Operations Analysis Workshop
“Operational Analysis Measures for
Program Start Up”
October 22, 2013
Bill Golaz
Greg Niemann
Workshop Objectives
• Discuss Operations Analysis context in DoD
and Commercial domains
• Determine common understanding of
Operations Analysis process and measures
• Determine measures from Operations Analysis
that enable successful program startup
Customer
Mission Analysis
Enterprise
Operations
Operations
Analysis
Operations
Analysis
Analysis
Mission Analysis
Program
Mission Analysis
Operations
Operations
Enterprise
Analysis
Analysis
Operations
Analysis
Operations
Analysis
Mission Analysis
• Mission Analysis done at different levels
throughout the lifecycle
• What is the new capability or opportunity
• Solution not readily apparent nor necessarily
feasible
• External - “PESTEL” effects
Operations Analysis
Operations Analysis provides
•
measures of historical performance – capacity,
performance, numbers of similar projects
•
Provide simulation or prototyped product line
• Provide existing TPMs for comparison (performance
characteristics, test data, etc.)
• Provide projected/actual TPMs?
• Provide enterprise capacity and percent utilization
• Identify extra processes or effort needed to meet quality
targets
• What are the “ilities” levels required?
• Clarity and completeness of SOW requirements?
• Risks identified?
Acquirer View
• Initial Capabilities
• The organizational Need: quantification or
qualification that summarizes the needs of the
organization
• Impact of not having the capability (on product,
processes, facilities…)—will probably be needed as
cost or effort
• Analysis of Alternatives—in terms of Products,
Timing, ROI, PESTEL
• Considerations of Technology issues
• Economic Analysis
Supplier View
• What are the some of the information needs
for the Supplier Program Manager that can be
addressed by operations analysis?
• Current capability of the supplier
• Technology Readiness Levels
• Current TPMs
• Do I have the staff capable of this.
• Pre-MDD Enablers and Analytics
Program Manager –
Enterprise evaluation
• Program Startup – entry into the process
• Program Manager should have some
communication with the enterprise on where the
program fits into the enterprise portfolio
– New product development?
– Continuing business in an established Product line?
– Is it going to return the program the desired ROI?
• Do we have the capability?
• Do we have the technology developed?
• Do we have the staff?
Supplier Program Manager
Can the company perform to the contract?
•
What is our historical performance?
•
Does this contract fit within historical?
•
Can we achieve improved productivity performance to
meet a higher goal?
• What are the existing TPMs?
• What gaps exist to the contract TPMs?
• Are there schedule or budget limitations?
• Are we at the desired quality level?
• Do we make in house or buy (TRLs) ?
• What are the “ilities” levels required?
• Clarity and completeness of SOW requirements?
• Risks identified?
Program Management Information
Needs
• Is the program on target for cost and schedule?
– Operations Analysts provide baseline cost and
schedule
• Which elements are the key drivers of Program
Cost and Schedule?
– Operations Analysts determine key drivers
• How well is Program A doing versus Program
B,C?
– Operations Analysts determine key drivers
Information Needs Analysis
Next Steps
• Evaluate Measures at each
Organization/Oprations Analysis boundary
• Map key measures based on type of Program
New Development, Sustainment, Service
• Program Startup key measures.
Supporting Documentation
• SEBOK
– Systems Engineering Body Of Knowledge
• SDPM Measures – released 12/2012
– NDIA Systems Development Performance Measures
• Technical Performance Measures –
– Technical Measurement Guide
• SE Leading Indicators
– INCOSE - SE Leading Indicators Guide
• Operations – JC Ops Analysis -DAU
• Operations Analysis – INCOSE
• PSM ICM (Information Needs, Concepts, Measures)
ICM Table
Addition of Mission Analysis Process
- An Essential Element for the Right Solution
Enterprise Strategy Development
• Concept of Operations
• Strategy, Strategic Goals, Value Gaps
• New Mission or Market Element
• Feasibility (of context, success
measure, and timeframe)
• Add’l Mission Gaps & Opportunities
Concept Definition
Mission
Analysis
• Strategy Analysis/ Value Gap Analysis
• External Analysis – impacts and trends
• PESTEL – Political, Economic, Social,
Technological, Environmental, and Legal
• Current performance vs industry
• Internal Analysis
• Enterprise capability analysis
Stakeholder
Needs & Reqts
(internal or external)
• Customer / Mission
• Customer Constraints
• Operational Concepts
• Core Processes
• Enablers
• Balanced Scorecard & Value Chain
Analysis
• SWOT Analysis
•
Note: Diagram used for SEBoK
Consolidated Industry Analytics