DoD Acquisition
Best Practices
Clearinghouse
Content Advisory
Group (CAG)
12 April 2006
Meeting Purpose
• Finalize the CAG charter
• Review planned content evolution schedule
– Current content activities
– Planned content activities
– Existing content status
• Identify pilot working groups
– Establish goals
– Define the approach
Tasking from 14 Sep 05 OSD Briefing: Complete and demonstrate the practice
and evidence information handling process such that there is clear data to
indicate the “validation and vetting” system can be executed with available
and affordable resources in DAU, OSD, Services, Agencies and Industry.
2
Agenda
• Introduction and BPCh Program Update [Mike Lambert]
– CAG Meeting Purpose/Agenda
– CAG Charter and Comments
– Other Program Activities
• BPCh Content Update [Forrest Shull]
– Content Schedule
– Risk Management
– Earned Value Management
– Other Content Areas
– Lessons Learned
• BPCh Information Handling Process [Michele Shaw / Mike Lambert]
– Current Roles and Activities
– Scenarios List
– Recommended Subgroups
– Scenarios to Pilot
• CAG Wrap Up [Mike Lambert]
– Next Steps / Action Items / Next Meeting
3
CAG Charter Summary
• A small group of people familiar with
– SE/SA practices that are useful / recommended
– Needs / “pain points” of likely users
• …that can help improve BPCh:
– Define, manage, and track content evolution activities
to ensure that they are consistent across the BPCh
program goals.
– Lead efforts to establish efficient and effective
information handling processes for populating content
within the BPCh.
– Establish and build relationships to support the growth
and continued evolution of BPCh content.
– Provide an action-oriented collaborative forum for
improving content gathering, processing with the
overall goal of promoting the increased use of BPCh.
4
Round Table
• What have you done for BPCh since we last met?
–
–
–
–
–
–
Suggested an evidence source
Presented BPCh to an interested party
Identified a potential practice owner
Participated on working group
Sent the BPCh link to a potential user
Added content (lead, war story, evidence, practice
summary etc)
– Submitted BPCh process improvements
5
BPCh Program
Update
Since we last met…
• Recent/Current Activities
– $75K each received from DS, ARA & OSD(NII),
added to $20K from DAU I.T. brings total BPCh
FY06 budget to $245K
– Bug tracking system established for current BPCh
prototype and issues are being reported/solved
(per schedule)
– Work on risk mitigation plan to begin in earnest in
May (per schedule)
– Met w/ DAU taxonomy PM to discuss integration
of developing taxonomy into BPCh
– “Bigger picture”: working w/ DAU KM team on
how best to integrate BPCh & other KM systems
into an Acq Knowledge Management System
(AKMS), which is a foundational part of DAU’s
evolving Engaged Learner Architecture (ELA)
7
Elements of the AT&L Knowledge Management System (AKMS)
Central Repository for AT&L Policy and Reference Materials
Also serves as the home for
knowledge gateways like:
• Defense Acquisition Guidebook
• AT&L Integrated Framework
Chart (IFC)
• Ask A Professor
DoD & Industry Best Practices
• Will stand alone as a best
practices resource
• Will also provide content for
CoPs to allow for additional
collaboration/input on best
practices
• Will be included in the enterprise
search index/results
Enterprise Search System
Integrated System
of Systems
• Stand-alone search and discovery
for AT&L workforce
• Integrated search for AKSS
• Searches open areas of ACC
• Integrated search for DAU
Homepage
• Integrated search for DAU
Intranet
Collaborative Tool for the AT&L Community Where the Workforce
Contributes Knowledge and Interacts to Share “Know-How”
Provides a nest of collaborative
tools:
• Communities of Practice/Interest
• Special Interest Areas
• Limited Access Workspaces
• DAU Course Spaces
• Workflow Learning Tools
• IFC Templates
8
Program Concerns or Issues
• Planned FY06 activities were based on
committed funds of $435K; confirmed and
received FY06 funding stands at $245K
