Strengthening Systems Engineering Execution at Boeing

1
Strengthening Systems EngineeringExecution at
Boeing ..And Meeting Customer Needs
Dev A. Banerjee Division Director Systems and
Flight Engineering (SAFE) Boeing St. Louis 6th
Annual Systems Engineering Conference October 23,
2003
2
Outline

• Assessment of USAF for better SE
• Incentivizing Contractors (Excerpts from Dr.
  Sambur guidance)
• Mapping of USAF SE Elements to PMBP, CMMI and
  SEPM
• Joint DoD/Industry Suggested Actions
• Strengthening SE Execution at Boeing
• Establish Management Commitment
• Provide Infrastructure
• Monitor and Support Execution

3
Incentivizing Contractors for Better SEExcerpts
from Dr. Sambur Memo

• An immediate transformation imperative for all
  our programs is to focus more attention on the
  application of Systems Engineering (SE)
  principles and practices throughout the system
  life cycle.
• A more robust SE environment can only be
  achieved through joint cooperative efforts with
  our contractors. SAF/AQ and all other MDAs
  will not sign out any future ASPs that lack the
  necessary and sufficient attention to SE.
• Additionally, we are identifying ways to improve
  SE throughout the acquisition process, including
  workforce issues such as education and training,
  tools such as policies, instructions, and
  guidance and institutions such as the proposed
  Center of Excellence for SE under the Air Force
  Institute of Technology (AFIT).
• ---the Air Force leadership will take a strong
  and renewed interest in how our acquisition
  community addresses SE disciplines and practices.

Marvin Sambur
Assistant Secretary of the Air Force
(Acquisition)
Policy Memo, dated April 09, 2003
USAF Committed to Robust SE Practice for Future
Acquisitions
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Mapping of Air Force SE Elements to PMBP, CMMI,
and SEPM existing pieces of our SE
Infrastructure
Sambur SE Elements (1) - Examples -
Program Management
CMMI Process Areas
CMMI Process Area
Best Practices
to SEPM Section
Systems Requirements Document
Requirements Management
Requirements Management
2.2
Requirements Development
1.2, 1.3, 1.4
Conduct and thoroughness of reviews
Use of Independent Reviews
Verification
1.2, 1.5, 1.6
Validation
1.5, 1.6
Test and Evaluation Master Plan (TEMP)
Provides fully integrated engineering solutions
Systems Integration (Proposed)
Product Integration
1.5, 2.6
Effective SE interface control and management
Interface Definition / Management (Proposed)
Trades Studies (Proposed)
Decision Analysis and Resolution
1.4
Affordability
Technical Solution
1.2, 1.3, 1.4, 1.5, 1.6
System Safety Plan
System Safety
Risk Management Plan
Risk Management
Risk Management
1.4, 2.5
Configuration Management Plan
Baseline Management
Configuration Management
1.6, 2.6, 2.7
Systems Engineering Management Plan
Organization
Organizational Process Focus
3.1
Organizational Process Performance
Organizational Innovation and Deployment
3.3
Integrated Project Management (IPPD)
2.1, 2.2, 2.3
Integrated Teaming
2.1
Life cycle management w/production and retrofit
strategic plans
Integrated Master Plan
Integrated Planning
Project Planning
2.1, 2.2, 2.6
Integrated Master Schedule
Integrated Schedules
Earned Value Management
Project Monitoring and Control
2.2, 2.5
Source Selection Plan
Supplier Management
Supplier Agreement Management
2.4
Integrated Supplier Management
System Maturity Matrix
Technical Performance Measurement
Measurement and Analysis
2.2
Closed Loop Corrective Action
Causal Analysis and Resolution
Contractor Performance Assessment Rating System
Management Information System
Quantitative Project Management
2.1
Help Needed
All Program Management Best Practices Apply
Organizational Process Definition
3.1
Organizational Training
3.2
Program Quality Plan
Process and Product Quality Assurance
2.8
Logistics Management Plan
Provide Support
Organizational Environment for Integration
3.4
Customer informed of configuration changes and
impacts
Customer Communication/Contact Plan
General Goals and Processes
Program Management Best Practice
Suggested new Program Management
Best Practice
Proposed new PMBP awaiting approval
Quality and Mission Assurance
Best Practice
(1) Source Memo
"Incentivizing Contractors for Better Systems
Engineering", dated 6 Jan 2003
from Dr. Marvin Sambur, Assistant Secretary of
the Air Force for Acquisition
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Suggested Actions from the Joint DoD / Industry
Meeting on SE 11 April 2003

