1. © 2007 Carnegie Mellon University Managing the Engineering of Systems Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 Brian P. Gallagher, Director Acquisition Support 29 October, 2007

2. 2 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Contents Engineering Management Software Engineering is Systems Engineering Software Engineering is Different Back to Basics: Principles of Effective Engineering Management Three Important Things Conclusion

3. 3 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Engineering Management Managing complex engineering projects requires: Ability to manage customers Ability to understand technical complexities Ability to understand team complexities Ability to inspire and lead Ability to negotiate Ability to deliver Ability to plan, re-plan, re-start, and close-out Situational awareness Luck

4. 4 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Knowledge Evolves: Acquirer’s View Stakeholders Evaluate Incremental Progress Stakeholders MS B Execute Acquisition Strategy Evaluate Incremental Progress Execute Refined Acquisition Strategy Improve Process Refine Acquisition Strategy Develop Acquisition Strategy Acq. Strategy v1.0 Acq. Strategy v2.0 Tech Devel Strat AoA Plan

5. 5 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Evolutionary Approaches Simultaneous Definition and Tradeoffs Marketplace, Re-use System Context Architecture & Design Traditional Approach (Waterfall Development) System Context Architecture & Design Implementation Knowledge Evolves: Developer’s View Known RqmntsBuy, Re-use, Build, Integrate, Refresh COTS products NDI Strongly influenced by products and standards requirements cost schedule business processes operational procedures, etc.

6. Complex Operational Environments

7. Require Complex System Solutions Manned Ground Vehicles (MGV) Non-Line of Sight Cannon (NLOS-C) XM1203 Non-Line of Sight Mortar (NLOS-M) XM1204 Medical Vehicle Treatment (MV-T) XM1208 FCS Recovery and Maintenance Vehicle (FRMV) XM1205 Unmanned Aerial Systems (UAS) Class I UAV (XM156) Class IV UAV (MQ-8B) Unattended Ground Systems (UGS) Tactical and Urban Unattended Ground Sensors Unmanned Ground Vehicles (UGV) Small UGV (SUGV) Armed Robotic Vehicle – Assault (Light) (ARV-A-L) MULE-C MULE-T Mounted Combat System (MCS) XM1202 Infantry Carrier Vehicle (ICV) XM1206 U-UGS (AN/GSR-10 (T)) Medical Vehicle Evacuation (MV-E) XM1207 Non-Line of Sight Launch System (NLOS-LS) XM501 Multifunction Utility/ Logistics and Equipment Countermine and Transport Reconnaissance And Surveillance Vehicle (RSV) XM1201 Command and Control Vehicle (C2V) XM1209 Common Chassis 17 Jul 07 APS Common Chassis Centralized Controller U-UGS (AN/GSR-9 (U))

8. Voyages of Discovery, not Well-Defined Programs

9. 9 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Software Engineering is Systems Engineering

10. 10 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University What is a System? … a collection of different things which together produce results unachievable by the elements alone The Art of System Architecting, 2 nd edition, Maier and Rechtin … an integrated composite of people, products, and processes that provide a capability to satisfy a stated need or objective Systems Engineering Fundamentals, Defense Acquisition University Press … a set of complementary, interacting parts with properties, capabilities and behaviors emerging both from the parts and from their interactions Hitchins, Derek, http://www.hitchins.co.uk/WCES.html

11. 11 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Systems Engineering is … …an interdisciplinary, collaborative approach that derives, evolves, and verifies a life-cycle balanced system solution which satisfies customer expectations and meets public acceptability (Reference: IEEE P1220)

12. 12 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Software Engineering is … …the design, development, and documentation of software by applying technologies and practices from computer science, project management, engineering, application domains, interface design, digital asset management and other fields (Reference: Wikipedia)

13. 13 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Systems Engineering: “I want” to “I got” Systems Engineering Operational Need

14. 14 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Software Engineering: “I want” to “I got” Software Engineering Operational Need

15. 15 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Effective Engineering Managers Employ Software-Aware Systems Engineering: “I want” to “I got” Software-Aware Systems Engineering Operational Need

16. 16 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Software as a “Product”; Software Engineering as a “Discipline” Software ProductsSoftware Engineering Software-Aware Systems Engineering

17. 17 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Software is Different

18. 18 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Realities of Software The flowchart might correspond to a 100 LOC module with a single loop that may be executed no more than 20 times. There are approximately 10 14 possible paths that may be executed! For any but the smallest programs, complete path coverage for defect detection is impractical. Adapted from Pressman, R.S., Software Engineering: A Practitioner’s Approach, Third Edition, McGraw Hil, 1992

19. 19 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Challenges of Software Typical Industry Software Quality at Delivery A 1,000 line-of-code (1 KLOC) program listing has about 20 pages of executable code For industrial software, typical shipped quality levels are 5 to 10 defects per KLOC or 1 defect in 2 – 4 pages A 1 million line-of-code (1 MLOC) printed listing stands roughly 5’7” and contains between 5,000 to 10,000 defects when shipped For DoD acquisition programs, these realities are often ignored resulting in unrealistic schedules and unplanned test/fix cycles inserted to grow the reliability of low quality software.