• Curtailed activities (or postponed to FY07)
may include:
–
–
–
Pursuit of/formalizing PPN partnerships
Reduced risk mitigation efforts
Prototype testing & evaluation master plan
• Engaging DAU faculty/staff in the
practice/evidence information handling
processes and to become practice “owners”
9
The BPCh Practice Providers Network
Responsible Content Sources - “Trusted Sites”
Offices/individuals in OSD, Services, Agencies, Industry that are responsible for
capturing “local” best practices and lessons learned for their workforce:
•
OSD
•
Services
–
–
–
Defense Acquisition Policy Working Group (DAPWG) – Skip Hawthorne
AT&L Functional Advisors for workforce career management – Various OSD Leadership
DAU Curriculum Development Support Center – Bill Erie/Dr. Ainsley/CDs/PDs
–
Air Force
–
Army
–
Marine Corps
–
Navy
•
•
Acquisition Center of Excellence (ACE) – Terry Balvin
Air Force CIO/Air Force Knowledge Now (AFKN) – Randy Adkins/Harry Pape
•
•
Acquisition Lessons Learned Management System (ALLMS) – Major Ellison
Army CIO/Chief Knowledge Officer – Gary Winkler
•
MARCORPSYSCOM Tiger Portal – Barry Dillon/Dick Bates
•
•
DON Acquisition One Source – Christine Stelloh-Garner/Page Glennie
DON CIO/Chief Knowledge Officer – Jim Knox
•
Agencies
•
Industry – Lenn Vincent, Radm USN, Retired, DAU Industry Chair
–
DCAA, DCMA, DLA, MDA
–
Aerospace Industries Association (AIA) – John Douglas
–
–
–
–
–
–
Data and Analysis Center for Software (DACS)
IEEE (Technical Council for Software Engineering)
International Council on Systems Engineering (INCOSE) – Paul Robitaille/Dr. John Snoderly
National Defense Industrial Association and Related Special Interest Groups – Bob Rassa
Software Engineering Institute (SEI) of Carnegie Mellon
Systems and Software Consortium (SSCI) – Dr. Richard Turner
•
•
•
•
Boeing – Alan Brown
LMCO – Paul Robitaille
Northrop/Grumman – Curt Newill
Raytheon – Mike Sharpe
10
BPCh Content
Update
When we last met…
• Reviewed the System Engineering Plan
• Agreed that the SEP would drive the capture of
content
• Brainstormed practices / categories
• Sticky votes on listed practices / categories
• Identified “Top 4” Practices / Categories
–
–
–
–
Risk Management (5)
Earned Value Management (5)
Software Assurance (4)
Spiral Development (4)
• Suggested Practice / Category Owners
12
Definitions
• Lead
– Unprocessed data coming into the BPCh
– Experience
– Lessons Learned
– Stories
– Practice
– Not from the Preferred Provider Network
• War Story
– Lead in narrative form possibly associated with a practice
• Evidence
– External data (lead or PPN input) that has been processed and
entered into the BPCh
– One-to-many relationship to practices
• Practice
– Repeatable
– 0 to many evidences
• Trusted Published Source
– A source or site identified by the content manager from which content
(practices, evidence, stories) can be expedited
13
Info Handler Process Pilot
BPCh User
or Information Provider
Practice Processor
or Information Handler
Start
1.1 Enter
Leads
1.2 Process
Leads
1.3 Enter
Evidence
Practice Provider
Network
BPCh
1.3 Enter
Evidence
Leads and
Stories
Practice Owner (Expert)
Evidence
1.5 Process
Stories
1.4 Review
Evidence
Since February: Piloted Info Handler activities
•Developing guidelines & templates
Next phase: Pilot mechanisms for increasing leads and stories from
live user community
14
Content Evolution Schedule
Feb
CAG
kickoff
mtg
EVM
&
RM
Mar
Apr
CAG members “market” BPCh:
Find experts & content sources
CAG
status
mtg
May
CAG members “market” BPCh:
Find experts & content sources
Jun
CAG
status
mtg
Content developers (FCMD &
others) add evidence from pubs,
interviews, trust sites
Content developers (FCMD) add
evidence from pubs, interviews
Existing sites are linked and/or
mined for content
Content owners review material
IA
&
Spir
Content developers (FCMD) add
evidence from pubs, interviews
Existing sites are linked and/or
mined for content
• Since February CAG: EVM & Risk Management
– Surveyed the literature
– Mined ACC / COP
15
Content Growth Overview
Responsible; Dave Bachman (?)
