Overcoming The Challenges of Systems Engineering at NGA

Know the Earth…Show the Way
Overcoming the Challenges of

Systems Engineering at NGA
INCOSE Washington Metro Area Meeting
8 March 2005
Dr. Thomas Holzer

Technical Executive
Acquisition Engineering Office
NATIONAL GEOSPATIAL-INTELLIGENCE AGENCY

Approved for Public Release/ 05-116
Our Mission
NGA provides geospatial intelligence –

imagery, imagery intelligence, and
geospatial data and information – for
planning, decision-making and action in
support of national security.
2
INCOSE Washington Metro Area Meeting 8 March 2005 Approved for Public Release/ 05-116 Know the Earth…Show the Way
Background
• NGA is a Combat and Intelligence Support Agency
– We serve many masters
• Secretary of Defense
• Director of National Intelligence
• Director of Central Intelligence
• Acquisition workforce does not come from an
acquisition culture
• A lot of challenges being successfully overcome
NGA
NGAhas
hasbeen
beenimproving
improvingSE
SEand
andAcquisition
Acquisition
Management
Managementoverall
overallsince
sinceJan
Jan2000
2000
3
Disclaimer
• NGA continues to accomplish great things despite

the challenges of doing systems engineering in a
non-acquisition management culture.
• This presentation is not a critique of NGA’s

systems engineering capabilities
• This presentation is a review of how NGA is

overcoming the challenges in a complex
environment
4
Challenges (The Short List)

• Doing systems engineering in a non-acquisition
management environment
– People don’t understand SE and don’t care
– People want to understand, but don’t know why
– People don’t want to be constrained by processes
– “It takes too long”
– People want to understand and try
• Delivering quality capabilities quickly
– Complexities from an SE viewpoint are overlooked or
understated
• Meeting acquisition improvement objectives
– Mr. Wynne’s (USD/AT&L) SE Revitalization
– General Clapper’s improved acquisition management
5
Topics- Path to Maturing SE in NGA
Technology, Organizations
Tools, & and
Training People
Robust & Agile

Systems
Engineering
Processes
and
Practices
6
STAFF OFFICES
Director (D)
FIA Joint Management
Component Acquisition Executive NRO NGA
Office Support Team
Dr. Art Decker
Director
DD
Deputy Director (DD) Deputy Director
Chief of Staff Dr. Keith E. Littlefield
Military Executive (MX) Technical Executive (TX)

Chief of Staff Special Assistant
Special Assistant for Analysis & Production
Administrative Executive (AX) Business Executive (BX)

Staff Officer / Assistant Chief of Staff
Outreach Coordinator Staff Officer Facilities /
Space Engineer
Staff Officer / Tasking Office Staff Officer Staff Officer Staff Officer / HR Staff Staff Officer / Comp Tech Support
LINE OFFICES
Acquisition Acquisition Acquisition

Acquisition
Business Office (AB) Contracts Office Engineering Office
Systems Office (AS)
(AC) (AE)
Director Director Director
Deputy Director Sr. Procurement Executive Director
Deputy Director
Deputy Director
Deputy Director
Current as of 17 December 2004 Delivering the Future NOW

Previous Acquisition Engineering Office
A c q u is it io n E n g in e e r i n g
C o n tra c t M a n a g e m e n t SAP Engr Team
P la n n in g a n d R e q u ir e m e n t s a n d A r c h it e c t u re S y s te m C h ie f S y s t e m s G eoScout F IA N S G
A n a ly s is C u s to m e r In te rfa c e E n g in e e r in g In te g r ity E n g in e e r in g P la n n i n g P r o je c t O f f ic e
P ro g ra m R e q u ir e m e n t s In te rfa c e s IV & V P ro c e s s G eoScout F IA

P la n n i n g V a li d a t io n Im p ro v e m e n t R e q u ire m e n ts R e q u ire m e n ts
M o d e lin g & C u s to m e r C o n f ig u r a tio n R e a d in e s s E n te r p r is e

