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

2. 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.

3. 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

4. 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

5. 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

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

8. 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

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

10. 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

11. 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

12. 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

13. 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

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

16. 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

17. 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

18. 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

19. 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

20. 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

21. Processes and Practices Process Migration
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
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

22. 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

23. 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

24. 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

25. 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

26. 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 s
News articles
Posters

27. Point of Contact Thomas Holzer, D.Sc. 703-755-5685