EVM Practices:
evidence
• EVM (C/SCSCcompliant)
10
5
0
3
0
(3?)
• PerformanceBased EV
3
1
0
1
0
0
• Additional
Content
3
0
0
0
0
0
summary
vetted
16
Content Growth Overview
Responsible; Bill Bahnmaier (?)
Risk
Management
Practices:
evidence
• SEI: Continuous
Risk Management
2
1
0
0
0
(1)
• SEI: Team Risk
Management
0
0
0
0
0
0
• RiskIT
6
1
0
0
0
0
• (NASA Risk
Management)
5
2
0
0
0
(1)
48
14
0
0
0
0
• Additional
Content
summary
vetted
17
Content Concerns or Issues
• Identified a need for tool support, esp. related
to work flows
–
Working this with CSC development team
• When to involve experts/practice owners?
• When do we have enough evidence?
–
Sufficient attribute or context coverage driven initially
by the CAG and ultimately by the users
• How to get more leads/stories/ideas from
users?
• Topic owners vs. practice owners
18
Next Steps
– EVM & Risk Mgmt:
–
–
Pilot interviews
Meet with Practice Owners & establish responsibilities
– Info assurance & Spiral Development:
–
–
Begin with content mining
Kickoff meetings with POs
19
Information Handling
Process Roles
and Activities
Info Handler: Processing Evidence
BPCh User
or Information Provider
Start
Practice Processor
or Information Handler
1.1 Enter
Leads
1.2 Process
Leads
1.3 Enter
Evidence
Practice Provider
Network
BPCh
Practice Owner (Expert)
1.3 Enter
Evidence
Leads and
Stories
Evidence
1.5 Process
Stories
1.4 Review
Evidence
Practice Processors:
• Enter leads on behalf of end users (elicit the relevant information
from e.g. an email, maybe follow-up if info too light)
• Turn selected leads into evidence profiles with BPCh
• Enter evidence profiles from the literature or other sources
21
Info Handler: Identify Practices
BPCh User
or Information Provider
Start
2.3 Identify
New Practices
Content Manager & CAG
Practice Owner (Expert)
2.5 Enter
Approved
Practices
Start
2.1 Enter
Feedback
Practice Processor
or Information Handler
Practice Provider
Network
2.4 Identify
Practice Owner
Start
2.2 Evaluate
Feedback
2.7 Process
Trusted
Information
2.6 Enter
Candidate
Practices
Trusted
Published Site
2.6 Enter
Candidate
Practices
Feedback
Practices
BPCh
Practice Processors:
• Mine information from trusted sites and create records in BPCh
• May enter feedback on behalf of users
• Evaluate feedback to mine ideas for new practices, pass good
candidates along to CAG
22
PPN: Process Evidence
BPCh User
or Information Provider
Start
Practice Processor
or Information Handler
1.1 Enter
Leads
1.2 Process
Leads
1.3 Enter
Evidence
Practice Provider
Network
BPCh
Practice Owner (Expert)
1.3 Enter
Evidence
Leads and
Stories
Evidence
1.5 Process
Stories
1.4 Review
Evidence
Practice Provider Network:
• Trusted members of the community who can enter evidence
directly into the database (e.g. KPOs extracting knowledge from
CoPs)
23
PPN: Identify Practices
BPCh User
or Information Provider
Start
2.3 Identify
New Practices
Content Manager & CAG
Practice Owner (Expert)
2.5 Enter
Approved
Practices
Start
2.1 Enter
Feedback
Practice Processor
or Information Handler
Practice Provider
Network
2.4 Identify
Practice Owner
Start
2.2 Evaluate
Feedback
2.7 Process
Trusted
Information
2.6 Enter
Candidate
Practices
Trusted
Published Site
2.6 Enter
Candidate
Practices
Feedback
Practices
BPCh
Practice Provider Network:
• Maintain their own repositories of helpful knowledge and may
provide some level of assistance for BPCh to process & link to them
• Can submit ideas for practices BPCh ought to include
24
Practice Owner: Process Evidence
BPCh User
or Information Provider
Practice Processor
or Information Handler
Start
1.1 Enter
Leads
1.2 Process
Leads
1.3 Enter
Evidence
Practice Provider
Network
BPCh
1.3 Enter
Evidence
Leads and
Stories
Practice Owner (Expert)
Evidence
1.5 Process
Stories
1.4 Review
Evidence
Practice Owners:
• Review (sanity-check) evidence entered on their practice
• Review relevant “stories” to see which contribute useful info and
should be turned into evidence
