LAI Working With the US Army for
Enterprise Transformation
Dr. Eric Rebentisch
Massachusetts Institute of Technology
March 2010
Overview
•
Eric Rebentisch: LAI/Army ESAT overview (Army
Materiel Enterprise, System of Systems
Engineering), reflections on the ESAT process
•
Nancy Moulton: Army Materiel Enterprise (ME)
reflections on the experience, on-going efforts
and progress
•
Jerry Coover: Implementation efforts and change
dynamics, other enterprise perspectives
•
Panel discussion and Q&A
http://lean.mit.edu
© 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 2
Enterprise Strategic Analysis and
Transformation (ESAT)
Strategic Objectives
ESAT
Enterprise Analysis
Enterprise
Identification
Future State Vision
Actionable Transformation Plan
http://lean.mit.edu
© 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 3
Enterprise Strategic Analysis for Transformation (ESAT) Process Flow
Workshop 1
Collect Data
Workshop 2a
15-16 January
23-25 February
Team
Charter
Conduct
LESAT
Identify
Enterprise
Boundaries
Identify
Stakeholders
Identify
Processes
Identify
Enterprise
Metrics
Workshop 2b
Workshop 3a
Workshop 3b
10-12 March
14-15 April
28 April-1 May
Enterprise
Goals
Analyze
LESAT
Results
Collect
Stakeholder
Data
Stakeholder
Value Analysis
Collect
Process Data
Current State
Process Map
& Interactions
Collect
Enterprise
Metrics Data
Review
Enterprise
Metrics &
Performance
Enterprise
Alignment
(X-Matrix)
Enterprise
Wastes
Enterprise
Opportunities
Vivid
Description
of Future
State
Identify
Enterprise
Architecture
Gaps &
Opportunities
Project HandOff Packages
Actionable
Project
Descriptions
Enterprise
Metrics
Governance
Framework
Integrated
Deployment
Roadmap
Communication
Strategy
Identify &
Prioritize
Enterprise
Projects
ESAT Steps
Individual project portfolios
• Actionable project detail
descriptions
• Recommended project
metrics
• Resource draw by project
• Pre-event data requirements
• Projects benefits
• Recommended project
Create Actionable teams and project duration
Project Descriptions
7
Impact
9-block Initial Planning Template
Project Name
JDI
X Kaizen
Estimated Event Date(s):
XXX
X
Recommended Process Owner:
XXX
Project
Difficulty
Event Description: Describe the taskin sufficient
detail. (one or two sentences)
Reason for Event: Describe the problem the team
is addressing and answers theÒwhy nowÓ
question.
1
Define the Enterprise
• Team charter
• Enterprise
description:
Boundaries,
Stakeholders,
Processes
• Homework
assignments
understood and
accepted
© 2009 Massachusetts Institute of Technology
2
Collect Data
• Prioritized
stakeholder values
• LESAT scores
• Enterprise resource
allocation based on
processes
• Current metric
values
3
Material Value Stream - ŅShop FloorÓ
Life Cycle
Processes
Product(s)
&
Service(s)
High
Product /
Service
Quality
Information Value Stream - ŅOffice FloorÓ
Enabling Processes
Cost of
Ownership
Cycle
Time
Relationship
with Corp.
Low
Relative Importance to Stakeholder
High
Construct Current
State Perspectives
Identify Enterprise
Opportunities
6
5
4
• Stakeholder
value analysis
• Current state
process map
• Process
interactions
Leadership Processes
Current Performance
• Enterprise
commitment
• ESAT team
• Facilitators
• Enterprise lean
training
• Current
enterprise goals
• Alignment of
Goals, Values,
Processes,
Metrics
• List of wastes
• List of
opportunities
Describe
Future State
• 3- to 5-year
Goal
• Focus
areas
• Waypoint
goals
Leadership
Project A
People
Project B
Processes
Project E
Information
Flow
Project C
Project K
Project J
Project D
Project H
Project F
Customers
Project G
Create Transformation
Roadmap
Suppliers
Project I
• Strategic
transformation
roadmap
• Governance
framework
• Revised system of
metrics
• Communications
strategy
Recommended Team Leaders &
Members:
XXX
Estimated Implementation Costs:
None
Estimated Savings:
XXX
8
• Prioritized list of
actionable projects
• Project timelines
established
• Resource commitments
received
• Tracking metrics in place
• Project tracking
schedules
4
Create Deployment
Roadmap
Materiel Enterprise Senior Leaders
Actively Involved in Workshops
http://lean.mit.edu
© 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 5
ME Transformation Plan Accepted by
ME Leaders 1 May 2009
“The quality of this work is very impressive. I only wish
that given the many challenges facing our nation right now,
that the rest of the government could benefit from the level
and quality of analysis and work done by this team.” Mr.
