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A LOOK INSIDE

A LOOK INSIDE. PURPOSE & PRINCIPLES BEHIND PROCESS IMPROVEMENT. By Carl W. Hall DCS Corp. CURRENT POSITION. DCS Process Improvement Lead at AWL. PRESENTATION OUTLINE. Fundamental Overview of A Process NAVAIR BPI Study 1998/1999 F/A-18 AWL Overview Overview of CMMi

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A LOOK INSIDE

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  1. A LOOK INSIDE PURPOSE & PRINCIPLES BEHIND PROCESS IMPROVEMENT By Carl W. Hall DCS Corp.

  2. CURRENTPOSITION • DCS Process Improvement Lead at AWL

  3. PRESENTATION OUTLINE • Fundamental Overview of A Process • NAVAIR BPI Study 1998/1999 • F/A-18 AWL Overview • Overview of CMMi • Overview of Airspeed • Conclusion

  4. WHAT IS A PROCESS? PROCESS n.,a logical organization of people, procedures, and technology into work activities designed to transform information, materials, and energy into a specified result. A high level view of how work is accomplished. Information, Materials, energy Specified Result [i.e., Product or process or policy, etc.] WBS 1. Mgt establishes Mgt Oversight Team 1.1 Select Leader 1.2 Select Members 1.3 Charter 1.4 Review Policy 2.0 Mgt forms Working Grp.

  5. PROJECT LEVERAGE AREAS There are three major determinants which affect the success or failure of a program. These are Product cost, schedule and Quality. The leverage areas are depicted in the triad. While each area is important, process is the unifying factor in the three. PEOPLE PROCESS TECHNOLOGY

  6. WHY IS A PROCESS IMPORTANT? • Process provides a methodology for intelligently and efficiently integrating people, tools, procedures and technology • People usually are only as capable as they are trained to be so • Working harder and longer hours are not the solution • But working smarter and more efficiently using processes is the Solution • Technology applied without a supporting infrastructure is disaster. It could bring the expected benefits if the people are trained and if a process is applied judiciously.

  7. PROCESS MANAGEMENT ASSUMPTIONS • The ultimate assumption verified by the military and commercial sectors is that the QUALITY of a system is highly influenced by the QUALITY of the process used to Design, Development and Maintain the system. • The cost, performance and delivery of systems will all be improved when processes are defined and used consistently across the project.

  8. NAVAIR BPI STUDY 1998 • Study initiated to improve our business practices under the leadership of NAVAIR head, Admiral Lockhard. • Darrell Maxwell and Carl Hall co-chairs on Best Practices Initiative (BPI) Software Development Strategy Core Processes Team CP5-1 with Admiral J. Dyer manager. • One year to visit commercial and military sectors and determine a solution to improve our SSA business practices. Briefing given to NAVAIR in Feb. 1999. • I will present a portion of our committee’s research and findings today.

  9. Site Visit Best Practices • Utilize the Software Engineering Institute Capability Maturity Model (SEI-CMM). • Process improvements defined by the SEI-CMM Levels (1 through 5) results in 30% productivity increase for each level improvement. • Test costs shift from 50% of the total costs to 30% by improving from a Level 3 to a Level 5 organization. • 30% reduction in defects for each Level improvement. • People are motivated to improve by Senior Management commitment and vision. • An initial investment and reinvestment up to 5% of the S/W product cost in process improvement initiatives. • Improve by using corporate leadership teams (SEPG’s, PAT’s, and SEC’s) to motivate and encourage the development of processes and procedures. • Integrate Systems and Software Engineering processes together. • Organizations with similar maturity levels work better together.

  10. System Strategies for Tomorrow’s Success Process Focus TEAM willreducethe costof software development and maintenance through the use of disciplined processes that are defined and implemented by both TEAM and contractor organizations. Organization/Capabilities Focus TEAM will optimize and maintain the best skills mix within government and industry, develop and maintain the core system software expertise within TEAM, and eliminate redundancies among the various system software entities. The system software organization will be flexible and responsive to the fluctuating marketplace. Workforce Focus TEAM will develop a corporate culture characterized by excellent communications, knowledgeable leadership, and commitment to employee professional and personal growth. Empowered employees use policy, documented guidance, and defined TEAM processes supported by training, in the fulfillment of their job responsibilities. Our TEAM places value on, and works to maintain, work forcecontinuity in core capabilities.

