is there order or chaos after 5000? - sei digital library · is there order or chaos after 5000?...

Chikofsky - 1EM&I28 January 2003

Engineering Management & Integration

Is ThereOrder or Chaos

After 5000?

Conference on Acquisition of Software-Intensive Systems28 January 2003

Distributed by permissionCopyright © 2003 EM&I

Elliot Chikofsky(781) [email protected]@dfas.mil

EM&I105 Adele Garden WayHerndon, Virginia 20170


Is There Order or Chaos After 5000?Is There Order or Chaos After 5000?

• 5000 is dead; Long live 5000!• The Mandate for Change• So, What has Changed?• What Does it Mean to Tailor?• Acquisition Life Cycle as an

Integration Mechanism• How to Help Apprentice Tailors• Critical Success Factors• Brave New World


ChangeChange

Haven’t you heard?

“Life Cycle Managementis DEAD !”

“They cancelled the 5000 regs.We don’t have to do that

any more.”


ChangeChange

• “revision to create anacquisition policyenvironment that fostersefficiency, flexibility,creativity, and innovation.”

• “simplified and flexiblemanagement framework fortranslating mission needsand technology opportunities…into stable, affordable, andwell-managed acquisitionprograms…”


The Charges Against LCMThe Charges Against LCM

• DoD 5000 was “overly prescriptive” and animpediment to the “efficiency, creativity,and innovation” needed.

• It costs extra; It costs too much.• It’s done after the fact.• It’s not really required. Is it?• Nobody does it; why do I have to?• I already know how to do my job.• It’s documents. I hate documents.• No one uses what it produces.• It does not help the decision process.• It does not contribute to my getting my job done.• It’s documentation for documentation’s sake.


Renewed EmphasisRenewed Emphasis

• Flexibility• Evolutionary Development• Integrated Architectures• Tailoring the Acquisition Process• Cost Realism• Focus on Outcomes• Enable Responsibility in Decisions


Acquisition Management FrameworkAcquisition Management Framework

IOCBA

TechnologyDevelopment

System Development& Demonstration

Production &Deployment

Systems Acquisition

Operations &Support

C

User Needs &Technology Opportunities

Sustainment

l Process entry at Milestones A, B, or C

l Entrance criteria met before entering phase

l Ev olutio nary Acq uis i tion o r Sing le S te p to FullCapa bility

FRPDecisionReview

FOC

LRIP/IOT&ECriticalDesignReview

Pre-Systems Acquisition

(ProgramInitiation)

ConceptRefinement

ConceptDecision

5000.2 Draft18 December 2002


Requirements & Acquisition ProcessRequirements & Acquisition Process

D

O

T

M

L

P

F

MS A

Analysis ofMateriel

Appro aches

Demo

Demo

Demo

AoA

TechnologyDevelopment

DABJROC

JROC

Increment 3Increment 3


MS B

MS C

MS B

MS B MS C

MS C

- M ater iel -Process

DOTL PFChang e

Fu nction alArea

Analysis

Fu nction al AreaFuncti onal Concept

Integrated Architecture

Overarch ing PolicyNSS/NM S/Joint vision

Joint Capston e Policy

Feed back

ICD

CDD

CPD

ConceptRefinement

CD

Oversight

RequirementsAcquisitionIntegrated Decision MeetingsIntegrated Decision Meetings

JROC DAB

DAB


5000

.2 D

raft

18 D

ecem

ber

2002


DangersDangers

• Stealth resistance to change• Inflexible flexibility• “Opening the door to

fraud, waste, and abuse”• Buy the COTS,

then find the reason• “This, too, shall pass…”

• and, the worst danger of all:staying the same

Counterpoint: Education reduces Risk


Coping with ChangeCoping with Change

• Is it okayif yourICD and CDDlooks like aMNS and ORD?


TailoringTailoring

• “MDAs and program managers shall tailor various aspects of the acquisition system, including

– program information,– the timing and scope of decision reviews,– decision levels, and

• to fit the particular conditionsof an individual program andminimize the time it takes tosatisfy the validated need orexploit the technology opportunity,

consistent with common sense,sound business managementpractice, applicable laws andregulations, and the time-sensitivenature of the user's requirement.”

– acquisition phases,

– acquisition strategies


UnseamlyUnseamly Tailoring Tailoring

Great!I can tailor it

any wayI want to

Well, no, you can’t...


Tailoring from a PatternTailoring from a Pattern

• Having a Pattern to follow, one can:

– adjust the size,

– fit the nature of a different fabric,

– add trim and appearance features,

– alter sections to fitdifferent needs,

– reuse styles andtechniques

• and still befollowing the Pattern!


