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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFMC Digital Campaign
Virtual Industry Exchange Day
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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFMC Digital Campaign Virtual Industry Exchange Day
There may be silence until the meeting starts at 1300 hrs EDT. If you are seeing this slide or the agenda slide you are in the right place.
Please log into the meeting with your name and company
All conversations and chats are to be unclassified and no FOUO
Please put questions in Q&A chat and we will answer as many as possible during the question and answer session. Answers to questions we don’t get to will be posted at https://www.afmc.af.mil/digital/
Please vote with the thumbs up button to help prioritize questions of most interest
All material and questions/answers will be put on https://www.afmc.af.mil/digital/
This AFMC Digital Campaign Virtual Industry Exchange Day will be recorded and link provided on the website above
The Digital Campaign intends to continue these exchange forums regularly as the Campaign progresses
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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFMC Digital Campaign Virtual Industry Exchange Day
AGENDA
1230 – 1300 Login Administrative
1300 – 1315 Welcome/Kickoff Gen Bunch
1315 – 1330 Digital Campaign Maj Gen Cooley
1330 – 1350 Line of Effort 0: Integrated Environment: IT Infrastructure Mr. Rich Kutter
1350 – 1410 Line of Effort 1: Integrated Environment: Models & Tools Mr. Tom Lockhart
1410 – 1430 Line of Effort 2: Standards, Data & Architectures Mr. Mitch Miller
1430 – 1450 Line of Effort 3: Lifecycle Strategies & Processes Mr. Lansen Conley
1450 – 1510 Line of Effort 4: Policy and Guidance Mr. Tom Doyon
1510 – 1530 Line of Effort 5: Workforce and Culture Dr. Jessica Salyers
1530 – 1615 Questions and Answers
1615 Conclusion
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General Bunch
Welcome/Kickoff
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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFMC Digital Campaign
Transitioning to a Modern Ecosystem
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Maj Gen William Cooley
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Vision
One Team…One Digital Lifecycle Enterprise
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OBJECTIVE: Deliver capabilities at ever increasing speed and efficiency by designing, sustaining, and modernizing them in an integrated digital environment
• IT Infrastructure (Clouds and Transport)
• Collaborative ecosystem (Models and Tools)
• Availability of data (Authoritative Source of Truth)
• Open Architectures (Standards)
• Integrated processes (Entire Lifecycle)
• Agile culture (Trained Workforce)
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Collaborative Development
7Modified Siemens’ Slide – Used with Permission
Early model-based assessments using Mission Analysis to explore Operational Value of
proposed materiel solution
Speed development time to get to production via paperless reviews, acceptance & audits
System modeling enables CONOPS & system functional insights across lifecycle & ops
communities
Digital Thread allows the Authoritative Source of Truth (ASOT) data to be used throughout
product lifecycle
Maintain technical rigor and ensure the enterprise or system meets strict surety, safety,
security requirements through model-based assessments, test, certifications, and reviews
Optimize test throughout the system lifecycle by delivering mature test articles/systems
developed through model-based systems engineering practices
Enhance standardization, reference architectures, and common interfaces across the
enterprise to speed development and improve system adaptability
Model-Based capabilities to enhance logistics and maintenance of fielded capabilities
Digital Campaign Goals
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Lines of Effort Goals
LOE #0: Integrated Environment – IT Infrastructureo Provide overarching guidance to influence corporate IT improvement investments to enable a
robust, secure infrastructure for the enterprise-wide Digital Campaign
LOE #1: Integrated Environment – Models and Toolso Provide an Integrated Digital Environment (IDE) of models and tools for collaboration, analysis, and visualization
across the functional domains of AF users
LOE #2: Standards, Data and Architectureso Provide overarching guidance on the use of Government Reference Architectures (GRA) and related standards
and datasets for use in an integrated digital environment for application at the enterprise and system levels
LOE #3: Lifecycle Strategies and Processeso Develop Life Cycle Strategies and Processes for Technology Transition, System Acquisition and Product Support
using an IDE, supporting lifecycle activities from concept development to disposal
LOE #4: Policy and Guidanceo Assess and define the required policy and guidance updates/changes to enable full implementation of the Digital
Transformation
LOE #5: Workforce and Cultureo Drive culture change across the AFMC enterprise through training and change management, enabling a
