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U.S. Army Report to the DASD-SE in Support of the FY12 Annual Report to Congress Regarding the Implementation of the Weapon Syst

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U.S. Army Report to the DASD-SE in Support of the FY12 Annual Report to Congress Regarding the Implementation of the Weapon Syst DEPARTMENT OF THE ARMY ASSISTANT SECRETARY OF THE ARMY FOR ACQUISITION, LOGISTICS AND TECHNOLOGY (ASA (ALT)) U.S. Army Report to the DASD-SE in support of the FY12 Annual Report to Congress Regarding the Implementation of the Weapon Systems Acquisition Reform Act Advancing the State of Systems Engineering for the Army ASA (ALT) Office of the Chief Systems Engineer 02/25/2013 Service Assessment Summary: The Army, in order to improve the execution of systems engineering across the acquisition community, provisionally established the Office of the Chief Systems Engineer (OCSE) in 2011. Since that time significant strides have been made in advancing the state of Army systems engineering and improving system-of-system integration. OCSE serves as the only organization within ASA (ALT) headquarters to provide analytical support to the ASA (ALT) leadership on critical Systems of Systems (SoS) trade-space issues. The OCSE also conducts studies, establishes vision, designs baselines, and maintains vigilance of affordability, interoperability, and relevance. OCSE also serves as the Chief Information Officer (CIO) for the ASA (ALT), and as the ASA (ALT) CIO. OCSE leads ASA (ALT) transformation to deliver timely, trusted, and shared information, and to create an environment that empowers the acquisition community through an unsurpassed agile, collaborative, productive, lean, and trusted information enterprise. In Fiscal Year 2012 (FY12) the Army made solid gains in growing its ability to provide strategic systems engineering guidance and assistance across its acquisition enterprise, and to produce strategic level systems engineering documents to align Service system architectures. These advances help the Army make significant strides towards realizing its vision of interoperable, cyber-hardened, system of systems with open architectures and lower life cycle costs. The mission of ASA (ALT) OCSE is to provide the Army’s leadership and materiel developers with the necessary system-of-systems analysis, defining engineering and architectural products to manage and shape the Army’s materiel portfolio; to ensure systems engineering discipline across the materiel developer community throughout the acquisition life cycle; and to grow the systems engineering capability within the Army through education, engineering policy, guidelines, and adoption of best industry practices. Over the past year ASA (ALT) OCSE has focused on the following initiatives: • Delivering strategic-level System of Systems Engineering and architectural analysis for current and future force capabilities • Continuing the implementation of the Common Operating Environment through orchestration, validation, and verification • Fostering the environment for information transparency and collaboration for all architectural and engineering data • Establishing engineering policy, guides, best practices templates, and metrics to insure SoS discipline across ASA (ALT) • Improving the SE documentation review process to decrease the time to review and improve the quality by strict adherence to OSD and Army policy and guidance • Conducting program reviews to ensure compliance with established policy guidance, architectures and standards • Shaping SoS engineering organizational structure and processes across the Program Executive Offices (PEOs) to ensure consistency in implementation of Systems Engineering rigor • Promoting education and a personnel development model to cultivate the System of Systems Engineering capability across the ASA (ALT) and the Army • Orchestrating the domain management of its portfolio of existing Information Technology (IT) systems • Identification of science and technology opportunities that will enhance the SoS capability 2 The Army identified the following areas of notable improvements within the implementation of systems engineering and are discussed in detail in Section 1.5: (1) Implementation of the Systems Engineering Plan policy aligned with OSD SEP policy (2) Improved synchronization with multiple business and warfighting decision forums (3) Increased breadth and scope of the Army Systems Engineering workforce through forum attendance, formal training and experience, rotational assignments, etc. The Army has also identified three areas to focus on improvement in FY13: (1) Develop and deliver a Development Planning methodology and core capability to the Army, that will use a select set of common tools and best practices, which can be tailored to specific programs needs, to inform the Joint Capabilities Integration and Development System (JCIDS) requirements process, improve Analysis of