Is There Order or Chaos After 5000? - SEI Digital Library · Is There Order or Chaos After 5000?...
Transcript of Is There Order or Chaos After 5000? - SEI Digital Library · Is There Order or Chaos After 5000?...
Chikofsky - 1EM&I28 January 2003
Engineering Management & Integration
Is ThereOrder or Chaos
After 5000?
Conference on Acquisition of Software-Intensive Systems28 January 2003
Distributed by permissionCopyright © 2003 EM&I
Elliot Chikofsky(781) [email protected]@dfas.mil
EM&I105 Adele Garden WayHerndon, Virginia 20170
Chikofsky - 2EM&I28 January 2003
Is There Order or Chaos After 5000?Is There Order or Chaos After 5000?
• 5000 is dead; Long live 5000!• The Mandate for Change• So, What has Changed?• What Does it Mean to Tailor?• Acquisition Life Cycle as an
Integration Mechanism• How to Help Apprentice Tailors• Critical Success Factors• Brave New World
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ChangeChange
Haven’t you heard?
“Life Cycle Managementis DEAD !”
“They cancelled the 5000 regs.We don’t have to do that
any more.”
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ChangeChange
• “revision to create anacquisition policyenvironment that fostersefficiency, flexibility,creativity, and innovation.”
• “simplified and flexiblemanagement framework fortranslating mission needsand technology opportunities…into stable, affordable, andwell-managed acquisitionprograms…”
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The Charges Against LCMThe Charges Against LCM
• DoD 5000 was “overly prescriptive” and animpediment to the “efficiency, creativity,and innovation” needed.
• It costs extra; It costs too much.• It’s done after the fact.• It’s not really required. Is it?• Nobody does it; why do I have to?• I already know how to do my job.• It’s documents. I hate documents.• No one uses what it produces.• It does not help the decision process.• It does not contribute to my getting my job done.• It’s documentation for documentation’s sake.
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Renewed EmphasisRenewed Emphasis
• Flexibility• Evolutionary Development• Integrated Architectures• Tailoring the Acquisition Process• Cost Realism• Focus on Outcomes• Enable Responsibility in Decisions
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Acquisition Management FrameworkAcquisition Management Framework
IOCBA
TechnologyDevelopment
System Development& Demonstration
Production &Deployment
Systems Acquisition
Operations &Support
C
User Needs &Technology Opportunities
Sustainment
l Process entry at Milestones A, B, or C
l Entrance criteria met before entering phase
l Ev olutio nary Acq uis i tion o r Sing le S te p to FullCapa bility
FRPDecisionReview
FOC
LRIP/IOT&ECriticalDesignReview
Pre-Systems Acquisition
(ProgramInitiation)
ConceptRefinement
ConceptDecision
5000.2 Draft18 December 2002
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Requirements & Acquisition ProcessRequirements & Acquisition Process
D
O
T
M
L
P
F
MS A
Analysis ofMateriel
Appro aches
Demo
Demo
Demo
AoA
TechnologyDevelopment
DABJROC
JROC
Increment 3Increment 3
Increment 1Increment 1
MS B
MS C
MS B
MS B MS C
MS C
- M ater iel -Process
DOTL PFChang e
Fu nction alArea
Analysis
Fu nction al AreaFuncti onal Concept
Integrated Architecture
Overarch ing PolicyNSS/NM S/Joint vision
Joint Capston e Policy
Feed back
ICD
CDD
CPD
ConceptRefinement
CD
Oversight
RequirementsAcquisitionIntegrated Decision MeetingsIntegrated Decision Meetings
JROC DAB
DAB
Increment 2Increment 2
5000
.2 D
raft
18 D
ecem
ber
2002
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DangersDangers
• Stealth resistance to change• Inflexible flexibility• “Opening the door to
fraud, waste, and abuse”• Buy the COTS,
then find the reason• “This, too, shall pass…”
• and, the worst danger of all:staying the same
Counterpoint: Education reduces Risk
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Coping with ChangeCoping with Change
• Is it okayif yourICD and CDDlooks like aMNS and ORD?
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TailoringTailoring
• “MDAs and program managers shall tailor various aspects of the acquisition system, including
– program information,– the timing and scope of decision reviews,– decision levels, and
• to fit the particular conditionsof an individual program andminimize the time it takes tosatisfy the validated need orexploit the technology opportunity,
consistent with common sense,sound business managementpractice, applicable laws andregulations, and the time-sensitivenature of the user's requirement.”
– acquisition phases,
– acquisition strategies
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UnseamlyUnseamly Tailoring Tailoring
Great!I can tailor it
any wayI want to
Well, no, you can’t...