workforce well versed in Digital Engineering
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Digital Campaign - Governance
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Executive Steering Group
Maj Gen Cooley, Chair
SAF/AQR, AFMC/CD or AFMC/CA
& Center Representatives: Center/CAs
Digital Campaign Lead
Mr. Chris Garrett, SL
PEO Advisor: Brig Gen Bruckbauer
LOE #2
Standards, Data and
Architectures
Champion:
Mr. Mitch Miller, SL
AFLCMC/EN
PEO Advisor:
Brig Gen Collins
LOE #1
Integrated Environment
– Models and Tools
Champion:
Mr. Tom Lockhart, SES
AFNWC/EN
PEO Advisor:
Brig Gen Genatempo
LOE #4
Policy and Guidance
Champion:
Mr. Tom Doyon, SES
AFMCLO/JA
PEO Advisor:
Ms. Rutledge, SES
LOE #3
Lifecycle Strategies
and Processes
Champion:
Mr. Lansen Conley, SES
AFLCMC/LG-LZ
PEO Advisor:
Brig Gen Britton
LOE #5
Workforce and Culture
Champion:
Ms. Jackie Janning-Lask,
SES, AFRL/RY
PEO Advisor:
Brig Gen Newberry
LOE #0
Integrated Environment
– IT Infrastructure
Champion:
Mr. Richard Kutter, SL
AFLCMC/EN
PEO Advisor:
Maj Gen Schmidt
AFMC/CC
Advisory GroupAFMC/EN AFMC/FM
AFMC/A4 SAF/AQR
AFMC/A1 USSF SMC
MITRE AFLCMC/CA
AFLCMC/EN-EZIndustry Engagement
Mr. Thomas Fischer, SES
Populate each LOE with SMEs from all the PEOs and functional organizations
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 11
2QFY21
Oct-Dec 20
4QFY20
Jul-Sep 20
AFMC Digital Campaign -- Integrated Master ScheduleVersion v9_1: 13 Jul 2020
LOE 0: Infrastructure
LOE 2: Data, Standards
and Architecture
LOE 3: Lifecycle
Strategies &
Processes
FY23
POM
ID Training
Comm & Change Mgmt Plan
Contract Lang
Campaign Execution
3QFY20
Apr-Jun 20
3QFY21
Apr-Jun 21
4QFY21
Jul-Sep 21
1QFY22
Oct-Dec 21
2QFY22
Jan-Mar 22
3QFY22
Apr-Jun 22
Central Oversight and Execution
Digital Competencies / tracks
Leadership Push--Roadshows
LOE 1: Models & Tools
LOE 4: Policy &
Guidance
LOE 5: Workforce and
Culture Tool & Functional Training
GBMS/ABMS DEaaS Pilot
Define Metrics
Validate w/Pathfinder
Flight Follow for Updated Guidance
ID/Define Processes
Kickoff
2QFY21
Jan-Mar 21
Campaign
Forming
Acronyms
IDE = Integrated Digital Environment
EPL = Evaluated Product List (for ATO)
GRA = Government Reference Architecture
DEaaS = Digital Enterprise as a Service
PMO = Program Management Office
Deliverable
Digital Guide
Milestone
PK Initial Use (pathfinder)
Institute Metrics
EPL Available
Enterprise Training List
& Contracts In-Place
V1.0
Cloud Pilot
(1 & 2)
(3)
(4)
(3)
(4)
(1 & 2)
(1B)
(#) LOE Objective #
(1)
(3)
Policy Review
(1A)
(2)
Pathfinder Programs
• R-EGI
• Team Eglin / Hypersonic
• Skyborg
• GBSD
• MILSATCOM (PTES)
• SCARS
• T-7 Red Hawk
• A-10
• F-15EX
• B-52
Time
Now
Digital Center of Excellence / Consortia
6
Quick Wins
1: Incr xfer rate - Hill
2: Enterprise e2875
3: Tinker/Robins upgrades
4. Digital Supervisor
5. Digital Personnel Folder 971
6. DEaaS-1: Cloud 1 Prod
7. DEaaS-2: Tools Expansion
8. DEaaS-3: DEaaS PMO
9. DEaaS-4: DEaaS IL6 Deploy
#
3
4
5
V0.1 V0.3 V0.5 V0.7
Model/Tools Licensing Construct
IDE Defined(1,2,3) Tools Catalog
MS&A Repository Catalog
(1)
Enterprise Tools Contract
MBSE, PLM, & Visualization
(3,4)
(1)
Sandbox Pilot
8
7
2
9
1
ID Existing & Emerging GRAs ID Gaps GRA Catalog(1)
Data Gov (Combine w/A4)
Ontology & Style guides
Data Strategy & Gov Plan(2)
Data Stds/Ontology Listing/Method on Data Translation & Tools
(3) GRA Definition/How-to Guide/Governance Approach GRA Guides & Repository
GRA Airworth & Cyber Reqts / Automate Cert Artifacts Certification Reqts in GRAs(4)
Migrate
Conduct process analyses
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFMC Digital Campaign Points of Contact
MGen William Cooley, AFMC
Chris Garrett, AFLCMC/EN-EZ
Mark Kassan, AFMC/ENS
LOE 0: Rich Kutter, AFLCMC/EN-EZ
LOE 1: Tom Lockhart, AFNWC/EN-EZ
LOE 2: Mitch Miller, AFLCMC/EN-EZ
LOE 3: Lansen Conley, AFLCMC/LG-LZ
LOE 4: Tom Doyon, AFMCLO/CL
LOE 5: Jackie Janning-Lask, AFRL/RY
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Line of Effort 0
Integrated Environment: IT Infrastructure
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Mr. Rich Kutter
Champion
LOE #0 – IT Infrastructure – Outcomes & Goals
EXPECTED OUTCOMES: Enable the digital environment through IT Infrastructure. Partner with and positively Influence Air Force Digital Initiatives
Partners:o SAF/CN, AF Deputy CIO Office: “Digital Air Force” initiative
o AFLCMC/HN: “Enterprise IT as a Service (EITaaS)” program – and other enterprise IT programs
o ACC: Air Force Lead Command for Cyber & IT services
o ACC Cyberspace Capabilities Center (CCC): Bridge cyber support gaps and synchronize enterprise requirements
o 16th AF / 688th CW: Network operations and engineering
o AF Chief Data Officer, AF Chief Software Officer, others
o DoD High Performance Computing Modernization Program (HPCMP): HPC, high speed networking (DREN)
GOAL: Provide overarching guidance to influence corporate IT improvement investments to enable a robust, secure infrastructure for the enterprise-wide Digital Campaign
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LOE 0 must ensure that the AF Acquisition Community’s needs are
clearly articulated and understood by our partners
LOE #0 – IT Infrastructure – Team Structure
Team of ~25 People across AFMC, SMC supporting 4 objectives