  11. Guiding Principles • Committee used 4 principles: • Organized abandonment of: Products, Services, Processes, Markets, & distribution channels • Organize for systematic, continuing improvement • Organize a systematic and continuous exploitation, especially of its successes, the organization has to build a different tomorrow on a proven day • Organize a systematic innovation, that is, to create the different tomorrow that makes obsolete and, to a large extent replaces even the most successful products of today • These Disciplines are not just desirable, they are conditions for survival

  12. Probability of Success (1) Capers Jones, Becoming Best In Class, Software Productivity Research, 1995 briefing (2) 1 Function Point = 50 SLOC ADA, 40 SLOC C++, 320 SLOC Assembly

  13. STRATEGIC GOALS • Goal 1.1 – Implement the SEI CMM across all team software organizations • Goal 1.2 – Utilize Software Suppliers that are evaluated at Software CMM Level 3 or higher • Goal 2.1 – Establish Team Software Development Center of Excellence. Team Software Development will be accomplished by these Centers • Goal 2.2 – Develop and maintain core system software expertise within Team that provides flexibility and skills which enhance integrated government/industry software development Teams. • Goal 2.3 – Provide Weapons Systems capability and readiness through affective use of integrated government and contractor facilities and personnel throughout the life cycle • Goal 2.4 – Provide funding and align budgets with approved product life cycle financial management plans • Goal 3.1 – Team is committed to the personal and professional growth of employees. In turn, employees accept responsibility to play an active role in their growth. • Goal 3.2 – Improve Workforce Continuity in Software Expertise

  14. F/A-18 AWL OVERVIEW 75% of Naval Aviation 90% of Naval Aviation F/A-18s will be flying well into the second quarter of the 21st Century 2006 Now Over 1300 aircraft, and still in production

  15. F/A-18 IPT MISSION MISSION “…To improve the warfighting capability of U.S. Navy, U.S. Marine Corps and Foreign Military Sales F/A-18 & EA-18Gs.”CHARTER • Transform an operational need into a description of system performance parameters • Develop a system configuration through the use of an iterative process of definition, synthesis, analysis, design, test, and evaluation • Integrate technical parameters and ensure compatibility of all physical, functional, and program interfaces in a manner that optimizes the total system definition and design • Integrate reliability, maintainability, safety, survivability, and human engineering, into a total engineering effort to meet cost, schedule, and performance objectives

  16. SCS LIFE CYCLE PHASES

  17. System Configuration Sets Additions to, and modifications of, over 10 million lines of software code Acquisition Products - stand alone RDT&E projects New technology radars Improved infrared sensor for air-to-air and air-to-ground combat Reconnaissance system Improve existing radars for air-to-air and air-to-ground combat Plus additional, similar projects Weapon Integrations JDAM - All weather, GPS guided, precision bomb JSOW - Glider with bomblets Sidewinder (all-aspect, infrared guided, air-to-air missile) Stand-Off Land Attack Missile Enhanced Response (cruise missile) And many more Fleet Response System problems and new, unpredicted threats 7 Foreign Military Sales customer requirements AWL PRODUCTS

  18. THE AWL IN DETAIL The Advanced Weapons Lab, China Lake -- where Sensor / Smart Plane / Smart Bomb combinations are developed, and wired together to test their real-world, real-time performance - including full-scale, in-lab mock-ups prior to flying. Now, let’s unpack that statement… Full-scale – because it takes a nanosecond (.000000001) for an electron to travel along 1 foot of computer cable. And, in digital warfare, nanosecond precision is essential. So, you must test with full-scale distances between sensors, plane, and bombs. In-Lab Mock-ups – because in-flight testing costs more than 25 times as expensive as in-lab, mock-up tests. Sensors – because these “eyes and ears” are our current technological edge. Smart Planes – because air power is the US’s preferred tool for power projection. Smart Bombs – because they’re more precise and limit collateral damage. Combinations – because there are nine sensors, seven airframes, and many kinds of weapons available to accomplish various missions. Wired together – because it takes integrated software to make the sensors, plane, and bombs talk to each other. Test real-world, real-time performance – because it’s all just theory until this happens, and it only happens at China Lake.