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Tailoring from a PatternTailoring from a Pattern
• Having a Pattern to follow, one can:
– adjust the size,
– fit the nature of a different fabric,
– add trim and appearance features,
– alter sections to fitdifferent needs,
– reuse styles andtechniques
• and still befollowing the Pattern!
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TailoringTailoring
• Not haphazard; It is an organized process.• Recording and justifying decisions whether
procedures stay of go in steamlining• Identifying substitutes and constraints• Ensuring flexibility, speed, and accountability• Making adjustments for
– Implementation strategy– Complexity– Oversight requirements– Cost range– Technical risk– Management tolerance for risk
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One Actionable FrameworkOne Actionable Framework
DFAS Systems Life Cycle A B C FOC
Management
Technical
Config Mgmt
DoD Acq’n Mgmt PolicyDoD 5000
DFAS LCM Policy
IEEE/EIA 12207
Interoperability
Reqts Generation
DoD Info Mgmt Policy
FFMRBlue Book CMM Level 3
DoD Info Assurance
Commercial Drivers• COTS Products• Agile Devel.IT Mgmt Policy
Clinger-Cohen Act
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DFAS System Life CycleDFAS System Life CycleSystem Acquisition
System Maintenance
QA Audit Reports
Milestone CPresentationto CIO/BIE
Council
Milestone BPresentationto CIO/BIE
Council
Milestone APresentationto CIO/BIE
Council
IPRPresentationto CIO/BIE
Council
Decision Rev.Presentationto CIO/BIE
Council
FRPPresentationto CIO/BIE
Council
SSAA V1
Mission NeedEstablishment
C4I SupportPlan
Continuity of Operations Plan
ProductBaseline
COTS Product DescriptionTechnical Documentation
FunctionalBaseline
SRS SARAD
OperationalBaseline
PerSite
AllocatedBaseline
SAD4
DBDD4
SDD4
Configuration Management / Quality Assurance
Deployment &Site Acceptance
Test
Site AcceptanceTest Reports
SystemRequirements
Analysis
Transition Plans
System Req’tsSpecification System Arch. &
RequirementsAllocation Desc.
Infra. SvcsRequest (I)
Infrastructure SvcsRequest (F)
Pre-SystemsAcquisition
Concept & TechnologyDevelopment
MS B MS C
MNS
ASDP1
ORD
APB (I)TEMP
APB(U)
IOC
Technology Opportunitiesand User Needs
ConceptExploration System Integration System Demonstration
Low-RateInitial
Production
BusinessProcess Review& Improvement
Program Planning / Management
SSAA V4
MS A
Training Plans
Installation Plans
Pgm MgmtPlan
ProgramBaseline
ORD APB
TEMP
Deployment Planning
Audit Reports
PerformanceMeasurements
PTR
Operation &Performance
Oversight
TestPlanning
Test Plans
Data MgmtPlan
Information Assurance/ Security
Software Development Plan4
Technical Project Planning / Management
SSAA V2
JTA Profile
FCA
• Development IPT, or• Purchase/Customize/Integrate Product(s)
APB (F)
Component AdvancedDevelopment
OperationalRequirements
Definition
SystemArchitecture
Design
DecisionReview
Interim ProgressReview
Full Rate Production &Deployment
FRP DecisionReview
Production and DeploymentSystem Development and Demonstration
FOC
Clinger-CohenCompliance Rept
ComponentCost Analysis3
Clinger-CohenCompliance Rept
DFAS System Life Cycle - System Acquisition
BPA/BPR Report
Trade-off Studies
PM Charter
AoA
IPTCharters
COTS Eval.Report
AcquisitionStrategy
CustomerMOU SSAA V3 (incl.
Accreditation Memo)
CM Plan
QA Plan
CARD2
Econ Analysis2/LCCE
PCA
(I) = Initial (U) = Update(F) = Final
Activity
Product
Technical Review
Audit
Mgmt Review
LEGEND
1 = Only for Pgms with < $2MTotal Ownership Cost
2 = Required only for MAISPrograms
3 = Performed by DFASResource Mgmt Office
4 = Not applicable to COTS
FOOTNOTES
ReleaseReviewSRR IRR PIR
SLC 6.04/5/02
Test Scripts (F)Test ReportsCompliance Certifications
Operational Test & Evaluation
Development Test & Evaluation
SRDSIDD
Ongoing Operational / Customer Assessment
System Development (Build or Purchase)
FCA/PCA Checklists
SW Process Improvement Plan4
Changes toDeployedSystem
System Mgmt Plan
Validate / Accept
SAD SCIR
PCA
SRDSAD SDD
Site AcceptanceTest Reports
SCR’
Capture andIdentify
Analyze &Document Development Field
Capture &Identify Change
Request
Operation &Performance
Oversight
FCA
Validate,Approve, &
Allocate
Requirements /Solution Review
Test ReadinessReview
MeasureEffectiveness
ImplementationReadiness Rev.
