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NDIA Systems Engineering ConferenceOctober 23, 2018
Molly Nadolski, Tom McDermott, Chris Paredis, Paul Collopy
Workforce and Culture Transformations in Digital
Acquisition
2
Agenda
• Introduction & Background
• Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis
• Context Background: DE Transformation; Workforce & Culture
• Systemigram
• Outcomes & Next Steps
3
Introduction
• Research project to evaluate the impacts of DE on current DoD acquisition enterprise processes
• Digital Thread is still in the early stages of development and adoption
• Discussions around digital thread and digital engineering focuses on the technological and modeling aspects
- Overlooked is the human role and associated changes to culture & workforce
• Created holistic model of DoD Acquisition Enterprise change as DE is gradually adopted
SERC Project RT-182 Digital Thread Enabled Acquisition
4
• Introduction & Background
• Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis
• Context Background: DE Transformation; Workforce & Culture
• Systemigram
• Outcomes & Next Steps
Agenda
5
Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis
Graphic: W. Rouse & M. Pennock, Complex Enterprise Systems, 5th Annual SERC Sponsor Research Review February 25, 2014
Descriptive Models
Graphic: smumn.edu/facpages/~dbucknam/rat_cartoon.jpg
6
Methodology, continued1. Context Analysis
2. Central Questions of Interest
3. Identify System Structure & Phenomena
- Background Research
- Interviews
4. Visualize Relationships
- Systemigram Narratives & Diagrams
5. Identify Areas of Exploration
- Innovation System Analysis
- Key stakeholders
- Critical enablers & barriers to change
6. Identify Data Sets to Parameterize
- What are the measurement areas that will drive change?
- What measures are collected versus what should be collected
2. Agree on Central Questions of Interest
3. Identify System Structure & Phenomena
4. Visualize Relationships
5. Identify Areas of Exploration
6. Identify Data Sets to Parameterize
7. Identify Relevant Computational
Models
Agree on Context & Boundaries
Conceptualize Models and abstractions
Develop Narratives &
Diagrams
Develop Data Models
Integrate Computational
Models
Test/ Verify
Rouse, W.B, Modeling and Visualization of Complex Systems and Enterprises, Wiley, 2015.
Loper M., Ed., Modeling and Simulation in the Systems Engineering Lifecycle, Springer, 2015.
1. View the System as a Multi-Layer
Enterprise
Framework: Facilitation: Model Design:
7
1. The problem
situation:
unstructured
7. Action to
improve the
problem
situation
6. Feasible,
desirable
changes
2. The problem
situation:
expressed
5. Dramatization
and Dialogue
3. Structured
text
4a. Formal
system
concept
4. Systemigram(s)
Design
4b. Other
systems
thinking
Real world
Systems thinking
Stakeholder
Interviews
Design Workshop,
Actors &
Enablers
Stakeholder
Reconciliation,
Measures of
Change
Central
Questions of
Interest
Innovation
System
Development
A qualitative stakeholder-driven process to produce quantitative goals
In Practice: Using Enterprise Systemigrams
8
• 15 Project Visits Completed, 25 People Interviewed
- DASD/SE
- Aerospace Corp
- JHU APL
- SAF/AQ
- Army PM-Aviation
- Army Future Vertical Lift Program Office
- Ground-Based Strategic Deterrent Program Office
- SPAWAR San Diego
- TARDEC
- J8 JCIDS office
- DOT&E
- NASA-Langley
- NASA-Marshall
- JPL
• Also:
―~50 documents reviewed
―6 facilitated meetings with DASD/SE team
Stakeholder Interviews & Research
9
• Introduction & Background
• Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis
• Context Background: DE Transformation; Workforce & Culture
• Systemigram
• Outcomes & Next Steps
Agenda
10
Context BackgroundEnabling Environment Key Actors & Resources Interactions/Activities Outcomes/Outputs
Do
mai
n
• Operational Context –
increasing complexity
• DoD DE Strategy
• Manufacturing 4.0 drivers
• Global innovation in DE
• Curate models across domains,
fidelity, phases and the lifecycle
• Goal 1: Formalize the development,
integration and use of models to inform
enterprise and program decision making
• Map the realm of the possible with warfighter
needs
Inst
itu
tio
ns
• Develop, mature, and use
IT infrastructures
• Define and govern
authoritative source of
truth
• INCOSE and other professional
organizations
• Digital program documents
• Enterprise owns the ontology and
data layer for analytical
approaches
• Libraries of reusable models
• Pay once for data, reuse
everywhere
• Goal 2: Provide an enduring authoritative
source of truth (AST)
• Goal 4: Establish a supporting infrastructure
and environment
Pro
cess
es
• Lexicon, taxonomies,
ontologies
• Paperless system and
technical information
• Communities: Standards, guides
• Communicators/ matchmakers
• Model governance/version
control mgmt.
