Efficient organizational improvements
- 1. Vision for efficient organizational improvements through effective use of program resourcesBy Tim Ayrestimayres01@gmail.comLinkedin: http://www.linkedin.com/in/timothyayressrsystemsengineer
- 2. Integrated Life Cycle Management FrameworkTim Ayres will help you achieve the six tenants of Integrated Life Cycle Management Framework(ILCM)Life cycle planning and integrationExpectation managementCollaborative and continuous requirements managementLife cycle systems engineeringTechnology planning and insertionContinual, integrated testing
- 3. Life Cycle Planning and IntegrationILCM ensures the program is actively managed throughout its entire lifespanfrom conception and requirements generation to technology and product development and testing, and throughout manufacturing and field operations until the system or product is retired and disposedThree major parallel management and execution structures support life cycle planning and integrationCapabilities-based requirements developmentSystem acquisition and sustainmentCapabilities-based test and evaluationExecution framework provides a roadmap for ILCM stakeholders and process owners to use in the integrated management of programs across their entire life cycle
- 4. Expectation ManagementExpectation management establishes program credibility and accountability through formal, recurring communication among stakeholders and is the cornerstone of the ILCM process.Significant reasons to actively manage expectations:Developers, users, and sustainers often interpret requirements differentlyprogram changes occur throughout development and are not always documented which impacts cost, schedule, performance, and risk which affect end-item deliverablesdifferent users may have different views of probability of successexpectations can drift apart over time through leadership/personnel changes.
- 5. Collaborative and Continuous Requirements ManagementCollaborative requirements development requires the user, acquirer, enterprise architect, developer, tester and sustainer to operate as one team.Continuous management is monitoring and controlling the system requirements baseline throughout the program life cycle.While the user is responsible for identifying the required capability, this must be accomplished in a collaborative environment with all stakeholders in order to understand and communicate the objectives.
- 6. Life Cycle Systems EngineeringLife cycle systems engineering is the overarching process governing the transition from a stated capability need to an operationally effective and suitable system.Systems engineering addresses architecture, requirements development and management, design, technical management and control, and test and evaluation (T&E) / verification and validation (V&V).It is the integrating mechanism for balanced solutions.The systems engineering process begins early in concept definition and covers all efforts across all life cycle phases, to include sustainment and disposal.
- 7. Technology Planning and InsertionTechnology planning and insertion is the timely maturation and incorporation of relevant technology throughout the program life cycle to ensure an operationally effective and suitable system.Technology planning and the assessment of technology readiness levels include consideration of such factors as reliability, producibility, testability, sustainability and operational performance.Successful technology planning and insertion as part of program life cycle management results in higher fidelity time-phased requirements with a more realistic schedule and improved cost estimates.
- 8. Continual, Integrated TestingContinual, integrated testing structures Test and Evaluation (T&E) to reduce the time it takes to field effective and suitable systems by providing qualitative and quantitative information to decision makers throughout the program‘s life cycle.Integrated testing minimizes the distinction between contractor, developmental, and operational testing by implementing integrated testing techniques and objectives to the maximum extent possible.Key stakeholders share all information in open T&E databases, identify problems early, engage contractors to fix deficiencies sooner, and ensure systems are ready to enter dedicated operational testing and fielding with a high probability of success.
- 9. The ChallengeBudgets are reducing while capability is increasingThe customer must find ways to do more with lessOur mission is to provide seamless governance, transparency and integration of all aspects of systems acquisition and sustainment managementThis mission and resulting objectives must be used in conjunction with capabilities-based requirements developmentIt starts with a strategic plan and completes with approval of requirements validation
- 10. Challenge (con’t)Continual improvement in organizational relations is critical to the fielding of effective and suitable systemsproviding objective information to decision makersDo we have objective reality?Organizational planning and continual development improves our chances for success
- 11. Effective OrganizationsBuild upon the synergy of form, fit and function by combination or even collaboration between elementsGreater than the sum of its partsRequires being comfortable in the interaction of responsibilities between organizationsTrusting and believing when elements and resulting sub-functions seem most disconnectedIf they are allowed to operate freely, it will come back together in a new and better configuration
- 12. Dysfunctional organizations and silosDysfunctional organizations live and function in silos, defend them and resist anything that tries to pull them apart.Organizations that operate in the form silo resist pressure from the function (and certainly the analytic) silo to focus on numbers vs. the emotional experience so important to style.And organizations that exist in the function silo resist pressure from the form silo to lighten and loosen up and not be so unconcerned.Such adjacent silos too often interact from a “zero sum game” mindset.
- 13. SynergySynergy transcends that transactional stalemateEffective lifecycle management practices fuel that synergy by being able to see into the customers’ future to products overflowing with style, precision and functionality beyond what they can imagine.Organizations must not be constricted by living in a single silo, but flow naturally between them.Our goal is to go from divergent, expansive thinking to convergent, focused doing on a consistently sustainable basis.This can be applied to any company where competing functions and departments are so concerned with turf erosion and so protective with CYA survival strategies that they can never see beyond either and into their customers’ futures and beyond.
- 14. PlanningSynergy begins with planningImplementation of systems engineering practices and planning is the organizational future for acquisitions and sustainment.Provides the common agreement for silos to coexist and move freely amongst each otherStarts with a Systems Engineering Plan (SEP) or even a strategic vision to develop and maintain the SEPSee details on SEP development and implementation.