• SE needs to be considered across the Program Life
  Cycle
• Develop case studies on SE, with both good and
  bad program examples
• Make use of disciplined assessment process to
  monitor rate and level of SE implementation
• Recommend minimum or normal set of SE products or
  deliverables
• Create a consistent set of SE measures/metrics
• Define an appeal process and take corrective
  action if a program deviates from the minimum
  level of SE needed for sound engineering practice

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Strengthening Systems Engineering Execution at
Boeing
I. Establish Management Commitment
II. Provide Infrastructure

• Command Media
• VP Engineering guidance to Chief Engineers
• EIB PM Council direction to Bus
• Goals/Metrics

III. Monitor and Support Execution

• Comprehensive SE process assets (processes,
  tools, templates, etc)
• Training, SMEs
• Management tools
• SE HILT activity across sites

• Oversight by SE HILT
• - SE review of proposals
• and programs
• Disciplined assessment process
• Metrics
• - Monitoring Rate
• - Compliance Rate

Corrective Action
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I. Establish Management Commitment

• Command Media
• Systems Engineering Process Requirements-
  in-work
• Systems Engineering Process Documents
• Systems Engineering Process Manual
• Leadership Endorsement / Direction
• VP Engineering advisory to site Chief Engineers
  emphasizing commitment to SE
• PM Council endorsement
• Goal
• Initiate effort to define goal/metric addressing
  SE execution

Leadership Advisories and Goals will Reinforce
Expectations for SE Implementation across Boeing
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II. Systems Engineering Infrastructure

• SE Process Assets, Management Tools
• The SEPM outlines detailed requirements for
  effective SE process
• CMMI to provide detailed set of process assets
  (process documentation, templates, etc)
• Program Management Best Practices (PMBPs) address
  some key aspects of systems engineering
• Gaps in Process Assets (e.g. handbooks in
  specialty areas) to be filled by SE Horizontal
  Integration Leadership Team (HILT)
• Training, SMEs
• Considerable training in SE process exists
  throughout Boeing
• The SE HILT to consolidate SE Training
• CMMI compliant process assets in development

SE HILT Leadership, coupled with Site CMMI
activities, will ensure a comprehensive SE
infrastructure
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Boeing Systems Engineering HILT / Process Action
Teams (PATs)
Huntington Seal Beach
Anaheim
Canoga Park
El Segundo
Florida
Houston
Huntsville
Long Beach
Mesa / Philly
Puget Sound
St. Louis
Wichita
Systems Engineering HILT
Process Action Teams (PATs)
Network
Systems
Human
Operations
System of
Survivability / Vulnerability
Centric Info.
Affordability
R,MT
Safety
Engineering
Factors
Analysis
Systems
Comm.
Strengthen/Integrate SE Across Boeing
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Available SE Training for Network Centric-Info
Comm (Sample)
Candidates

• Info Comm Arch
• Networks
• Info Operations
• Adv Tech Courses

• SE Processes
• SoSE Process
• DoD Sys Acq Process
• Sys Arch Devel

• UCLA Ext
• UC Irvine
• AFCEA
• U of KS

Sr. SEs IPT Lds PMs CEs
Project Teams SE Specialists
Everyone
Source of Training
Certificate Level
Internal Domain/ Technical Training
Internal Process- Related Training
External Training
Basic
Inter
Adv
Training
Basic Intermediate Advanced Formal Edu -
Graduate - Workshops - Cross Trng SE
LeaderExper (yrs)
4 2
6 4 1
7 4 2
of Courses (Processes Tools)
Network Centric - Info Comm SE Analysis
Control Affordability R, MT Human System
Interface System Safety Ops Analysis System of
Systems (SoS) Survivability/ Vulnerability
Advanced
Intermediate
Training Topic By SE Discipline
Basic
Training Level
4-8
8-13
13-18
SE Training Database
Typical Guidance

• SE Specialists and Technical Fellows more
  in-depth training in a selected domain.
• IPT Leaders and Program Managers more general
  training across the SE disciplines.

