SoS Process, Acquisition, Management Critical Success Factors Workshop

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SoS Process, Acquisition, Management Critical
Success Factors Workshop

• Jo Ann Lane, jolane_at_usc.edu
• Richard Turner, turner_at_software.org
• USC Center for Systems Software Engineering
• http//csse.usc.eduOctober 26, 2006

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Workshop Guidelines

• Product briefing, preferably with notes
• Topics should include
• Most critical success factors in each area
• Current best practices for addressing them
• Areas for further research
• Rated 0-10 on value and difficulty of research

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SoS Process Critical Success Factors Technical

• Technical
• Complexity management including adequate and
  appropriate recording for ver/val methods
• Scope as a variable and negotiable
• Identify good enough early
• Design for graceful degradation
  (architecture...move)
• Plan and budget for evolution
• Engineering processes that focus on
  capabilities/outcomes rather than requirements
  (research opportunity)
• Avoidance of False precision - honesty about
  variance
• Ensure that decisions support SoS, not just
  component system
• Effective/efficient baseline management of SoS

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SoS Process Critical Success Factors Technical
(continued)

• Technical
• Limit negative impact of changes to baselines out
  of locus of control (architecture)
• Standards, guidelines, conventions prevent lack
  of compatability
• Budget and Plan for Continuous integration and
  degrees of continuous VV
• Proactive future interface management (goes along
  with requirements management)
• C3ISR approach
• Recon at boundaries
• Awareness of environmental changes
• Technical ISR of competition

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SoS Process Critical Success Factors Management

• Management
• Plan for evolution
• Deliver capability quickly (plan for)
• Continuous course correction
• Steering verses plan-and-track leadership style
• Managing velocity and acceleration of technical
  work
• Rather than position (tracks instead of dots)
• Identify good enough early
• Avoidance of False precision - honesty about
  variance
• Continuously Right size governance model
• Effective/efficient baseline management of SoS
• How to identify impact of proposed changes
• Understanding business process re-engineering
• Initial and revised/future

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SoS Process Critical Success Factors Management
(continued)

• Management
• Ability to plan for unintended consequences
• How to handle contingency
• Add margin/empty spiral development cycles
• Accept that not everything can be pre-planned and
  not fill schedule with known-knowns
• Business ISR of competition
• Metrics and measurement processes that support
  SoS objectives
• Avoid too much detail or sub-optimization
• Progress measured by operational capabilities
• Managing compound risks
• Compound risk management and mitigation
• A Risk of Risks

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SoS Process Critical Success Factors
People/Organizational

• People
• SoS Stakeholder processes that
• Actively Balance Stakeholders
• Maintain Stakeholder Involvement and Consensus
• Identify, establish, and involve community
• Identify the right stakeholders for each decision
• How to do without CRACK representatives from all
  systems and stakeholders (use surrogate ones?)
• Processes that still operate with lacking or
  inadequate levels of representation
• Communicating and coordinating up and down
  supplier chain (robust and speedy)
• Incentive structures

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SoS Process Critical Success Factors
Acquisition and Point of View

• Acquisition
• Continuously Right size governance model
• Scope as a variable and negotiable
• Plan for evolution
• Appropriate contracting vehicles
• Point of View
• Need to differentiate issues/process needs
  between a system of systems and addressing a
  collection of component systems
• In SoS context, software properties may need to
  be recognized as more important than the hardware
  components
• Acknowledge that process is a learning process
  (goes with scoping, governance models)

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Best Practices

• Technical
• Architecture reviews of trade space results
• WinWin to prioritize requirements
• Spiral incremental commitment model to plan and
  budget for evolution Two types of
  evolution(forseeable evolution, unanticipated
  changes)
• GQM or PSM
• Baseline management automation
• Continuous Integration

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Best Practices (continued)

• Management
• Incremental Planning
• Independent expert reviews
• Add margin/empty spiral development cycles
• C3ISR approach
• Recon at boundaries
• Awareness of environmental changes
• ISR of competition
• Test Driven Development / Scenario Based Testing
• Risk identification templates
• People
• IPPD
• Use surrogate representatives
• Intranet portal technology
• Collaboration tools
• Incentive templates
• Acquisition
• Re-evaluation at the end of each increment
  (include in retrospective)

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SoS Process Critical Success Factors Areas for
further research

• Engineering processes that focus on
  capabilities/outcomes rather than requirements
• How to fix acquisition process current process
  not used right
• Risk identification templates that can succeed in
  a SoS context
• How to do without CRACK representatives from all
  systems and stakeholders
• Meta analysis of acquisition literature
• Methods for managing steering based approach
• Incentive structures
• Rapid change management techniques (acquisition
  and technical POV)
• Tools for impact analysis
• Fault tree /FEMA analysis to determine
  probability of success for complex programs
• Modelling and simulation for SoS programs
• Cost and schedule estimation tools
• Identification and evaluation in complex SoS of
  best practices in this environment

Rate 0-10 on value and difficulty of research
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Research Priorities
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Backup Charts/Additional Information
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Success-Related Factors from Presentations

• Boehm Challenges of SoS
• Complexity
• Dynamism
• Emergence
• Build-to-spec processes, contracts infeasible
• Dalrymple Success Critical Factors for SoS
• Baseline Management (processes)
• Organizational Efficiency
• Concurrency Management (processes)
• Feasibility Assessment
• Latimer
• Need case studies to support theory and process
  dev.

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Success-Related Factors from Presentations
(continued)

• Nielsen SoS Issues
• Constituents (a.k.a. stakeholders)
• Purpose
• Control
• Requirements
• Ownership
• Boundaries
• Visibility
• Pyster Critical Success Factors
• Team organization (integrated single team)
• Communications
• Standards Compliance
• Simulation and Layered Architectures

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Success-Related Factors from Presentations
(continued)

• Royce Critical Success Factors (four patterns of
  success)
• Scope management
• Process management
• Progress management
• Quality management
• Turner Taglines
• Pay me now or pay me later
• Whats my line?
• Whos on first?
• Truth or Consequences?
• What, me worry?

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Definitions

• SoS Process
• Risk management
• Identify risks process is different?
• Mitigation
• Needs to deal with emergent stuff
• SOS process needs to look like process we preach
  ability to change is important
• Don't know requirements of emergent systems
• Acquisition
• Management