william.e.jennings@boeing – (314) 232-6914

1. Program Milestone Activities Across The Program Life Cycle William E. Jennings william.e.jennings@boeing.com – (314) 232-6914 No License is required for the dissemination of the information contained herein to foreign persons other than those from or in terrorist supporting countries identified in the EAR. It is the responsibility of the individual in control of this data to abide by U.S. export laws. Costa Mesa, CA, February 9-12, 2009

2. Name: William E. Jennings Key Technical Field: Integrated Requirements And Product Development Phone number: (314) 232-6914 Fax number: (314) 545-6551 E-mail: william.e.jennings@boeing.com Biography: Bill is a senior study lead and analyst in all Operations Analysis (OA) and System Engineering (SE) technical disciplines. His career in Operations Analysis has focused on developing the skills needed to perform requirements development and validation analyses in an integrated manner with the product-design engineering disciplines, a widely understood industry challenge. He has recognized the ongoing need to define the types of questions that must be answered and decisions that need to be made as programs mature through their life cycle. He is currently leading a team that is responsible for defining the Program Milestone Activities as part of the Systems Engineering contribution to the IDS 10X Initiative.

3. Program Milestone Activities Define Products & Tasks Across Program Life Cycle Process Inputs SE Activities Across Life Cycle Process Outputs Understand Capability Needs • Customer Inputs • Desired Capabilities/Needs • Constraints • Technology Base • Fielded Designs • Executable CONOPs • Evolving Capabilities • User Feedback • Maturing Technologies Capture Maturing Requirements Hypothesize Solution Concepts & CONOPs • New DoD 5000.02 Guidance: • Emphasizes Prototypes • Competition Through Milestone B Timeframe • Now Includes A Preliminary Design Review-1 Define How To Evaluate Solution Concepts Evaluate Solution Concepts Create Conceptual, Preliminary and Critical Designs

4. PMA Define How To Apply BPIs/BPGs In An Integrated Approach BPIs Are Used in Combinations BPI Y BPI Z BPI X 1-3 4-7 8-9 1 2-5 6 7-9 1-2 3-7 8-11 Gate (Stage) Questions to be answered & Decisions to be made 1-3 1 Answers to Questions & Decisions 2-5 4-7 6 8-9 1-3 1-2 3-7 8-11 8-11 8-9 7-9 8-9 3-7 2-5 6 4-7 1-2 1-3 Activity threads appear disconnected from perspective of BPIs

5. What is PMA Technology? • Tool for “integrated planning for how to get through each formal life cycle phase successfully” • Defines the technical content for the life cycle phase (e.g. SRR phase) in the IMP & IMS • Standardizes entry/exit criteria, products that satisfy them, tasks that must be performed • A logical workflow of tasks and products throughout each phase • Establishes formal definitions of products and data repositories • Defines multiple levels of detail needed across life cycle to mechanize the SE ‘V” New DoD 5000.02 Guidance

6. PMA’s Strategy and Approach Formal Guidance Question-based Construct By Stage • Objectives by stage • Entry/exit criteria • Process descriptions • Apply formal guidance to identify questions • Define information neededto meet objectives • Identify tasks & data content • Align engr. discipline processes & tools IMS Tasks By IPT IMP Accomplishment Criteria • Tasks & data content definition • Resource alignment (skills, tools, & funding) • Critical path & process logical flow • Apply questions to define ACs by stage • Define IPT ownership • Capture closure criteria & exit product

7. Applies Defense Acquisition Guidebook Knowledge-based Approach • Why DAG? • It’s very difficult to argue with the questions • Gets to the intellectual content of what should be done • Explicitly focuses attention on answering questions vice just do work • DAG questions apply to the government program office • Boeing must help the DoD customer answer the questions • Boeing’s Challenge: • Address the ambiguity in the questions • Define specific tasks to address the exit criteria • Tailoring tasks as required for specific programs • Provide individual programs with SME guidance for how to answer the questions and provide documented justification

8. What is Unique About The PMA Approach? • Defines how to address development activities that are about discovery (e.g., requirements development, functional analysis, trade studies, validation) • Captures an approach that is able to address blind alleys, iterations, and major decision points that are inherent in the discovery process • Planning around processes that are followed from beginning to end works well • Discovery and decision making are about answering questions • It is natural to frame the planning and execution process in question framework • Information gathering -- Have we collected the right information in preparation for making a decision? • Decision making -- Given the alternatives and the available information, which alternative should be selected? • Responds to the need for a different paradigm for planning and executing • Not a stove-piped process driven activity The questions framework creates a logical workflow of integrated tasks and products throughout each phase

9. Question Question Question Question Question BPIs/BPGs Tools & Methods for Developing Answers Databases Tools for Capturing & Displaying Answers What to Do Visualizing the Role of the PMA Framework PMA Framework Guidance on Mapping Requests to Services Services

10. Systems Requirements Review-Based “Questions”

11. Logic Flow From Questions To Tasks: Capability Needs Establishing The Foundation • Does the program have documented capability needs at the system level (Capability Description Document or equivalent)? • Does the program have documented capability needs at the system level? • 1. Identify the inputs that may have capability needs • 2. Search the inputs for capability needs • 3. Add the capability needs to a consolidated list • 4. Identify capabilities being deferred as related to spiral development • 5. Produce architecture operational capabilities and concepts view • Have these capability needs been reviewed for understanding by the program? • Have areas of potential misunderstanding or lack of clarity been resolved for consensus within the program and with the customer? The Tasks Approach is repeated for mission scenarios & constraints

12. Validation Of PMA Approach On Multiple Programs

13. Measures for Success • Near Term: • Acceptance by internal Boeing Customer Community (programs) • Acceptance/endorsement by external Boeing Customer Community (e.g., NAVAIR) • PMA approach leads to improved Program execution and successful entrance/exit of major program milestone/reviews • Long Term: • Generating the necessary information at the right time to be more competitive • Proactively addressing problems earlier • More successful proposals • Reduction in traveled work and rework on programs • Reduction in Action Items from major program milestones/reviews • Improvement in CPI/SPI • Improvement in Award Fees

14. Capabilities Available In CY2009 • System-level Program Milestone Activity Threads for ITR, ASR, SRR, SFR, PDR, and CDR • LTD Training Module • Overview of the contents and breadth of application of this approach across IDS • Top level tutorial on how to use the Program Milestone Activities (PMA) Planning approach • Detailed guidance for implementation on a program • Updated BPG 298-08-179 "Integrated Master Plan & Schedule“ • Work Product Definitions for each major program milestone/review • BPG Enhancement & Development to “institutionalize” PMA approach • Additions to BPG on SEMP Method • Creation of BPGs for each PMA thread • Define the integrated tool environment needed to capture engineering technical PMA work-product data artifacts and final products