integrated ea conference 2010 slide no 1 copyright © bae systems 2010 all rights reserved

Integrated EA Conference 2010 Slide No 1

Copyright © BAE Systems 2010 All rights reserved



Use of an Activity Model to Underpin Enterprise Evolution in Capability Management

Integrated Enterprise Architecture Conference 2010

9th/10th March 2010



Authors

• Malcolm Touchin, Principal Consultant, Systems Engineering Innovation Centre

• Alan Harding, Consultant Systems Engineer, BAE Systems Integrated System Technologies

• Stewart Leinster-Evans, ISBM Architect, BAE Systems• Doug Westphal, Electronics, Intelligence and Support Operating Group,

BAE Systems• David Hawken, Systems Engineering Integration Group, UK MoD

MoD Slides have been provided by the UK MoD Systems Engineering and Integration Group, under Crown Copyright.All other material is copyright to BAE Systems plc



Contents

• Introduction• The Need for Enterprise Structures• The Cube• The Activity Model• Illustrations and Example• Summary



Hurricane Katrina – USA 2005

WASHINGTON (CNN) -- After being roundly criticized in a slew of media, congressional and government reports, the

Federal Emergency Management Agency's internal watchdog Friday returned its own verdict on the handling of Hurricane

Katrina: The criticism against FEMA is largely deserved.



UK 2007 Floods



So what’s the Problem?

• Enterprises have many, often diverse, assets:• Equipment• Infrastructure• People• Process/procedures• Cultures and behaviours

• Often organised into ‘Functions’:• “Blue-light" emergency services• Health Services• Telecommunications• Recovery• Transport

• Experience and financial imperatives suggest that the operations of the Enterprise should be managed to optimise overall outcomes

• Outcomes are achieved through realising the Enterprise's capability(ies)



Capability and Functional Groupings

SystemSystemSystemSystemSystemSystemSystemSystem

Operational Grouping



Enterprise Function Grouping



CapabilityCapabilityCapability

Business Function

Business Function

Business Function

Business Function

Enterprise Goal

Enterprise

Outcome



System of Systems Approach

• In principle, any suitably connected (sub)set of the assets can be regarded as forming a System of Systems (SoS), but on which of the many possible SoS should the Enterprise focus:• Operational Groupings to achieve Outcomes

• Functional Groupings

• Specific assets (equipment, repair facilities, e.g.)

• Cost centres

• Geographic Locations?

• Importance of outcomes is gaining recognition; this means understanding the capabilities of the enterprise



Definitions - System

• A system is a combination of interacting elements organized to achieve one or more stated purposes [INCOSE Systems Engineering Handbook]

• A system is an open set of complementary, interacting parts with properties, capabilities, and behaviours emerging both from the parts and from their interactions [Hitchins, ‘Putting Systems to Work’]



Definitions - System of Systems (SoS)

• A set or arrangement of systems that results when independent and useful systems are integrated into a larger system that delivers unique capabilities [DoD Defense Acquisition Guidebook 2004]

• System of Systems applies to a System-of-Interest (SoI) whose system elements are themselves systems; typically these entail large scale inter-disciplinary problems with multiple, heterogeneous, distributed systems [INCOSE-TP-2003-002-03, Systems Engineering Handbook V.3]

• Key properties of the SoS:• Each of the systems of interest (SoI) is independently capable of achieving a stated

purpose

• But, as a System, the SoS has emergent behaviour that is realised through the integrating functions of the SoS

• The other elements of the SoS are infrastructure that either provide connectivity or support of the SoI



Definitions - Capability

• (noun) - The power or ability to do something (OED)• Capability is the enduring ability to generate a desired operational

outcome or effect, and is relative to the threat, physical environment and the contributions of coalition partners (UK MoD)

• Capability is the ability to achieve a desired effect under specified standards and conditions through combinations of means and ways to perform a set of tasks (US DoD)



Enterprise Capability

• An Enterprise may have many specific capabilities• Need to structure them, e.g.:

• Transport• Road, rail, air, etc• Passenger, freight, courier, etc.• Local, long distance, international, etc.

• Defence• Anti-submarine warfare, surveillance, etc.• Homeland, expeditionary, disaster relief, etc.