Production and Deployment
DFAS System Life Cycle - System Maintenance
(I) Initial (U) Update(F) Final
ActivityProduct
Technical Review
Audit
Mgmt Review
LEGEND
* = Change pages, asappropriate
SDD SIDD
DBDD
SIDD DBDD
OperationalTRR
Design
DeployedSystem
Design Review
ImpactAnalysis
NextChanges
Changes to appropriatedocumentation is required
at each review to keepbaselines current
Post-Impleme’nReview
Audit ReportsPerformanceMeasurementsPTR
For Corporate-level Change Requests: Review and Approval by CIO/BIE CouncilFor Business Line-level Change Requests: Review and Approval by Business Line Management BoardFor System-level Change Requests: Review and Approval by System CCB
Ongoing Operational / Customer Assessment
Program & FunctionalBaselines
SRS SARAD
ORD APB
TEMP
ProductBaseline
OperationalBaseline
AllocatedBaseline
PerSite
SSAA*
Deployment &Site Acceptance
Test
Test Scripts (F)Test ReportsCompliance Certifications
Transition Plans
System Req’tsSpecification*System Arch. & Req’tsAllocation Desc.*Infra. Svcs Request*
Infrastructure SvcsRequest (F)
Program Planning / Management
Users Manual*Operators Manual*
Training Plans
Installation Plans
Operational Test& EvaluationSW Configuration
Index Record
Deployment PlanningTest Planning
Test Plans
Software Development Plan*
Technical Project Planning / ManagementReleasePlanning
Customer MOU*
Updated Accreditation Memo
SW Req’ts Desc.*
DB Design Desc.*
SW Arch Desc.*SW DesignDescription*
Infra. Req’ts Desc.*
SW InterfaceDesign Desc.*
Test Scripts (I)*
Development IPT
Unit Test Report
Development Test & Evaluation
Test Scripts (F)Test ReportsCompliance Certifications
SWArch.
Design
UnitTest
UnitTest
SoftwareDesign
SoftwareDesign
System Managerbriefs tailored
system life cycle atReq’ts/Solution
Review SoftwareDesign
SWCode
SWCode
SWCode
UnitTest
Begin Formal Testing
IPTReview
SoftwareReq’ts
Analysis
SoftwareReq’ts
Analysis
SoftwareReq’ts
Analysis
IPTReview
Information Assurance/ Security
Configuration Management / Quality Assurance
SLC 6.04/5/02
Evolutionary Devel COTS Customization
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IntegrationIntegration
PortfolioManagement
RequirementsIntegration & Mgt
System Life Cycle
InformationAssurance
other initiatives...
Enterprise Architecture
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Understanding Management DecisionsUnderstanding Management Decisions
Pre-SystemsAcquisition
Concept & TechnologyDevelopment
MS B MS C
Technology Opportunitiesand User Needs
ConceptExploration System Integration System Demonstration
Low-RateInitial
Production
MS A
Component AdvancedDevelopment
DecisionReview
Interim ProgressReview
Full Rate Production &Deployment
FRP DecisionReview
Production and DeploymentSystem Development and Demonstration
Mission needStrategic consistencyClinger-Cohen complianceBudget availability
Alternatives analysisAcquisition strategyAssure customer involvement
Depth of planning (cost,schedule, people, testing)
Clinger-Cohen complianceRequirements completenessRisk management
Requirements stabilityCost/schedule statusRelease strategyTest readinessRisk management
Req’ts & design stabilityTransition & deployment planningTest & certification completenessUser & customer issues
System stabilityCustomer satisfactionOT&E resultsImplementation readinessSustainment budget
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SLC Web ResourcesSLC Web Resources
www.dfas.mil- process- task details- briefing guidance- templates
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SLC ViewsSLC Views
www.dfas.mil> Reference Library> Process Asset Library> System Life Cycle
Views by:
- Process area
- Job role
- Management responsibility
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Help for the Apprentice TailorsHelp for the Apprentice Tailors
• Levels of acquisition process tailoring– Agency / MDA– Program
• Education– What it means to tailor– Rewards and risks of tailoring decisions
• Tools for the pattern• Easy ways to record tailoring decisions• Making tools accessible and tailorable to
program management• Tailored Acquisition Process reviews
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Critical Success FactorsCritical Success Factors
• Visibility• Recording tailoring decisions• Consistency• Accessibility• Recognizing acquisition and sustainment
as part of the same process• Focused user involvement• Understanding requirements, whenever
recognized in the acquisition process• Empower to manage, not to avoid risk
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Next StepsNext Steps
Stay tuned…
the DoD 5000 revisions,and our understandingof them, are awork in progress...