TailoringTailoring

• Not haphazard; It is an organized process.• Recording and justifying decisions whether

procedures stay of go in steamlining• Identifying substitutes and constraints• Ensuring flexibility, speed, and accountability• Making adjustments for

– Implementation strategy– Complexity– Oversight requirements– Cost range– Technical risk– Management tolerance for risk


One Actionable FrameworkOne Actionable Framework

DFAS Systems Life Cycle A B C FOC

Management

Technical

Config Mgmt

DoD Acq’n Mgmt PolicyDoD 5000

DFAS LCM Policy

IEEE/EIA 12207

Interoperability

Reqts Generation

DoD Info Mgmt Policy

FFMRBlue Book CMM Level 3

DoD Info Assurance

Commercial Drivers• COTS Products• Agile Devel.IT Mgmt Policy

Clinger-Cohen Act


DFAS System Life CycleDFAS System Life CycleSystem Acquisition

System Maintenance

QA Audit Reports

Milestone CPresentationto CIO/BIE

Council

Milestone BPresentationto CIO/BIE

Council

Milestone APresentationto CIO/BIE

Council

IPRPresentationto CIO/BIE

Council

Decision Rev.Presentationto CIO/BIE

Council

FRPPresentationto CIO/BIE

Council

SSAA V1

Mission NeedEstablishment

C4I SupportPlan

Continuity of Operations Plan

ProductBaseline

COTS Product DescriptionTechnical Documentation

FunctionalBaseline

SRS SARAD

OperationalBaseline

PerSite

AllocatedBaseline

SAD4

DBDD4

SDD4

Configuration Management / Quality Assurance

Deployment &Site Acceptance

Test

Site AcceptanceTest Reports

SystemRequirements

Analysis

Transition Plans

System Req’tsSpecification System Arch. &

RequirementsAllocation Desc.

Infra. SvcsRequest (I)

Infrastructure SvcsRequest (F)

Pre-SystemsAcquisition

Concept & TechnologyDevelopment

MS B MS C

MNS

ASDP1

ORD

APB (I)TEMP

APB(U)

IOC

Technology Opportunitiesand User Needs

ConceptExploration System Integration System Demonstration

Low-RateInitial

Production

BusinessProcess Review& Improvement

Program Planning / Management

SSAA V4

MS A

Training Plans

Installation Plans

Pgm MgmtPlan

ProgramBaseline

ORD APB

TEMP

Deployment Planning

Audit Reports

PerformanceMeasurements

PTR

Operation &Performance

Oversight

TestPlanning

Test Plans

Data MgmtPlan

Information Assurance/ Security

Software Development Plan4

Technical Project Planning / Management

SSAA V2

JTA Profile

FCA

• Development IPT, or• Purchase/Customize/Integrate Product(s)

APB (F)

Component AdvancedDevelopment

OperationalRequirements

Definition

SystemArchitecture

Design

DecisionReview

Interim ProgressReview

Full Rate Production &Deployment

FRP DecisionReview

Production and DeploymentSystem Development and Demonstration

FOC

Clinger-CohenCompliance Rept

ComponentCost Analysis3

Clinger-CohenCompliance Rept

DFAS System Life Cycle - System Acquisition

BPA/BPR Report

Trade-off Studies

PM Charter

AoA

IPTCharters

COTS Eval.Report

AcquisitionStrategy

CustomerMOU SSAA V3 (incl.

Accreditation Memo)

CM Plan

QA Plan

CARD2

Econ Analysis2/LCCE

PCA

(I) = Initial (U) = Update(F) = Final

Activity

Product

Technical Review

Audit

Mgmt Review

LEGEND

1 = Only for Pgms with < $2MTotal Ownership Cost

2 = Required only for MAISPrograms

3 = Performed by DFASResource Mgmt Office

4 = Not applicable to COTS

FOOTNOTES

ReleaseReviewSRR IRR PIR

SLC 6.04/5/02

Test Scripts (F)Test ReportsCompliance Certifications

Operational Test & Evaluation

Development Test & Evaluation

SRDSIDD

Ongoing Operational / Customer Assessment

System Development (Build or Purchase)

FCA/PCA Checklists

SW Process Improvement Plan4

Changes toDeployedSystem

System Mgmt Plan

Validate / Accept

SAD SCIR

PCA

SRDSAD SDD

Site AcceptanceTest Reports

SCR’

Capture andIdentify

Analyze &Document Development Field

Capture &Identify Change

Request

Operation &Performance

Oversight

FCA

Validate,Approve, &

Allocate

Requirements /Solution Review

Test ReadinessReview

MeasureEffectiveness

ImplementationReadiness Rev.