Dean Popps — Acting ASA(ALT)
“My thanks go to the entire team
for your energy and efforts to
make this happen and to
develop closer working
relationships across our
communities…. It’s exciting to
me to see the level of
commitment of our Deputies, 2stars, and PEOs. I’ve already
seen the results of this
increased collaboration.” GEN
Dunwoody — CG/AMC
Work on projects began immediately
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© 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 6
System of Systems Engineering
(SOSE) ESAT
•
Objective: create SOS analysis capability at ASA(ALT) level to
coordinate efforts across acquisition programs and portfolios,
capability sets, unit formations, and time
•
ESAT process included 3 workshops in DC area (20-30
participants each) from Jun to Sep 2009
•
ESAT team: SAAL ZS (lead), SAAL ZT, G8, G6, G3/5/7,
TRADOC, ATEC, PEOs (GCS, EIS, C3T, JTRS, Soldier, IEW&S,
M&S, CS&CSS, STRI, AVN, BCT Mod, AMMO), AMC, RDECOM
Delivered SOSE Strategy, Implementation Plans in
Mid-September
http://lean.mit.edu
© 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 7
System of Systems SE ESAT Workshops Overview
Workshop 1
Collect Data
23-24 June 2009
9 July 2009
22 -24 July 2009
19 Aug 2009
Define the
Problem
Measure
Characterize the Current
State; Define Future State;
Generate Options
Measure;
Assess
Options
Enterprise
description and
stakeholders
Capture
stakeholder
values, and
Value exchange
Stakeholder Value and
Expectations Defined
Value
proposition and
deliverables—
initial definition
Investigate
Roles,
Responsibilities
& Authorities
Future State Vision and Mission
of the SOS SE function
Processes—
initial definition
Investigate
Enterprise
Processes
Processes—including inputs and
outputs; sources and customers;
process location and owner;
capabilities and resources
required; measures of process
performance
Define SOS SE Schedule Op
Tempo of Activities
SOS SE Draft Organizational
Structure and relationships
ESAT Steps
© 2009 Massachusetts Institute of Technology
2
Collect Data
• Prioritized
stakeholder
values
• LESAT scores
• Enterprise
resource
allocation
based on
processes
• Current metric
values
3
• Stakeholder
value
analysis
• Current state
process map
• Process
interactions
Leadership Processes
Material Value Stream - ŅShop FloorÓ
Life Cycle
Processes
Product(s)
&
Service(s)
High
Product /
Service
Quality
Information Value Stream - ŅOffice FloorÓ
Enabling Processes
Current Performance
1
Cost of
Ownership
Cycle
Time
Relationship
with Corp.
Low
Relative Importance to Stakeholder
High
Construct Current
State Perspectives
4
Identify Enterprise
Opportunities
• Alignment of
Goals,
Values,
Processes,
Metrics
• List of
wastes
• List of
opportunities
Codify the Future State;
Generate Implementation Plan
Finalize vision, mission, goals, and
vivid descriptions
Finalize and document Processes
and Flows, including roles and
responsibilities of various
stakeholders
Update Process
descriptions
(SIPOC details)
Finalize and document Schedule Op
Tempo and implications
Define Roles,
Responsibilities,
and Authorities
Finalize and document
organizational structures and
relationships
Define Critical skills
Develop SOS SE
Enterprise
description
Define metrics to assess capability,
impact, and transformation progress
Assess enterprise alignment
Provide inputs on
Organization/
Governance
structure
Enterprise Evaluation Criteria
• Enterprise
• Team charter
commitment
• Enterprise
• ESAT team
description:
• Facilitators
Boundaries,
• Enterprise
Stakeholders,
lean training
Processes
• Current
• Homework
enterprise
assignments
goals
understood
Define the Enterprise
and accepted
1-3 Sep 2009
Review vision,
mission, goals, vivid
descriptions
Finalize SOS SE Enterprise
description
Roles and
responsibilities—
initial definition
Workshop 3
Collect Data
5
Define actions, responsible parties,
sequence of implementation,
resources required
Refine Schedule
Op Tempo map
• 3- to 5year Goal
• Focus
areas
• Waypoint
goals
6
Leadership
Project A
People
Project B
Processes
Project E
Information
Flow
Project C
Project K
Project J
Project D
Project H
Project F
Customers
Describe
Future State
Define projects to develop needed
capabilities not currently existing
Project G
Create Transformation
Roadmap
Suppliers
Project I
• Strategic
transformation
roadmap
• Governance
framework
• Revised system
of metrics
• Communications
strategy
7
9-block Initial Planning Template
Project Name
JDI
X Kaizen
Impact
Team Charter
Workshop 2
X
Estimated Event Date(s):
XXX
Recommended Process Owner:
XXX
Project
Difficulty
Event Description: Describe the taskin sufficient
detail. (one or two sentences)
Reason for Event: Describe the problem the team
is addressing and answers theÒwhy nowÓ
question.