•Suggest practices, evidence, sources
25
Practice Owner: Identify Practices
BPCh User
or Information Provider
Start
2.3 Identify
New Practices
Content Manager & CAG
Practice Owner (Expert)
2.5 Enter
Approved
Practices
Start
2.1 Enter
Feedback
Practice Processor
or Information Handler
Practice Provider
Network
2.4 Identify
Practice Owner
Start
2.2 Evaluate
Feedback
2.7 Process
Trusted
Information
2.6 Enter
Candidate
Practices
Trusted
Published Site
2.6 Enter
Candidate
Practices
Feedback
Practices
BPCh
Practice Owner:
• Assigned by CAG when a new practice record is created
• Responsible for entering links to useful resources, summary (when
required), and other information in the practice record
• Enter practices without review by the CAG
26
CAG: Identify Practices
BPCh User
or Information Provider
Start
2.3 Identify
New Practices
Content Manager & CAG
Practice Owner (Expert)
2.5 Enter
Approved
Practices
Start
2.1 Enter
Feedback
Practice Processor
or Information Handler
Practice Provider
Network
2.4 Identify
Practice Owner
2.2 Evaluate
Feedback
Start
2.7 Process
Trusted
Information
2.6 Enter
Candidate
Practices
Trusted
Published Site
2.6 Enter
Candidate
Practices
Feedback
Practices
BPCh
Content Manager & CAG:
• Determine new practices to go after
• Identify and support owners of new practices
27
Information Handling
Operational
Scenarios
Scenarios
• Process Evidence
–
–
–
–
Lead from a BPCh User that is Evidence
Lead from a BPCh User that is a Weak War Story
Lead from a BPCh User that is Strong War Story
Evidence or War Story from PPN (including trusted
published site)
• Process Feedback and Identify Practices
–
–
–
–
–
Candidate Practices from BPCh User
Candidate Practices from PPN
New Practices from Practice Owner
New Practices from CAG
Feedback from a BPCh User
• Prepare and Validate Summaries
29
Information Handling
Scenario Pilot
Approach
BPCh FY06 Activity (Identified Funding)
• Minimum analytical analysis to prepare for MS B. Basic
Analysis of Alternatives & Risk Reduction w/ Prototyping
– Update and complete existing AoA & Risk Management Plan to
include the existing BPCh platform and the following possible
options:
• Integration of existing BPCh database & information handling system
with new ACC enterprise upgrade (ECCO)
• Integration of BPCh with Microsoft SharePoint portal system
–
–
–
–
–
Update and complete Concept of Operations (ConOps)
Test and evaluate a BPCh prototype leading to Milestone B
Review and firm up BPCh information handling process
Formalize Best Practice Providers Network partnerships
Leverage DAU student and faculty resources for risk reduction
efforts and development of CDD
– Develop joint service acquisition reference “taxonomy”
– Support Workforce Management BP Clearinghouse initiative
31
Scenarios
• Process Evidence
–
–
–
–
Working
groups?
Lead from a BPCh User that is Evidence
Lead from a BPCh User that is a Weak War Story
Lead from a BPCh User that is Strong War Story
Evidence or War Story from PPN (including trusted
published site)
• Process Feedback and Identify Practices
–
–
–
–
–
Candidate Practices from BPCh User
Candidate Practices from PPN
New Practices from Practice Owner
New Practices from CAG
Feedback from a BPCh User
• Prepare and Validate Summaries
32
Proposed Pilot Approach
•
•
•
•
•
Form CAG Working Groups for each Key Scenario
Identify Working Group Leader
Develop working group plan/schedule and coordinate
with project manager
Review existing scenario process flows to validate
Do pilot
–
–
–
Implement scenario process flow with content
Coordinate content to use with Content Manager
Collect data
–
–
–
–
•
•
Recommended process flow changes
Time spent on key process flow steps
Develop guidelines to support execution of the process
Provide status to BPCh Project Manager
Prepare and analyze process implementation results
Report results to CAG
33
Process Concerns or Issues
–
–
–
Are sufficient resources available to complete the
working group activities?
