Towards a
Work Breakdown Structure
for
Net Centric System of Systems
Engineering and Management
20th International Forum on COCOCMO
General Session
October 2005
Gan Wang gan.wang@baesystems.com Jo Ann Lane jolane@usc.edu
Ricardo Valerdi rvalerdi@mit.edu
Barry Boehm boehm@cse.usc.edu
CS-1
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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
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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
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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
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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?
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Net Centric SoS WBS Goals
 Provide
− Standardized, yet flexible, prototypical WBS for net centric SoS engineering
and management programs – a standard template to develop programspecific 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
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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
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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
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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
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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
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Emerging Scalable Spiral Process
Observe new/updated objectives,
Orient with respect to stakeholders
• Usage monitoring
• Risk/Opportunity analysis
• Competition, technology,
marketplace ISR
• Business case/mission analysis
constraints, alternatives
priorities, feasibility, risks
• Prototypes, models, simulations
Operate as current system
Accept new system
Act on plans, specifications
• Keep development stabilized
• Change impact analysis,
preparation for next cycle (miniOODA loop)
Decide on next-cycle capabilities,
architecture upgrades, plans
• Stable specifications, COTS
upgrades
• Development, integration, V&V, risk
management plans
• Feasibility rationale
Life Cycle Architecture Milestone for Cycle
Source: USC-CSE
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Three-Team Execution Model
• Emerging technologies
• New threats
• Operational environment changes
…
1.
Plan-Driven Team
2.
IV&V Team
3.
Agile Rebaselining Team
Environmen
t Change
Factors
Agile Team
Spiral Charlie
Requirements
KPPs
Architecture Baseline
• Requirement creeps
• Emerging applications
• Unforeseen complexities
…
Agile Team
Internal
Change
Factors
Plan-Driven Team
Spiral Bravo
Requirements
KPPs
Architecture Baseline
IV&V Team
Spiral Alpha
Requirements
KPPs
Architecture Baseline
SoS Evolutionary Spirals
Time
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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
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SoS Program WBS
Level 1
Level 0
The SoS
Program
The SoS in
Operation
Spiral Alpha
Spiral Bravo
Spiral Charlie
Program
Office
Development
IV&V
Team
PlanDriven
Team
Agile
Team
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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 PlanDriven 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
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More Detail Discussions in
COSOSIMO Workshop…
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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
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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
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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…
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References
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15)
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
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Come to the
COSOSIMO Workshop on
Thursday Afternoon to
continue these
discussions!
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