1. Joint Attack Munition Systems Project Office
Missile Systems Engineering: Is It Rocket Science? Systems Engineering Best Practices
March 3, 2009
Greg Wildman
Joint Attack Munition Systems Project Office
DISTRIBUTION A: Approved for public release; distribution is unlimited.

2. What Is a Best Practice? A best practice is
Any practice, knowledge, know-how, or experience that has proven to be valuable or effective within one organization that may have applicability to other organizations.
Levels of best practices
Good idea
Good practice
Local best practice
Industry best practice
Attributed to Chevron Corporation in
If Only We Knew What We Know, O’Dell et al (1998)

3. Purpose
Present systems engineering practice, experience, and ideas from the Joint Attack Munition Systems (JAMS) Project Office
To …
Inform and inspire you to apply these principles to further the practice of systems engineering in your organization and facilitate program success

4. Organization and Staffing Processes Practices
Topics
Organization and Staffing
Processes
Practices

5. Organization
In a balanced organization, working towards a common objective, there is success.
Sir Arthur Helps
The trouble with organizing a thing is that pretty soon folks get to paying more attention to the organization than to what they're organized for.
Laura Ingalls Wilder

6. Joint Attack Munition Systems
Project office within the US Army Program Executive Office, Missiles and Space
Mission
World-class life-cycle management of the joint warfighters’ air-launched rocket, missile, launcher systems and Viper Strike

7. JAMS Family of Products
Laser HELLFIRE
Longbow HELLFIRE
15+ Hellfire Variants
Blast Frag Sleeve
Joint Air-to-Ground Missile
2.75-inch Hydra Rocket System
Missiles
Rockets
M272 Launcher
M299A1 Launcher
Small Guided Munitions
M279 Launcher
M310 Launcher
Viper Strike
UAS Launchers
(repackaged M299
w/ 2 rails)
12 Tube Pod
Launcher Test Station
AN/AVM-101A
TSGMS
M260/M261
Rocket Launchers
AN/TSM-205 Test Set
Launchers
Support Equipment
HUTS

8. JAMS Supported and Future Platforms
OH-58D Kiowa Warrior
MH-60 Blackhawk
AH-64A/C Apache
AH-64D Apache Longbow
AH-1 Cobra
F/A-18 Hornet
SH-60 Seahawk
MQ-1B Armed Predator
UAV ER/MP Warrior UAV

9. JAMS Organization Chart
PROJECT MANAGER
DEPUTY PROJECT MANAGER
Business
Management
Directorate
Performance
Management
Directorate
Logistics
Directorate
Systems
Engineering
Directorate
Product
Managers
JAGM System
JAGM
System
Security
Office
International
Office
HELLFIRE System
HELLFIRE
System
Small Guided Munitions
Structures
& Ordnance
Small Guided
Munitions
Platform
Integration & Launchers
Aviation
Rockets
Systems
Engineering Management
Software/
Simulation

10. Organization Systems Engineering Directorate
Product system divisions (e.g., Hellfire or JAGM)
Headed by product Lead Systems Engineer (LSE)
Single technical focal point responsible for technical management and execution of performance, cost, and schedule
Supported by cross-functional IPTs, typically via a Systems Engineering Integration Team (SEIT)
Systems Engineering Management Division
Provides systems engineering (SE) support to the product LSE
Hybrid product/functional SE organization provides coordinated technical management and SE of each product

11. SE Management Division
Mission
To ensure that the systems engineering (SE) approach is applied to the development, production, and operations/support phases of the JAMS project office family of products
Acts as the SE “conscience” for the product systems engineer
Serves as subject matter expert (SME) for SE processes
SE Management provides support to LSE to ensure SE processes are not pushed to the back burner in the daily press of technical performance/ cost/schedule management activities

12. Staffing
The old adage “People are your most important asset” is wrong. People are not your most important asset. The right people are.
Whether someone is the “right person” has more to do with character traits and innate capabilities than with specific knowledge, background, or skills.
Good to Great, Collins (2001)

13. Systems Engineering Traits
Embrace SE as a way of thinking
Systems thinking
Critical thinking
Integrate across the organization
“Connect the dots” both horizontally and vertically
Focus on process
But not just for the sake of process
See the big picture
Yet be able to work the details
Be a team player
IPTs
Communication
Collaboration
Not everyone is cut out to be an effective Systems Engineer!