• Better informed Decision makers
• Digital twin that injects data back
into the models
• System data accessible from a
single portal
• Eliminate human process of
finding and using data
• Everything needed is on desktop,
what’s been done before is there
to reuse
• Goal 3: Incorporate technical innovations to
improve the engineering practice
• opportunities that can be gained from deeper
information in the AST
• make the process more efficient and reduce
rework
• capture and maintain lessons learned
Pe
op
le
• Comfort with technology
• Usability of DE methods
& tools
• Organizational and
cultural resistance
• Learning systems that
adapt to individual
abilities
• Leadership & messaging
• Older vs younger workforce
• Human capital - skills
• A-Teams & B/C-Teams -
performance
• Enhance collaboration
• Humans can focus on creative
work and machines can take care
of mundane tasks
• Understand incremental value of
all trades, done dynamically
• Goal 5: Transform Culture and Workforce
• easier to ingest new processes and incorporate
acquisition expertise into the tools
• make the B-team and C-team players perform
more at the A-Team level
11
Workforce & Culture
• Most stakeholders and experts do agree there is a cultural change at play
• Divergence in perspective in regards to what this might look like
• Change in the “old guard” to “new guard”, whether or not there are
workforce capabilities and the “talent” will look like
• Substantial workforce shift: new tools which bring in digital natives and
will be a merger of new technology and existing experience
• Are there capabilities and resources to address the changes?
• Tensions between the old and new guard
• Evolution of Systems Engineering and System Modeling roles & methods
• Digital collaboration and access to truth data is a key enabler
• Commitment of leadership is essential
• Investment, common messaging, safe places to experiment
• What innovations will drive the future DE desktop environment?
12
• Introduction & Background
• Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis
• Context Background: DE Transformation; Workforce & Culture
• Systemigram
• Outcomes & Next Steps
Agenda
13
DE Transformation Systemigrams
14
Program Office
Workforce
Procurement
Engineering
Program
Management
Prod./
Quality
Assurance
Business/
Financial
Management
Test &
Eval
Actors
Domain
Structure
Processes/
Resources
Legend
Workforce and Culture
Is no silver
bullet for good
Must be
about
uses
Seeing
increasing
Has
mature
Do not
Have
the
Performed by
Less
receptive touses
Frustrated
with lack of
causes
More
receptive to
Link together
Broaden
perspectives with
Provide
Limits
delegation to
Driving
transition to
Requiring
reprioritization
of the
To
do
Driving
change in
of
Ability to
model
across
Systems
Engineering
System
Complexity
Disciplinary
Roles
Aging
Workforce
Experienced
Engineers
Younger
Engineers
Digital
Models Attrition
Digital
Engineering
Knowledge
Transfer
Pace of
Adoption
MBSE
Program
Collaboration
“Heroes”
Engineering
Workforce
Software
Engineering
System
Engineering
Manufacturing
Hardware
Engineering
Test &
Eval
Have
the
Leads
to
Concern
Will lead
to more
technical
Struggle with
formal cross-
disciplinary
Rely too
much on
Central Data Storage
Cloud Server
Single Portal
Computing
System
Communication
With
stakeholders
Across roles
Across
disciplines
Leadership
Create
Buy-in
Will
reduce
Messaging
Reduce
risk
Communicate
better
Do the same
things faster
Create better
informed
requirements
Make better
informed
decisions
Ability to assert
completeness
More work
flexibility
Strategic vector/
Commander’s
intent
Must provide
Needed to
Finding &
Using Data
to
Everything is
on the
Desktop when
Needed
for
Transform
Workforce
and Culture
Must
incentivize
Digital
Collaboration
PlatformsLack formal
Digital Tools
Support
collaboration
Different uses
of similar tools
