Towards a Work Breakdown Structure for Net Centric System of Systems Engineering and Management 20 th International Forum on COCOCMO General Session October 2005 Gan Wang gan. wang@baesystems. com Jo Ann Lane jolane@usc. edu Ricardo Valerdi rvalerdi@mit. edu Barry Boehm boehm@cse. usc. edu CS-1 1 3/15/2018
Outline § Background, motivation, goals and scope − Relevant needs and trends in So. S system engineering and management − Development objectives § Basic foundations for the So. S WBS − Product-oriented structure − Scalable Spiral Model − Three-team construct § Net centric System of Systems (So. S) Program Work Breakdown Structure (WBS) – Top-level View § Anticipated benefits and conclusions 2 3/15/2018
Background § Systems engineering needs and trends − Increasing focus on capability-based acquisition − Increasing focus on user/value − Increasing complex systems of systems • Disproportional increase in complexity and interdependency • Disproportional increase in needs for interoperability − Increasing COTS, Open Source, reuse, and legacy integration § New challenges in systems engineering and program management − Evolutionary, rather than revolutionary − Capability, rather than functionality − Lifecycle perspective, rather than acquisition focused − Heterogeneous, rather than homogeneous − Negotiation, rather than mandate 3 3/15/2018
Motivation for Net Centric So. S WBS § No standard or commonly-accepted WBS above system level − Traditional program/project management focuses on system and performance • Build-to-spec, requirement-driven, waterfall-ish − Existing WBS constructs are system development focused – difficult to scale upward • Development/acquisition centric, little attention to O&M • Interpretabilities and independencies disregarded • Enterprise context absent § Time to step back and rethink − Systematic − Holistic − Mission and capability focused New Perspective Required for Net Centric So. S/Fo. S 4 3/15/2018
Motivation (cont. ) § Tool needed for integrated systems engineering and program management in net centric So. S programs − Facilitates the unification of So. S SE and PM − Emerging systems engineering method: Capability Planning § Basis for cost estimating § A step into continuing understanding of net centric So. S systems engineering and management − What is common, what is different? − New scopes and emphases • Beyond traditional systems engineering considerations • Emerging behaviors and risk from evolutional process − What is/belongs, what is/does not? − What works, what does not? 5 3/15/2018
Net Centric So. S WBS Goals § Provide − Standardized, yet flexible, prototypical WBS for net centric So. S engineering and management programs – a standard template to develop programspecific WBS − Reference model for So. S program management, systems engineering and cost estimating − Full So. S life cycle “cradle-to-grave” perspective and support − Systematic and holistic approach − Basic analysis framework for decision making − Clear, consistent and commonly accepted terminology definition − Tailorable and adaptable model 6 3/15/2018
Goals (cont. ) § Integrate community-accepted best practices − General systems engineering and program management lifecycle − System-level WBS − Program and practice examples − Existing international standards • • ISO/IEC 15288: Systems Engineering – System Life Cycle Processes Do. D 5000. 2: Operation of the Defense Acquisition System ANSI/EIA 632 Processes for Engineering a System MIL-HDBK-881: Work Breakdown Structure § Leverage leading development in net centric So. S systems engineering and processes, e. g. , − Spiral development model − Capability-based acquisition − Capability planning and investment analysis practices 7 3/15/2018
Net Centric So. S WBS Scope § Target So. S/Fo. S type programs − With the charter to evolve mission capabilities of a So. S/Fo. S − Prototypical program lifecycle perspective § Consider − − Program management and the supporting enterprise functions Systems engineering and integration products Development and O&M environments Governance model § Capture three basic components of the So. S engineering and management practices − Systems • • Components and relationships Infrastructure − Processes • • Program management Systems engineering & integration Technology development Operations and support − People • • • Management and acquisition authorities Teams Stakeholder community 8 3/15/2018
Outline § Background, motivation, goals and scope − Relevant needs and trends in So. S system engineering and management − Development objectives § Basic foundations for the So. S WBS − Product-oriented structure − Scalable Spiral Model − Three-team construct § Net centric System of Systems (So. S) Program Work Breakdown Structure (WBS) – Top-level View § Anticipated benefits and conclusions 9 3/15/2018
Basic Foundations of So. S WBS § Product-oriented Work Breakdown Structure − “Product”: physical entity, organization, function/service − Processes and activities associated with products § Scalable Spiral Process Model − Risk-driven OODA loops § Three-team execution model − Plan-driven team − IV&V team − Agile Rebaselining Team 10 3/15/2018
Emerging Scalable Spiral Process Observe new/updated objectives, Orient with respect to stakeholders • Usage monitoring • Risk/Opportunity analysis • Competition, technology, marketplace ISR • Business case/mission analysis constraints, alternatives priorities, feasibility, risks • Prototypes, models, simulations Operate as current system Accept new system Act on plans, specifications • Keep development stabilized • Change impact analysis, preparation for next cycle (mini. OODA loop) Decide on next-cycle capabilities, architecture upgrades, plans • Stable specifications, COTS upgrades • Development, integration, V&V, risk management plans • Feasibility rationale Life Cycle Architecture Milestone for Cycle Source: USC-CSE 11 3/15/2018