Recommended Team Leaders &
Members:
XXX
Estimated Implementation Costs:
None
Estimated Savings:
XXX
Create Actionable
Project Descriptions
Individual project portfolios
• Actionable project detail
descriptions
• Recommended project
metrics
• Resource draw by project
• Pre-event data
requirements
• Projects benefits
• Recommended project
teams and project duration
8
Create Deployment
Roadmap
• Prioritized list of
actionable projects
• Project timelines
established
• Resource
commitments
received
• Tracking metrics in
place
• Project tracking
schedules
UNCLASSIFIED
ASA (AL&T)
SOSE Goal, Vision, Mission
• Strategic Goal: Warfighters have what they
need, when they need it, and it works.
• Vision: The SOSE organization leads the
synchronization of Army technical efforts and
enables delivery of world-class integrated
materiel solutions to the Warfighter.
• Mission: Architect and enable the incremental
delivery of relevant, integrated and affordable
capabilities by formation type in support of the
Army’s guidance, modernization strategy, and
Army Force Generation model.
UNCLASSIFIED
9
UNCLASSIFIED
ASA (AL&T)
SOS SE Strategic Objectives
• Synchronize acquisition program requirements and
programmatics
• Use SOS SE efficiencies to improve capabilities delivered
despite fiscal constraints
• Be a recognized source for authoritative SOS acquisition
decision data
• Provide authoritative SOS architectures for all Army
formations
• Shape tools needed to execute SOS SE mission
• Establish systems engineering enterprise standards
• Shape S&T investment strategy
UNCLASSIFIED
10
UNCLASSIFIED
ASA (AL&T)
Annual Decision Cycle
Oct
Processes
1.4 Develop Policy
1.5 Measure Performance
1.6 Conduct Modeling and Simulation in
Support of Trades and Architectures
FY11
Mar
Apr
May Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
`
Mar
Apr
May Jun
Jul
Aug
Sep
Support to JCA Review (AOA)
WSR
Input to a WSR (SoS WSR)
Input to a WSR (SoS WSR)
StratComm
Congressional Mark
Input Support
StratComm
Congressional
Mark Input
Support
COA analysis for
remaining WSR
questions
PDM Response
??? Update Position to Influence
next POM
??? Influence POM Investment based on
Technology Insertions
??? Influence POM Investment based on
Technology Insertions
??? Update Position to
Influence next POM
PPB&E
2.1 Conduct Analysis for SoS Trades
2.2 Prioritize SoS SE Efforts
2.3 Perform SoS Level Analysis
2.4 Synchronize SoS with S&T
Army Integration and Testing ONS/JUONS/TPE
2.5 Define Architecture and Outside Interactions
2.6 Identify SoS Requirements
3.1 Integrate Caabilities from
ONS/CDRT+Process Into/As Acq/ Programs
3.2 Develop Network Model and M&S Tech
3.3 Intgrate SoS SE Inputs to WSR/POM
Processes
CDRT Board
Quick Reaction Capabilities - (Capability Gap) COCOMs, Maneuver
Element, MACOMs, TRADOC, REF (DAMI- OP)
CDRT Board
CDRT Board
CTSF and other Testing
CTSF and other Testing
Establish SoS SE and
AIC testing
requirements
Army S&T Priority
Guidance (SAAL-ZT and
G-8)
Army S&T Management Office
CAP SET (1718)
Army S&T Priority
Guidance (SAALZT and G-8)
Unit Set Fielding (Phase 0) Unit Synch Conferences IAW ARFORGEN Reset/Rest
Schedule
PM Regression
Review New CNA Cap Gaps
Baseline
Architectures and
Integrated
Architecture Process
Integrated architectures
ASTAG
ATO Approval Process
ASTAG
TRADOC Centric
SOSE & G ‐8 Centric
CAP SET (11-12)
PEOs / PMs Test - Fix - Test Capability
Prep Capability
CAP SET (13- Asssesment (CAs) Asssesment (CAs) to
14)
WSR
to WSR
Review CDRT
Review New CNA Cap Gaps vs SOSE COAs
Findings
CAP SET (1516)
Establish SoS SE and
AIC testing
requirements
Establish SoS SE and AIC testing requirements