S im u la t io n In te rfa c e M anagem ent r is k M g m t G eoScout F IA
A r c h it e c t u r e In te rfa c e s
P e r fo rm a n c e R e q u ir e m e n t s M a s te r S e c u r it y
A n a ly s is A n a ly s is S c h e d u le E n g i n e e r in g G eoScout F IA
BPR CONOPS
GNPS SE CM L SE DHS SE
IC M A P S E SON SE Ira q S E
AGP SE AGISE Legend

SEG 18 SE S B R /N IS S E
Line divisions
Challenged in applying complete SE skills Functions
to specific transformation activities Projects
9
Realignment Goals & Approach
• Create an environment that encourages &

promotes effective collaboration both
internal to NGA/A and externally
• Provide systems and forums to improve the
quality of decisions
• Provide continuous feedback to improve
individual and organization performance in
meeting D/NGA priorities
10
Realigned Acquisition Engineering Office

Acquisition Engineering
Chief SE & Associate Chief
Technical Executive Chief Systems Engineer Engineers (ACE):
• Programs and Projects
Plan and lead
RTM ACE FIA ACE Ensure alignment
Contract Management
Address cross ACE issues
KPE ACE CML ACE
IC MAP PO
• Stakeholder coordination
GKB ACE A/B ACE Single point of contact
RTM- Requirements Tasking Marketplace Common business rhythm
KPR- Knowledge Production Environment DHS JPO
WSE ACE SAP ACE • Platform-based ACEs
GKB- GEOINT Knowledge Base
WSE- Web-based Secure Environment Converge into NSG
MCS- Mission Corporate Support MCS ACE P/S ACE architecture
Persistence ACE includes all
space-based programs
Planning and Requirements and Architecture System
Analysis Customer Interface Engineering Integrity
Functional Line Divisions:

Program Requirements • Staff
Interfaces IV&V
Planning Validation Train and equip
Modeling & Customer Security Readiness
Matrix support to AEE
Simulation Interface Engineering • Execute core processes
Performance BPR/ Requirements Configuration • Process improvement
Analysis CONOPS Analysis Management
Data Architecture Master Legend

& Engineering Schedule
Line divisions
Function re-alignments Enterprise
Risk Mgmt
Functions
Projects
11
Realigned Acquisition Engineering Office

Acquisition Engineering
Chief SE & Associate Chief
Technical Executive Chief Systems Engineer Engineers (ACE):
• Programs and Projects
Plan and lead
RTM ACE FIA ACE Ensure alignment
Contract Management
Address cross ACE issues
KPE ACE CML ACE
IC MAP PO
• Stakeholder coordination
GKB ACE A/B ACE Single point of contact
RTM- Requirements Tasking Marketplace Common business rhythm
KPR- Knowledge Production Environment DHS JPO
WSE ACE SAP ACE • Platform-based ACEs
GKB- GEOINT Knowledge Base
WSE- Web-based Secure Environment Converge into NSG
MCS- Mission Corporate Support MCS ACE P/S ACE architecture
Persistence ACE includes all
space-based programs
Planning and Requirements and Architecture System
Analysis Customer Interface Engineering Integrity
Functional Line Divisions:

Program Requirements • Staff
Interfaces IV&V
Planning Validation Train and equip
Modeling & Customer Security Readiness
Matrix support to AEE
Simulation Interface Engineering • Execute core processes
Performance BPR/ Requirements Configuration • Process improvement
Analysis CONOPS Analysis Management
Data Architecture Master Legend

& Engineering Schedule
Line divisions
Function re-alignments Enterprise
Risk Mgmt
Functions
Projects
12
Organization and People
• Maturing SE competencies
– Strong training program
– Infusion of external SE and Acquisition
Management expertise
– Support from external SE & SI support
• Enterprise Engineering Contract (SE)
• GeoScout Contract (SI)
• MITRE
– Apply standard processes
13
Acquisition Strategy Framework

Enterprise • Corporate Business
System and Process
• Requirements Baseline
• Performance Metrics/ Modeling
• Mission System and • Enterprise Risk Management
Engineering Process
• Enterprise Architecture
• Master Program Schedule
• Enterprise CM (Readiness)
(operational, technical and • IV&V
conceptual data model) • Technology Insertion
• Migration Planning
• Integrated GI Analytical • System Migration

