Is There Order or Chaos After 5000?

Transcription

1 Engineering Management & Integration Is There Order or Chaos After 5000? Elliot Chikofsky (781) Adele Garden Way Herndon, Virginia Conference on Acquisition of Software-Intensive Systems Distributed by permission Copyright 2003 Chikofsky - 1

2 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 Chikofsky - 2

3 Change Haven t you heard? Life Cycle Management is DEAD! They cancelled the 5000 regs. We don t have to do that any more. Chikofsky - 3

4 Change revision to create an acquisition policy environment that fosters efficiency, flexibility, creativity, and innovation. simplified and flexible management framework for translating mission needs and technology opportunities into stable, affordable, and well-managed acquisition programs Chikofsky - 4

5 The Charges Against LCM DoD 5000 was overly prescriptive and an impediment 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. Chikofsky - 5

6 Renewed Emphasis Flexibility Evolutionary Development Integrated Architectures Tailoring the Acquisition Process Cost Realism Focus on Outcomes Enable Responsibility in Decisions Chikofsky - 6

7 Acquisition Management Framework User Needs & Technology Opportunities l l l Process entry at Milestones A, B, or C Entrance criteria met before entering phase Evolutionary Acquisition or Single Step to Full Capability A B (Program Initiation) C IOC FOC Concept Refinement Concept Decision Technology Development Pre-Systems Acquisition System Development & Demonstration Critical Design LRIP/IOT&E Systems Acquisition Production & Deployment FRP Decision Operations & Support Sustainment Draft 18 December 2002 Chikofsky - 7

8 Requirements & Acquisition Process Overarch ing Policy NSS/NMS/Joint vision Joint Capston e Policy Fu nction al Area Analysis Fu nction al Area Functi onal Concept Integrated Architect ure Feed back D O MS B T M L P F - Mater iel - Process DOTLPF Change Analysis of Materi el Approaches MS A CD D JR OC DA B CPD MS C AoA ICD CD Concept Refinement Technology Development JROC DA B JR OC DA B De mo Increment 1 MS B MS C Draft 18 December 2002 Oversight Requirements Integrated Decision Meetings De mo De mo Increment 2 MS B MS C Increment 3 Acquisition Chikofsky - 8

9 Dangers 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 Chikofsky - 9

10 Coping with Change Is it okay if your ICD and CDD looks like a MNS and ORD? Chikofsky - 10

11 Tailoring MDAs and program managers shall tailor various aspects of the acquisition system, including program information, acquisition phases, the timing and scope of decision reviews, decision levels, and acquisition strategies to fit the particular conditions of an individual program and minimize the time it takes to satisfy the validated need or exploit the technology opportunity, consistent with common sense, sound business management practice, applicable laws and regulations, and the time-sensitive nature of the user's requirement. Chikofsky - 11

12 Unseamly Tailoring Great! I can tailor it any way I want to Well, no, you can t... Chikofsky - 12

13 Tailoring 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 fit different needs, reuse styles and techniques and still be following the Pattern! Chikofsky - 13

14 Tailoring 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 Chikofsky - 14

15 One Actionable Framework DoD Acq n Mgmt Policy DoD 5000 DFAS LCM Policy IEEE/EIA FFMR Blue Book DoD Info Assurance DFAS Systems Life Cycle A B C FOC Management Technical Config Mgmt CMM Level 3 Interoperability Reqts Generation DoD Info Mgmt Policy IT Mgmt Policy Clinger-Cohen Act Commercial Drivers COTS Products Agile Devel. Chikofsky - 15