Objectives:
o Objective 1: Identify and inform on-going Corporate IT infrastructure improvement initiatives of Digital Campaign driven requirements. (Mr. Glen Townsend, AFLCMC)
o Objective 2: Collaborate with Air Force Authorizing Officials to develop guidance to secure: networks, datacenters, end user devices and data across multiple security levels and boundaries. (Mr. Jeff Mayer, SAF/AQR DEEO)
o Objective 3: Determine what capabilities will be needed to enhance existing collaboration tools to improve the digital environment experience across multiple government and industry users. (Mr. Bill Quigley, AFRL)
o Objective 4: Develop methodologies and playbooks for employing and managing the digital environment including: On-Premise and Cloud based enclaves, end-user devices, tool integration, SW licensing / maintenance. (Dr. Tim Meixner, AFSC)
Identify quick wins, gaps, & opportunities; Build “Body of Knowledge”; Share broadly
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Deliverables
Requirements: Collect, Organize, and Share IT needs of the AF Acquisition Enterprise
Quick Wins: Engage on opportunities to resolve existing issues quickly
MVPs & Pathfinders: Partner with early adopters to determine efficacy of new approaches
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Capability Needs
Management, Monitoring, and Metrics
o User Experience
o Application Performance
o Network Performance
Re-hosting Existing Apps in Cloud
Re-hosting Existing Apps in VDI
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Challenges
Limited IT budgets will continue
o Transformative approaches may present opportunities
o Prioritization of AFMC Digital Campaign IT requirements against existing and emerging enterprise IT initiatives
Acquisition programs have traditionally had limited control over information technology services
o More effective engagement will be necessary to articulate requirements and partner with IT service providers
Acquisition programs must resist temptation to “Build their own” IT environments
o Help the AF IT Enterprise understand your needs
o Engage partners for help early!
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Line of Effort 1
Integrated Environment: Models and Tools
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Mr. Tom Lockhart
Champion
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
2QFY21
Oct-Dec 20
4QFY20
Jul-Sep 20
AFMC Digital Campaign -- Integrated Master ScheduleVersion v9_1: 13 Jul 2020
LOE 0: Infrastructure
LOE 2: Data, Standards
and Architecture
LOE 3: Lifecycle
Strategies &
Processes
FY23
POM
ID Training
Comm & Change Mgmt Plan
Contract Lang
Campaign Execution
3QFY20
Apr-Jun 20
3QFY21
Apr-Jun 21
4QFY21
Jul-Sep 21
1QFY22
Oct-Dec 21
2QFY22
Jan-Mar 22
3QFY22
Apr-Jun 22
Central Oversight and Execution
Digital Competencies / tracks
Leadership Push--Roadshows
LOE 1: Models & Tools
LOE 4: Policy &
Guidance
LOE 5: Workforce and
Culture Tool & Functional Training
GBMS/ABMS DEaaS Pilot
Define Metrics
Validate w/Pathfinder
Flight Follow for Updated Guidance
ID/Define Processes
Kickoff
2QFY21
Jan-Mar 21
Campaign
Forming
Acronyms
IDE = Integrated Digital Environment
EPL = Evaluated Product List (for ATO)
GRA = Government Reference Architecture
DEaaS = Digital Enterprise as a Service
PMO = Program Management Office
Deliverable
Digital Guide
Milestone
PK Initial Use (pathfinder)
Institute Metrics
EPL Available
Enterprise Training List
& Contracts In-Place
V1.0
Cloud Pilot
(1 & 2)
(3)
(4)
(3)
(4)
(1 & 2)
(1B)
(#) LOE Objective #
(1)
(3)
Policy Review
(1A)
(2)
Pathfinder Programs
• R-EGI
• Team Eglin / Hypersonic
• Skyborg
• GBSD
• MILSATCOM (PTES)
• SCARS
• T-7 Red Hawk
• A-10
• F-15EX
• B-52
Time
Now
Digital Center of Excellence / Consortia
6
Quick Wins
1: Incr xfer rate - Hill
2: Enterprise e2875
3: Tinker/Robins upgrades
4. Digital Supervisor
5. Digital Personnel Folder 971
6. DEaaS-1: Cloud 1 Prod
7. DEaaS-2: Tools Expansion
8. DEaaS-3: DEaaS PMO
9. DEaaS-4: DEaaS IL6 Deploy
#
3
4
5
V0.1 V0.3 V0.5 V0.7
Model/Tools Licensing Construct
IDE Defined(1,2,3) Tools Catalog
MS&A Repository Catalog
(1)
Enterprise Tools Contract
MBSE, PLM, & Visualization
(3,4)
(1)
Sandbox Pilot
8
7
2
9
1
ID Existing & Emerging GRAs ID Gaps GRA Catalog(1)
Data Gov (Combine w/A4)
Ontology & Style guides
Data Strategy & Gov Plan(2)
Data Stds/Ontology Listing/Method on Data Translation & Tools
(3) GRA Definition/How-to Guide/Governance Approach GRA Guides & Repository
GRA Airworth & Cyber Reqts / Automate Cert Artifacts Certification Reqts in GRAs(4)
Migrate
Conduct process analyses
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Integrated Digital Environment (IDE) - Models and Tools
LOE #1 GOAL: Provide an integrated digital environment (IDE) of models and tools for collaboration, analysis, and
visualization across all functional domains of AF users
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Distributed Workforce
Multi-Level Security
Continuous Authority To Operate
Own & Access to Program Baseline
Complexity Science
Big “4”
Model Based
Product Management
Analysis
Visualization
Multiple Tool Vendors
Interoperability w/Standards
What is needed for Integrated
Digital Environment (IDE)?
