Applying Enterprise Architecting within
Army Transformation
Prof. Nightingale / LTC Matty
22 January 2009
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 1
Agenda
•
•
Enterprise Architecting Overview
Applications
• Aviation Center Logistic Command
• OH-58 Kiowa Program
• Aviation Enterprise
•
Future Work
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 2
Enterprise Strategic Analysis for
Transformation (ESAT)
Strategic Objectives
ESAT
Enterprise Analysis
Enterprise
Identification
Future State Vision
Actionable Transformation Plan
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 3
E A Views Interrelationships
Policy / External Factors
Process
Process
Organization
Organization
Products /
A
Services
Strategy
Knowledge
Knowledge
Info/Infrastructure
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 4
ACLC Mission & Vision
•
Mission:
• Support Ft Rucker’s mission to train pilots for US
•
•
army Aviation,
Administer contract oversight of aircraft
maintenance.
Maintain 431 aircraft from 7 aircraft types
240,000 annual flight hours
566 daily missions, 5AM to Midnight
Order $1 million in parts daily
•
•
•
•
Vision by FY 2009
• Expand Contract Oversight to Satellite locations:
•
• Ft Bliss, Ft Eustis, Ft Benning, Ft Huachuca
Expand Contract Oversight to Include new
Equipment:
• Russian Helicopters
• Unmanned Aerial Vehicles
• Ground Transport, Rifles,
Training Equipment, etc.
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Massachusetts
InstituteInstitute
of Technology
Nightingale
11/17/082008 Massachusetts
of Technology
Matty,
et al, - 5
Aviation Logistics Fleet Management
Current State Enterprise Layout
Financials
HQDA
TRADOC
AMC
ACSIM
USAAWC
AMCOM
IMCOM
1st AVN BDE.
ACLC
Garrison/DOL
• 10 year contract, 3rd with 7 ext.
options
•$300 million annually
Enterprise Expansion
FT Eustis
AFS
FT Huachuca
FT Rucker
FT Bliss
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FT Benning
© 2008 ©
Massachusetts
InstituteInstitute
of Technology
Nightingale
11/17/082008 Massachusetts
of Technology
Matty,
et al, - 6
LESAT Results
Current state
Desired state
Gap
Leadership
2.5
4.3
1.8
Lifecycle
2.1
4.1
2.0
Enabling
Infrastructure
2.3
4.1
1.8
Current State
General awareness; informal approach deployed in a few areas with
varying degrees of effectiveness and sustainment
Desired State
On-going refinement and continuous improvement across the
enterprise; improvement gains are sustained
GAPS
Most Gaps >= 3.0 are tied to Deployment Planning and Transformation
Roadmap
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© 2008 ©
Massachusetts
InstituteInstitute
of Technology
Nightingale
11/17/082008 Massachusetts
of Technology
Matty,
et al, - 7
“As is” Enterprise Architecture
1.
Dormant
2.
Discretionary
3.
Demanding
4.
Dominant
5.
Dangerous
6.
Dependent
7.
Definitive
Legitimacy
Key stakeholder values:
•
•
•
•
•
•
Material Mgt Div
TRADOC
TACOM
1
CECOM
Ranger Tng
AFS
AMCOM
4 AMC
DPW
•
•
DOL
•
ACLC
USAAWC
FAA
5
NETCOM
7
1st AV BDE
USAIC
FORSCOM
3
DLA
Unions
2
6
Mission performance for current
requirements
Maintenance quality
Safety (personnel, equipment)
Security (physical, data, equipment)
Maintenance capability growth
Resource provision (human, facilities,
equipment)
Contract fulfillment
Best practices in maintenance &
management
Resource conservation (energy, waste, etc.)