ATO Approval Process
CAP SET (09-10)
Select Capability Set COA
Support Army Interoperability Certification (AIC)
Fiscal Analysis ISO SOSE
Provide Quick Turn Analysis to
Capabili
ty Set
Fielding
Select Capability Set COA
G8 ISO JCA Reviews
Input CDRT
Approve
Findings
System of Systems Engineering Analysis
Capability Set for
Refinement
Review CDRT
Findings
Baseline
Architectures
and Integrated
Architecture
Completed
Baseline
Integrated
Architectures
Completed
Baseline
Integrated
Architectures
POR WSR Prep
POR
WSR
Prep
POR WSR Prep
PEO/PM Activities
Syncronizing
PEO/PM
Portfolio
Support Development of SoS Intergrated
Architectures
Support Development of SoS Intergrated
Architectures
SoS SE Focused Trades for Input to SOS and PM WSRs
SoS SE Focused Trades for Input to SOS and PM WSRs
Requirements Decomposition
Updated CNA From TRADOC
Requirements
Baseline
Update (CNA)
Baseline Requirement
Data Sources and Overall
Decomposition Process
Requirements
Baseline Update
(QRC)
Requirements
Baseline Update
(CNA)
Requirements Baseline
Update Based on QRC
Decisions
Requirements
Baseline Update
(QRC)
Requirements Baseline Update
Based on QRC Decisions
Continuous Updates/Refinements to Requriement Baseline from JCIDS process
Technology Transitions
Asses Requirements and
Integrated Architecture
Baselinie
Provide Acquisition Communitiy Technology
Development Priorities
Provide Acquisition Communitiy Technology
Development Priorities
Review and asses
technology
transitions from
prior FY
Integrated architectures
Review and asses
technology transitions from
prior FY
FY09/10 Integrated Architecture Development
Review and
asses
technology
transitions from
prior FY
Review and asses
technology
transitions from
prior FY
Completed
Baseline
Systems
Architectures
Across all CSs
1.3 Focused Integrated Architecture (JCA Review)
FY09/10 Integrated Architecture Development
1.4 Policy Release
Completed
Baseline
Integrated
Architectures
1.3 Focused Integrated Architecture
CS Update based on SoS SE
Focused Trades
CS Update based on SoS Level Analysis
CS Update based on SoS SE
Focused Trades
CS Update based on SoS Level Analysis
1.1 Manage and Share Knowledge
Orchestrate
HW/SW
Integration with
PEOs/PMs
StratComm
LWN CS Process
CDRT Board
Requirements Documentation (Operational Needs
Statement, JUONS)
Establish SoS SE and AIC testing
requirements
Orchestrate
HW/SW Integration
with PEOs/PMs
Orchestrate
HW/SW
Integration with
PEOs/PMs
Orchestrate HW/SW
Integration with
PEOs/PMs
Communicate Gaps to M&S,
Architecture and Analysis tool
development communities
Communicate Gaps to M&S,
Architecture and Analysis tool
development communities
1.1 Manage and
Share Integrated
Architecture
Knowledge
1.1 Manage and Share Integrated
Architecture Knowledge
1.4 Initial policy release
Analyze OSD PA&E and Other Relavent Input
Executing
Focused
Trades For JCA
Reviews
2.3 Perform SoS Level Analysis
SoS SE Focused Trades for Input to SOS and PM WSRs
M&S Tools,
Analysis Tools,
and Architecture
Tools Assement
and Gap
identification
M&S Tools, Analysis Tools, and
Architecture Tools Assement and
Gap identification
Prepare input to CDRT Board (PMs)
1.1 Manage and Share
Knowledge Input to JCA
Review and
Congressional Marks
1.6 Conduct Modeling and Simulation in
Support of Trades and Architectures
3.2 Develop Network Model and M&S Tech
COA analysis
for remaining
WSR questions
Executing
Focused
Trades For
JCA Reviews
2.3 Perform SoS Level Analysis
Analyze OSD PA&E and Other Relavent Input
1.2 Adjudicate CDRT Issues
ASA(ALT) input to Army Resource Requirements
Board (new requirements review)
Prepare input to CDRT
Board (PMs)
SoS SE Focused Trades for Input to SOS and PM WSRs