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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
AFMC Civilian Workforce
Digital Campaign Functional Domains
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Data from CHRIS as of 6 Apr 20
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Integrated Digital Environments (IDE) - Models and Tools
Objective 1: Identify and deploy IDE assorted tools for programs to conduct business across their multi functions (e.g. finance, engineering, security, program management) (Linked with LOE #0 & 1) (Ms. Tevonya Garland, Ms. Lisa Fitzgerald – DEEO office, and Dr. Craig Ewing (AFLCMC)
Objective 2: Develop IDE methodologies and specifications for how to use models in the digital environment (linked with LOE #2) (Dr. Thomas Fetterhoff (AFTC) & Dr. David Long (AFIT))
Objective 3: Institute IDE configuration-controlled repositories to establish and maintain a single-source-of-truth for program data to be used in lifecycle business processes (e.g. reviews, source selections) (Linked with LOE #3) (Mr. Wayne Ayers (AFSC) and Ms. Lynn Eviston (AFLCMC))
Objective 4: Establish the IDE processes and procedures for using the tools, certification, updates in the IDE especially in collaboration with the contractor (Linked with LOE # 2 & 4) (Dr. Pam Kobryn(AFRL) & Ms. Trixie Brewer (AFMC))
Objective 5: Develop an IDE decision and visualization framework for presenting system data (e.g. analysis results, product lifecycle, security, costs, etc) in an intuitive and readily accessible manner (Linked with LOE #2 & 3) (Lead Mr. Dave Panson (AFRL) and Dr. Paul Ret (AFLCMC))
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---Product Lifecycle Management--
System of
SystemSystem
Requirement
Design
Verification
Family of
System
Detailed Design
Preliminary Design
XML Metadata
Interchange
(XMI))
Visualization• Campaign Simulation
• Mission Simulation
• Effectiveness
Simulation• Operation Simulation
• Subsystem Simulation
Bede Systems Engineering “Vee” Framework
Government Reference
Architecture
Configuration Management/ Data
Management/ Model Management
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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
---Product Lifecycle Management--
System of
SystemSystem
Requirement
Design
Verification
Family of
System
Detailed Design
Preliminary Design
XML Metadata
Interchange
(XMI))
Visualization• Campaign Simulation
• Mission Simulation
• Effectiveness
Simulation• Operation Simulation
• Subsystem Simulation
Integrated Digital Environment
Government Reference
Architecture
Configuration Management/ Data
Management/ Model Management
Program Management
Financial Management
Contract Management
Logistic Management
Cost model
Schedule model
Technical model
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LOE #1: Deliverables
Digital Enterprise Venture Office & ADOPT – Execution Team
Delivery 1: Identify and catalog assorted tools and models for programs to conduct business across their multi functions
Delivery 2: Setup a AFMC enterprise contract for ordering Sandbox, Tools, and Training
Delivery 3: Develop IDE Sandbox for on premise/client server Program Executive Office (PEO) to develop models for migration into the CloudOne/PlatformOne
27
2QFY21
Oct-Dec 20
4QFY20
Jul-Sep 20
LOE 0: Infrastructure
LOE 2: Data, Standards
and Architecture
LOE 3: Lifecycle
Strategies &
Processes
FY23
POM
ID Training
Comm & Change Mgmt Plan
Digital Enterprise Venture Office (DEVO)
Contract Lang
Campaign Execution
3QFY20
Apr-Jun 20
3QFY21
Apr-Jun 21
4QFY21
Jul-Sep 21
1QFY22
Oct-Dec 21
2QFY22
Jan-Mar 22
3QFY22
Apr-Jun 22
Assign Initial Cadre
Digital Competencies / tracks
Leadership Push--Roadshows
LOE 1: Models & Tools
LOE 4: Policy &
Guidance
LOE 5: Workforce and
Culture Tool & Functional Training
GBMS/ABMS DEaaS Pilot
Define Metrics
Validate w/Pathfinder
Flight Follow for Updated Guidance
ID/Define Processes
Kickoff
2QFY21
Jan-Mar 21
Campaign
Forming
Acronyms
IDE = Integrated Digital Environment
EPL = Evaluated Product List (for ATO)
GRA = Government Reference Architecture
DEaaS = Digital Enterprise as a Service
PMO = Program Management Office
Deliverable
Digital Guide
Milestone
PK Initial Use (pathfinder)
Institute Metrics
EPL Available
Enterprise Training List
& Contracts In-Place
V1.0
Cloud Pilot
(1 & 2)
(3)
(4)
(3)
(4)
(1 & 2)
(1B)
(#) LOE Objective #
(1)
(3)
Policy Review
(1A)
(2)
Pathfinder Programs
• R-EGI
• Team Eglin / Hypersonic
• Skyborg
• GBSD
• MILSATCOM (PTES)
• SCARS
• T-7 Red Hawk
• A-10
• F-15EX
• B-52
Time
Now
Digital Center of Excellence / Consortia
6
Quick Wins
1: Incr xfer rate - Hill
2: Enterprise e2875
3: Tinker/Robins upgrades
4. Digital Supervisor
5. Digital Personnel Folder 971