Customize user
experience
Provide effective
visualization
DE Initiatives
Innovation
spaces &
projects
Communities of
Practice/ Interest
Guidebook
Chapter on MBSE
Shared
knowledge/
Authoritative
Source of Truth
Must
produceTo create
the
necessary
Must
With
Must
support
investment
in
uses
Must
invest in
and
Bridge the
modelers to
acquirers gap
Will
help
Leading to
improved
on
Must
persist
to
Needed to
More “A”
Players
into
Will be
set by
Agility
Improving
Tool
Vendors
15
Program Office
Workforce
Procurement
Engineering
Program
Management
Prod./
Quality
Assurance
Business/
Financial
Management
Test &
Eval
Actors
Domain
Structure
Processes/
Resources
Legend
Workforce and Culture
Is no silver
bullet for good
Must be
about
uses
Seeing
increasing
Has
mature
Do not
Have
the
uses
Driving
change in
Ability to
model
across
Systems
Engineering
System
Complexity
Disciplinary
Roles
MBSE
Engineering
Workforce
Software
Engineering
System
Engineering
Manufacturing
Hardware
Engineering
Test &
Eval
Have
the
Communication
With
stakeholders
Across roles
Across
disciplines
16
Actors
Domain
Structure
Processes/
Resources
Legend
Workforce and Culture
Is no silver
bullet for good
Must be
about
uses
Seeing
increasing
Has
mature
Performed by
Less
receptive touses
Frustrated
with lack of
causes
More
receptive to
Link together
Broaden
perspectives with
Provide
Limits
delegation to
Driving
transition to
of
Ability to
model
across
Systems
Engineering
System
Complexity
Disciplinary
Roles
Aging
Workforce
Experienced
Engineers
Younger
Engineers
Digital
Models Attrition
Digital
Engineering
Knowledge
Transfer
Pace of
Adoption
MBSE
“Heroes”
Leads
to
Concern
Rely too
much on
Will
reduce
To create
the
necessary
17
Actors
Domain
Structure
Processes/
Resources
Legend
Workforce and CultureMust be
about
Seeing
increasing
Driving
transition to
of
Systems
Engineering
System
Complexity
Digital
Engineering
Central Data Storage
Cloud Server
Single Portal
Computing
System
Finding &
Using Data
Everything is
on the
Desktop when
Needed
for
Digital
Collaboration
Platforms
Digital Tools
Support
collaboration
Different uses
of similar tools
Customize user
experience
Provide effective
visualization
To create
the
necessaryuses
and
on
Tool
Vendors
18
Actors
Domain
Structure
Processes/
Resources
Legend
Workforce and CultureMust be
about
Seeing
increasing
Frustrated
with lack of
causes
Driving
transition to
of
Systems
Engineering
System
Complexity Attrition
Digital
Engineering
Pace of
Adoption
Leadership
Create
Buy-in
Will
reduce
Messaging
Reduce
risk
Communicate
better
Do the same
things faster
Create better
informed
requirements
Make better
informed
decisions
Ability to assert
completeness
More work
flexibility
Strategic vector/
Commander’s
intent
Must provide
Needed to
Finding &
Using Data
to
Everything is
on the
Desktop when
Needed
for
Transform
Workforce
and Culture
Must
incentivize
Digital
Collaboration
Platforms
DE Initiatives
Innovation
spaces &
projects
Communities of
Practice/ Interest
Guidebook
Chapter on MBSE
Shared
knowledge/
Authoritative
Source of Truth
Must
produce
Must
With
Must
support
investment
in
Must
persist
to
Needed to
More “A”
Players
into
Will be
set by
Agility
Improving
Tool
Vendors
Younger
Engineers
19
• Introduction & Background
• Methodology: Multi-level Sociotechnical Modeling & Enterprise Systems Analysis
• Context Background: DE Transformation; Workforce & Culture
• Systemigram
• Outcomes & Next Steps
Agenda
20
• Created holistic model of DoD Acquisition Enterprise change as DE is gradually adopted
• Good agreement across stakeholders on the nature of the strategy
• Descriptive modeling process reveals scope of change
• Testing insights in multiple forums using Systemigrams
Outcomes & Next Steps
• Next steps:
• What do program offices need to emphasize?
• What are the short and long-term metrics for success?
21
Questions?
22
Thank you!