  19. WIRED TOGETHERi.e., an example of Weapons and Systems Integration Every eyeball , lightening bolt , and brain , represents a piece of software code written and tested in full-scale, in-lab mock-ups at China Lake. Weapons Interpret Threat Input Find Possible Targets Identify Target Lock-on Target Pass target to weapon Fire weapon Enroute weapon adjustments Assess Damage Plane On-Board Sensors Sidewinder JSOW Radar JDAM Non-Threats Pilot Pilot Infrared Laser Guided Bomb Active RF Cruise Missile Mission Computer Infrared & Laser Air-to-Air Missile EW Suite Passive RF THREATS Reconnaissance Visual & Infrared Data Links Active RF Off Aircraft Sensors – Seals, Satellites, other aircraft

  20. IN LAB MOCK-UPS EW SUITE RADAR Network Pt Mugu Ranges FLIR Reconnaissance China Lake Ranges • Access to open air range • Existing range target set • Full scale • Hi-fidelity simulation of aircraft • Real, live targets • Efficient • Cost saving • Effective • Non-intrusive testing Actual F/A-18 avionics, computers, sensors, and controls

  21. COMBINATIONS Sensors Planes Weapons Software Infrared Targeting Infrared Search Radar New generation Radar Electronic Warfare Passive signal location & ID Electronic Warfare Jamming and deceiving Laser designation & tracking Visual Data link from other-aircraft, ground troops, ships, satellites, etc. Laser guided GPS guided Inertial guided Radar guided Infrared guided Anti-radiation Ballistic Air-to-Air (In-close “dog fighting” & beyond visual range) Anti-Ship Bunker & Cave Penetrators Anti-armor Anti-personnel Typically 50 or more microprocessors in an aircraft requiring software Aircraft operational flight programs. Subsystem operational flight programs Data files of threat characteristics Weapon internal operational flight programs EA-18G F/A-18 E/F F/A-18 C/D F/A-18 A/B F/A-18 A+ Lots of possible combinations. But, each combination requires Weapons and Systems Integration; i.e., writing software code to make the sensors, plane, and bombs talk to one another. Over 10 million lines of software code, so far, in the F/A-18!

  22. SENSORS AND NETWORK CENTRIC WARFARE • All targeting/sensor information is shared via high speed “data link” • Gives battlefield commander excellent “picture” of battle • Gives aircrew “situational awareness” of all threats • Provides threat data that “own-ship” sensors can’t detect • Improves survivability • Provides many attack options • Efficient target location, identification, tracking, attack, and damage assessment

  23. F/A-18SOFTWARE SIZE * Estimated

  24. PROGRESSION & GROWTHOF F/A-18 WARFIGHTING CAPABILITY Upgrade to Radar 1993 New Computers Legacy 2019 1995 New reconnaissance capacity New capability Radar & Infrared 1997 Upgrade to Stores Management Computers 2001 2003 - 2004 Continued Foreign Military Sales Upgrades F/A-18E/F C++ Language Increasing complexity Upgrade Electronic Warfare Suite Lots of technological advances & technology insertion. New Network Data Line Next Technology

  25. F/A-18 IPTMANPOWER AND SPACE • MANPOWER • Civil service 240 man years • Local contractors 175 man years • On-site prime contractors 25 man years • Off-site contractors: 250 man years • (Boeing A&MS, Raytheon, & other contractors) • SPACE • Office (including on-site contractors) 72,887 square feet • Hangar 5 49,680 • Software Bldg 8,692 • Foreign Military Sales (FMS) building 4,000 • FMS Trailers 5,068 • Test Support 1,848 • Boeing 3,599 • Laboratories 19,720 square feet

  26. TESTED ON THE FINEST RANGES IN THE WORLD • 353 Days of Unlimited Visibility a Year • Full Spectrum Testing • Joint Testing

  27. WORLD CLASS • Winner of the CrossTalk 2001 Top 5 U.S. Government Quality Software Projects • Awarded for 15C System Configuration Set. • From CrossTalk January 2002 “These top five projects were selected from 87 nominations in this first event. They demonstrate how competent software project teams go about building successful products” • “This is a very large, real-time operational system that has made significant improvement in cost, schedule, and quality.” • Dr. Jack Ferguson a Top 5 Judge • April 2005 F/A-18 AWL Software Development Task Team achieved a level 5 Maturity rating. This is the very first in the Navy.

