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Briefing for INCOSE Learn. Perform. Succeed. Rev. Oct 07.

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Presentation on theme: "Briefing for INCOSE Learn. Perform. Succeed. Rev. Oct 07."— Presentation transcript:

1 Briefing for INCOSE Learn. Perform. Succeed. Rev. Oct 07

2 DAU Mission Provide practitioner training, career management, and services to enable the AT&L community to make smart business decisions and deliver timely and affordable capabilities to the warfighter. 1.We train the AT&L Workforce through certification and assignment-specific courses 2.We promote career-long learning through our Continuous Learning Center 3.We offer performance support to the AT&L Workforce through consulting, Rapid Deployment Training, and targeted training 4.We facilitate knowledge sharing through online resources and communities of practice 5.Provide Human Capital Strategic Planning for the AT&L Workforce

3 DAU Regional Orientation We are part of the community… not just a place to go to take classes. Capital & Northeast and DSMC (Fort Belvoir) AT&L WF ~33,357 Mid-Atlantic (Pax River) AT&L WF ~22,476 Midwest (WP AFB) AT&L WF ~18,945 South (Huntsville) AT&L WF ~28,056 West (San Diego) AT&L WF ~25,408

4 CL Modules - Online modules to help you earn continuous learning points Conferences PEO / SYSCOM Business Manager DAU Acquisition Community Conference Consulting - We come to your workplace to assist you Targeted Training - Tailored learning for your organization RDT - On-site and online training on the latest AT&L policies Training Courses - DAWIA Certification, assignment-specific, and executive & leadership courses – in the classroom and online AKSS - Online gateway to AT&L information & tools ACC - Online collaboration communities tailored to your needs Virtual Library - Keeping you connected to research tools when you are not on campus 24/7 Learning Assets for the Classroom and the Workplace AT&L Performance Learning Model

5 Core Plus is Here! Core Plus is an enhancement to the existing AT&L certification framework. It is not a wholesale replacement! Core Plus is designed to guide workforce members to additional training beyond whats required for certification. Plus or job competency point-of-need training (frequently CLMs) (tailored to your specific job or assignment) Career Field foundation knowledge and skills (all career field members) Common acquisition foundation knowledge & skills (all DoD AT&L workforce members)

6 FY08 T&E Level II Core Plus Framework Acquisition & Functional Core DAWIA Certification Standards – applies to all career field members Tailored Cross-Functional Plus Training, Education & Experience Opportunities – based on the job or assignment Three Level Certification Framework

7 Case/scenario based GS & E7-O5 Level II Certification Level III Certification SYS 202 Intermediate Systems Planning, Research, Development and Engineering, Part I SYS 202 Intermediate Systems Planning, Research, Development and Engineering, Part I Level I Certification 25 hrs, online ACQ 101 Fundamentals of Systems Acquisition Management ACQ 101 Fundamentals of Systems Acquisition Management Knowledge based GS 5-9 & E7-O3 ACQ 201 IntermediateSystemsAcquisition IntermediateSystemsAcquisition 35 hours, online 1 week classroom TST 203 Intermediate Test & Evaluation TST 203 Intermediate Test & Evaluation 35 hrs, online 5 days classroom P = Prerequisite TST 102 Fundamentals of Test and Evaluation TST 102 Fundamentals of Test and Evaluation Level I Core Plus Courses & CL Modules (See DAU catalog for details) Level I Core Plus Courses & CL Modules (See DAU catalog for details) Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) P 30 hrs, online TST 302 Advanced Test and Evaluation TST 302 Advanced Test and Evaluation 5 days classroom Vers 8.1 P CLM 029 Net-Ready Key Performance Parameter CLM 029 Net-Ready Key Performance Parameter P FY08 Test & Evaluation Field Training CLE 023 Modeling and Simulation for Test and Evaluation CLE 023 Modeling and Simulation for Test and Evaluation P 35 hrs, online SYS 101 Fundamentals of Systems Planning, Research, Development and Engineering SYS 101 Fundamentals of Systems Planning, Research, Development and Engineering P P

8 Case/scenario based GS & E7-O5 Knowledge and Application/case based GS 9-12 & E7-O4 Level II Certification Level III Certification Level I Certification 25 hrs, online ACQ 101 Fundamentals of Systems Acquisition Management ACQ 101 Fundamentals of Systems Acquisition Management STM 201 Intermediate Science and Technology Management STM 201 Intermediate Science and Technology Management 3 days classroom P = Prerequisite Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) STM 302 Advanced Science and Technology Management STM 302 Advanced Science and Technology Management 5 days classroom Vers 8.1 P FY08 SPRDE: Science & Technology Manager NONE CLE 021 Technology Readiness Assessment CLE 021 Technology Readiness Assessment P P

9 Case/scenario based GS & E7-O5 Application/case based GS 9-12 & E7-O4 Level II Certification Level III Certification SYS 203 Intermediate Systems Planning, Research, Development and Engineering, Part II SYS 203 Intermediate Systems Planning, Research, Development and Engineering, Part II Level I Certification 25 hrs, online ACQ 101 Fundamentals of Systems Acquisition Management ACQ 101 Fundamentals of Systems Acquisition Management Knowledge based GS 5-9 & E7-O3 ACQ 201 IntermediateSystemsAcquisition IntermediateSystemsAcquisition 35 hours, online 1 week classroom SYS 202 Intermediate Systems Planning, Research, Development and Engineering, Part I SYS 202 Intermediate Systems Planning, Research, Development and Engineering, Part I 35 hrs, online 5 days classroom P = Prerequisite SYS 101 Fundamentals of Systems Planning, Research, Development and Engineering SYS 101 Fundamentals of Systems Planning, Research, Development and Engineering Level I Core Plus Courses & CL Modules (See DAU catalog for details) Level I Core Plus Courses & CL Modules (See DAU catalog for details) Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) P 30 hrs, online SYS 302 Technical Leadership in Systems Engineering SYS 302 Technical Leadership in Systems Engineering 10 days classroom Vers 8.1 P P FY08 SPRDE: Systems Engineering Training CLL 008 Designing for Supportability in DoD Systems CLL 008 Designing for Supportability in DoD Systems CLE 003 Technical Reviews CLE 003 Technical Reviews P P P

10 Two 100 level DAU courses from among PM, T&E, PQM, LCL, BCFM, IT or CON career fields Case/scenario based GS & E7-O5 Application/case based GS 9-12 & E7-O4 Level II Certification Level III Certification SYS 203 Intermediate Systems Planning, Research, Development and Engineering, Part II SYS 203 Intermediate Systems Planning, Research, Development and Engineering, Part II Level I Certification 25 hrs, online ACQ 101 Fundamentals of Systems Acquisition Management ACQ 101 Fundamentals of Systems Acquisition Management Knowledge based GS 5-9 & E7-O3 ACQ 201 IntermediateSystemsAcquisition IntermediateSystemsAcquisition 35 hours, online 1 week classroom SYS 202 Intermediate Systems Planning, Research, Development and Engineering, Part I SYS 202 Intermediate Systems Planning, Research, Development and Engineering, Part I 35 hrs, online 5 days classroom P = Prerequisite SYS 101 Fundamentals of Systems Planning, Research, Development and Engineering SYS 101 Fundamentals of Systems Planning, Research, Development and Engineering Level I Core Plus Courses & CL Modules (See DAU catalog for details) Level I Core Plus Courses & CL Modules (See DAU catalog for details) Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level III Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) Level II Core Plus Courses & CL Modules (See DAU catalog for details) P 30 hrs, online SYS 302 Technical Leadership in Systems Engineering SYS 302 Technical Leadership in Systems Engineering 10 days classroom Vers 8.1 P P CLL 008 Designing for Supportability in DoD Systems CLL 008 Designing for Supportability in DoD Systems CLE 003 Technical Reviews CLE 003 Technical Reviews P P FY08 SPRDE: Program Systems Engineer Training (new career field) Two 100 level DAU courses from among PM, T&E, PQM, LCL, BCFM, IT or CON career fields One 100 or 200 level DAU course from among PM, T&E, PQM, LCL, BCFM, IT or CON career fields LOG 204 Configuration Management LOG 204 Configuration Management 15 hrs, online Two 200 or 300 level DAU courses from among PM, T&E, PQM, LCL, BCFM, IT or CON career fields P

11 DAU Strategic Partnerships Credit for DAU courses toward degrees & certificates at colleges and universities – Shorter time to get your degree – Saves tuition assistance and out-of-pocket expenses Excelerate Your Masters Degree… Excelerate is an exciting new program where you can earn your masters degree in less time. Through this program, several universities are offering the AT&L workforce credit toward masters degrees for DAWIA Level II and III certification.* *DAWIA course and masters programs vary More information on DAUs partnership program can be found at:

12 DAU Learning Assets at: https://learn.dau.mil/html/clc/Clc.jsp Continuous Learning Center AT&L Knowledge Sharing System (AKSS) DAU Training CoursesPerformance Support Webcast/Podcast Center DAU Acker Library

13 DAUs Commitment to the DoD AT&L Workforce Shaping a culture of engagement and career-long learning Training - 24 / 7 learning assets: in the classroom and in the workplace Continuous Learning - Helping you learn in the workplace: what you need to know, when you need to know it Performance Support - Supporting your organization Knowledge Sharing - Connecting you – the Engaged Learner - with the experts, resources and materials you need to do your job

14 Current Events ELO # 3.1 and 3.2

15 Honorable John J. Young, Jr. LtGen Henry Obering III Dr John Foulkes Vacant

16 DOD T&E Organization Air Force Material Command (AFMC) Air Force Operational Test and Evaluation Center (AFOTEC) N091 Dir, Systems Acquisition USD(AT&L) DDR&E JITC NOTE: Other Defense Components (e.g. DFAS, DLA, DISA, etc..) are also subject to rules and regulations governing T&E Dir, Sys & SW Engr. USD(C) PA&E Sec ArmyASA (ALT) C of S, Army Army T&E Executive TEMA Army Material Command (AMC) Army Test and Evaluation Command (ATEC) Sec Navy Marine Corps Systems Command (MARCORSYSCOM) Marine Corps Operational Test and Evaluation Activity (MCOTEA) Chief of Naval Ops Navy Systems Commands (SPAWAR) (NAVAIR) (NAVSEA) Operational Test and Evaluation Force (OPTEVFOR) ASN (RD&A) DISA ASD(NII)DOT&E Sec AF ASAF(AQ) C of S, AF AF/TE USCINCSOC SOAESOJ3 PEOs/PMs DTCOTCAEC Dir, Systems & Mission Integration Congress GAO Others Dir, Systems Engineering Test Resource Mgt Center Commandant, Marine Corps SecDef DepSecDef

17 David W. Duma Principal Deputy Director Missile Defense

18 Director, Systems & Software Engineering Kristen Baldwin (Acting) SES Deputy Director Enterprise Development Nic Torelli SES Deputy Director Developmental Test & Evaluation Chris DiPetto SES Deputy Director Software Engineering & System Assurance Bruce Amato (Acting) SES Deputy Director Assessments & Support Glyn James (Acting) SES CORE COMPETENCIES SE Policy SE Guidance SE in Defense Acquisition Guidebook Technical Planning Risk Management Reliability & Maintainability Contracting for SE SoS SE Guide SE Education and Training DAU SE Curriculum SPRDE Certification Reqt Special Initiatives Corrosion RTOC VE CORE COMPETENCIES DT&E Policy DT&E Guidance T&E in Defense Acquisition Guidebook TEMP Development Process DT&E Education and Training DAU DT&E Curriculum DT&E Certification Reqt Joint Testing, Capabilities & Infrastructure Targets Oversight Modeling & Simulation Acquisition System Safety CORE COMPETENCIES SWE and SA Policy Guidance SoS, SA Guides Education and Training DAU SW Acq Curriculum Continuous Learning Modules for SW, SoS, SA Software Engineering Acquisition Support Software Engineering Institute (SEI) Process Improvement CMMI DoD/National Software Investment Strategy Industrial Base capability CORE COMPETENCIES Support of ACAT I and other special interest programs (MDAP, MAIS) Assessment Methodology (Defense Acquisition Program Support – DAPS) T&E Oversight and Assessment of Operational Test Readiness (AOTR) SE/T&E Review of Defense Acquisition Executive Summary Assessments (DAES) Lean/6-Sigma Training/Cert Acquisition program excellence through sound systems and software engineering Systems & Software Engineering Organizational Core Competencies

19 DoD AT&L Workforce Career Fields (13)ARMYNAVY/USMCAIR FORCEOTHERTOTAL Auditing 2 3,4853,487 Business, Cost Estimating, & Financial Management 4,1711,7161, ,608 Contracting 10,0425,0187,3715,31427,745 Facilities Engineering 4413,477 93,927 Industrial/Contract Property Management Information Technology 2, , ,841 Life Cycle Logistics 6,3194,1541, ,330 Production, Quality, and Manufacturing 2,1932, ,4398,966 Program Management 4,4753,6243, ,774 Purchasing ,677 SPRDE - S & T Manager SPRDE - Systems Engineering 11,96416,6906, ,146 Test and Evaluation (5.6%) 2,1402,4462,598947,278 Unknown ,1321,644 Total 45,44340,65125,07517,073128,242

20 DoD AT&L Workforce Test & Evaluation Functional Area – Age T&E Workforce Component MIL CIV Air Force Army Navy th Estate

21 Less Guidance and Oversight: Performance Specs SOO Prime Contractor is the Integrator (LSI) More Guidance and Oversight: MILSPECS SOW Government is the Integrator SE Emphasis 2008 Auth. Bill Government Oversight Pendulum Government Oversight Pendulum

22 Bill Would Bar Contractors from Running Defense Programs Main Provisions from the 2008 Defense Authorization Bill Passed by the HASC – No more Lead System Integrators (LSIs) after 2011 – DoD directed to study its acquisition workforce and identify and fill gaps in skills needed to effectively manage programs – Current LSI managed programs not effected unless opened up to competitive bid

23 Current Programs Managed by Lead System Integrators Ground Based Midcourse Defense – Boeing Future Combat System – Boeing/SAIC Littoral Combat Ship – Lockheed Martin Coast Guard Deepwater Modernization – Lockheed Martin/Northrop Grumman

24 JCIDS Publications May 1, 2007 CJCSI F (JCIDS) CJCSM C (Documents) Key Performance Parameters – Force Protection & Survivability (Req) – Sustainment (Materiel Availability)(Req) – NR-KPP (Req) – System Training (Selectively Applied) – Energy Efficiency (Selectively Applied)

25 Key System Attribute (KSA) Those system attributes considered most critical or essential for an effective military capability but not selected as a KPP – KSAs provide decision makers with an additional level of capability prioritization below the KPP But with senior sponsor leadership control – Generally 4-star, Defense Agency Commander or Principal Staff Assistant

26 A View From the Top We tend to chase technology 90% of the work is in the first 10% of System Development The Dir, DOT&E wants DOT&E more involved with DT where he feels we have a lack of government oversight.

27 Defense Science Board Task Force on DT&E AT&L memo, April 30, 2007, request – Examine… OSD organization, roles & repsonsibilities for T&E oversight (compare DT&E to OT&E; changes?) Changes required to establish statutory authority for OSD DT&E oversight Recommend improvements in DT&E process to discover suitability problems early Mr Charles Adolph – Chair the Task Force – Mr Chris DiPetto (ODUSD (A&T) and Dr Ernest Seglie (ODOT&E), Executive Secretaries

28 Reliability Availability and Maintainability (RAM) Findings Acquisition Reform implementation had a detrimental impact on RAM practices – With some exceptions, the practice of reliability growth methodologies was discontinued during System Design and Development (SDD) and deferred until production – Relevant military specifications and standards were cancelled and not, in all cases, replaced with industry standards – The technical/managerial workforce was reduced in most government program offices and test organizations RAM shortfalls are frequently identified during DT, but program constraints (schedule and funding) often preclude incorporating fixes and delaying IOT&E In some instances, programs had such serious RAM concerns that they were precluded from proceeding to production until the problems could be corrected. Improved RAM decreases life cycle costs and reduces demand on the logistics system

29 Impact of Low Reliability on Life Cycle Cost (LCC) Recent Logistics Management Institute (LMI) and Army studies investigated relationship between reliability and Life Cycle Cost (LCC). Both studies concluded that reliability investment during design and development reduces support cost – LMI study concludes that: 30-60% reduction in support cost is achievable Reacting to lower reliability after IOC (vice during development) results in significant support cost increases OSD CAIG study shows that support costs are two-thirds or more of total system cost – DoD should address acquisition and LCC strategies concurrently Support cost bill payers should participate in requirements definition and trade studies during development Upfront Investment in Robust RAM Effort Emphasizing Reliability Growth Reduces Life Cycle Costs Upfront Investment in Robust RAM Effort Emphasizing Reliability Growth Reduces Life Cycle Costs

30 RAM Recommendations The single most important step necessary to correct high suitability failure rates is to ensure programs are formulated to execute a viable systems engineering strategy from the beginning, including a robust RAM program, as an integral part of design and development. No amount of testing will compensate for deficiencies in RAM program formulation. To this end, the following RAM-related actions are required as a minimum: Identify and define RAM requirements during the Joint Capabilities Integration Development System (JCIDS) process and incorporate them into the Request for Proposal (RFP) and as a mandatory contractual requirement During source selection, evaluate the bidders approaches to satisfying RAM requirements – Ensure flow-down of RAM requirements to subcontractors Make RAM, to include a robust reliability growth program, a mandatory contractual requirement and document progress as a part of every major program review Develop a military standard for consistent RAM development and testing that can be readily referenced in future DoD contracts Ensure an adequate cadre of experienced RAM personnel are part of the Service acquisition and engineering office staffs

31 Roles and Responsibilities of Government T&E Organizations Findings The aggregate lack of process guidance due to the elimination of specifications and standards, massive workforce reductions in acquisition and test personnel, and the high retirement rate of the most experienced technical and managerial personnel in government and industry has a major negative impact on DoD's ability to successfully execute increasingly complex acquisition programs. Major personnel reductions have strained the pool of experienced government test personnel A significant amount of developmental testing is currently performed without the needed degree of government involvement or oversight and in some cases, with limited government access to contractor data The current trend away from governmental involvement in DT makes operationally oriented testing in some areas during development even more difficult to accomplish

32 Roles and Responsibilities of Government T&E Organizations Recommendations As a minimum, government test organizations should retain a cadre of T&E personnel to perform the following functions: Participate in the translation of operational requirements into contract specifications, and in the source selection process, including RFP preparation Participate in developmental test and evaluation planning including TEMP preparation and approval Participate in the technical review process including SRR, PDR,CDR, TRR and FRR Participate in test conduct, data analysis, and evaluation and reporting, with emphasis on analysis and reporting Capture and re-apply best practices and lessons learned

33 Integrated Test and Evaluation Findings Service acquisition programs are incorporating integrated testing to a limited degree through varying approaches – Army has integrated DT and OT organizations into one command – Navy utilizes a full-spectrum RDT&E approach to conducting Test & Evaluation – Air Force employs Combined Test Force concept which consolidates test execution Additional emphasis on integrated testing can result in greater T&E process efficiency and program cost reductions

34 Integrated Test and Evaluation Recommendations Implement OSD policy change mandating integrated DT&E and OT&E planning and execution throughout the program – Require sharing and access to all appropriate system-level and selected component-level test and model data by government DT and OT organizations as well as the prime contractor, where appropriate – Incorporate data access requirements in contract – Integrate test events, where practical, to satisfy OT and DT requirements – Define which testing will be accomplished by the prime contractor, government DT lead, and OT as the lead agency prior to award of contract – Require an operational evaluation framework as a part of the Milestone B TEMP Make available a cadre of operational personnel to support DT for Acquisition Category (ACAT I) and special interest programs, as a minimum Better integrate Operational Test Agencies (OTAs) into the DR process to include participation on Joint Reliability Maintainability Evaluation Team (JRMET) or Corrective Action Review Board throughout DT

35 Operational Test Readiness Review (OTRR) Findings DoDI requires that the Service Acquisition Executive (SAE) shall evaluate and determine materiel system readiness for IOT&E" – For all Services, the OTRR process is an in-depth review of readiness – Decision authority is frequently delegated to the Program Executive Officer (PEO) Shortcomings in system performance, suitability, and RAM are usually identified during the OTRR In most cases, the operational test readiness certifying authority is aware of the risk of not meeting OT criteria when major shortcomings exist Because of the funding constraints, the low priority given to sustainment, as well as the urgency in recent years to get new capabilities to the Warfighter, major suitability shortcomings have rarely delayed the commencement of dedicated IOT&E

36 OTRR Recommendations Conduct periodic operational assessments to evaluate progress potential for achieving pre-determined entrance criteria for operational test events Conduct an independent AOTR prior to the OTRR (included in latest draft DODI ) for oversight programs – Results of the AOTR should be briefed at the OTRR Include a detailed RAM template in preparation for the OTRR CAE submit a report to OSD that provides the rationale for the readiness decision – Include an evaluation of weapon systems capabilities against Critical Operational Issues (COIs) – Certify that the DT evaluation is complete and indicates acceptable risk of passing OT – Include an explanation for recommending go-ahead when there is a reasonable expectation that the system is not effective and/or suitable DT&E Task Force Strongly Endorses Recent AT&L/DOT&E Initiative to Strengthen OSD OTRR Process DT&E Task Force Strongly Endorses Recent AT&L/DOT&E Initiative to Strengthen OSD OTRR Process

37 OSD DT&E Organization Recommendations The most important change required for improved OSD DT oversight is to is to reestablish a recognizable, focused, integrated, and robust DT organization within AT&L Consolidate DT-related functions in AT&L * – Program oversight and policy, and Foreign Comparative Test – Have Director, DT&E directly report to DUSD(A&T) – Restore TEMP approval authority to Director, DT&E Integrate Test Resource Management Center (TRMC) activities early into DT program planning *Three Task Force members out of fourteen voted against consolidation

38 DUSD(A&T) and DOT&E memo signed February 15, 2008 requests CAE support to establish a working group to implement recommendations to improve RAM on DoD weapon systems during system development Specific Tasks: Ensure execution of a viable SE strategy, including RAM growth program, as an integral part of design and development Ensure government orgs reconstitute cadre of experienced T&E and RAM personnel Implement mandated Integrated DT and OT, ensure access to all appropriate data (contractor and government) and conduct T&E in an operationally representative environment as early as possible Reliability Improvement Working Group

39 The entire DSB report is available at: dsb/reports/ DTE.pdf

40 Continuous Process Improvement (CPI) Establishment of AT&L Continuous Process Improvement (CPI) Program – To help optimize our organizational performance To establish a basic understanding of various CPI principles and roles, all AT&L personnel had to complete CLE 015 (CPI Continuous Learning Module) before March 30, 2007.

41 Prototyping & Competition Many programs initiated with inadequate technology maturity – Program decisions based on paper proposals There is a need for & benefits of quality prototyping – Issues need to be discovered before SD&D phase Acquisition strategies requiring AT&L approval must be formulated to include competitive, technically mature prototyping through Milestone B

42 Resources OSD SSE: OSD SE Pubs: ASSIST: NAVAIR Tech Reviews: Army LSS: USAF SE:

43 Resources (cont) DAU: DAU SE: https://acc.dau.mil/sehttps://acc.dau.mil/se DAG Chapter 4: https://akss.dau.mil/dag/Guidebook/IG_c4.0.asp https://akss.dau.mil/dag/Guidebook/IG_c4.0.asp DAU Cont Learning: DAU Training: AMRDEC:

44 Questions? Wallace J. Wally Tubell Professor of Engineering DAU South


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