14. Systems Engineering Skills
Experience
Breadth over depth
IPT/team/technical project lead roles
Can be a challenge to guide employees into candidate job experiences
Always be on the lookout for the right people
Training
Education – Bachelors/Masters/Doctorate
DAWIA certification – including SPRDE-PSE for LSEs
INCOSE Systems Engineering Professional Certification
Other systems engineering certificates (e.g., UAHuntsville)
A variety of formal training and on-the-job opportunities are available to develop employees’ abilities in SE processes

15. Process
Efficiency is doing things right; effectiveness is doing the right things.
Peter Drucker
If you can’t describe what you are doing as a process, you don’t know what you’re doing.
W. Edwards Deming

16. Systems Engineering Management Technical Baseline Management
SE Processes
Systems Engineering Management
Technical Reviews
Technical Controls
Technical Baseline Management
Decomposition and Definition
Integration and Verification
Risk Management
Technical Planning
Implementation
Systems
Engineering
Vee
Systems Engineering Management comprises a set of processes that are enablers for systems engineering success on programs

17. Processes Technical Planning
Technical plans such as
Systems Engineering Plan (SEP) – typically a government document
Systems Engineering Management Plan (SEMP) – typically a contractor document
Requirements Management Plan
Program plans such as
Risk Management Plan
Integrated Master Plan
Plan the work and work the plan. If you fail to plan, you plan to fail.

18. Processes Technical Baseline Management
Includes
Requirements management
Requirements documentation (e.g., specifications)
Configuration management
Change control
Interface management (e.g., ICDs, ICWG)
Reviews and audits

19. Processes Technical Reviews
Reviews (e.g., PDR, CDR) conducted between the government and the contractor to assist in assessing:
Technical maturity of the design
Technical progress of the program
Readiness to proceed to the next phase of the program

20. Processes Technical Controls
Technical measures to determine program progress, risk, and status. May be common with programmatic controls. Include:
Technical performance measures (TPMs)
Critical technical parameters (CTPs)
Software development metrics
Integrated master schedule (IMS)
Earned value data

21. Processes Risk Management
Integrated program management and systems engineering process to address future adverse outcomes
Includes:
Risk identification
Risk analysis
Risk mitigation planning
Risk mitigation plan implementation
Risk tracking
Assesses likelihood and consequence of technical performance, cost, and schedule risks

22. Process must not lose sight of outcomes
Processes Summary
SE Processes
Technical planning
Technical baseline management
Technical reviews
Technical controls
Risk management
Process must not lose sight of outcomes
“High mileage” SE processes for the JAMS project office – SE Management organization “owns” these processes to facilitate their accomplishment for program success

23. Practices
Knowing is not enough; we must apply. Willing is not enough; we must do.
Goethe
When it comes to getting things done, we need fewer architects and more bricklayers.
Colleen C. Barrett, Southwest Airlines

24. Putting Process into Practice
Examples of how to implement these systems engineering processes on a program
Most of these practices are in use on JAMS programs

25. Practices Technical Planning
Planning must be specific to the program
Don’t just do it the same as the last program
Tailor planning to address the technical risks of the program, consistent with the acquisition strategy
Assign senior personnel to develop plans
Conduct SE WIPT with OSD to assist with SE planning
Write a SEP even if it’s not required (non-oversight program)
Contractor SEMP should integrate with and expand upon government SEP – documents a shared view of technical planning for the program
Include notional IMP in the request for proposal
Use IMP to aid in defining technical review entry criteria
Consider evaluation of offerors’ proposed SEMP, IMP, and risk management plan during source selection
Don’t write “shelfware” – ensure plans are being followed – if they’re not, maybe they need to be revised