6. DEaaS-1: Cloud 1 Prod
7. DEaaS-2: Tools Expansion
8. DEaaS-3: DEaaS PMO
9. DEaaS-4: DEaaS IL6 Deploy
#
3
4
5
Pla
nn
ing
to
Exe
cuti
on
FOC
V0.1 V0.3 V0.5 V0.7
IOC
Model/Tools Licensing Construct
IDE Defined(1,2,3) Tools Catalog
MS&A Repository Catalog
(1)
Enterprise Tools Contract
MBSE, PLM, & Visualization
(3,4)
(1)
Sandbox Pilot
8
7
2
9
1
ID Existing & Emerging GRAs ID Gaps GRA Catalog(1) Data Gov (Combine w/A4)
Ontology & Style guides Data Strategy & Gov Plan(2)
Data Stds/Ontology Listing/Method on Data Translation & Tools
(3) GRA Definition/How-to Guide/Governance Approach GRA Guides & Repository
GRA Airworth & Cyber Reqts / Automate Cert Artifacts Certification Reqts in GRAs(4)
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Line of Effort 2
Standards, Data and Architectures
28
Mr. Mitch Miller
Champion
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
LOE 2 Overview
Data, Standards and Architecture
GOAL: Provide overarching guidance on the use of Government Reference
Architectures (GRAs) and related standards and datasets for use in an
integrated digital environment for application at the enterprise and system levels
Objective 1: Identify and connect existing and emerging GRAs and related
standards and datasets, used across the multiple USAF and Joint application
domains.
Objective 2: Develop methodologies to manage, share, and curate Data to
include the Authoritative Source of Truth in and between models and how their
architectural elements will be shared and maintained to support the enterprise.
Objective 3: Develop approach for standardizing how GRAs can be modeled
in Model Based Systems Engineering tools and acceptable extensions.
Objective 4: Ensure that the MBSE-based GRAs and tools are able to produce
the evidence needed for continuous, automated certifications and acquisition
reviews.
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Government Reference Architecture (GRA)
Purpose:
Provides Ontology
Supports Model Reuse
Supporting the validation of solutions against a
proven Architecture
Provides Style Guide and Standards
Defines the business, regulatory, and technical
boundaries
Reference Architecture:
• An authoritative source of information about a specific subject area
that guides and constrains the instantiations of multiple architectures
and solutions – DoD Reference Architecture Description, June
2010
• Provides a template solutions … for a particular domain… aim to
stress commonality – Wikipedia
Governance Reference Architecture: (Proposed)
The reference architecture provided by the government to guide the
system design, development, production, and sustainment processes.
Implementation:
Benefits:
• Increases speed
• Provides a starting point
• Removes ambiguity
• Decreases requirements creep
• Sets standards for MBSE for effectiveness and efficiency
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Example GRAs(to name a few)
Open Mission Systems (OMS) is a Government-Owned Architecture Specification focused on the interface between software services and hardware subsystems that simplifies integration of compliant sensors, payloads and software services on platforms.
Resilient-Embedded GPS/INS (R-EGI) is collaboratively developed PNT architecture, standards, SIL, and processes allowing for timely and affordable capability insertion.
Universal Armament Interface (UAI) is a standardized, configurable data-driven weapons interface that allows integration of weapons independent of OFP cycles.
Sensor Open Systems Architecture (SOSA) Consortium develops common standards for sensor subsystems at the electrical, mechanical and software interfaces.
Future Airborne Capability Environment (FACE) creates a software environment on the installed computing hardware (i.e., aircraft) that enables software components to be deployed on different platforms faster, with minimal to no impact.
Modular Open RF Architecture (MORA) is an architecture and a set of open interface standards that defines a RF functional decomposition and associated interfaces for modularity, compatibility, interoperability, and portability of capabilities while allowing proprietary hardware and software to be used.
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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
For Discussion
The government plans to utilize GRAs in contracts, and expects industry/academia to utilize
and further expand GRAs throughout the life-cycle. What are the challenges with this
approach?
o What would expect to be included in a GRA?
o How to best communicate GRAs as part of the RFP?
o Does providing a GRA over-reach or overly constrain industry?
o How does it help or hinder in the articulation of data rights and IP concerns?
o Others?