20. 20 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University What Does 17M ESLOC Look Like?

21. 21 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University How do we Grow the Reliability? Do we expect between 85,000 and 170,000 defects to still be present after FQT? Do we plan to discover, fix, re-test or do we plan to “prove functionality” (Green Light Integration and Test)? Do systems engineers without a foundation in software engineering understand this unique aspect of the complexities of software-intensive systems and latent defects that will be present? What are the consequences?

22. 22 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University V-22 Osprey A V-22 Osprey crashed on December 11, 2000. Four marines were killed. The problem was traced to a software defect. V-22 software had been exhaustively tested.

23. 23 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Software is Challenging The complexities, the interactions, the flexibility, and our inability to grasp how difficult building software-intensive systems places us at a cross- roads New techniques are needed but are years away We refuse to accept this and grasp at “Silver Bullets”

24. 24 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Back to Basics: Principles of Effective Management

25. 25 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University The Buzzword Quagmire and Quest for the “Silver Bullet” Evolutionary Acquisition Capability-Based Acquisition Interoperability CMMI Service-Based Acquisition Systems Engineering Revitalization Acquisition Reform Net-Centric Warfare Open Systems Total System Performance Responsibility Insight versus Oversight Architecture-based Development Agile Acquisition Lean Acquisition Lean Six Sigma Service-Oriented Architecture Time-Certain Development Team Software Process Incremental Commitment Model Extreme Programming Open Architecture DoDAF FEAF ATAM Win-Win Spiral Earned-Value

26. 26 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University How to make sense? Principle-Based Decisions “Principle” Defined: The collectivity of moral or ethical standards or judgments: a decision based on principle rather than expediency. Decisions to pursue a given management approach should be grounded on underlying principles designed to increase the effectiveness of acquiring, developing, and deploying systems to the end user The following describes the Seven Principles of Effective Engineering Management

27. 27 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Seven Principles of Effective Engineering Management

28. 28 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University The Core Principle: Open Communication Encouraging free flowing information at and between all stakeholders. Enabling formal, informal, and impromptu communication. Using consensus-based processes that value the individual voice (bringing unique knowledge and insight to evolving mission capabilities).

29. 29 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University The Three Sustaining Principles Team Risk Management Continuous Process Improvement Continuous Product Improvement

30. 30 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Team Risk Management Evolving the warfighter’s capabilities by continuously mitigating operational, development, and acquisition risks. All stakeholders participating in managing the project by managing the risks.

31. 31 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Continuous Process Improvement Maturing the acquisition, development, and operational processes to meet the warfighter’s objectives. Employing a common process improvement framework and language to align and enhance process capability.

32. 32 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Continuous Product Improvement Enhancing the warfighter’s mission through evolutionary delivery of enhanced capabilities. Delivering an initial capability on the first promise date, with the demonstrated capability to deliver improved or updated capability on a regular, dependable schedule.

33. 33 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University The Three Defining Principles Forward-Looking View Global Perspective Shared Product Vision

34. 34 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Forward-Looking View Seeing a common tomorrow against which all stakeholders can measure potential breakthroughs and risks. Managing project resources and activities while anticipating uncertainties.

35. 35 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Global Perspective Sharing a single mental model of project success that crosses all boundaries between acquirer, developer, and operator. Viewing enhancements within the context of the operational mission. Recognizing both the potential value of opportunity and the potential impact of adverse effects.

36. 36 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Shared Product Vision Developing and sustaining a common conception of the product being built - one that can be stated simply and briefly, and is founded on common purpose, shared ownership, and collective commitment among the stakeholders. Focusing on results.

37. 37 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Three Important Things: Scope, Focus, Deliver!

38. 38 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Three Important Things Scope the problem – “What” Focus the team – “How” Deliver value – “When and Where” Everything else is just noise!

39. RUP/ICM Anchor Points Enable Concurrent Engineering Scope Focus Deliver

40. 40 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Conclusions Management of engineering project has become more complex as demand grows and technology tries to keep up Software and Systems Engineering employ defined processes to get from “I want” to “I got” Managers need to ensure their early Systems Engineering efforts are informed by Software Engineering issues (Software-Aware Systems Engineering) Software has some unique properties including logical complexities that lead to an inherently defect laden product Software and Systems Engineering professionals need to be wary of “Buzzwords” and “Silver Bullets” All effort should help Scope the problem, Focus the team, and Deliver value

41. 41 SEI Presentation (Basic) Author, Date © 2007 Carnegie Mellon University Contact Information Brian Gallagher Director, Acquisition Support Program Software Engineering Institute 4500 Fifth Ave. Pittsburgh, PA 15213-3890 (412) 268-7157 bg@sei.cmu.edu Air Force John Foreman, jtf@sei.cmu.edu Army Cecilia Albert, cca@sei.cmu.edu Navy Rick Barbour, reb@sei.cmu.edu Intelligence Community Rita Creel, rc@sei.cmu.edu Civil Agencies Steve Palmquist, msp@sei.cmu.edu http://www.sei.cmu.edu/programs/acquisition-support