Are the working groups goals aligned with needs for
the upcoming milestone?
What’s the timeframe for completing the working
group results?
34
CAG Wrap-Up
Exit Criteria / Next Steps
• Are the targeted content categories and
practices still the correct priority?
• Are there other content resources for risk
management and EVM that we should go after?
• Do we have a list of scenarios that we will pilot?
• Do we know the approach for piloting the
scenarios?
• Have we set a date for next meeting to review
the content?
36
Backup Slides
CAG Charter Comments
38
Content Growth Overview:
EVM Resources
•EVM (C/SCSC-compliant)
-Evidence: !A-12 (McDonnell Douglas/Gen.Dynamics), AV-8B (NAVAIR),
!B-2 Stealth Bomber (NG)
-Poss. Interviews: ?USAF SSG, ?DynPort (vaccine acq prgm), ?BAE
•PBEV
-Evidence: B-2 Stealth Bomber (NG)
Show resources on
the BPCh practice
page (with links)
??
•general comments
39
Content Growth Overview:
Risk Management Resources
•SEI: Continuous Risk Management
- Contact: Kathleen Dangle / Patricia Costa
•RiskIT
-Contact: Jyrki Kontio
•(NASA Risk Management)
- Risk management plan for project “Zeus”
- Contact for NASA: Myrna Regardie / Sally Godfrey
•general comments
- Barry Boehm / Charles W Bosler jr. / Robert N. Charette / David A. Cook
/ Brian Hagen / David T. Hulett / Tim Lister / Don O’Neill / Carol Smidts /
Peter G. Anderson / Tim Best / Steve Botzum / Alexis Flippen / Al Gallo
40
March 30 - Dry Run Agenda
• Review Proposed CAG Material
• Time boxing 9:00 – 1:00
• BPCh Front Page Enhancements
• ANSI Presentation
• Planning Meetings (Configuration Control
Board)
• Funding Status
• Demonstrate BPCh Backend
• Other Topics
41
BPCh Program Current Status
• OSD principle officers were briefed on 6 January and
the following decisions were established:
Mike to keep or
– Move forward with the BPCh development plan as briefed, using
update
identified FY 06 funding ($435K), to accomplish the following
objectives:
• All FY06 funding activities highlighted on previous slide,
including the assessment of “Managing the Force” Best
Practices Clearinghouse initiative for possible integration with
the AT&L BPCh
– Develop a business case and document requirements on the way
to meeting other Milestone B requirements by the end of FY 06.
– Designate Mr. Anderson as the Acquisition Executive (AE) who
becomes the Milestone Decision Authority for BPCh, until or unless
the newly established Business Transformation Agency’s (BTA) AE,
MG Carlos “Butch” Pair is identified as AE.
– A Memoranda of Agreement (MOA) outlining governance
structure and signatories among BPCh sponsors is NOT now
required.
42
BPCh Program Current Status
• Final tasking from OSD principle officers briefing
on 6 January:
Mike to keep or
– Compose Memorandum for Record documenting group
update
discussion/decisions; MFR written in mid-January and is currently
being coordinated by Col. Anderson for approval/signature
among group principles.
• BPCh FY06 funding from NII and DS ($75K each) in
process of being transferred to DAU; still working receipt
of committed funds from ARA and crosscutting study.