The government also wants to use industry/academia to help build these GRAs as part of the
digital transformation. What are the challenges with this approach?
o What are your perceived gaps with respect to GRAs? Is there duplication?
o Are there too many or conflicting standards?
o How do you envision industry/academia being involved in the development and upkeep of GRAs?
o Others?
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I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Summary
LOE 2’s GOAL: Provide overarching guidance on the use of Government Reference Architectures
(GRAs) and related standards and datasets for use in an integrated digital environment for application
at the enterprise and system levels
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GRAs coupled with modern MBSE tools in an integrated
ecosystem enable us to “go fast” and rapidly deliver
capability
– Articulates requirements and removes ambiguity in
unified ecosystem
– Provide standards to guide system design; bounds
solution space
– Increases interoperability
– Automates verification, validation and certification
processes
GRA:… Identify…. Share… Integrate… Automate
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Line of Effort 3
Lifecycle Strategies and Processes
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Mr. Lansen Conley
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
LOE #3: Life Cycle Strategies and Processes
LOE #3 GOAL: Develop Life Cycle Strategies and Processes for Technology Transition, System Acquisition and Product Support
using an Integrated Digital Environment (IDE), supporting lifecycle activities from concept development to disposal
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LOE #3: Life Cycle Strategies and Processes
Objective 1: Identify major lifecycle processes, practices and results that enable the digital lifecycle ecosystem and demonstrate their benefit to select programs and representative life cycle requirements.
Objective 2: Develop Tech Transition Plan (TTP), Acquisition Strategy (AS), Test and Evaluation Master Plan (TEMP), Systems Engineering Plan (SEP) and Lifecycle Sustainment Plan (LCSP) templates, guides, processes and tools to aid in planning and implementing IDE throughout at program's acquisition lifecycle
Objective 3: Develop guidance on how to identify and describe critical factors supporting program goals regarding implementation of an Integrated Digital Environment (IDE) during Contract Strategy Development, Request for Proposal (SOW/PWS/CDRLS/Sections L&M), and Source Selection/Technical Evaluation Process.
Objective 4: Ensure a lessons learned (LL) and best practices (BP) mechanism is built into the digital transformation. Establish metrics to baseline current practices against desired IDE level/scope, then determine effectiveness against need/requirement for risk based decision making.
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LOE #3, Objective 1
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Strategy: Systematically identify and promote digital enhancements to acquisition processes using Agile methodology—data, tools, infrastructure, policy
Approach: Organize into three phases
o Phase 0: Discover, catalog & organize - build the backlog
o Phase 1: Identify, Triage & Characterize - conduct sprints using SIPOC method
o Phase 2: Adopt and incorporate integrated process digital enhancements—demonstrate ROI & benefit
Models &
Tools Data
StandardsData
Standards
Models &
ToolsInput
Supplier
Database
Or
Application Tool
Customer
Database
Or
Application Tool
OutputProcess
SIPOC Process, Product, Result Mapping
Infrastructure & Architecture
Models & Tools
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LOE #3, Objective 1 Process Flow
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• Obj 2: Access & Develop Acquisition Strategy, TEMP, SEP, LCSP & TTP
templates, guides, processes to aid in planning/implementing IDE
throughout a program’s acquisition lifecycle
o Leveraging Acq Strategy planning framework for establishing Program objectives/
Technical requirements in a Digital mindset with 2 best practices:
1) Owning the Tech Baseline (OTB) process/tenants (used by Navy’s SE Transformation Team)
2) Model-based Acquisition objectives (highlighted further in Obj #3 update)
o Defining key Acq Strategy planning documents recommendations & process for
integration into an IDE, transitioning them from paper-based into the Digital Age
₋ Leveraging Army implementation of their PLM tool in transitioning key Program documents
o Deliverables: Guidance recommendations for Key Acquisition planning documents in
meeting Digital Campaign objectives and how they can be aligned/integrated digitally to
feed a Program’s Digital Thread
LOE #3 – Objective #2
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LOE #3 – Life Cycle Strategies and ProcessObjective #3- Contracting
Issue: Program offices lack guidance on the implementation of an Integrated Digital
Environment (IDE) with Digital Engineering (DE)/Model-Based Systems Engineering (MBSE)
best practices, and considerations for defining the associated acquisition process and critical
factors when developing pre-award documentation.
Objective 3: Develop guidance on how to identify and describe critical factors supporting
program goals regarding implementation of an IDE during Contract Strategy Development,
Request for Proposal (SOW/PWS/CDRLS/Access vs. Delivery/Sections L&M), and Source
Selection/Technical Evaluation Process.
o This will be built on the framework of a Model-Supported, Model-Integrated, or Model-Centric MBSE
strategy
Deliverable: Develop an AFMC Guide or Leverage an Existing Artifact incorporating MBSE
strategy.
Two Phased Approach –
o Phase I Pre RFP
o Phase II RFP to Contract Award
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STEPS
Digital Link, Tie, and Trace between
Acquisition Products [Obj #2 & #3]
Color Key
Warfighter to Program
Program
Contractor
Weapon System
CDD
Requirements
Models
- Intellig.eCnce/ Threats
- KPP/KSA
- Cyber
- Etc
D
RFP
SOO/SOW With
CDRLs/DIDs
SRD/SPEC/
GRA
Section
L&M
SETR
entrance
and Exit
Criteria /
IMP
Etc.
