1

Systems Engineering Systems Engineering Revitalization: Revitalization:

an Industry Perspectivean Industry Perspective

Dr. John B. NoblinDr. John B. NoblinLM IS&SLM IS&S

Chair GEIA GChair GEIA G--4747

DSP Conference8 March 2005

2

From Some of Our Customers:From Some of Our Customers:

•• Direction from the SECAF: Direction from the SECAF: -- Develop Plan to strengthen Air ForceDevelop Plan to strengthen Air Force’’s s

systems engineering capabilitiessystems engineering capabilities-- ““Create an Institute for Systems Create an Institute for Systems

EngineeringEngineering””•• ASECAF (AQ) Policy Memo: ASECAF (AQ) Policy Memo:

-- Incentivize Contractors for Better Systems Incentivize Contractors for Better Systems Engineering Engineering

•• SMC/CC Policy Memo:SMC/CC Policy Memo:-- Application of SE related Specs & Standards Application of SE related Specs & Standards

required on an integral element of SMC required on an integral element of SMC acquisition, contracting and program acquisition, contracting and program

managementmanagement

““We Need Better SEWe Need Better SE””

“…The complex nature of NASA programs also requires that our systems engineering capability be second to none…”

• To ensure that we achieve success safely and efficiently, NASA will take the following steps:− Implement collaborative engineering capabilities and integrated design solutions to reduce life-cycle cost and technical, cost and schedule risk of major programs;− Improve our systems engineering capability and ensure that all NASA programs follow systems engineering best practices throughout their life cycles;

Implementing Strategy #3: Enhance NASA’s core Implementing Strategy #3: Enhance NASA’s core engineering, management, and scientific capabilities engineering, management, and scientific capabilities and processes to ensure safety and mission success, and processes to ensure safety and mission success,

increase performance, and reduce cost.increase performance, and reduce cost.

• Navy – Collaboration on SE process improvements across

NAVAIR, NAVSEA, SPAWAR & MARCORPS– Broad level System-of-Systems integration

• FAA– Enterprise-wide Integrated Capability Maturity

Model in use for internal performance improvement

• OMB– Collaborating on an Enterprise Process

Improvement Framework for Government– Linked to OMB Federal Enterprise Architecture

Initiative

3

PSP

IEEE/EIA 12207

Baldrige

ISO/IEC 15504

People CMM

IPD-CMM*

SECAM

SCE

MIL-STD-498

DOD-STD-

2167A

MIL-STD499B*

ISO/IEC12207IEEE

1220

SDCE

SE-CMM

EIA731

EIA/IS 632

ISO 9000series

ANSI/EIA 632

SSE-CMM

ISO/IEC 15288

*not released **based on CBA IPI, SAM, and others # V2 also based on many othersSee www.software.org/quagmire

CMMI

SA-CMM

Q9000

DOD-STD-2168

QuagAug03

FAA-iCMM#

RTCA DO-178B

SW-CMM

TL9000

ISO 15939

PSM

SCAMPI

CBA IPI

SAM

FAM**

Process StdsQuality StdsMaturity or Capability

ModelsAppraisalmethods

Guidelines

Six Sigma

J-STD016

DOD-STD-

7935ATSP

The Frameworks Quagmire

supersedes

uses/referencesbased on

Italic = obsoleteboxed = integrating

4LegendLegendMil-Std-

498

Heritage of Systems Heritage of Systems Engineering StandardsEngineering Standards

Systems Engineering EIA / IS

632

ISO 15288

ISO/IEC 12207

IEEE 1498 /EIA 640

Software Engineering Emphasis

Mil-Std-499BMil-Std-

499A

DoD-Std-7935A

1994

1994

1994

1998

2003

1995

19961994

1988

1974

(Not Released)

DoD-Std-2167A

1988

DoD-Std-1703

1987

Mil-Std-499

1969

(Trial Use)IEEE 1220

1998

(Full Std)

(Draft)

2002

J-Std-016

1997

SupersedesDerived From

EIA632

EIA632

ANSI/EIA 632

ANSI/EIA 632

Others ...

(Updates)

IEEE 1220

(Updates)

2002

EIA 731 SE Capab. ModelEIA 731 SE

Capab. Model

IEEE 1220

IEEE 12207

1998

LM SE RevitalizationLM SE Revitalization

ProjectProjectDefinedDefinedProcessProcess

ProjectProjectDefinedDefinedProcessProcess

Common Source Standards

OrganizationalOrganizationalStandard Standard

Process(esProcess(es))LMLM--IEPIEP

Process Process StandardStandard

Industry StdIndustry Std

GovGov’’tt StdStd

Domain Specific Standards

ANSI/EIAANSI/EIA--632632

ISO 9001:2000ISO 9001:2000

IEEE 1220IEEE 1220

LMLM––HWLCPSHWLCPS

Industry StdIndustry Std

GovGov’’tt StdStd

Project Specific Standards

ProjectProjectDefinedDefinedProcessProcess

ISO/IECISO/IEC--1220712207

CMMI V1.1CMMI V1.1

ISO/IECISO/IEC--1528815288

LM LM CPSsCPSs

LM Business Units

5Copyright 2003. Lockheed Martin Unpublished Work. All Rights Reserved.

Indicates Industry SE Standard

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How Would You Define SE?How Would You Define SE?

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Systems Engineering…

Is a PROCESS – Not an Organization•Led by systems engineers

•All functions play a role; Integrated via Integrated Process and Product Development (IPPD)

•Must be rigorously applied across program

•The technical "glue" which makes separate design disciplines and subsystems function together to provide an integrated system which performs a specific job.