• Working on draft partnership language and tailored
program overview presentation for potential Practice
Providers Network participants and POCs
• Working w/ DAU Taxonomy PM to determine how we will
incorporate taxonomy metadata into BPCh design
• Biweekly status meetings to re-commence on 28 Feb
43
BPCh Development Schedule
MOU to be Signed
before or at MS-B
Start Turnover of PM
responsibility to DAU
NDIA SE
Conference
Oct 2005
SSTC
21-25 April 2005
“Alpha” prototype
version developed
and demonstrated
Primary Lead: FC-MD
Supporting: N/G-IT
SSTC
Apr 2006
“Beta” prototype
version evolved
and demonstrated
Primary Lead: CSC
Supporting: FC-MD
IOC
Apr 2007
MS-C(V1.0)
Acceptance
Public access
SE & SAM focus
Start O&S
Oct 2007
(V2.0)
Industry focus
PM & Log focus
AoA / Risk
Reduction
Jul 2006
AoA & Risk Mitigation
ongoing; content
generation, security
and user testing at DAU
DAU
Dev/Testing
Oct 2006
MS-B
Version 1.0
FSD begins
Primary Lead: CSC
Primary Lead: CSC
Supporting: DAU-IT & FC-MD Supporting: DAU-IT & FC-MD
Apr 2008
Oct 2008
Industry focus
Complete all AT&L Functions
Functional Updates (every six months)
44
BPCh demo: http://bpch.dau.mil
• Latest front-end, integrated with DAU KS assets
45
Repository Forms/Data Structures
Practice A
Evidence 1
Evidence 2
Evidence 3
Evidence 4
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
46
Repository Forms/Data Structures
Practice A
Summary of sources
Summary of results in context
Evidence 1
Evidence 2
Evidence 3
Evidence 4
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
47
Repository Forms/Data Structures
Practice A
Summary of sources
Summary of results in context
Vetted as of March 2005
Evidence 1
Evidence 2
Evidence 3
Evidence 4
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
48
Repository Forms/Data Structures
Practice A
Summary of sources
Summary of results in context
Vetted as of March 2005
Evidence 1
Evidence 2
Evidence 3
Evidence 4
Evidence 5
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
49
BPCh demo: http://bpch.dau.mil
• Latest back-end, to manage practice information
50
CAG Role in Content Evolution
Month 1
CAG kickoff
mtg (long)
Month 2
CAG members “market” BPCh:
Find experts & content sources
Month 3
CAG status
mtg (short)
Content developers (FCMD and
others) add evidence from
publications, interviews
Existing sites are linked and/or
mined for content
Content owners review material as
it comes in
Validation
mtg #1
•
•
•
Bi-monthly CAG meetings start off content development cycles by prioritizing
leads & “hot” practices, then review progress at cycle end
Validation meetings can be run after each content cycle, on whichever
practices exhibited the most content growth
Outputs:
1) Content populated into the BPCh
2) Content generation processes exercised
3) List of practices to target, continually edited and re-prioritized
in Content Management Plan
51
“Practice” Operational Definition
• Operational Definition:
– A documented activity that is described in an
actionable, repeatable way;
– A description of how to do something, not a general
goal of what to do
– Usable by targeted acquisition end users
– About which we can collect empirical data or
experiences.
• Distinguished from:
– A best practice area
• …a type of activity the user can’t neglect, without
specific advice on how to do it. E.g. risk mgmt.
– A lesson learned
• …good advice, drawn from experience, without enough
detail to be clearly repeatable. E.g. Don’t overestimate
cost savings from using COTS components.
52
Browse Perspectives for Practices
Systems Eng. Plan
section outline
•…
• Acq. Strategy
• Risk Mgmt
1-to-many
• Integrated Master Plan
• Earned Value Mgmt
•…
DAG
section outline
•…
• 4.2.3.3 Tech.
Assessment
• 4.2.3.4 Reqts Mgmt
• 4.2.3.5 Risk Mgmt 1-to-many
• 4.2.3.6 Config Mgmt
•…
SEI TaxonomyBased Risk ID
(Summary)
Evidence Evidence
1
2
Evidence Evidence
3
4
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
Willoughby
Templates
(Summary)
Evidence Evidence
1
2
Source
Context
Results
Source
Context
Results
Evidence Evidence
3
4
Source
Context
Results
Source
Context
Results
53
Browse Perspectives for Practices
Systems Eng. Plan
section outline
•…
• Acq. Strategy
• Risk Mgmt
• Integrated Master Plan
• Earned Value Mgmt
•…
1-to-1
CMMI-AM
process areas
•…
• 2.9 Project Planning
• 2.10 Reqts Dev.
