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 http://lean.mit.edu © 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 http://lean.mit.edu © 2010 Massachusetts Institute of Technology Rebentisch March 2010 - 13