• Responses to Emergencies• Dealing with mass casualties• Evacuation and Shelter• Humanitarian Assistance in Emergencies• Security and Policing



Levels of Engineering

• Experience shows that Systems Engineering needs to be applied at differing levels – with potential variations in approach:

• Capability Engineering – focussing on the capabilities needed to achieve the Enterprise goal

• System of Systems Engineering – focussing on how system-of-systems can be engineered to optimise capability and on coherence across all Enterprise functions

• Project Systems Engineering – focussing on project delivery of specific systems and services



Ways and Means

• Need a range of different ways and means*, or functions, to realise capability, such as:• People

• Equipment

• Procedures

• Infrastructure

• Support

• Contributions from all of these need to be integrated and harmonised effectively to enable each specific capability

(*UK MoD – DLoDs, US DoD – DOTMLPF, and so on)



Enterprise Functional Organisation

• Contributions must be managed individually and co-ordinated overall to ensure that intended capabilities are achieved

• Generally managed through functional groups, such as:• People (including Training and Organisational structures)

• Process (including Legislation, Strategy, Management Information)

• Equipment & Technology

• Infrastructure

• Sustainment

• They also need to be integrated and harmonised across all capabilities of the Enterprise, while recognising the many constraints, including for example:• Resources

• Physical space

• Time and Funds



Lifecycle

• Time and lifecycle phase affect how systems engineering is applied• Enduring nature of Capability implies a lifecycle/time

dimension

• Phases/timing vary with level and Enterprise function

• Synchronisation and communication needed between levels/functions

• Levels• Capability Management – recognising endurance,

and distinction between planning and deployment

• System of Systems Engineering – co-ordinates between lifecycles of disparate functions

• Systems Engineering – various (project) lifecycles:

• ISO/IEC 15288

• Service lifecycles (e.g. ITIL)

Concept

Development

Production

Utilisation / Support

Retirement



Capability Engineering Model

Capability Management

Systems of Systems Engineering

Systems Engineering

Peo

ple

Pro

cess

Eq

uip

men

t &

T

ech

no

log

yIn

fras

tru

ctu

reS

ust

ain

men

t

Co

nce

pt

Dev

elo

pm

ent

Pro

du

ctio

n

Uti

lisa

tio

n

Su

pp

ort

Ret

irem

ent



Capability Determination &

Planning

Capability Analysis

System of Systems Architecting &

Analysis

System Architecting &

AnalysisSystem Design,

Build & Integration

Component Design, Build & Integration

Concept Exploration & Technology Development

Element Sustainment &

Engineering

Operational Package

Integration & Deployment

Element Integration

Operations

Concept/Plans Development/Production Utilisation/Support Disposal/RetirementC

apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent



Search and

Rescue

Architecting across Capabilities

Emergency Accommodation

Security

There are areas (activities) in the model where there will be ‘touch points’ across the capabilities, including:

• Establishing capability needs

• Architecting within individual functions

• Deploying capabilities to an operation



Underpinning Enterprise Evolution

• When planning for a change in operational capability, the model supports identifying:• What steps (activities) to

undertake to make the change

• What impact specific changes might have across the Enterprise

• What each Enterprise Function needs to contribute

• The change implementation plan

• When deploying a change in operational capability, the model supports identifying:• How the change will integrate

with other deployed capability

• What will be needed to sustain the capability

• How lessons learnt influence future deployment



Using the Model

• Identification of priorities for change

• Taking different perspectives, e.g. PESTLE*, to support trade-off decisions

• An holistic, Enterprise-wide view to ensure that activities are optimised to achieve the desired outcomes

• Suppliers to:• Identify business opportunities and risks

• Establish appropriate contracting and partnering arrangements

The model is a framework within which the full set of activities needed to realise a given operational capability, and their interrelationships, can be derived and visualised. This allows:

(*PESTLE – Political, Economic, Social, Technological, Legal, Environmental)



Application of the Model

• BAE Systems is using this model to explore the skills and competencies needed to support TLCM

• UK MoD (SEIG) is developing a System of Systems Approach based on similar thinking

• Illustration by way of a Hypothetical Disaster Relief Scenario







Planning

Capability Analysis


Analysis



Build & Integration




Engineering

Operational Package


Element Integration

Operations


apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent

Scenario Driven Capability AnalysisSystem of System

Architecting

Ongoing system design and development, but with increased understanding

of the wider picture

Growing importance of sustainment

business

Need for new/additional skills in architecting and

complex system modelling at the SoS level

Need to understand customers' capability

needs and plans

26

© Crown Copyright

MoD’s Approach to System-of-Systems

David Hawken

27

© Crown Copyright

System-of-Systems Approach (SOSA) Overview

Affects:– Heads of Capability– Through-Life Capability Management Programme Boards and

Programme Support Functions– Domain Architects & Delivery Teams must actively use and contribute to

the development of the SOSA operating model and rulebook

A SOSA centric organisation will only be delivered by MOD working collaborativelyNo single organisation can deliver it on their own

Creation of a “SOSA rulebook” and associated processes, which together will provide a shared context across architecting domains on how MOD is to achieve the appropriate level of interoperability, reuse, standardisation and commonality.

