Continual Process Improvement (CPI) In Public-Private Partnerships (PPP)

Transcription

1 Continual Process Improvement (CPI) In Public-Private Partnerships (PPP) Expanding Scope of PPP December 4th, 2017 Ms. Misty Goss (Ogden Air Logistics Complex Mr. Mike Phillips (Software Engineering Institute)

2 Software Sustainment (SwS) Study Key focus: Establish a Reference Baseline for DASD MP&P Describes DoD SwS infrastructure related to complex weapon systems, identifies key challenges, attributes, and themes Highlights critical role of software in the life cycle engineering of DoD systems Multi-phase approach: Phase I, published in February 2017, included twelve case studies four included PPPs This report was prepared for DoD and is distributed by the Deputy Assistant Secretary of Defense for Maintenance Policy & Programs Phase II (in progress) Task 3 includes developing a Software PPP framework to be included in the DoD PPP for Product Support guidebook

3 Software and DoD Warfighter capability embodied in software a unique source of strategic, military advantage DoD s ability to produce and evolve software at core of achieving and sustaining mission superiority, agility, more timely and better decisions Software essential to vast range of military system capabilities, operations deepening and broadening role [NRC Critical Code, 2010] Many aspects of cyber security (defensive and offensive) closely linked with software capability Creates imperatives for leading and managing software-intensive systems in sustainment as well as acquisition

4 Sustainment An Evolving Perspective Typically, defined as O&M, modernization (upgrades) of capability Ensure safety, availability, and effectiveness of aging aircraft/systems Identify technology needs and approaches Extend service life; ease mx burden Facilitate future adaptations and performance enhancements Shift to SW digital systems functionality was game changer Large increase in SW size/complexity Software-enabled capabilities replacing hardware

5 SW Sustainment Cost Drivers Not Like HW Hardware cost: Driven by physical factors (aging, weight, operating hours/cycles, etc) creating failure Software sustainment does not scale, driven by Increasing functionality to meet new war warfighter performance needs Fact-of-life changes to remain operational in the changing netted space, evolve cybersecurity protection Technical demands of being in all about data & information environment Resolving technical debt carryover from acquisition Multiple configurations, often part of software product lines Fixed-cost SW engineering & technology-based SIL infrastructure Most critically: The way that software is utilized in DoD systems means that Software is never done : Continuous engineering not maintenance

6 Strategic Trends Impacting SW Sustainment The future is software-centric Advanced DoD capabilities manifested in algorithms/software Autonomy, machine learning, collaborative systems, competitive networking, system resiliency, IoT, hybrid cloud computing, human computer interaction, digital security, analytics for decision making Anticipating/adapting to new dynamic threats & rqmts Warfighter needs, coupled with technology innovation dynamics, drives need for strategic enterprise focus on evolving a DoD enterprise SW strategy to be aligned with this changing environment Policies Current and future infrastructure capabilities Investment strategies Life-cycle partnerships with industry

7 Take Aways Continual transformation due to the pace of technology innovations enabled by software continually enhance warfighter capability for new/legacy systems For DoD, no steady state no service life software is never done. Critical to focus on HW to assure safety, availability, effectiveness of systems for warfighter, but also software Need to develop enterprise visibility, leadership, management of software across the life cycle with industry partners

8 Phase II & III Task 3: PPP for Software Sustainment Phase I included twelve case studies four included PPPs Phase II & III Task 3 includes developing a Software PPP framework to be included in the DoD PPP for Product Support guidebook PHASE II & III PPP FOR SOFTWARE SUSTAINMENT

9 AFSC Software Partnership Strategy Purpose: Provide a standard framework, which the USAF shall utilize to establish and maintain mutually beneficial cost-effective partnerships with industry to support software-intensive weapon system platforms This framework is established through strategic objectives and enablers that focus the strengths of both, government and private resources AFSC AFLCMC Industry

10 AFSC Software Partnership Strategy STRATEGIC OBJECTIVES Maintain strong public and private industrial base Long-term strategies that eliminate either partner are not sustainable Industry focused on significant weapon system innovation AF focused on cost-effective sustainment Ensuring war winning capabilities through costeffective software life-cycle and core compliance Cost-effective readiness determines the size of our military and our ability to fight and win the next war. 1 Owning the technical baseline

11 AF Software Partnership Strategy KEY ENABLERS AFSC/AFLCMC partnership during system acquisition Executable software sustainment strategy developed early in system acquisition AFSC/Industry Partnership throughout software life-cycle Industry focused on significant weapon system innovation Integration labs, located at the ALC, utilized by both industry and organic resources Common software development environments, tools, and processes Comprehensive Communication Plan Partnership Performance Metrics

12 What s Next? Establish an Enterprise IPT to develop an Enterprise Software PPP framework It is understood that we all have our own challenges when it comes to software partnership Request representation from all services and industry in order to capture all challenges and understand business objectives Identify common strategic objectives and enablers Incorporate framework into DoD PPP for Product Support Guide