needs of the organization• Impact of not having the capability (on product,

processes, facilities…)—will probably be needed as cost or effort

• Analysis of Alternatives—in terms of Products, Timing, ROI, PESTEL

• Considerations of Technology issues• Economic Analysis

Supplier View

• What are the some of the information needs for the Supplier Program Manager that can be addressed by operations analysis?

• Current capability of the supplier• Technology Readiness Levels• Current TPMs • Do I have the staff capable of this.• Pre-MDD Enablers and Analytics

Program Manager – Enterprise evaluation

• Program Startup – entry into the process• Program Manager should have some communication

with the enterprise on where the program fits into the enterprise portfolio– New product development?– Continuing business in an established Product line?– Is it going to return the program the desired ROI?

• Do we have the capability?• Do we have the technology developed?• Do we have the staff?

Supplier Program ManagerCan the company perform to the contract?• What is our historical performance?• Does this contract fit within historical?• Can we achieve improved productivity performance to meet

a higher goal? • What are the existing TPMs? • What gaps exist to the contract TPMs? • Are there schedule or budget limitations?• Are we at the desired quality level? • Do we make in house or buy (TRLs) ?• What are the “ilities” levels required?• Clarity and completeness of SOW requirements?• Risks identified?

Program Management Information Needs

• Is the program on target for cost and schedule?– Operations Analysts provide baseline cost and

schedule • Which elements are the key drivers of Program

Cost and Schedule?– Operations Analysts determine key drivers

• How well is Program A doing versus Program B,C?– Operations Analysts determine key drivers

Information Needs Analysis

Next Steps

• Evaluate Measures at each Organization/Oprations Analysis boundary

• Map key measures based on type of Program New Development, Sustainment, Service

• Program Startup key measures.

Supporting Documentation• SEBOK

– Systems Engineering Body Of Knowledge • SDPM Measures – released 12/2012

– NDIA Systems Development Performance Measures • Technical Performance Measures –

– Technical Measurement Guide• SE Leading Indicators

– INCOSE - SE Leading Indicators Guide• Operations – JC Ops Analysis -DAU

• Operations Analysis – INCOSE• PSM ICM (Information Needs, Concepts, Measures)

ICM Table

Addition of Mission Analysis Process

- An Essential Element for the Right Solution

Concept Definition

Enterprise Strategy Development• Concept of Operations• Strategy, Strategic Goals, Value Gaps• New Mission or Market Element

• Feasibility (of context, success measure, and timeframe)• Add’l Mission Gaps & Opportunities

Stakeholder Needs & Reqts (internal or external)• Customer / Mission• Customer Constraints• Operational Concepts• Core Processes• Enablers

Mission Analysis

• Strategy Analysis/ Value Gap Analysis• External Analysis – impacts and trends• PESTEL – Political, Economic, Social,

Technological, Environmental, and Legal• Current performance vs industry

• Internal Analysis• Enterprise capability analysis• Balanced Scorecard & Value Chain

Analysis• SWOT Analysis • Note: Diagram used for SEBoK

Consolidated Industry Analytics