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Presented To:
Presented By:
Outpacing the Competition: A Systems Engineering Challenge
24 October 2017
NDIA Systems Engineering Conference
VADM Paul Grosklags, Commander, NAVAIR
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Day in the life of an SE dealing with PMs
Framing the Challenge
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Life Has Been Good!
4
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Sea Lanes Remain the Lifeblood of Our Economy
90% of global trade by volume / 70% of global trade by value98% of telecoms traffic
5
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Competition is Back
6
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Changing Environment
7
Sources: Janes / RAND / US-China Commission
Advanced Fighter/ Strike
Aircraft (3rd/4th Generation)
Advanced Attack
Submarines
Short Range
Ballistic Missiles
Advanced ASCM Capable
Surface Combatants (DD/FF)
1999
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Advanced Fighter/ Strike
Aircraft (3rd/4th Generation)
Advanced Attack
Submarines
Short Range
Ballistic Missiles
0
30
60
90
120
1999 2001 2003 2005 2007 2009 2011 2013
PRC Military Spending (Official Figures)
Spending in Billions (US)
Aircraft Carrier
Changing Environment
*2014 Budget Increased 12.2%
Sources: Janes / RAND / US-China Commission
1999
2015
Advanced ASCM Capable
Surface Combatants (DD/FF)
8
9Distribution Statement A:
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USN and PLA(N) Capability Fielding Trends
Fielding
Initial Estimate
Observed/Expected
DF-21D Anti-Ship Ballistic Missile
J-15 Carrier Based Strike Fighter
Cooperative Engagement Capability
HypersonicsYJ-12/18 Anti-Ship Cruise Missile
LUYANG III
Anti-Satellite Capability
Type 055 Cruiser
9
Initial Operational
Capability
POM-08
FY-17
Naval Integrated Fire Control -Counter Air
Joint Strike Fighter (F-35)
Standard Missile - 6 High Altitude Anti-Submarine Warfare Weapon
Next Generation Jammer
Air and Missile Defense Radar
CG(X)Maritime Strike
Tomahawk
We’re Slower!
USN Warfighting Advantage has Steadily Eroded
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5 Key Points
CNO’s Challenges to all Flag/SES
Must be competitive Existential Threat No #2
Think Strategically Critical Thinking
Going Digital
Outcome / Product Oriented Vice Process
Sense of Urgency Should be Uncomfortable
“If It’s Not Making the Fleet More Lethal –
Stop Doing It!”
10
11Distribution Statement A:
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NAVAIR Response
Commander’s Intent – Remains Unchanged
• Increase Speed of New Capabilities to Fleet• Increase Readiness
Strategic Initiatives – Focus on Speed
• Capabilities Based Acquisition – Rapid delivery of integrated capabilities
• Sustainment Vision 2020 – Predictive, integrated sustainment operations
• Digital Business Operations – Integrated business systems “apps” at the desktop
11
Accelerating delivery of fully integrated capabilities which are designed,
developed, and sustained in a Model Based Digital Environment
IS a Systems Engineering challenge
12Distribution Statement A:
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Capabilities Based Acquisition
Integrated Warfare Analysis
establishes CONEMPS,
Effects-Chains, required attributes
CONEMPS and Effects Chains are
modeled at the System of Systems
(SoS) level
SoS Model
Digital Linkage
System Model
Systems are developed in a
Model-Based environment
(SE Transformation)
Enabling Capabilities-Based T&E
Constructive Virtual Live
DIGITAL
MODELING
HARDWARE
IN THE LOOP
INTEGRATION
LABORATORY
LVC-based training
required for Fleet
integrated ops
System models form “Constructive”
basis for LVC M&S environment
INSTALLED
SYSTEMS TEST
FACILITY
FLIGHT TEST
Digital Thread Enables Rapid Delivery of Integrated Capabilities
12
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SET Framework
13
CDD
Inte
gra
ted
Te
st
Ve
hic
le #
1
MDAO*/SET-BASED DESIGN
* Multi-Disciplinary Analysis & Optimization
Elimination of paper CDRL artifacts and
large-scale design reviews
Mechanical Design Models
Electrical Design Models
Software Design Models
Testing Methods & Models
Analysis Tools
Instantiate and
validate design
in models
Move rapidly to mfg.
