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SoS Process, Acquisition, Management Critical Success Factors Workshop

Workshop Guidelines. Product: briefing, preferably with notesTopics should include:Most critical success factors in each areaCurrent best practices for addressing themAreas for further researchRated 0-10 on value and difficulty of research. SoS Process Critical Success Factors: Technical. TechnicalComplexity management

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SoS Process, Acquisition, Management Critical Success Factors Workshop

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    1. SoS Process, Acquisition, Management Critical Success Factors Workshop Jo Ann Lane, jolane@usc.edu Richard Turner, turner@software.org USC Center for Systems & Software Engineering http://csse.usc.edu October 26, 2006

    2. Workshop Guidelines Product: briefing, preferably with notes Topics should include: Most critical success factors in each area Current best practices for addressing them Areas for further research Rated 0-10 on value and difficulty of research

    3. SoS Process Critical Success Factors: Technical Technical Complexity management – including adequate and appropriate recording for ver/val methods Scope as a variable and negotiable Identify “good enough” early Design for graceful degradation (architecture...move) Plan and budget for evolution Engineering processes that focus on capabilities/outcomes rather than requirements (research opportunity) Avoidance of “False precision” - honesty about variance Ensure that decisions support SoS, not just component system Effective/efficient baseline management of SoS

    4. SoS Process Critical Success Factors: Technical (continued) Technical Limit negative impact of changes to baselines out of locus of control (architecture) Standards, guidelines, conventions – prevent lack of compatability Budget and Plan for Continuous integration and degrees of continuous V&V Proactive future interface management (goes along with requirements management) C3ISR approach Recon at boundaries Awareness of environmental changes Technical ISR of competition

    5. SoS Process Critical Success Factors: Management Management Plan for evolution Deliver capability quickly (plan for) Continuous course correction Steering verses plan-and-track leadership style Managing velocity and acceleration of technical work Rather than position (tracks instead of dots) Identify “good enough” early Avoidance of “False precision” - honesty about variance Continuously “Right size” governance model Effective/efficient baseline management of SoS How to identify impact of proposed changes Understanding business process re-engineering Initial and revised/future

    6. SoS Process Critical Success Factors: Management (continued) Management Ability to plan for unintended consequences How to handle contingency Add margin/empty spiral development cycles Accept that not everything can be pre-planned and not fill schedule with known-knowns Business ISR of competition Metrics and measurement processes that support SoS objectives Avoid too much detail or sub-optimization Progress measured by operational capabilities Managing compound risks Compound risk management and mitigation A “Risk of Risks”

    7. SoS Process Critical Success Factors: People/Organizational People SoS Stakeholder processes that Actively Balance Stakeholders Maintain Stakeholder Involvement and Consensus Identify, establish, and involve community Identify the right stakeholders for each decision How to do without CRACK representatives from all systems and stakeholders (use surrogate ones?) Processes that still operate with lacking or inadequate levels of representation Communicating and coordinating up and down supplier chain (robust and speedy) Incentive structures

    8. SoS Process Critical Success Factors: Acquisition and Point of View Acquisition Continuously “Right size” governance model Scope as a variable and negotiable Plan for evolution Appropriate contracting vehicles Point of View Need to differentiate issues/process needs between a system of systems and addressing a collection of component systems In SoS context, software properties may need to be recognized as more important than the hardware components Acknowledge that process is a learning process (goes with scoping, governance models)

    9. Best Practices Technical Architecture reviews of trade space results WinWin to prioritize requirements Spiral incremental commitment model to plan and budget for evolution [Two types of evolution(forseeable evolution, unanticipated changes)] GQM or PSM Baseline management automation Continuous Integration

    10. Best Practices (continued) Management Incremental Planning Independent expert reviews Add margin/empty spiral development cycles C3ISR approach Recon at boundaries Awareness of environmental changes ISR of competition Test Driven Development / Scenario Based Testing Risk identification templates People IPPD Use surrogate representatives Intranet portal technology Collaboration tools Incentive templates Acquisition Re-evaluation at the end of each “increment” (include in retrospective)

    11. SoS Process Critical Success Factors: Areas for further research Engineering processes that focus on capabilities/outcomes rather than requirements How to fix acquisition process – current process not used right Risk identification templates that can succeed in a SoS context How to do without CRACK representatives from all systems and stakeholders Meta analysis of acquisition literature Methods for managing steering based approach Incentive structures Rapid change management techniques (acquisition and technical POV) Tools for impact analysis Fault tree /FEMA analysis to determine probability of success for complex programs Modelling and simulation for SoS programs Cost and schedule estimation tools Identification and evaluation in complex SoS of best practices in this environment

    12. Research Priorities

    13. Backup Charts/Additional Information

    14. Success-Related Factors from Presentations Boehm: Challenges of SoS Complexity Dynamism Emergence Build-to-spec processes, contracts infeasible Dalrymple: Success Critical Factors for SoS Baseline Management (processes) Organizational Efficiency Concurrency Management (processes) Feasibility Assessment Latimer: Need case studies to support theory and process dev.

    15. Success-Related Factors from Presentations (continued) Nielsen: SoS Issues Constituents (a.k.a. stakeholders) Purpose Control Requirements Ownership Boundaries Visibility Pyster: Critical Success Factors Team organization (integrated single team) Communications Standards Compliance Simulation and Layered Architectures

    16. Success-Related Factors from Presentations (continued) Royce: Critical Success Factors (four patterns of success) Scope management Process management Progress management Quality management Turner: Taglines “Pay me now or pay me later” “What’s my line?” “Who’s on first?” “Truth or Consequences?” “What, me worry?”

    17. Definitions SoS Process Risk management Identify risks process is different? Mitigation Needs to deal with emergent stuff SOS process needs to look like process we preach; ability to change is important Don't know requirements of emergent systems Acquisition Management

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