M&S Tools, Analysis
Tools, and
Architecture Tools
Assement and Gap
identification
Prepare input to CDRT Board (PMs)
1.2 Adjudicate CDRT Issues
Prepare ASA(ALT) SoS SE COAs for CS 13-14, 15-16, 17-18 to G-3
LWN and POM Process
M&S Tools,
Analysis Tools, and
Architecture Tools
Assement and Gap
identification
1.2 Adjudicate CDRT Issues
Prepare ASA(ALT) SoS SE COAs for CS 13-14, 15-16, 17-18 to G-3
LWN and POM Process
Develop Initial Policy and Guidance
(Architectures, M&S, Spectrum)
Semi-annual update of SoS SE
priorities
FY09 SoS SE
Trade Studies
UNCLASSIFIED
FY10
Feb
Jan
Support to JCA Review (AOA)
M&S support to
Trades
• Linked back to processes
identified by SOS SE,
Acquisition Enterprise, and
Larger Army working groups
Dec
COA analysis
for remaining
WSR questions
PDM Response
M&S Requirements
identification
– PPB&E
– ONS/JUONS/TPE
– Army Integration and Testing
– Army S&T Management Office
– LWN CS Process
– Integrated architectures
– PEO/PM Activities
– Requirements Decomposition
– Technology Transitions
– Integrated architectures
– StratComm
– M&S support to Trades
– M&S Requirements
identification
– Information Products
– FY09 SoS SE Trade Studies
Nov
APOM WSR
Information Products
• Identifies major activities over
annual cycle linked to major
Army processes
1.1 Manage and Share Knowledge
1.2 Arbitrate/Adjudicate SoS Issues
1.3 Develop Integrated Archtiectures
Develop Initial Policy and Guidance
(Architectures, M&S, Spectrum)
Semi-annual update
of SoS SE priorities
Annual Review of
Priorities
FY10 SoS
SE Trade
Studies
11
Annual Review of
Priorities
What Has Happened With SOSE Since
the ESAT?
•
Leadership changes post-ESAT: new ASA(ALT), MILDEP,
Dir. and Dep. Dir. SOSE
•
•
•
Senior leadership support for SOSE is very good currently
Staffing SOSE is proceeding albeit more slowly than desired
VCSA offered a couple of opportunities for quick-response
SOS studies, currently underway
•
“Flex the muscles” and exercise the relationships needed for
on-going analysis
•
Demonstrate the value of SOS analysis to stakeholders
•
Key stakeholders are moving from “wait and see” to support
as they become engaged
•
Task ahead: continue to draw upon ESAT insights, exercise
the processes, refine, and formalize
•
Growing SOS enterprise identity was palpable by the end of the
ESAT workshops
http://lean.mit.edu
© 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 12
Reflecting on Our Experiences with
the ME and SOSSE ESATs
•
•
•
Under a wide range of circumstances, the ESAT process was able to
bring together stakeholders with fairly different perspectives to
develop a common vision, purpose, and roadmap for way ahead
There is power in creating shared artifacts to bring diverse groups
together
Both efforts stretched the ESAT process/toolset
• ME ESAT involved existing enterprises in newly-defined formal
•
•
•
relationships—a very large and complex enterprise
SOSSE involved creation of a new function and organization (with few
precedents), introduced elements of enterprise architecting
Were ultimately able to adapt the basic ESAT approach to accommodate
significant new challenges, adding to the experience base in the process
LSS/CPI tools were necessary but not sufficient for enterprise-level
redesign challenges
• MBBs with experience working enterprise-level projects were key enablers
to help the team through the complexity of the analysis
•
Sustaining senior leadership involvement and interest was critical to
signaling urgency of transformation to the entire enterprise
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© 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 13