Substantiation and
insight via modeling
environment
Re-balance as
required
Single Source of TruthInstantiate
System Spec in
a model
Mission
Effectiveness
optimization
V5.0
Right-size CDD –
very few KPPs, all
tied to mission
effectives
Continuous insight/oversight via digital
collaborative environment and interaction with the
Single Source of TruthIn
teg
ratio
n E
ven
ts
Design & Manufacture Release
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Execution Framework
14
Functional Areas
Integrated
Mo
delin
g En
viron
Wo
rkforce/C
ultu
re
Pro
cesses/Meth
od
s
Techn
ical Research
Po
licy/Legal/Co
ntracts
Each Element requires work in the 5 Functional Areas in order to reach “Full Maturity”
SET Research Team(Blackburn)
Modeling Env’nt Team(Fields)
Policy, Contract, Legal Team
(Vacant)
Jaime Guerrero, SET Lead David Meiser, SET Action Officer
Workforce/Culture Team
(Carlson)
Process &
Methodology Team (Chamberlain/Polakovics)
Element 1 Element 2 Element 3 Element 4
SET Framework Links(S. Raley)
SET Task Framework
Enablers
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Surrogate System Experiment
• Simulate Execution of SET Framework
• Use UAV scenario developed in
SERC models
– Combine SysML models already in
development – requirements,
with functional and logical views
– Use MDAO of parametrics for some KPPs
• Consider NATO example
• Characterize objectives and thresholds
– Create a model-based contract simulating RFP / SOW
• Use commercial organization to simulate industry organization
– Refinement of SysML models to reflect corrections / innovations with physical allocation
views
– Integrate with multi-physics-based Initial Balanced Design
– Simulate continuous virtual reviews and derive new objective measures for assessing
maturing design
• Simulate source selection based on dynamic models and simulations
15
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• SET applies to both Government and Industry
• Government must reassess its role in the acquisition
process and the methods for executing that role
1. Criteria for gov’t involvement / oversight (not every decision)
2. If involved, must be on developer’s timeline
3. Must bring value to the decision – not just positional authority
• Industry must fully leverage advances in HPC-enabled
models and participate in establishing a collaborative,
integrated digital environment which
enables continuous interaction
Industry-Government Partnership
16
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Nice Picture of something
17
For More Information, Contact: Mr. Dave Cohen, Director Systems Engineering
(301) 757-5542
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Integrated Warfare Analysis
Fleet operators work with engineering to develop
concepts of employment (CONEMPS), effects-chains
& required attributes
System ModelSystems are developed
in a model-based integrated digital environment (SE Transformation)
CONEMPS and effects-chains are
modeled at the System of Systems
(SoS) level
SoS ModelResults in optimized
capability development document
DataFeedback
Loop
SoS Models
Industry Models
System models form
“Constructive”basis for LVC
M&S environment
Enabling Capabilities-Based T&E
DigitalModeling
Hardware in the loop
Integration Laboratory
Installed Systems
Test Facility
Flight Test
Required for Fleet Integrated Ops
Integrated Digital Environment accelerates delivery of operationally relevant capabilities
Capabilities Based Acquisition
18
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STATUS-TRENDS-PREDICTIONS
Sustainment Vision 2020 – What it Looks Like
Data Warehouse
Infrastructure
Capability
& Capacity
FLEET
Health/ReqtsSupply | Maint | Ops
Supply
Posture
(Range and
Depth)
VectorRFM
PAM
CBM+AMDBEnd to End
AM
MPS&E
RAW DATA
APPLICATIONS
/ TOOLSDynamic
Scheduling
Optimization and
Prioritization of
Resources to Meet
Fleet Needs…
Maintenance Planning
Supply Support
Workforce
Facilities
ANALYSIS
FLEET DECISIONS
FLEET SUPPORT
Universal Information
Faster Decision Making
Predictive Sustainment Planning
Reduced Cost
Increased Readiness
Workforce
Capability &
Capacity
19
Maintenance
Planning &
RCM
Analysis
LOGCELL
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Digital Transformation: Business Operations
20
Stan
dar
d W
eb P
roto
cols
an
d S
ecu
rity
Financial ContractsCommon
ComponentsProducts
Planning Execution Reporting
BFM
Comptroller
PM IPT Lead
Contracts
Dat
aSe
rvic
esC
om
po
sab
le
Ap
plic
atio
ns
Dat
a
• Infrastructure enables tailored applications while maintaining consistent core
business rules and data
• Applications “composed” from reusable services
• Consistency of Data and Business Rules across Business Operations
• Agility in supporting rapid Business Process changes
• Lightweight services with short development lifecycle
• Individual Services “owned” by Authoritative Competency
PM
Workforce
Data Store
Reporting
HQ AD FRCWD
• Applications built in silos
• Data duplicated in tools causing manual re-entry
• Data locked in tools preventing ease of re-use
• Application changes slow and costly
• Functionality duplicated across tools causing inconsistencies and
difficulty in coordinating business process changes
• Can’t tailor to support unique process across business units
• Similar functionality reinvented over and over again at great cost
Today: Monoliths in Silos Tomorrow: The Composable Business
Reporting
Budget Staffing AcquisitionRequirements etc…
Data Store
BFM
PlanningTool
ExecutionTool
Budget
Data Store
IPT Lead
PlanningTool
ExecutionTool
Sta
ffin
g
Data Store
Contracts
PlanningTool
ExecutionTool
Contr
acts
Develo
pm
ent
eff
ort
Develo
pm
ent
eff
ort
Develo
pm
ent
eff
ort
Data Warehouse
Data Store
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USN vs PLA(N) Capability Fielding
We’re Being Out-Sticked
USN Warfighting Advantage Against PLA(N) has Steadily Eroded
21