Environment Plan Life Cycle Heritage
Systems • Corporate and Mission
BPR implementation
Planning
• Integration & Test/ITF Contracts
Integrator
• System Architecture • Risk Management
Definition, • Training
Development & • Implementation of
(GeoScout) Implementation
• Infrastructure
Logical & Physical
Data Model
Modernization • Development
• Technical Insertion / Baseline
Prototyping (NPE)
Legacy O&S
Ops &
•Operational Baseline •Hardware Maint
•System Operations
•Enterprise Services
•License Mgmt
•Inventory Mgmt
Contract(s)
Sustainment •Software Admin •Maintain NPE / ITF
(NJVC)
14
Tools
Acquisition Management Professional Advisory Board
• Defines, guides and sponsors professional

development
– Band-level expectations
– Career progression
– Education roadmap
– Performance standards
– Training programs
15
Training
Growing SE Capabilities
• Systems Engineering Graduate Certificate Program
– ½ Master Degree through The George Washington Univ and University
of Missouri-Rolla
– 2 year program; 6 courses; 1 course/semester; on-site
– 76 graduates since Jan 01
– 54* students currently enrolled
• Systems Engineering Masters Completion Program
– Completes academic requirements for MSSE
– 2 year program; 6 courses; 1 course/semester; on-site
– 18 students to graduate Apr 05
• Continuing Education (Long-term Full Time Training)
– 3 Doctor of Science Engineering Management
– 3 Masters in Systems Engineering
* Includes 14 NGA contractors & 9 mission partners 16

Training
Growing SE Capabilities (con’t)
• Defense Acquisition Workforce Improvement Act
– Certification (System Planning, Research, Development and Engineering;
Program Management, Test & Evaluation, Logistics, others)
– Competency improvement
• Leadership Development Program
– “Prepare participants as potential, future leaders with the
knowledge and skills that are required and desirable in moving
forward and upward in career pursuits”
– Mid & Senior levels (GS13-15/Bands 4-5)
• Shadowing and Mentoring Programs
• Long Term Full Time Training
• Ad-hoc Training
• On-the-Job Training
17
Technology
Information Management
• Integrated Data Environments

– Enterprise Engineering contractor maintained
– One-Stop source for SE activities information
– GeoScout contractor maintains companion
• Process Asset Library
– One-stop shop for all process materials
– Located on EE IDEs
• On-Line Tools
– EVM
– Program Managers Dashboard
– Others
18
Processes and Practices

Process Improvement Initiative
• Keystone to SE integrity
• Objective: “To deliver products and
services of consistent, high quality to the
customer”
Documented, repeatable
processes that achieve
predictable results
19
Processes and Practices

Process Improvement Initiative
• Based on Federal Aviation Administration

Integrated Capability Maturity Model, Ver. 2
– Enterprise-wide improvement of life-cycle, management
& support processes, based on capability levels from
the acquisition agent point of view
• Initiated Jan 2000 in Acquisition Directorate
– Achieve Level 2 in 10 critical process areas
• Conducted external appraisal in Oct 2003
– Achieved Level 3 in 8 of 10 process areas
20
2003 - 2009
Processes and Practices Configuration Mgmt
Process Migration Contract Management
Outsourcing
Project Management
Quality Assurance
2000 - 2003 Readiness**
Risk Management
Contract Management (3) System Evaluation
Configuration Mgmt (3) Transition
Needs (3) Alternatives
Outsourcing (3) Architecture
Project Management (2)* Design
Quality Assurance (1)* Information Mgmt
Readiness** Integrated Teaming
Requirements (3) Integration
Risk Management (3) Measurement
System Evaluation (3) Needs
Transition (3) Peer Review
Process Definition
Process (Appraised Level) Process Improvements
Requirements
Strategic Planning
System Security*
Process not sufficiently institutionalized for Level 3
Process not in FAA-iCMM
Tech Insertion
Where it makes good business sense Training 21
Life Cycle Processes From All To All
Risk
Management Processes Management
Support Processes
Additional Processes Project Pre Award &
Management Contracting
System
Security
Enterprise
Strategic Needs &
Planning Requirements From All
Enterprise Alternative
Architecture Modeling & Training
Simulation
To All
Process Technology
Information Integration
Definition Insertion
Management
Configuration
CM, TX Management
Test &
Readiness
Evaluation
Process
Transition
Improvement
To All
PM
Quality Peer Review
Assurance
Measurement
Draft 6/4/04
SE Processes, Policy and Standards