CCAD
Based on stakeholder analysis, we
identified the following groups:
• Supplier
• Leadership
• Subordinate
• Customer
• Shareholder
Power
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Criticality
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Massachusetts
InstituteInstitute
of Technology
Nightingale
11/17/082008 Massachusetts
of Technology
Matty,
et al, - 8
LIFE CYCLE
Enterprise Processes
Requirements Development
Fielding New Equipment & Procurement
Distribution (of Spares, Systems)
Product/Process/Procedure Development
Maintenance Production
Supply Chain Management
Aircraft/Vehicle Retirement
Configuration Management
LEADERSHIP
ENABLING
Observations
Security
Facilities
Environmental
Safety
Quality Assurance
Resource Management
Human Resources
Information Management
Strategic Planning
Strategic Partnering
Business Model / Growth
Force Management
Transformation Management
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First time they listed their processes
•Processes are not clearly defined
•Processes lack metrics/measurement
Limited Leadership Processes
•Reactive near-term planning
•No Deliberate Growth Mgt.
•No Business Model Process
© 2008 ©
Massachusetts
InstituteInstitute
of Technology
Nightingale
11/17/082008 Massachusetts
of Technology
Matty,
et al, - 9
Current Maintenance
(Metric Driving Operations)
Under Capacity
Un-used Capacity
Maintenance Demand
Maintenance Capacity
Metric Compliance ≠ Value Delivery
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© 2008 Massachusetts
Institute Institute
of Technology
Nightingale
11/17/08© 2008 Massachusetts
of Technology
Matty,
et al, - 10
ACLC Unused Capacity
0.0%
0
1
2
3
4
5
6
7
-10.0%
-20.0%
-30.0%
-40.0%
-50.0%
EH/UH60A/L
UH60M
CH47D
CH47F
OH58D Contact
AH64D
-60.0%
-70.0%
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© 2008 Massachusetts
Institute Institute
of Technology
Nightingale
11/17/08© 2008 Massachusetts
of Technology
Matty,
et al, - 11
Integrated Enterprise Across
Enterprise Architecture Framework
CON1
CON2
Benning
USAIS
Bliss
USAADASCH
Rucker
USAAWC
Eustis
USCACS
Huachuca
USAIC
ACLC
CECOM
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AMCOM
AMC
TRADOC
IMCOM
AFS
HQDA
Lead Responsibility
TACOM
Process
© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 12
6. Establish
Options for
Extension/Integr
ation with Army
Aviation &
Determine •
STRATEGIC
Maintenance
Lean Enterprise
Transformation Roadmap
7. Determine
Future
Milestones
Pursue & &
Continuously
Sustain
Articulate Business Case for Lean
Enterprise
Improve
Focus on Stakeholder Value
Strategic •
Imperative • Leverage Lean Gains
CYCLE
5. Balance
Government
Oversight/Know
Strategic Implications of Transformation
ledge with
Contract • Monitor & Measure the Outcomes
Nurture,
Efficiencies• Nurture, Process, & Imbed
Process & Imbed Lean Culture
• Capture & Diffuse Lessons
Lean Enterprise
Learned
Thinking
• Synchronize Strategic
Long-Term & Short-Term Cycles
Transformation
•
1a. Establish a
Governance
Convey Urgency
Foster ExecutiveStructure
Lean Learning
Engage
•
Leadership in • Obtain Executive Buy-In
Transformation • Establish Executive Lean
Transformation Council
Long-Term
Corrective
Action
1b. Process
Management
PLANNING CYCLE
A Committed Leadership Team
Understand
Current
State
4. LSS Deployment
• Perform Stakeholders Analysis
1bi.Stream
Align
• Define As-Is Value
Processes
With
• Perform Enterprise
Assessment
Governance
Structure
Implementation Results
• Develop Detailed Project
3. Contract Implementation Plans
Implement
&
Negotiation
for
• Synchronize Detailed Plans
Coordinate
• Implement Projects and
Flexability/Scalability
Transformation
/AdaptabilityTrack Progress
Plan
• Commit Resources
• Provide Education & Training
Capabilities & Deficiencies Identified
Short-Term
Corrective
Action
Envision &
Design
Future
Enterprise
•
•
1bii.