16 DFAS System Life Cycle System Acquisition Pre-Systems Acquisition Technology Opportunities and User Needs MS A Concept Exploration Concept & Technology Development Decision DFAS System Life Cycle - System Acquisition Component Advanced Development MS B System Development and Demonstration System Integration Interim Progress System Demonstration MS C Production and Deployment FRP Decision Low-Rate Initial Production Full Rate Production & Deployment Capture and Identify Analyze & Document Requirements / Solution Validate, Approve, & Allocate DFAS System Life Cycle - System Maintenance Design Production and Deployment Design Development Test Readiness Validate / Accept Operational TRR Implementation Readiness Rev. Field Post-Impleme n Measure Effectiveness Business Process Mission Need Establishment & Improvement BPA/BPR Report MNS Trade-off Studies ASDP 1 PM Charter AoA IPT Charters COTS Eval. Report Acquisition Strategy Customer MOU Pgm Mgmt Plan Data Mgmt Plan TEMP Econ Analysis 2 / LCCE Operational Requirements Definition ORD Component Cost Analysis 3 CARD 2 APB (I) Clinger-Cohen Compliance Rept SSAA V1 Continuity of Operations Plan APB(U) Program Planning / Management SSAA V2 Information Assurance/ Security APB (F) Clinger-Cohen Compliance Rept SSAA V3 (incl. Accreditation Memo) IOC Operation & Performance Oversight SSAA V4 Audit Reports Performance Measurements PTR FOC Capture & Identify Change Request SCR Impact Analysis System Mgmt Plan Release Planning Customer MOU* SSAA* Program Planning / Management Information Assurance/ Security Technical Project Planning / Management Updated Accreditation Memo Operation & Performance Oversight Audit Reports Performance Measurements PTR LEGEND Mgmt Activity Product Technical Audit (I) = Initial (U) = Update (F) = Final System Requirements Analysis C4I Support Plan System Req ts Specification JTA Profile System Architecture Design Infra. Svcs Request (I) System Arch. & Requirements Allocation Desc. Software Development Plan 4 System Development (Build or Purchase) Development IPT, or Purchase/Customize/Integrate Product(s) Test Planning Technical Project Planning / Management SW Process Improvement Plan 4 Deployment Planning Transition Plans Training Plans Installation Plans Infrastructure Svcs Request (F) Development Test & Evaluation Changes to Deployed System Deployed System System Req ts Software Development Plan* Specification* System Arch. & Req ts Development IPT IPT IPT Allocation Desc.* Software Req ts Infra. Svcs Request* Analysis Unit Unit Unit Test SW Test Software Test Software Arch. Req ts Req ts Design System Manager Analysis Analysis briefs tailored system life cycle at SW SW SW Req ts/solution Code Code Code Software Software Software Design Design Design SW Req ts Desc.* SW Interface SW Configuration Design Desc.* Index Record Infra. Req ts Desc.* DB Design Desc.* Users Manual* Test Scripts (I)* SW Design Operators Manual* SW Arch Desc.* Description* Unit Test Report Begin Formal Testing Development Test & Evaluation Test Scripts (F) Test Reports Compliance Certifications Deployment & Operational Test & Evaluation Site Acceptance Test Test Scripts (F) Test Reports Site Acceptance Compliance Certifications Test Reports Next Changes FOOTNOTES 1 = Only for Pgms with < $2M Total Ownership Cost 2 = Required only for MAIS Programs 3 = Performed by DFAS Resource Mgmt Office 4 = Not applicable to COTS Milestone A Decision Rev. Presentation Presentation to CIO/BIE to CIO/BIE Council Council CM Plan QA Plan ORD Program APB Baseline TEMP QA Audit Reports FCA/PCA Checklists Configuration Management / Quality Assurance SRS Functional SRD SAD 4 Allocated COTS Product Description Product Per Operational SARAD Baseline SIDD DBDD 4 Baseline Technical Documentation Site Baseline Baseline SDD 4 Release FCA PCA SRR IRR PIR Milestone B Presentation to CIO/BIE Council Test Plans Ongoing Operational / Customer Assessment IPR Presentation to CIO/BIE Council Operational Test & Evaluation Test Scripts (F) Test Reports Compliance Certifications Milestone C Presentation to CIO/BIE Council FRP Presentation to CIO/BIE Council Deployment & Site Acceptance Test Site Acceptance Test Reports SLC 6.0 4/5/02 LEGEND Mgmt Activity Product Technical Audit (I) Initial (U) Update (F) Final * = Change pages, as appropriate Changes to appropriate documentation is required at each review to keep baselines current Test Planning Deployment Planning Installation Plans Transition Plans Test Plans Infrastructure Svcs Training Plans Request (F) Ongoing Operational / Customer Assessment FCA PCA Configuration Management / Quality Assurance ORD SRS Program & Functional SRD SIDD Allocated SDD SAD Product APB SARAD Baselines SAD DBDD Baseline SIDD SCIR Baseline TEMP SDD DBDD For Corporate-level Change Requests: and Approval by CIO/BIE Council For Business Line-level Change Requests: and Approval by Business Line Management Board For System-level Change Requests: and Approval by System CCB Operational Per Baseline Site SLC 6.0 4/5/02 Evolutionary Devel COTS Customization System Maintenance Chikofsky - 16

17 Enterprise Architecture Integration Portfolio Management Requirements Integration & Mgt System Life Cycle other initiatives... Information Assurance Chikofsky - 17

18 Understanding Management Decisions Pre-Systems Acquisition Technology Opportunities and User Needs MS A Concept Exploration Concept & Technology Development Decision Component Advanced Development MS B System Development and Demonstration System Integration Interim Progress System Demonstration MS C Production and Deployment Low-Rate Initial Production FRP Decision Full Rate Production & Deployment Mission need Strategic consistency Clinger-Cohen compliance Budget availability Depth of planning (cost, schedule, people, testing) Clinger-Cohen compliance Requirements completeness Risk management Req ts & design stability Transition & deployment planning Test & certification completeness User & customer issues Alternatives analysis Acquisition strategy Assure customer involvement Requirements stability Cost/schedule status Release strategy Test readiness Risk management System stability Customer satisfaction OT&E results Implementation readiness Sustainment budget Chikofsky - 18

19 SLC Web Resources - process - task details - briefing guidance - templates Chikofsky - 19

20 SLC Views Views by: - Process area - Job role - Management responsibility > Reference Library > Process Asset Library > System Life Cycle Chikofsky - 20

21 Help 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 Chikofsky - 21

22 Critical 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 Chikofsky - 22

23 Next Steps Stay tuned the DoD 5000 revisions, and our understanding of them, are a work in progress... Chikofsky - 23