Towards a Work Breakdown Structure for Net Centric System of Systems Engineering and Management

1. Towards a Work Breakdown Structure for Net Centric System of Systems Engineering and Management 20th International Forum on COCOCMO General Session October 2005 Gan Wanggan.wang@baesystems.com Ricardo Valerdirvalerdi@mit.edu Jo Ann Lanejolane@usc.edu Barry Boehmboehm@cse.usc.edu

2. Outline • Background, motivation, goals and scope • Relevant needs and trends in SoS system engineering and management • Development objectives • Basic foundations for the SoS WBS • Product-oriented structure • Scalable Spiral Model • Three-team construct • Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View • Anticipated benefits and conclusions

3. Background • Systems engineering needs and trends • Increasing focus on capability-based acquisition • Increasing focus on user/value • Increasing complex systems of systems • Disproportional increase in complexity and interdependency • Disproportional increase in needs for interoperability • Increasing COTS, Open Source, reuse, and legacy integration • New challenges in systems engineering and program management • Evolutionary, rather than revolutionary • Capability, rather than functionality • Lifecycle perspective, rather than acquisition focused • Heterogeneous, rather than homogeneous • Negotiation, rather than mandate

4. Motivation for Net Centric SoS WBS • No standard or commonly-accepted WBS above system level • Traditional program/project management focuses on system and performance • Build-to-spec, requirement-driven, waterfall-ish • Existing WBS constructs are system development focused – difficult to scale upward • Development/acquisition centric, little attention to O&M • Interpretabilities and independencies disregarded • Enterprise context absent • Time to step back and rethink • Systematic • Holistic • Mission and capability focused New Perspective Required for Net Centric SoS/FoS

5. Motivation (cont.) • Tool needed for integrated systems engineering and program management in net centric SoS programs • Facilitates the unification of SoS SE and PM • Emerging systems engineering method: Capability Planning • Basis for cost estimating • A step into continuing understanding of net centric SoS systems engineering and management • What is common, what is different? • New scopes and emphases • Beyond traditional systems engineering considerations • Emerging behaviors and risk from evolutional process • What is/belongs, what is/does not? • What works, what does not?

6. Net Centric SoS WBS Goals • Provide • Standardized, yet flexible, prototypical WBS for net centric SoS engineering and management programs – a standard template to develop program-specific WBS • Reference model for SoS program management, systems engineering and cost estimating • Full SoS life cycle “cradle-to-grave” perspective and support • Systematic and holistic approach • Basic analysis framework for decision making • Clear, consistent and commonly accepted terminology definition • Tailorable and adaptable model

7. Goals (cont.) • Integrate community-accepted best practices • General systems engineering and program management lifecycle • System-level WBS • Program and practice examples • Existing international standards • ISO/IEC 15288: Systems Engineering – System Life Cycle Processes • DoD 5000.2: Operation of the Defense Acquisition System • ANSI/EIA 632 Processes for Engineering a System • MIL-HDBK-881: Work Breakdown Structure • Leverage leading development in net centric SoS systems engineering and processes, e.g., • Spiral development model • Capability-based acquisition • Capability planning and investment analysis practices

8. Net Centric SoS WBS Scope • Target SoS/FoS type programs • With the charter to evolve mission capabilities of a SoS/FoS • Prototypical program lifecycle perspective • Consider • Program management and the supporting enterprise functions • Systems engineering and integration products • Development and O&M environments • Governance model • Capture three basic components of the SoS engineering and management practices • Systems • Components and relationships • Infrastructure • Processes • Program management • Systems engineering & integration • Technology development • Operations and support • People • Management and acquisition authorities • Teams • Stakeholder community

9. Outline • Background, motivation, goals and scope • Relevant needs and trends in SoS system engineering and management • Development objectives • Basic foundations for the SoS WBS • Product-oriented structure • Scalable Spiral Model • Three-team construct • Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View • Anticipated benefits and conclusions

10. Basic Foundations of SoS WBS • Product-oriented Work Breakdown Structure • “Product”: physical entity, organization, function/service • Processes and activities associated with products • Scalable Spiral Process Model • Risk-driven OODA loops • Three-team execution model • Plan-driven team • IV&V team • Agile Rebaselining Team

11. Emerging Scalable Spiral Process • Observe new/updated objectives, constraints, alternatives • Usage monitoring • Competition, technology, marketplace ISR • Orient with respect to stakeholders priorities, feasibility, risks • Risk/Opportunity analysis • Business case/mission analysis • Prototypes, models, simulations Operate as current system Accept new system • Decide on next-cycle capabilities, architecture upgrades, plans • Stable specifications, COTS upgrades • Development, integration, V&V, risk management plans • Feasibility rationale • Act on plans, specifications • Keep development stabilized • Change impact analysis, preparation for next cycle (mini-OODA loop) Life Cycle Architecture Milestone for Cycle Source: USC-CSE