Product/Service
Create Vision of Future State
Portfolio
Define “To-Be” Enterprise
Value Stream
• Perform Gap Analysis
1biii. ARFORGEN
EXECUTION CYCLE
2. E-Log Book &
Schedule
Create Transformation Plan
Development
•
•
•
•
Identify Key Enterprise Improvement Project Areas
Determine Impact Upon Enterprise Performance
Prioritize, Select and Sequence Project Areas
Publish Communication Plan
Lean Enterprise Vision
Alignment
Requirements
Identified
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Align
Enterprise
Infrastructure
•
•
•
•
•
Align Organization
Align Incentives
1biV.Agents
High-Level
Empower Change
Rationalize SystemsMetrics
& Policies
Align Metrics
© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 13
Source: Nightingale, Srinivasan and Mize
© 2008 Massachusetts Institute of Technology
D. Nightingale - MM/DD/YY- 13
OH58 – Kiowa Program Enterprise
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 14
Stakeholder Salience (IPR)
Criticality
10.00
8.00
6.00
AMCOM (G-3)
4.00
DA G3 (AVN)
FORSCOM (CDR)
2.00
TRADOC - USAAWC
0.00
DA G8
PM Kiowa
Legitimacy
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Power
Bell Helicopter
© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 15
Kiowa Enterprise Processes
Concept
Development
Technology
Development
Reset
Acquisition
System
Development
Available
Distribution
Operations
Development
Ready
Development Deployment
Installation MGT
Family Support
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Production
Development
Transition
Equipping
Readiness
People
Services
© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 16
Aviation Enterprise
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 17
Aviation Enterprise ARFORGEN
Implementation
DA G-8
Bring Organizations
Together Routinely
to Work as an
Enterprise Addressing Units in
ARFORGEN Cycle
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Army Strategic Imperatives:
• Sustain the Army's Soldiers, Families and Civilians;
• Prepare our Soldiers for success in the current conflict;
• Reset forces expeditiously; and
• Transform our Army to meet the demands of the 21st century.
ARFORGEN
© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 18
Future Work
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 19
ALT Life Cycle Management Framework
How do you manage (eat) this process (elephant)?
One task (bite) at a time.
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 20
Organization –
Process Levels
•
•
No process architecture
Process Architectures:
• Clearly defines Inputs,
•
•
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Activity and Outputs
Connects levels of work to
ensure management
alignment
Enables Strategic Cycle in
terms of “Development of
Management Plan” and
“Execute and Review
Performance”
© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 21
Operations &
Support
ACA
ASC
MEDCOM
Conduct Test &
Evaluation
Manufacture and
Produce System
Conduct Product
Support (Sustainment)
Perform Acquisition
Logistics
ATEC
Conduct Procurement &
Contract Management
$
DoDI 5000.2, May 2003
Production &
Deployment
RDECOM
Conduct Financial
Management
OSD
Army
C
System Development
& Demonstration
AMC
Formulate
Acquisition Effort
OMB
Manage Science &
Technology Program
Taxpayer
Congress
White
House
PEOs/PMs
Plan and Direct
Acquisition
ASA/ALT
Technology
Development
Manage Program
Concept
Refinement
(Program
Initiation)
B
Conduct System
Engineering
A
FBS
DoD Enterprise Systems
Army Enterprise Systems
GIG
Core Enterprise
Service (CES)
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OV-1 AABEAv4.0--Operational Concept Diagram.ppt
Standardized Acquisition
Standardized Acquisition
Enterprise Service & Data© 2008 Massachusetts
Unique
Capability & Data
Institute of Technology Nightingale 11/17/08- 22
Army Enterprise Management
Executive Office of the Headquarters (SA, CSA, USA, VCSA)
Future
(Secretariat + ARSTAF)
Policy
Requirements
Formulation
Strategy PPBE Oversight
Acquisition Development
ARFORGEN
Personnel
Materiel
Readiness
Training
Services
&
Infrastructure
Trained and Ready
Forces for the
Combatant Commanders
HQDA
Objective: Effective Delivery of Outcomes
ASAs & CE Cdrs
(Enterprise Council)
Objective: Efficient Delivery of Outputs
Improve ARFORGEN: Effective and Efficient delivery of Trained and Ready Forces
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© 2008 Massachusetts Institute of Technology Nightingale 11/17/08- 23