SE is a systematic, interdisciplinary approach that transforms customer needs into a total system solution

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Systems Engineering…

……anan interdisciplinaryinterdisciplinary approach encompassing theapproach encompassing theentire set of scientific, technical, and managerial effortsentire set of scientific, technical, and managerial effortsneeded to evolve, verify, deploy (or field), and support needed to evolve, verify, deploy (or field), and support anan integrated and lifeintegrated and life--cycle balancedcycle balanced set ofset of system system solutions solutions that that satisfy customersatisfy customer needs.needs.

Needs Solution

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The Systems Viewpoint

• The Design Engineer has the specialist's viewpoint. Views the system from the inside.

-Concerned with other system elements only as they affect their own design task; but not necessarily how theirs may affect others

• The Systems Engineer has the systems viewpoint. Views the system from the outside.

-Concerned with the effect of all system elements as they affect overall system design / performance / cost / schedule

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Systems Engineering must focus on the entire problem: optimize the whole, not the parts!

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What could we do Better?• Requirements should be written better

-Crisp, unambiguous, testable, firm

• All Program disciplines work together

-Program management, Engineering disciplines, contracts, bus ops, business development, research

• Compromise when necessary

-Tailor Standards & Procedures

-Eliminate desirables / use real needs

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The Value of Systems IntegrationThe Value of Systems Integration•• Why is it important??Why is it important??•• The keyword is The keyword is IntegrationIntegration …… technicaltechnical integrationintegration•• Without it:Without it:

-- At best:At best:

-- At worst: Complete failureAt worst: Complete failure– Pile of car parts– DIA Baggage Handling

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Impact of SE on Program Cost

Defense Systems Defense Systems Management College Management College -- 9/19939/1993

Cum

ulat

ive

Perc

enta

ge L

ife C

ycle

Cos

tC

umul

ativ

e Pe

rcen

tage

Life

Cyc

le C

ost 100%100%

90%90%

80%80%

70%70%

60%60%

50%50%

40%40%

30%30%

20%20%

10%10%

0%0%

ConceptConceptPhasePhase

DesignDesignPhasePhase

DevelopDevelop--mentment

Prod/TestProd/TestPhasePhase

OperationsOperationsThroughThroughDisposalDisposal

8%8% 15%15% 20%20%

100%100%

Committed CostsCommitted Costs

70%70%

85%85%95%95%

33--6X6X

2020--100X100X

500500--1000X1000X

TimeTime

Full Program ExpendituresFull Program Expenditures

50%50%

Cost to Extract Defects

Cost to Extract Defects

By the time system level design is complete, 85% of the costs havebeen committed and the cost to extract defects goes up exponentially

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Why Is It Important to Manage Requirements?

• To ensure that there is a stable, consistent requirements baseline

• To avoid requirements growth

• To ensure everyone is working to the same set of requirements

• To get appropriate cost impact assessments for proposed changes from all stakeholders

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As Contracts Specified It

Why are Requirements Important?Why are Requirements Important?

As Engineering Designed It As Materiel Ordered It

As Manufacturing Assembled It As Test Verified It What the Customer Wanted

Clearly Communicating Requirements is EssentialClearly Communicating Requirements is Essential

Mission AnalysisMission AnalysisExample Example ---- The Modern BattlefieldThe Modern Battlefield

One RequirementsRepository/Toolfor ALL Data and Disciplines

Requirements and Design

Stakeholder Needs &Mission Requirements

OperationalConcepts

SystemRequirements

SystemDesign

ElementRequirements

ElementDesign

Repeat to lowestitem level Items

Q: Where do requirements end and design begin?

Proposed ChangesA: There is no dividing line. Design work at one level

generates requirements for the next lower level.

What Are the Verification Methods?What Are the Verification Methods?

Inspection

Analysis/Simulation

Test

Demonstration

n summary, summary, he Government / Industry Partnership in he Government / Industry Partnership in Systems Engineering begins with Systems Engineering begins with StandardsStandards

ystems Engineering Revitalization:ystems Engineering Revitalization:-- Focuses on defining customer needs and required Focuses on defining customer needs and required functionality early in the development cycle, functionality early in the development cycle, documenting requirements, then proceeding with design.documenting requirements, then proceeding with design.

-- Integrates all the disciplines and specialty groups into a Integrates all the disciplines and specialty groups into a team effort forming a structured development process team effort forming a structured development process that proceeds from concept to production to operation.that proceeds from concept to production to operation.

-- Considers both the business and the technical needs of Considers both the business and the technical needs of all customers with the goal of providing a quality product all customers with the goal of providing a quality product that meets the user needs.that meets the user needs.

Lessons Learned - When to WorryLessons Learned - When to Worry

ThatThat’’s history!s history!……WeWe’’re going to re going to ‘‘do it differently this time!do it differently this time!’”’”

This is all within the state of the art with little design and nThis is all within the state of the art with little design and no o evelopment.evelopment.””

How could it possibly cost that much ? It wouldnHow could it possibly cost that much ? It wouldn’’t cost that t cost that much if we didnuch if we didn’’t dot do……..””

We are using COTS hardware We are using COTS hardware -- cost risk is low.cost risk is low.””

tt’’s a tight but achievable schedule.s a tight but achievable schedule.””

This system has been around for years, all weThis system has been around for years, all we’’re doing is a re doing is a modification [derivative].odification [derivative].””

ssons Learned - When to Really Worryssons Learned ssons Learned -- When to Really WorryWhen to Really Worry

ou’ve carefully thought out all the angles

ou’ve done it a thousand times

comes naturally to you

ou know what you’re doing, its what you’ve been trained to do your whole life

othing could possibly go wrong…. RIGHT?

y, that looks like interesting joby, that looks like y, that looks like interesting jobinteresting job

What Process?I’ve done this before!What Process?What Process?II’’ve done this before!ve done this before!

Think Again!Think Again!

And Follow Your SE Processes!