12. Three-Team Execution Model • Emerging technologies • New threats • Operational environment changes • … Environment Change Factors • Plan-Driven Team • IV&V Team • Agile Rebaselining Team Agile Team Spiral Charlie Requirements KPPs Architecture Baseline • Requirement creeps • Emerging applications • Unforeseen complexities • … Internal Change Factors Agile Team Spiral Bravo Requirements KPPs Architecture Baseline Plan-Driven Team IV&V Team Spiral Alpha Requirements KPPs Architecture Baseline Time SoS Evolutionary Spirals

13. Outline • Background, motivation, goals and scope • Relevant needs and trends in SoS system engineering and management • Development objectives • Basic foundations for the SoS WBS • Product-oriented structure • Scalable Spiral Model • Three-team construct • Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View • Anticipated benefits and conclusions

14. SoS Program WBS The SoS Program Level 0 The SoS in Operation Spiral Alpha Spiral Bravo Spiral Charlie Program Office Level 1 Development IV&V Team Plan-Driven Team Agile Team Agile Team

15. The SoS Program WBS (cont.) • The SoS in Operation: consists of legacy systems, current operational organizations, “as-is” doctrine and CONOPS • Important in understanding the baseline “as-is” architecture and business case analysis • Spiral Alpha: current development increment executed by the Plan-Driven Team, with relative stable capability objectives, requirements, architecture baseline, and clear deliverables • Spiral Bravo: next development increment in planning by the Agile Rebaselining Team; new baseline based on near- to mid-term capabilities needs, priorities and new technologies in test labs • Spiral Charlie: future development increment in planning by the Agile Rebaselining Team; new baseline based on future capability needs, priorities and emerging technologies • Program Office: the supporting enterprise with a mission and resources to accomplish the mission • Three teams under it • Enterprise-level/(DoD) DOTMLPF support

16. More Detail Discussions in COSOSIMO Workshop…

17. Outline • Background, motivation, goals and scope • Relevant needs and trends in SoS system engineering and management • Development objectives • Basic foundations for the SoS WBS • Product-oriented structure • Scalable Spiral Model • Three-team construct • Net centric System of Systems (SoS) Program Work Breakdown Structure (WBS) – Top-level View • Anticipated benefits and conclusions

18. Anticipated Benefits • Provides a reference model for SoS/FoS engineering and management • Defines a common set of terminology related to SoSs • Enables visibility and insights into unique issues related to SoSs • Provides a holistic view for SoS engineering and program management, particularly in terms of • Interoperability • Complexity and interdependency • Ownership and governance model • Conflict management • Decision framework • Facilitates further understanding of the • Effort and cost in acquiring and owning an SoS • Methodology that can be applied to estimate this cost • Promotes the unification of systems engineering and project management for SoS • Linkage between architecting/engineering activities to the economic effect

19. Conclusions To Date • General systems engineering principles and project management practices do apply to net centric SoS • Traditional system-oriented WBS construct is inadequate, and there are added ingredients in WBS for net centric SoS, from • Added complexity • Different scope, objectives and strategy • Different environment • Two different acquisition focuses: • System: functionality • System of systems: capability • And, therefore, two different development strategies: • System: waterfall • System of systems: scalable spiral • Not a complete WBS, but a step towards that direction • A lot to learn, and more to explore…

20. References • B. Boehm, “The Future of Software and Systems Engineering Processes,” USC-CSE-TR-2005-507, 2005 • Boehm, B. and Turner, R., Line Dancing with Elephants – the Systems Engineering of Network-centric Complex systems of Systems (NCSOS), SSCI Member Forum, 2005 • A. Ruskin, “Using 100% Product-Oriented Work Breakdown Structures to Unify System Engineering and Project Management,” ICSE-INCOSE, 2004 • A. Sage and C. Cuppan, “On the Systems Engineering and Management of Systems of Systems and Federations of Systems,” Information.Knowledge.Systems Management, 2001 • M. Jamshidi, “System-of-Systems Engineering – a Definition,” IEEE SMC 2005, Hawaii, October 2005 • J. Lane and R. Valerdi, “Synthesizing System-of-Systems Concepts for Use in Cost Estimation,” IEEE SMC, 2005 • J. Lane, “COSOSIMO Workshop Minutes,” 2005 • C. Dickerson and et al, Using Architectures for Research, Development and Acquisition, OASD-NII, 2004 • P. Jain, and C. Dickerson, “Family-of-Systems Architecture Analysis Technologies,” INCOSE, 2005 • D. Bracamonte, “An Adaptive Automated Model for formatting & Presenting Life Cycle Costs,” ISPP Proceedings, 1993 • ISO/IEC 15288, Systems Engineering – System Life Cycle Processes, 2002 • DoD Instruction 5000.2, Operation of Defense Acquisition System, 2000 • ANSI/EIA 632, Process for Engineering a System, 1999 • J. Martin, “Overview of the EIA 632 Standard – ‘Processes for Engineering a System’ (Tutorial G)” • MIL-HDBK-881, DoD Work Breakdown Structure, 1993

21. Come to the COSOSIMO Workshop on Thursday Afternoon to continue these discussions!