  28. AWL PROCESSES • F/A-18 SWDTT • March 2005 – Achieved highest Software Capability Maturity Rating possible which is a level 5 They are only organization in the Navy to have done so. • Better than commercial industry in Cost/SLOC, when normalized to DoD requirements, and continually improving • Defined 110 processes used at the F/A-18 & EA-18G AWL • Processes are documented in the “F/A-18 & EA-18G Advanced Weapons Laboratory Management and Systems Engineering Process Manual”

  29. OTHER PROCESS DOCUMENTS F/A-18 MGMT & Systems Engineering Process Manual System Life Cycle Plan For F/A-18 Aircraft Strategic Action Initiative (SAI) Projects Systems Eng. Mgt. Plan AWL Training Plan AWL PPQA Plan AWL CM Plan

  30. PROCESS TAILORING Project Information Project’s Defined Process (SEMP) AWL’s Standard Process TAILOR PROCESS FOR PROJECT Instantiate Forms External Outputs Lessons Learned captured

  31. FUNCTIONAL REQUIREMENTS DOCUMENT FRD Functional Requirements Tree Functional Requirements Sheets Operational Intent Statement of Requirements Statement of Functionality Statement of Limitations

  32. PROCESS MANAGEMENT • Methodology for defining, managing and improving the AWL Standard processes and templates ASSESS IMPROVE DEFINE

  33. SDR PROCESS Entry Criteria:Preliminary Agenda, CDRL items,Input (supplier):Preliminary FRD, Documentation, SCR held, Risks, Hazards, SCR package, CDRL, Traceability matrix, System Design Documents (informal, Design) Responsibility Process Block Manager Design Agent Task Team SOR Team FMS Case Manager Signing Authority for SDR Prepare memo, minutes, action items Hold the System Design Review Present Info for each SOR Enter Exit Prepare SDR Materials And Package Exit Criteria:SDR actions & closure, Memo,Output (customer):Customer is review minutes, risks ID, SDR satisfied and feels the key issues dispositioned design is complete

  34. CAPABILITY MATURITY MODEL integration (CMMi) v 1.1 • The model consists of best practices that address the development and maintenance of products and services covering the product life cycle from conception through delivery and maintenance. • Evolved from earlier Process Models • The Capability Maturity Model for Software (SW-CMM) version 2.0 draft C • The Systems Engineering Capability Model (SECM) • The Integrated Product Development Capability Maturity Model (IPD-CMM) version 0.98 • Information Technology - Software life cycle Processes (ISO/IEC 12207) • Information Technology – Software Process Assessment (ISO/IEC 15504)

  35. CMMi STRUCTURE CMMi * * * * * Process Area Process Area Process Area Process Area Purpose Statement Related Process Area Introductory Notes Specific Goals Generic Goals Typical Work Products Generic Practices Specific Practices Generic Practice Elaborations Subpractices

  36. WHY IS A MODEL IMPORTANT? • A model provides a template for processes • Structure in which to define a process • Utilizes other organization’s successes • Provides organizations a common language • Framework for process improvement activities • Allows an organization to adopt model’s goals • A model founded upon widely-accepted practices • It has a proven track record of benefits • Allows organizations to build on other’s successes

  37. WHY USE CMMi? • The purpose of CMMi: To provide guidance for improving your organization’s processes and your ability to manage the development, acquisition, and maintenance of products or services • CMMi is a Model by which, an organization can: • Examine the effectiveness of their processes • Establish priorities for improvement • Help guide an organization in the implementation of these improvements • The Over-arching Purpose: To help a business be successful avoiding pitfalls experienced by other businesses and building on their successes.

  38. How does Six Sigma relate to CMM/CMMI? • Not a replacement for CMM/CMMI – Six Sigma works with it • Six Sigma • Methodology to organize the tools of the trade • Addresses the root causes of the lack of needed change • CMMI emphasis on what should be done not how to do it • Six Sigma supplies a specific how – method for applying measurement and analysis to problem solving • DMAIC – process improvement context of CMMI MA • DFSS – tied to project execution view • Six Sigma puts emphasis on understanding/managing performance outcomes • CMMI puts emphasis on compliance activities

  39. WHAT IS SIX SIGMA? Lean Six Sigma Theory of Contraints Specify customer value Define Identify the Constraint Identify value stream Measure Exploit the constraint Achieve Flow Analyze Subordinate everything else to the constraint Establish Pull System Improve Elevate the constraint Seek Perfection Control Avoid inertia

