INCOSE Ottawa Chapter

Denis Bertrand, DND/DGMSSC/DMPP

November 15, 2014

Agenda

Welcome

International & National SE Challenges or Opportunities

Similarities between DND, National, and International SE

Issues

Government-Industry-Academia Interrelationship

Quality Challenging the Project Management triple

Constraints (scope, cost, schedule)

INCOSE & SE Professional Certification

Welcome

Welcome to representatives from the:

Government (DND) - Mr. David Morris, Major Capital Projects
- Mr. Robert Burton, TTCP TP4 (SE)
- Mr. Waldy Borys, DMPP 5
Industry:

Mr. Stuart Jolley, General Dynamics Canada - Chief SE

Academy:

Dr. Wayne Boone, and Ms. Patricia Moore, Professors at

Carleton University

Special welcome to our Keynote Speaker:

Dr. Judith Dahmann, SE for Systems of Systems:
An International Perspective, Mitre Corporation

Creation of an INCOSE Chapter in Ottawa

special thanks to Mr. Robert Fletcher and his team

International & National SE Challenges or Opportunities

Define better requirements
Have the stakeholder(s) engage early
Limit scope creep
Provide sufficient SE expertise (or access to it) for medium to smaller projects
Perform better technical trade-offs & option analysis
Better integration testing is required
Access standardized processes and tools
Build a strong and viable SE Corporate Body of Knowledge / Culture
Perform adequate testing of new systems (COTS, MOTS)
Provide effective risk management (technical)
Provide adequate SE Training (Awareness, Practitioner, Advanced)
Promote SE Professional Certification through INCOSE

Similari3es between DND, Na3onal & Interna3onal SE Issues

(Government, Academia, and Industry)

System Thinking: BeKer Holis3c view is needed, seeing the system as a whole, the
interrela3onships rather than things, paKerns of change rather than sta3c snapshots.

SoS (System of Systems): Integra3on (sleepless nights), Roles &Responsibilites (dicult to

impossible to agree), accountability (no one wants to be accountable for the whole),
procurement vehicles (all dierent), 3melines (all dierent), etc.

System Life Cycle Management: BeKer use of the system Life Cycle Stages, business
processes, procedures is needed to strengthen the integra3on, interrela3onships between
stakeholders.

Competencies, Prociency & Training Levels: beKer harmonisa3on/standardisa3on is

required for proper accredita3on/cer3ca3on of engineers, project sta, managers, and
senior managers.

Transi3on between SLC Stages: beKer transi3ons between Capability Planning/

Requirement Deni3on, Project/In-Service, and In-Service/Re3rement are needed

Similari3es between DND, