Overcoming the Challenges of Systems Engineering at NGA INCOSE Washington Metro Area Meeting 8 March 2005 Dr. Thomas Holzer Technical Executive Acquisition Engineering Office

Our Mission NGA provides geospatial intelligence – imagery, imagery intelligence, and geospatial data and information – for planning, decision-making and action in support of national security.

Background NGA is a Combat and Intelligence Support Agency We serve many masters Secretary of Defense Director of National Intelligence Director of Central Intelligence Acquisition workforce does not come from an acquisition culture A lot of challenges being successfully overcome NGA has been improving SE and Acquisition Management overall since Jan 2000

Disclaimer NGA continues to accomplish great things despite the challenges of doing systems engineering in a non-acquisition management culture. This presentation is not a critique of NGA’s systems engineering capabilities This presentation is a review of how NGA is overcoming the challenges in a complex environment

Challenges (The Short List) Doing systems engineering in a non-acquisition management environment People don’t understand SE and don’t care People want to understand, but don’t know why People don’t want to be constrained by processes “It takes too long” People want to understand and try Delivering quality capabilities quickly Complexities from an SE viewpoint are overlooked or understated Meeting acquisition improvement objectives Mr. Wynne’s (USD/AT&L) SE Revitalization General Clapper’s improved acquisition management

Topics- Path to Maturing SE in NGA Technology, Tools, & Training Organizations and People Processes Practices Robust & Agile Systems Engineering

Delivering the Future NOW Staff Officer FIA Joint Management Office DD Chief of Staff Director (D) Component Acquisition Executive Dr. Art Decker Deputy Director (DD) Dr. Keith E. Littlefield Acquisition Contracts Office (AC) Director Sr. Procurement Executive Deputy Director Staff Officer / Tasking Office Staff Officer / Outreach Coordinator Staff Officer / Comp Tech Support Engineering Office (AE) Systems Office (AS) LINE OFFICES STAFF OFFICES Technical Executive (TX) Business Executive (BX) Staff Officer Facilities / Space Engineer Staff Officer / HR Staff Military Executive (MX) Administrative Executive (AX) Assistant Chief of Staff Special Assistant Business Office (AB) NRO NGA Support Team for Analysis & Production Delivering the Future NOW Current as of 17 December 2004

Previous Acquisition Engineering Office Legend Line divisions Functions Projects Challenged in applying complete SE skills to specific transformation activities

Realignment Goals & Approach Create an environment that encourages & promotes effective collaboration both internal to NGA/A and externally Provide systems and forums to improve the quality of decisions Provide continuous feedback to improve individual and organization performance in meeting D/NGA priorities

Realigned Acquisition Engineering Office Chief SE & Associate Chief Engineers (ACE): Programs and Projects Plan and lead Ensure alignment Address cross ACE issues Stakeholder coordination Single point of contact Common business rhythm Platform-based ACEs Converge into NSG architecture Persistence ACE includes all space-based programs Technical Executive Chief Systems Engineer RTM ACE FIA ACE Contract Management KPE ACE CML ACE IC MAP PO GKB ACE A/B ACE RTM- Requirements Tasking Marketplace KPR- Knowledge Production Environment GKB- GEOINT Knowledge Base WSE- Web-based Secure Environment MCS- Mission Corporate Support DHS JPO WSE ACE SAP ACE MCS ACE P/S ACE Planning and Requirements and Architecture System Analysis Customer Interface Engineering Integrity Functional Line Divisions: Staff Train and equip Matrix support to AEE Execute core processes Process improvement Program Requirements Interfaces IV&V Planning Validation Modeling & Customer Security Engineering Readiness Simulation Interface Performance BPR/ Requirements Analysis Configuration Analysis CONOPS Management Legend Line divisions Functions Projects Data Architecture & Engineering Master Schedule Function re-alignments Enterprise Risk Mgmt

Realigned Acquisition Engineering Office Chief SE & Associate Chief Engineers (ACE): Programs and Projects Plan and lead Ensure alignment Address cross ACE issues Stakeholder coordination Single point of contact Common business rhythm Platform-based ACEs Converge into NSG architecture Persistence ACE includes all space-based programs Technical Executive Chief Systems Engineer RTM ACE FIA ACE Contract Management KPE ACE CML ACE IC MAP PO GKB ACE A/B ACE RTM- Requirements Tasking Marketplace KPR- Knowledge Production Environment GKB- GEOINT Knowledge Base WSE- Web-based Secure Environment MCS- Mission Corporate Support DHS JPO WSE ACE SAP ACE MCS ACE P/S ACE Planning and Requirements and Architecture System Analysis Customer Interface Engineering Integrity Functional Line Divisions: Staff Train and equip Matrix support to AEE Execute core processes Process improvement Program Requirements Interfaces IV&V Planning Validation Modeling & Customer Security Engineering Readiness Simulation Interface Performance BPR/ Requirements Analysis Configuration Analysis CONOPS Management Legend Line divisions Functions Projects Data Architecture & Engineering Master Schedule Function re-alignments Enterprise Risk Mgmt

Organization and People Maturing SE competencies Strong training program Infusion of external SE and Acquisition Management expertise Support from external SE & SI support Enterprise Engineering Contract (SE) GeoScout Contract (SI) MITRE Apply standard processes

Tools Acquisition Management Professional Advisory Board Defines, guides and sponsors professional development Band-level expectations Career progression Education roadmap Performance standards Training programs

Training Growing SE Capabilities Systems Engineering Graduate Certificate Program ½ Master Degree through The George Washington Univ and University of Missouri-Rolla 2 year program; 6 courses; 1 course/semester; on-site 76 graduates since Jan 01 54* students currently enrolled Systems Engineering Masters Completion Program Completes academic requirements for MSSE 18 students to graduate Apr 05 Continuing Education (Long-term Full Time Training) 3 Doctor of Science Engineering Management 3 Masters in Systems Engineering * Includes 14 NGA contractors & 9 mission partners

Training Growing SE Capabilities (con’t) Defense Acquisition Workforce Improvement Act Certification (System Planning, Research, Development and Engineering; Program Management, Test & Evaluation, Logistics, others) Competency improvement Leadership Development Program “Prepare participants as potential, future leaders with the knowledge and skills that are required and desirable in moving forward and upward in career pursuits” Mid & Senior levels (GS13-15/Bands 4-5) Shadowing and Mentoring Programs Long Term Full Time Training Ad-hoc Training On-the-Job Training

Technology Information Management Integrated Data Environments Enterprise Engineering contractor maintained One-Stop source for SE activities information GeoScout contractor maintains companion Process Asset Library One-stop shop for all process materials Located on EE IDEs On-Line Tools EVM Program Managers Dashboard Others

Processes and Practices Process Improvement Initiative Keystone to SE integrity Objective: “To deliver products and services of consistent, high quality to the customer” Documented, repeatable processes that achieve predictable results

Processes and Practices Process Improvement Initiative Based on Federal Aviation Administration Integrated Capability Maturity Model, Ver. 2 Enterprise-wide improvement of life-cycle, management & support processes, based on capability levels from the acquisition agent point of view Initiated Jan 2000 in Acquisition Directorate Achieve Level 2 in 10 critical process areas Conducted external appraisal in Oct 2003 Achieved Level 3 in 8 of 10 process areas

Processes and Practices Process Migration 2003 - 2009 Processes and Practices Process Migration Configuration Mgmt Contract Management Outsourcing Project Management Quality Assurance Readiness** Risk Management System Evaluation Transition Alternatives Architecture Design Information Mgmt Integrated Teaming Integration Measurement Needs Peer Review Process Definition Process Improvements Requirements Strategic Planning System Security* Tech Insertion Training 2000 - 2003 Contract Management (3) Configuration Mgmt (3) Needs (3) Outsourcing (3) Project Management (2)* Quality Assurance (1)* Readiness** Requirements (3) Risk Management (3) System Evaluation (3) Transition (3) in Acquisition Directorate Take to Level 4 Implement at Level 3 across NGA*** Process (Appraised Level) * Process not sufficiently institutionalized for Level 3 ** Process not in FAA-iCMM *** Where it makes good business sense

Integrated Process Architecture Life Cycle Processes From All Risk Management To All Management Processes Support Processes Additional Processes Project Management Pre Award & Contracting System Security Enterprise Needs & Requirements Strategic Planning From All Enterprise Architecture Alternative Modeling & Simulation Training Integrated Process Architecture Technology Insertion Integration To All Process Definition Information Management Configuration Management CM, TX Readiness Test & Evaluation Process Improvement Transition To All Peer Review Quality Assurance PM Measurement Draft 6/4/04

SE Processes, Policy and Standards Tier 1: Process Improvement Processes and Policy Process application policy Defines Architecture, Base and General Processes, Process Interfaces and policy (4-10 pgs/process) Tier 2: Process Area Procedures May be tailored (10-50 pgs) Specific standards and references identified Tier 3: Detailed Guidebooks Division/Project/Segment Specific (50+ pgs) Tier 4: Training Materials Process/Division/Project Specific Project Drafts, Tailors & Implements Processes Tiers 2-4 SEPG Approval Tier 1 NCCB All materials maintained in Process Asset Library

Much longer story needing much more time Process Application Overlays ‘expanded’ Mil-Std 499B SE model Mandatory for all program offices (PO) Implemented as processes completed Training provided by process teams Process ‘artifacts’ expected by acquisition leadership Processes not put on contracts, but Contractors need to help fulfill PO’s responsibilities Most/all contractors have supporting processes Being expanded across agency Much longer story needing much more time

Lessons Learned An active Senior Sponsor is essential Manage process improvement like a program Program Plan Managed schedule and resources Phased implementation Get stakeholder buy-in from the start Process Owner Process Working Group members Doubters as strongest advocates

Lessons Learned Pick a process model and stick with it A priori evaluation criteria Keep it simple Develop hierarchical process documentation Incentivize & recognize change Public forums Impromptu Marketing, marketing, marketing Sponsor e-mails News articles Posters

Point of Contact Thomas Holzer, D.Sc. 703-755-5685 Thomas.H.Holzer@nga.mil