Three-Team Execution Model • Emerging technologies • New threats • Operational environment changes … 1. Plan-Driven Team 2. IV&V Team 3. Agile Rebaselining Team Environment Change Factors Agile Team Spiral Charlie Requirements KPPs Architecture Baseline • Requirement creeps • Emerging applications • Unforeseen complexities … Agile Team Internal Change Factors Plan-Driven Team Spiral Bravo Requirements KPPs Architecture Baseline IV&V Team Spiral Alpha Requirements KPPs Architecture Baseline So. S Evolutionary Spirals Time 12 3/15/2018
Outline § Background, motivation, goals and scope − Relevant needs and trends in So. S system engineering and management − Development objectives § Basic foundations for the So. S WBS − Product-oriented structure − Scalable Spiral Model − Three-team construct § Net centric System of Systems (So. S) Program Work Breakdown Structure (WBS) – Top-level View § Anticipated benefits and conclusions 13 3/15/2018
So. S Program WBS Level 1 Level 0 The So. S Program The So. S in Operation Spiral Alpha Spiral Bravo Spiral Charlie Program Office Development Plan. Driven Team IV&V Team Agile Team 14 3/15/2018
The So. S Program WBS (cont. ) § The So. S in Operation: consists of legacy systems, current operational organizations, “as-is” doctrine and CONOPS − Important in understanding the baseline “as-is” architecture and business case analysis § Spiral Alpha: current development increment executed by the Plan. Driven Team, with relative stable capability objectives, requirements, architecture baseline, and clear deliverables § Spiral Bravo: next development increment in planning by the Agile Rebaselining Team; new baseline based on near- to mid-term capabilities needs, priorities and new technologies in test labs § Spiral Charlie: future development increment in planning by the Agile Rebaselining Team; new baseline based on future capability needs, priorities and emerging technologies § Program Office: the supporting enterprise with a mission and resources to accomplish the mission − Three teams under it − Enterprise-level/(Do. D) DOTMLPF support 15 3/15/2018
More Detail Discussions in COSOSIMO Workshop… 16 3/15/2018
Outline § Background, motivation, goals and scope − Relevant needs and trends in So. S system engineering and management − Development objectives § Basic foundations for the So. S WBS − Product-oriented structure − Scalable Spiral Model − Three-team construct § Net centric System of Systems (So. S) Program Work Breakdown Structure (WBS) – Top-level View § Anticipated benefits and conclusions 17 3/15/2018
Anticipated Benefits § § Provides a reference model for So. S/Fo. S engineering and management Defines a common set of terminology related to So. Ss Enables visibility and insights into unique issues related to So. Ss Provides a holistic view for So. S engineering and program management, particularly in terms of − Interoperability − Complexity and interdependency − Ownership and governance model − Conflict management − Decision framework § Facilitates further understanding of the − Effort and cost in acquiring and owning an So. S − Methodology that can be applied to estimate this cost § Promotes the unification of systems engineering and project management for So. S − Linkage between architecting/engineering activities to the economic effect 18 3/15/2018
Conclusions To Date § General systems engineering principles and project management practices do apply to net centric So. S § Traditional system-oriented WBS construct is inadequate, and there added ingredients in WBS for net centric So. S, from − Added complexity − Different scope, objectives and strategy − Different environment § Two different acquisition focuses: − System: functionality − System of systems: capability § And, therefore, two different development strategies: − System: waterfall − System of systems: scalable spiral § Not a complete WBS, but a step towards that direction § A lot to learn, and more to explore… 19 3/15/2018
References 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12) 13) 14) 15) B. Boehm, “The Future of Software and Systems Engineering Processes, ” USC-CSE-TR-2005 -507, 2005 Boehm, B. and Turner, R. , Line Dancing with Elephants – the Systems Engineering of Networkcentric Complex systems of Systems (NCSOS), SSCI Member Forum, 2005 A. Ruskin, “Using 100% Product-Oriented Work Breakdown Structures to Unify System Engineering and Project Management, ” ICSE-INCOSE, 2004 A. Sage and C. Cuppan, “On the Systems Engineering and Management of Systems and Federations of Systems, ” Information. Knowledge. Systems Management, 2001 M. Jamshidi, “System-of-Systems Engineering – a Definition, ” IEEE SMC 2005, Hawaii, October 2005 J. Lane and R. Valerdi, “Synthesizing System-of-Systems Concepts for Use in Cost Estimation, ” IEEE SMC, 2005 J. Lane, “COSOSIMO Workshop Minutes, ” 2005 C. Dickerson and et al, Using Architectures for Research, Development and Acquisition, OASD-NII, 2004 P. Jain, and C. Dickerson, “Family-of-Systems Architecture Analysis Technologies, ” INCOSE, 2005 D. Bracamonte, “An Adaptive Automated Model formatting & Presenting Life Cycle Costs, ” ISPP Proceedings, 1993 ISO/IEC 15288, Systems Engineering – System Life Cycle Processes, 2002 Do. D Instruction 5000. 2, Operation of Defense Acquisition System, 2000 ANSI/EIA 632, Process for Engineering a System, 1999 J. Martin, “Overview of the EIA 632 Standard – ‘Processes for Engineering a System’ (Tutorial G)” MIL-HDBK-881, Do. D Work Breakdown Structure, 1993 20 3/15/2018
Come to the COSOSIMO Workshop on Thursday Afternoon to continue these discussions! 21 3/15/2018
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