Alternatives (AoAs), identify early cost and risk factors, and insert appropriate Systems Engineering rigor prior to Milestone A. (2) Develop a bench of Army Systems Engineering cadre with the proper mix of knowledge and expertise in hard engineering skills, cross engineering disciplines, DoD acquisition processes, and appropriate soft skills that enable them to manage risk and complexity and provide Acquisition Leadership with sound, independent and actionable engineering advice. (3) Identify common SE methodologies, processes, products, and best practices, as well as systems engineering tools that can leverage common data sets, in order to improve the effectiveness and efficiency of our acquisition processes. Identify common metrics that are useful in measuring and predicting program performance and outcomes. Systems Engineering Activities 1.0 Progress and Plans for Improved Service Systems Engineering Capability 1.1 Service-Level Systems Engineering Strategy: The ASA (ALT) System Engineering strategy uses overarching objectives to align with the vision of the Army Campaign Plan and the ASA (ALT) Strategic goals. The outcomes that the Office of the Chief Systems Engineer is working to establish is an overall reduction in acquisition risk by implementing standardized systems engineering processes to reduce the cost of program acquisition, along with the life cycle cost of systems. OCSE will put in place a standardized systems engineering model that consist of using SE subject matter experts in the areas of planning, engineering, architecting, analyzing, and reviewing system capabilities across the PEO community. Additionally, innovative SE concepts, toolset, best practices, and collaborative forums will be used to improve the cycle time required for program documentation reviews supporting key leadership engagement opportunities such as the Army System Acquisition Review Council, the Capabilities Portfolio Review, and associated Defense and Army Overarching Product Team reviews. As Army operations continue to be based on the ability of the Commander to lead and direct supporting and subordinate entities to achieve a common purpose using 3 mission orders, OCSE is using reference architectures for Transport Systems, Applications, and Senor Services as those mission orders that will inform program how they will outfit formations to ensure the programs are nested within the Army and Joint / Coalition / Interagency architecture construct. The ability for the Army’s technologically advanced systems, when integrated seamlessly to ensure full interoperability, will not only allow for the US Army to maintain our technological superiority over our adversaries, but will provide greater Warfighting ability as fully integrated and interoperable systems are a decisive combat multiplier. OCSE’s extended team of engineering subject matter experts located in PEOs, RDECs, and Programs across the Acquisition community will use peer reviews of a system’s design and architecture to ensure compatibility, interoperability, and consistency across multiple systems and formations; this will build a bench of trained Systems of Systems Engineers that can be leveraged across the community. These reviews will identify informed trades between cost, schedule, and performance objectives in the earliest stages of development and acquisition, and will enable informed decisions by senior leaders. Using developmental and rotational assignments, OCSE is working to grow the breadth and scope of Army Program Systems Engineers supporting PMs, PEOs, and the AAE. The oversight of lower-level ACAT programs is delegated to PEO level. The Army Systems Engineering Forum (ASEF) is being used as an avenue to identify the PEOs’ best practices and share them across the community. ASA (ALT) provides a degree of oversight through enforcement and review of standardized Systems Engineering Plans (SEPs) and Program Protection Plans (PPPs). ASA (ALT) is also seeking the means to use hard data to measure the performance and health of individual programs and Army acquisition at- large. A key challenge is identifying the proper metrics and leading indicators that can foretell program outcomes. To expedite identification of key performance indicators, ASA (ALT) is considering establishment of new policy to facilitate the routine collection of a variety of data sets/points from individual programs. That data would be recorded and analyzed along with program progress and outcomes, with a goal of determining which sets of data are predictive of program success. If successful, that type of data could also be used to assist in evaluating, on a timely basis, whether Service-wide performance in acquisition is improving or declining. It could also be used to help identify correlations between specific initiatives or process changes and their impact on program outcomes. The overarching objectives of the Army’s SE efforts are to enable
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