• Tier 1: Process Improvement Processes and Policy
– Process application policy
– Defines Architecture, Base and General Processes, Process
Interfaces and policy (4-10 pgs/process)
Tier 1
• Tier 2: Process Area Procedures NCCB
Approval
– May be tailored (10-50 pgs)
– Specific standards and references identified
• Tier 3: Detailed Guidebooks Tiers 2-4

SEPG
– Division/Project/Segment Specific (50+ pgs) Approval
• Tier 4: Training Materials
– Process/Division/Project Specific
Project
Drafts, Tailors & Implements Processes
All
Allmaterials
materialsmaintained
maintainedin in
Process
Process Asset
Asset Library
Library
23
Process Application
• Overlays ‘expanded’ Mil-Std 499B SE model
• Mandatory for all program offices (PO)
– Implemented as processes completed
– Training provided by process teams
– Process ‘artifacts’ expected by acquisition leadership
• Processes not put on contracts, but
– Contractors need to help fulfill PO’s responsibilities
– Most/all contractors have supporting processes
• Being expanded across agency
Much
Muchlonger
longer story
storyneeding
needing
much
muchmore
moretime
time 24
Lessons Learned
• An active Senior Sponsor is essential

• Manage process improvement like a program
– Program Plan
– Managed schedule and resources
– Phased implementation
• Get stakeholder buy-in from the start
– Process Owner
– Process Working Group members
– Doubters as strongest advocates
25
Lessons Learned
• Pick a process model and stick with it

– A priori evaluation criteria
– Keep it simple
• Develop hierarchical process documentation
• Incentivize & recognize change
– Public forums
– Impromptu
• Marketing, marketing, marketing
– Sponsor e-mails
– News articles
– Posters
26
Point of Contact
Thomas Holzer, D.Sc.

703-755-5685
Thomas.H.Holzer@nga.mil
27

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Know the Earth…Show the Way

Overcoming the Challenges of

Dr. Thomas Holzer

NATIONAL GEOSPATIAL-INTELLIGENCE AGENCY

NGA provides geospatial intelligence –

• NGA continues to accomplish great things despite

• This presentation is not a critique of NGA’s

• This presentation is a review of how NGA is

Challenges (The Short List)

Topics- Path to Maturing SE in NGA

Robust & Agile

Military Executive (MX) Technical Executive (TX)

Administrative Executive (AX) Business Executive (BX)

Acquisition Acquisition Acquisition

Current as of 17 December 2004 Delivering the Future NOW

Previous Acquisition Engineering Office

C o n tra c t M a n a g e m e n t SAP Engr Team

P ro g ra m R e q u ir e m e n t s In te rfa c e s IV & V P ro c e s s G eoScout F IA

M o d e lin g & C u s to m e r C o n f ig u r a tio n R e a d in e s s E n te r p r is e

AGP SE AGISE Legend

Realignment Goals & Approach

• Create an environment that encourages &

Realigned Acquisition Engineering Office

Functional Line Divisions:

Data Architecture Master Legend

Realigned Acquisition Engineering Office

Functional Line Divisions:

Data Architecture Master Legend

Organization and People

Acquisition Strategy Framework

• Integrated GI Analytical • System Migration

• Defines, guides and sponsors professional

* Includes 14 NGA contractors & 9 mission partners 16

• Integrated Data Environments

Processes and Practices

Processes and Practices

• Based on Federal Aviation Administration

SE Processes, Policy and Standards

• Tier 3: Detailed Guidebooks Tiers 2-4

• An active Senior Sponsor is essential

• Pick a process model and stick with it

Thomas Holzer, D.Sc.

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