26. Practices Technical Baseline Management
Implement typical configuration management practices (CCB, audits, etc.)
Use interface controls as applicable (e.g., ICDs, ICWG)
Require disciplined, structured requirements management process
Seriously consider use of a database tool (e.g., DOORS®, CORE®)
Include traceability of requirements, rationale for requirements allocation and flowdown
Trace from top-level customer requirements down to component requirements – include ICDs as well as specifications
Trace from requirements to verification of those requirements – link to test planning documentation
Link to trade studies, design analyses, and architectures
Requirements are like children – left on their own, they may not mature into what you want them to be

27. Practices Technical Reviews
Use entry criteria to determine readiness for the review – event-driven vice schedule-driven
Include program-specific entry/exit criteria, not just generic guidance; document in SEP/SEMP and contract
Use DoD risk assessment checklists to assess the program's technical design maturity and technical and programmatic risks
Include independent assessors/review board members (DoD best practice is for independent chairperson)
Include logistics and manufacturing considerations in all reviews, applicable to the phase of development
Use exit criteria as opportunities to assess technical maturity and progress/readiness to move to the next phase

28. Practices Technical Controls
The technical team needs to regularly monitor IMS, EVMS, TPMs, and risks
Integrate IMS, EVMS, TPMs, and risk
IMS and EVMS – standard association
IMS and risk – risk mitigation plans, schedule risk assessment
TPMs and risk – assess technical maturity
TPMs and EVMS – links technical accomplishment with earned value
Tie TPMs to key performance parameters (KPPs)
Technical controls and metrics facilitate early identification of problems and inform appropriate course correction – but they must be used to be effective

29. Practices Risk Management
Don’t use the risk management process to address issues/problems
If the likelihood of occurrence is 100%, it’s an issue rather than a risk
Conduct a risk assessment to aid in determining acquisition strategy and contractual requirements
Convene a periodic joint government-contractor risk review board to identify and analyze risks and determine mitigation plans
Use quarterly schedule risk assessment to assist in identifying schedule risks
Use technical review risk assessment checklists to assist in identifying risks
Unmanaged risks are likely to become problems

30. Summary Organization Processes Practices
Conscious organizational design provides program technical leadership (lead systems engineer) and SE process expertise
Processes
SE management processes support classical SE and technical management functions
Practices
SE practices implement processes to meet specific program needs
Systems Engineering is the “common sense” of sound technical management

31. GAO Assessment of Best Practices
Mature technologies, stable design, and mature production processes demonstrated at key knowledge points
Development start (MS B): technologies, time, funding, and other resources match customer needs; critical technologies mature at MS B, demonstrated by PDR and prototypes (addressed in new DoDI – competitive prototyping and PDR prior to or just after MS B)
Design review (CDR): design performs as expected and is stable; 90% of engineering drawings complete and released by CDR (DoDI – post-CDR assessment to enter system capability and manufacturing process demonstration
Production start (MS C): production meets cost, schedule, and quality targets; all critical processes under statistical control (DoDI – manufacturing processes under control for full-rate production decision)
(See

32. What Is a Best Practice? Good idea Good practice Local best practice
Industry best practice
Hopefully you’ve been reminded of good practices and been given ideas that you can apply to your organization and your program
Sharing and using good ideas and practices lead to eventual local and industry adoption as best practices

33. Is It Rocket Science? Systems engineering success isn’t magic
It’s the disciplined application of people, processes, and practices to define, document, and verify the requirements of a system and to manage the technical aspects of the program over the life cycle
Systems Engineering is the “common sense” of sound technical management

34. DoD SE Resources
OSD Software and Systems Engineering website (
Defense Acquisition Guidebook
Systems Engineering Preparation Guide
Systems Engineering Guide for Systems of Systems
Guide for Integrating Systems Engineering into DoD Acquisition Contracts
Risk Management Guide for DoD Acquisition
Integrated Master Plan / Integrated Master Schedule Preparation and Use Guide
Technical Review Checklists (

35. Joint Attack Munition Systems Project Office
Contact Info
Greg Wildman
Joint Attack Munition Systems Project Office
(256)