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Available Network Centric Training (Sample)
Network
-
Centric Communications Training Program
Topics
Networks
Architectures
Information Operations
Analog vs. Digital Comm
Ø
Internet
Ø
Information assurance
Ø
Ø
Ø
Interoperability
Ø
Information Warfare
Comm Spectrum
Ø
Performance
Ø
C4ISR
Ø
SATCOM
Ø
Ø
Protocols/controls
Ø
Information Protection
Wireless Comm/
Terrestrial/ Cellular
Ø
Processing Techniques
Ø
Processing Techniques
Ø
Laser Com
Ø
Advanced/evolving technologies
Ø
SoSE Tool Kit
Ø
Vulnerabilities
Low Probability of Intercept
Ø
Network protection
Ø
Information/data management
Ø
Evolving Technologies
Ø
Anti
jam Techniques
-
Ø
Performance
In-house training plans focused in 2 areas
domain/technology training and process training
Network Centric Communications Training Program
External Training
Network
-
Centric Communications Training Program
Universities / Associations / Gov. Labs /
Agencies / Commercial Companies
Internal Domain / Technology
-
Related Training
UCLA Extension

Short Course Programs
Communications Network Technology Space
Mission Analysis
Satellite Communications Payloads Systems Design
Information Communication Architectures
High Frequency Satellite Communications
Satellite Communications Systems
Open Architectures
Phased Array Antennas
Communications Network Engineering (18 units
required)
Laser Communications
Advanced Communications Systems Engineering (18
units required)
Software Architecture
RF Subsystem Design
http//www.afcea.org/education/index.htm
-

Networks
Aviation Electronics Schools of America
individual short courses (3
6 days)
-
Network
Centric Warfare
Fiber Optics
Web Services
Systems for RF Telecommunications
Network Technologies and Practices
Information Operations
Defense Information Systems Agency (DISA) offers
COE course
Government Information Technology Thrust
University of Kansas
-
the Information and Telecommunication Technology
Center
Modulation Techniques
Lawrence Livermore National Laboratory
Working with C4ISR
Software/Commercial Companies offering related
technology/softwa
re training
Fundamentals of Digital Signal Processing
, etc.
Robelle, Sun Microsystems, Borland USA, Object
Management Group
Time and Frequency Reference Concepts
Industry Seminars
Advanced Technology Courses
-
Cisco
Networking
Advanced Satellite Communications Payloads
Alta Vista
-
Search/MetaData
-
Satellite Network Architectures
Topia
-
Intelligent Agents
Advanced Fiber Optics
Entrust
-
Security
.
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III. Monitor and Support Execution on Proposals
/ Programs

• Sites provide resources to execute SE and monitor
  execution.
• SE HILT provide integration mechanism across
  Boeing
• Two Key Metrics to be monitored
• - Monitoring Rate Metric -
  Implementation Level Metric
• SE Evaluation Templates required for program
  reviews
• - proposal coverage - kickoff
  planning - program in-process reviews
• 3. SE HILT analyze metrics with sites Jointly
  conduct root cause analyses and develop
  Corrective Action Plans
• 4. SE HILT monitor implementation results of
  corrective actions

• Effective monitoring
• Root cause analysis
• Implementation of corrective
• action

• will strengthen the execution
• of Systems Engineering
• consistent with customer desires.

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Conduct In-Progress Reviews on Programs
Ensure SE Integrity Through Tailored
Reviews during Major Program Milestones
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The Metrics
- Monitoring Rate Metric Was the SE Process
Monitoring Activity conducted?
- Measure instances as of opportunities. Example
At each site, measure the number of proposals
reviewed for SE compliance at Gate C as a
percentage of the total number of Gate C
proposals reviewed by the site. -
Implementation Level Metric When the SE
Process Monitoring Activity was conducted, what
was the level of execution implementation? Exampl
e For each proposal reviewed, evaluate the
level of coverage of SE process execution.
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Boeing is Committed to SEExecution across the
Enterprise