Overcoming the Challenges of Systems Engineering at NGA

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

8. STAFF OFFICES FIA Joint Management Office DD Chief of Staff NRO NGA Support Team Director Deputy Director Director (D) Component Acquisition Executive Dr. Art Decker Deputy Director (DD) Dr. Keith E. Littlefield Military Executive (MX) Chief of Staff Administrative Executive (AX) Assistant Chief of Staff Technical Executive (TX) Business Executive (BX) Special Assistant for Analysis & Production Special Assistant Staff Officer / Outreach Coordinator Staff Officer Facilities / Space Engineer Staff Officer / Tasking Office Staff Officer Staff Officer Staff Officer / HR Staff Staff Officer / Comp Tech Support LINE OFFICES Acquisition Engineering Office (AE) Director Deputy Director Acquisition Systems Office (AS) Director Deputy Director Acquisition Business Office (AB) Director Deputy Director Acquisition Contracts Office (AC) Director Sr. Procurement Executive Deputy Director 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. Legend Line divisions Functions Projects Realigned Acquisition Engineering Office Acquisition Engineering • 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 Chief Systems Engineer Technical Executive 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 IV&V Interfaces Planning Validation Customer Modeling & Security Engineering Readiness Simulation Interface Performance Configuration BPR/ Requirements Analysis Analysis CONOPS Management Data Architecture & Engineering Master Schedule Function re-alignments Enterprise Risk Mgmt

12. Legend Line divisions Functions Projects Realigned Acquisition Engineering Office Acquisition Engineering • 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 Chief Systems Engineer Technical Executive 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 IV&V Interfaces Planning Validation Customer Modeling & Security Engineering Readiness Simulation Interface Performance Configuration BPR/ Requirements Analysis Analysis CONOPS Management 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 • 2 year program; 6 courses; 1 course/semester; on-site • 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 PracticesProcess 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 PracticesProcess 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. 2003 - 2009 Processes and PracticesProcess 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 RequirementsStrategic 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) Take to Level 4 in Acquisition Directorate 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. Life Cycle Processes From All Risk Management To All Management Processes Support Processes Project Management Pre Award & Contracting Additional Processes System Security Enterprise Needs & Requirements Strategic Planning From All Enterprise Architecture Alternative Modeling & Simulation Training Integrated Process Architecture To All Technology Insertion Integration 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. Tier 1 NCCB Approval Tiers 2-4 SEPG Approval Project Drafts, Tailors & Implements Processes 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 All materials maintained in Process Asset Library

24. 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 e-mails • News articles • Posters

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