28

© Crown Copyright

The SOSA Model

SOSA Delivery

Support

Education

Directories Education

Issues Management

Process & Frameworks

Customers

Programme Boards / PSFs

Domain Architects

Environment Architects

NEC SRO

CIO

Capability Management Groups

HOCs

SoS Coherence

SoS Issue Resolution

SoS Education

Offering Refinement & Collaboration

TLCM

CADMID

Systems Engineering

Domain

Rulebook

29

© Crown Copyright

Scope

• Incremental Programme• SOSA 1.0

– Focus on support to programme boards– Systems & Services

• Equipment and Information DLODs only – Interoperability Aspects

• Programme Boards associated with NEC

• Key NEC Domain Architectures– C4, ISTAR, Logs & (Alexin)

• Future SOSA Increments– Expansion into other Domains– Expansion into support for Capability

Architecture Definition– Expansion into Target Architecture and

(necessary) Component Aspects

Baseline Planned Target

Capability

Services

Systems

Component

SOSA 1.0(Minimum Boundary)

Mo

ve t

ow

ard

s T

arg

et

Arc

hite

ctu

re d

eve

lop

me

nt

Sys

tem

s o

f S

yste

ms Move towards Capability

Architecture development

Move towards Component Constraint development



Hypothetical Disaster Relief Scenario

• First World country subject to flooding• Informed by UK, Netherlands, USA• Fairly typical example

• Localised – Lynmouth 1952, Boscastle 2004• Widespread – Netherlands 1953, Katrina 2005

• National Emergency Planning Cell• Government organisation• Works with Government and Non-Governmental

organisations • Focus on:

• Risk assessment• Planning and preparedness• Capability management



Instantiating the Entity ModelTo protect life, property and

return to normal living conditions as quickly as possible

Search and recovery complete for specified area, appropriate re-visit

rate

24/7 search and rescue in

complex flooded terrain

Flood rescue teams, casualty stations, asset protection

Inshore boat, helicopter, pumping, communications, crew, flood maps, launch

and recovery

Healthcare, Emergency Services,

Army, Coastguard, Broadcast Media

Strategy, Planning, Management

National Emergency Planning Cell




Planning

Capability Analysis


Analysis



Build & Integration




Engineering

Operational Package


Element Integration

Operations


apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent

• Establish strategic needs for predicted flooding scenarios• Analyse likely scenarios – causes, effects, likelihood• Identify and prioritise required capabilities• Consider results of previous and any ongoing emergencies


Planning

Capability Analysis




Planning

Capability Analysis


Analysis



Build & Integration




Engineering

Operational Package


Element Integration

Operations


apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent

• Identify and select architectural approach• Embody as generic planning guidance• Manage constraints, governance, command and control• Levy requirements on individual organisations and systems• Monitor system developments for effects on planned capability• Plan and conduct any specific integration, trials and exercises


Analysis




Planning

Capability Analysis


Analysis



Build & Integration




Engineering

Operational Package


Element Integration

Operations


apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent

• Individual organisations manage developments or change:• New or modified in-shore boats• Create or update to operating procedures• Up-skill all crews in emergency first aid• Establish interoperable communications systems



Build & Integration


Element Integration




Planning

Capability Analysis


Analysis



Build & Integration




Engineering

Operational Package


Element Integration

Operations


apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent

Operations

• Refine predictions of timing, location, severity with weather forecast• Confirm and monitor required capabilities • Develop harmonised architecture to deploy based on:

• Generic architecture• Actual assets available• Physical situation

• Monitor response and match between capabilities and needs• Escalate immediate capability needs (e.g. from third party)

Operational Package

Integration &

Deployment




Planning

Capability Analysis


Analysis



Build & Integration




Engineering

Operational Package


Element Integration

Operations


apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent

• Monitor effective support to on-going operation• Fuel, consumables• Food and shelter• Repair and maintenance• Maps and information

• Ensure that operations are sustainable• Confirm post-operation recovery• Identify new/changed requirements


Engineering




Planning

Capability Analysis


Analysis



Build & Integration




Engineering

Operational Package


Element Integration

Operations


apab

ility

Sys

tem

of S

yste

ms

Sys

tem

sC

ompo

nent

Con

cept

and

T

echn

olog

y D

evel

opm

ent

• Identify needs for new technology or innovation from long-term planning or operations

• Major infrastructure• Specific portable rescue technology• Models and predictions• Improved operational concepts




Summary

• Enterprises need to identify, engineer and manage the Systems of Systems that matter; increasingly the emphasis is moving towards consideration of outcomes or capability

• Some of the Systems of Systems must be optimised if the required capability is to emerge, while others must be optimised to allow the Enterprise to function efficiently

• Three key dimensions allow the problem to be visualised in terms of:• Appropriate levels of engineering (and management)

• How each Enterprise function should contribute

• Synchronisation across disparate lifecycles

• The Activity Model allows key insights into how the activities essential to shaping and deconflicting the Systems of Systems should be organised



Thank you

Any Questions?

integrated ea conference 2010 slide no 1 copyright © bae systems 2010 all rights reserved

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