Contract
SOW With
CDRLs/DIDs
SRD/SPEC/ GRA
SETR
entranceand ExitCriteria /IMP
Etc.
Policy:
Airworthiness
Certifications
Integrity
Program
MIL-STDs
Maintain – Tie, Trace, Link
MS/SETR
- Data Pkgs
- S/w Data
IMS
Etc.
IMS
1 2 3
Define OTB & Modeling Objectives,
Trace Objectives to Acquisition
Document or establish an Acquisition
Reference model,
Create Government Reference Model
Define Gov’t RFP Trace
Matrix
Define L-2 instructions for
bidder trace matrices
Define Bidder RFP Trace
Matrix to proposal contents
and the model contract
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LOE 3, Objective 4 – Metrics, Lessons Learned, Best
Practices
Near Term (5/2020 - 12/2020): Develop through collaboration with Campaign SMEs to create
simple, relevant Metrics and Best Practices for the AF Digital Transformation
Mid Term (8/2020 - 6/2021): Refine Metrics and Best Practices through Pathfinders and select
programs to ensure applicability and maximize benefits
Far Term (7/2021 - ): Deployment and Adoption across Programs and Centers, leading to
enterprise-wide efficiencies and heightened readiness
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LOE #3 Objective 4 Efforts
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Metrics Background Research (Industrial base, Navy, professional society (e.g. INCOSE = International
Council on Systems Engineering), academia, etc.)
Requirements Definition & Scoping (Metrics for whom, what, and why? - Pathfinders)
Create scalable method for determining level of digital transformation at AF, Centers, and
Program levels
Progress Reporting System (Automate/ fine tune self-assessment & reporting system)
Lessons Learned, Best Practices Explore AF databases and knowledge delivery methods (e.g. AFI 10-1302)
Convert Lessons Learned into Best Practices
Provide Best Practices risk statement (possible ramifications if deviating from Best
Practice)
Deploy chosen mechanisms to reach decision makers at the right time
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End Goal
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Line of Effort 4
Policy and Guidance
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Mr. Tom Doyon
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
LOE #4: Policy and Guidance
LOE #4 GOAL: Assess and define the required policy and guidance
updates/changes to enable full implementation of the Digital
Transformation. This includes, but is not limited to, policies and
guidance that encompass; intellectual property/contract data
rights, acquisition, engineering, requirements, and revised contract
language.
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Objective 1: Assess the currently existing DoD and Air Force policy
and guidance ecosystem. Based on that assessment and in
consultation with other LOEs, draft recommendations for
required/desired changes to improve the ability to effect the Digital
Transformation.
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LOE #4: Policy and Guidance
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Objective 2: Assign LOE #4 SMEs to interact with other LOE teams
and ensure that any policy and guidance changes necessary to
support COAs of other LOE teams are addressed quickly by the LOE
#4 team.
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LOE #4: Policy and Guidance
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Objective 3: Assign LOE #4 SMEs to Digital Campaign pilot programs.
LOE #4 SMEs will consult with pilot program teams, to include
program management, contracting, engineering, and legal support, in
order to support the pilot programs from a policy and guidance
perspective.
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LOE #4: Policy and Guidance
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Line of Effort 5
Workforce and Culture
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Dr. Jessica Salyers
Key Leader
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
LOE 5: Workforce and Culture
Objective 1 Change Management: Conduct a stakeholder analysis, create messaging timelines/modes, drive continual leadership engagement, conduct needs analysis
o Product: Holistic plan with schedule
Objective 2 Strategic Communications: Determine what to message ,to whom, when, by whom, on what frequency. Leverage the agreed upon definition/lexicon and widely disseminate and integrate into messaging
o Product: Strategic communication plans with schedule
Objective 3 Training: Determine what level of expertise is needed (competency model), who needs it, by when, determine multiple modes for dissemination, frequency, just-in-time training versus traditional training approach
o Product: Menu of available “AFMC Approved” training for “going digital”
Objective 4 Career & Leadership: To create a singular "career progression/leadership development" profile for command-wide workforce (acquisition and acquisition support)
o Product: Digitizing workforce processes & identifying digital leadership competencies
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LOE 5 GOAL: Drive culture change across the AFMC enterprise through training and change
management, enabling a workforce well versed in Digital Engineering
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5.1 Change Management
Goal: Shepherd the Command through the pivot of Digital Transformation through a deliberate change
management approach, including conducting a stakeholder analysis, creating messaging timelines/modes, driving continual leadership engagement, conducting needs analysis, and partnering with experts to identify
and fill workforce gaps
Phase 1: Data Collection & Quick Wins
o Stakeholder Analysis
o Communication Timeframe (Obj 5.2)
o Training Rollout Timeframe (Obj 5.3)
o Quick Wins (What can we do today?)