Production and Deployment

DFAS System Life Cycle - System Maintenance

(I) Initial (U) Update(F) Final

ActivityProduct

Technical Review

Audit

Mgmt Review

LEGEND

* = Change pages, asappropriate

SDD SIDD

DBDD

SIDD DBDD

OperationalTRR

Design

DeployedSystem

Design Review

ImpactAnalysis

NextChanges

Changes to appropriatedocumentation is required

at each review to keepbaselines current

Post-Impleme’nReview

Audit ReportsPerformanceMeasurementsPTR

For Corporate-level Change Requests: Review and Approval by CIO/BIE CouncilFor Business Line-level Change Requests: Review and Approval by Business Line Management BoardFor System-level Change Requests: Review and Approval by System CCB

Ongoing Operational / Customer Assessment

Program & FunctionalBaselines

SRS SARAD

ORD APB

TEMP

ProductBaseline

OperationalBaseline

AllocatedBaseline

PerSite

SSAA*

Deployment &Site Acceptance

Test


Transition Plans

System Req’tsSpecification*System Arch. & Req’tsAllocation Desc.*Infra. Svcs Request*

Infrastructure SvcsRequest (F)

Program Planning / Management

Users Manual*Operators Manual*

Training Plans

Installation Plans

Operational Test& EvaluationSW Configuration

Index Record

Deployment PlanningTest Planning

Test Plans

Software Development Plan*

Technical Project Planning / ManagementReleasePlanning

Customer MOU*

Updated Accreditation Memo

SW Req’ts Desc.*

DB Design Desc.*

SW Arch Desc.*SW DesignDescription*

Infra. Req’ts Desc.*

SW InterfaceDesign Desc.*

Test Scripts (I)*

Development IPT

Unit Test Report

Development Test & Evaluation


SWArch.

Design

UnitTest

UnitTest

SoftwareDesign

SoftwareDesign

System Managerbriefs tailored

system life cycle atReq’ts/Solution

Review SoftwareDesign

SWCode

SWCode

SWCode

UnitTest

Begin Formal Testing

IPTReview

SoftwareReq’ts

Analysis

SoftwareReq’ts

Analysis

SoftwareReq’ts

Analysis

IPTReview

Information Assurance/ Security

Configuration Management / Quality Assurance

SLC 6.04/5/02

Evolutionary Devel COTS Customization


IntegrationIntegration

PortfolioManagement

RequirementsIntegration & Mgt

System Life Cycle

InformationAssurance

other initiatives...

Enterprise Architecture


Understanding Management DecisionsUnderstanding Management Decisions

Pre-SystemsAcquisition

Concept & TechnologyDevelopment

MS B MS C

Technology Opportunitiesand User Needs

ConceptExploration System Integration System Demonstration

Low-RateInitial

Production

MS A

Component AdvancedDevelopment

DecisionReview

Interim ProgressReview

Full Rate Production &Deployment

FRP DecisionReview

Production and DeploymentSystem Development and Demonstration

Mission needStrategic consistencyClinger-Cohen complianceBudget availability

Alternatives analysisAcquisition strategyAssure customer involvement

Depth of planning (cost,schedule, people, testing)

Clinger-Cohen complianceRequirements completenessRisk management

Requirements stabilityCost/schedule statusRelease strategyTest readinessRisk management

Req’ts & design stabilityTransition & deployment planningTest & certification completenessUser & customer issues

System stabilityCustomer satisfactionOT&E resultsImplementation readinessSustainment budget


SLC Web ResourcesSLC Web Resources

www.dfas.mil- process- task details- briefing guidance- templates


SLC ViewsSLC Views

www.dfas.mil> Reference Library> Process Asset Library> System Life Cycle

Views by:

- Process area

- Job role

- Management responsibility


Help for the Apprentice TailorsHelp for the Apprentice Tailors

• Levels of acquisition process tailoring– Agency / MDA– Program

• Education– What it means to tailor– Rewards and risks of tailoring decisions

• Tools for the pattern• Easy ways to record tailoring decisions• Making tools accessible and tailorable to

program management• Tailored Acquisition Process reviews


Critical Success FactorsCritical Success Factors

• Visibility• Recording tailoring decisions• Consistency• Accessibility• Recognizing acquisition and sustainment

as part of the same process• Focused user involvement• Understanding requirements, whenever

recognized in the acquisition process• Empower to manage, not to avoid risk


Next StepsNext Steps

Stay tuned…

the DoD 5000 revisions,and our understandingof them, are awork in progress...

is there order or chaos after 5000? - sei digital library · is there order or chaos after 5000?...

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