• 2.11 Reqts Mgmt
• 2.12 Risk Mgmt
• 2.13 Solicitation &
Contract Monitoring
•…
Earned Value
Mgmt
(Summary)
Evidence Evidence
1
2
Evidence Evidence
3
4
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
COCOMO II
Cost Model
(Summary)
1-to-many
Evidence Evidence
1
2
Source
Context
Results
Source
Context
Results
Evidence Evidence
3
4
Source
Context
Results
Source
Context
Results
54
Content for practices
• Users will find content at various levels of
completeness:
“Practice A”
(Name only,
possibly links)
Practice A
(Summary,
links, and
evidence)
Practice A
(Name, links,
and evidence)
Evidenc Evidenc
e1
e2
Evidenc
e3
Evidenc Evidenc
e1
e2
Evidenc Evidenc
e3
e4
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
55
Initial User Experience
SEI TaxonomyBased Risk ID
(Summary)
Systems Eng. Plan
section outline
•…
• Acq. Strategy
• Risk Mgmt
1-to-many
• Integrated Master Plan
• Earned Value Mgmt
•…
Evidence Evidence
1
2
Evidence Evidence
3
4
Source
Context
Results
Source
Context
Results
Source
Context
Results
Willoughby
Templates
(Evidence only)
Probability
Consequence
Software
(Name & links
only)
Source
Context
Results
COTS Usage
Risk Eval.
(Evidence only)
Evidence
1
Evidence Evidence
2
3
Evidence
1
Evidence Evidence
2
3
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
Source
Context
Results
56
Brainstorming
• For the existing / new practices:
– Which ones are the top priorities?
• “Low-hanging fruit”
• Most important practices that users should find
• What activities do users need most guidance on?
• What practices have the most (mis)information already
available?
• What questions are students asking in DAU classes?
• (Other criteria?)
– Can anyone suggest evidence sources?
• Existing best practice lists, publications, PMs to interview,
…
– Can anyone suggest resources?
• Courses, templates, tools, how-to books, …
– Who can be the practice owners?
57
Current content: System Capabilities,
Reqts, and Design Considerations
• Capabilities to be Achieved
– Architectural Reviews
– Needs Elicitation
– SEF Procedure for Reqts Analysis
[5]
[3]
[0]
• Key Performance Parameters
– (none yet)
• Statutory and Regulatory Reqts
– (none yet)
• Certification Reqts
– (none yet)
• Design Considerations
– (none yet)
58
Current content: SE Organizational
Integration
• Organization of IPTs
– (none yet)
• Organizational Responsibilities
– (none yet)
• Integration of SE into Program IPTs
– (none yet)
• Technical Staffing and Hiring Plan
– (none yet)
59
Current content: SE Process
• Process Selection
–
–
–
–
Lean Management
Modeling and Simulation
Six Sigma
Total Quality Management (TQM)
[5]
[0]
[0]
[0]
• Process Improvement
– (none yet)
• Tools and Resources
– Inspections
[11]
• Approach for Trades
– Trade Studies
– Utility Curve Methodology
[8]
[0]
60
Current content: Technical Mgmt and
Control
• Technical Baseline Mgmt & Control
(Strategy and Approach)
– Technical Performance Measurement
[4]
• Technical Review Plan
– Technical Reviews
[1]
61
Current content: Integration with Other
Program Mgmt and Control Efforts
• Acquisition Strategy
– Evolutionary Acquisition Strategy
[3]
• Risk Management
–
–
–
–
COTS Usage Risk Evaluation (CURE)
Willoughby Templates
SEI’s Taxonomy-based Risk Identification
Probability Consequence Software
[0]
[0]
[4]
[0]
• Integrated Master Plan
– DAG’s Lifecycle Cost Estimation Model
– COCOMO II Cost Estimation Model
– Work Breakdown Structure
[0]
[0]
[2]
• Earned Value Management
– EVM
[0]
• Contract Management
– Trade Studies
– Quarterly Mgmt Reviews
[0]
[0]
62