Phase 2: Resources & Metrics
o POM
o Meaningful measures of success
Phase 3: Execution
o Ongoing Success
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LOE 5.1 Timeframe
Phase 0 Phase 1 Phase 2 Phase 3
Understand Process Baseline
& Lessons Learned
• Industry & Gov’t
Engagements
• Boeing
• MITRE
• Lockheed
• Navy
• Digital U
• AFIT
• Change Management
Approach
• Prosi—ADKAR model
• Build matrixed support
team
Execution
• Stand up Execution
Office
• Functional Communities
• A1, EN, others
• Programmatic
Communities
• PEOs
• Clarify roles &
responsibilities
• Enduring change
team vs functionals
vs leaders
Data Collection & Quick
Wins
• Data Collection
• Stakeholder Analysis
• Training
Evaluation/Criteria
• Quick Wins
• Digital Engineering
Landing Page
• Matrixed Change Mgt
Support in each
Center
• Dialogue w/workforce
Resources & Metrics
• POM Inputs
• IT tools, infrastructure,
survey tools, manning,
website
• Metric Creation &
Coordination
• Impact vs Activity
• # of programs using
digital tools
• Efficiencies gained by
going digital
• Defining “success” and
applying criteria to
programs
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5.2 Strategic Communications
Goal: Communicate internally and externally that transitioning to a digital AFMC enterprise is a priority and will be foundational to the command’s success and a critical enabler for delivering capability at speed. The end state is to achieve a collaborative integrated digital environment which guides, orchestrates, and delivers the means for each individual across the AFMC enterprise to access the data, functions and elements needed to do a his/her job in a purely digital manner.
Phase 1: Initial Planning & Quick Wins
o Top Line Messaging
o Strategic Communication Plan, Timeline & Development
• Change Management Connection, Objective 5.1
o Quick Wins (Communicating Now)
Phase 2: Handoff & Execution
o Digital Campaign Strategic Communication plan transferredto AFMC/PA to be incorporated into AFMC’s overarchingcommunication strategy
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5.3 Training Timeline
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Identify existing DE/MBSE Training
Identify & Evaluate Tools-Training
AFIT, DAU, INCOSE, Univ of
Buffalo, etc.
AFMC
USN
Vendors: Aeropsace,
BAH, MITRE
Form Team
Begin to identify POCs who will take responsibility to
deliver on Training Strategy
MBSE/DE training catalog
Begin defining course competencies and feedback
attributes to inform future decisions about the course
Identify Competenc
ies and attributes
Establish ongoing
progress, evaluate
performance on the trainingeffectiveness
Coordinate with Team
5.4
Develop DE Skills Worksheet template
Begin defining Program, Team, Expert, and Individual Contributor
competency levels
Begin to identify POCs who
will take on role of
identifying training and
education resources and
select attributes
Begin to identify POCs who
will take on the DE Tools
Training and Education
Resources
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5.3 Training Status
Defined the level of Digital Transformation expertise needed:
o 1) General Awareness: Focus Days, Roadshows, Orientation Briefings, Refresher Courses, and Seminars
o 2) Just in time specific tool training
o 3) Functional Training: demonstrate the applicability of Digital Engineering to the Acquisition Lifecycle
Working a contract vehicle to assist the team to:
o 1) Develop a training catalog of options
o 2) Develop assessment criteria and assessment matrix
o 3) Evaluate training for each functional area and make recommendations
Incorporate gamify training experience: Badges to signal needed capabilities; Badges are earned by completing required DE classes/curricula; Badges could be used for recruiting, bonuses, performance, and promotions; Utilize AFITs approach
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Example: LinkedIn
Learning collection of
Digital Engineering
courses
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5.3 Training Status
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5.4 Leadership and Workforce Development
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Goal: To create a singular “career progression/leadership development” profile for command-wide workforce (acquisition and acquisition support). Tracking workforce from cradle to grave
• 5.4.1 – Digitize “971”: Eliminate current hardcopy folders. Create a digitized 971 as part of a supervisor dashboard. Develop a prototype concept demo linking current sites and developing new an innovative capabilities.
• 5.4.2 – Career Progression and Leadership Development: Create singular digital environment for career progression starting at journeymen level. Alerting employees’ of milestones and associated opportunities reflective of potential growth.
• 5.4.3 - Competency Management: Identify technical gaps and forecasting new skillsets needed/desired at all levels to drive recruitment, training, and education.
• 5.4.4 – Education: Identify universities utilizing digital engineering and business tools to implement digital transformation.
• 5.4.5 – Repository of Knowledge Management: Develop a holistic knowledge management strategy. Provide coordinated recommendations of the OSD Digital Engineering EBooK.
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AFMC Digital Campaign
Questions and Answers
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AFMC Digital Campaign Points of Contact
MGen William Cooley, AFMC
Chris Garrett, AFLCMC/EN-EZ
Mark Kassan, AFMC/ENS
LOE 0: Rich Kutter, AFLCMC/EN-EZ
LOE 1: Tom Lockhart, AFNWC/EN-EZ
LOE 2: Mitch Miller, AFLCMC/EN-EZ
LOE 3: Lansen Conley, AFLCMC/LG-LZ
LOE 4: Tom Doyon, AFMCLO/CL
LOE 5: Jackie Janning-Lask, AFRL/RY
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AFMC Digital Campaign Team
Thank you for your
participation
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All material, recording and questions/answers will
be put on https://www.afmc.af.mil/digital/