  40. Mathematical Concept Control Variance and you control Quality of your processes & product 1 2 3 4 5 6 Sigma 1 2 3 4 5 6 Sigma Yi Yi+1 SLOC Yi+2 Yi+3 Yi+4 N Variance = (Xi – M)2 Xi = Measurement (N – 1) N = Number of measurements M = Mean i=1 1 2 3 4 5 6 Defects

  41. NAVAIR AIRSpeed PROJECTED WORKFORCE REQUIREMENT BEFORE PRODUCTIVITY IMPROVEMENTS • AIRSpeed PRODUCTIVITY APPROACH • IMPLEMENT BEST COMMERCIAL PRACTICES TO MAXIMIZE RESOURCE INVESTMENTS: • LEAN • SIX SIGMA • THEORY OF CONSTRAINTS • DEPLOY TRAINING PLAN • COMPETENCIES/PEOs • SEMDP CIRRICULUM • NEW HIRES • INTEGRATE WITH WORKFORCE SHAPING AND NCDPs TO MAXIMIZE ENABLING EFFECT • INTERFACE WITH ERP, IMD & TPTK WORKFORCE REQUIREMENT WITH PRODUCTIVITY IMPROVEMENTS Everyone Understanding It and Using It Every Day

  42. NAVAIR AIRSpeed Six Sigma Deployment NAVAL AVIATION ENTERPRISE AIRSpeed • Depot AIRSpeed • (Lean, Six Sigma, TOC) • Depot-Wide • Led by COs/AIR-6.0 • Depot processes only • Rollout to 3 sites • Processes as required • Enterprise AIRSpeed • (Lean, Six Sigma, TOC) • Fleet-Wide Repair Sites & Processes • Led by O-6 ESC • O-I-D + Supply Chain • Links to NAVRIIP • Rollout schedule • AIR-3.3 Coord. Office • NAVAIR AIRSpeed • (LeanSixSigma) • Corporate/Competency Processes • Led by AAG/EDB Guidance • Enabled by AIRSpeed Core Team • Links with Enterprise & Depot AIRSpeed • Pull by Competencies/PEOs LeanSixSigma George Group • AIRSpeed is the application of Lean, Six Sigma, and Theory of Constraints tools to increase productivity and efficiency.

  43. SIX SIGMA DEPLOYMENT • Owns vision, direct, integration, results • Leads change Executives / BU Leadership All Employees Project TeamMembers Deployment Champions • Leads business unit performance improvement • Full time • Provide project-specific support • Part time MasterBlack Belts • Understand vision • Apply concepts to their job and work area Project Sponsors • Trains and coaches Black Belts and Six Sigma Green Belts • Leads large/complex projects • Full time • Project owner • Implements solutions • Owns financial results • Part time as part of job Black Belts Green Belts • Participate on Black Belts teams and/or lead small projects • Part time on projects • Leads and Facilitates problem solving • Trains and coaches Project Teams • Full-time

  44. THE PROCESS3 Distinct & Separate & Independent Processes Responsible: MBB, DC, Level IIs, PS Top Down Value Streams Proposed Project Ideas Rack & Stack Grade Projects Select Projects Assign Project Sponsor Identify Team 1 Bottoms-Up Ideas Project Creation/Selection/Preparation(Continuous) Charter & Team Projects(maybe) Team members Depart 2 Responsible: PS, Org Responsible: MB, BB, TMs, PS, DC Reassess Restudy Continuously Measure Replicate Conduct Study DMAIC Assign BlackBelt BlackBelt Generation process Sustainment Active Study Blackbelt Departs 3

  45. NAVAIR AIRSpeed BENEFIT Categories • Type 1:Hard savings can be readily identified to BLIs for return to Navy/DoD for recapitalization • Type 2: Resources are freed-up that may be re-assigned to other value-added work • Type 3:Intangible benefits

  46. DMAIC Road Map Identify and Implement Quick Improvements with Kaizen Kaizen, 5S, NVA Analysis, Generic Pull Systems, Four Step Rapid Setup Method Define Measure Analyze Improve Control

  47. CONCLUSION • Judicious and intelligent use of processes can help to achieve business goals • Processes have a proven record in industry and the military sector • AIRSpeed and CMMi are not in conflict but are supplemental to each other • If we are to survive in the future as leaders, we must integrate processes into our business practices.

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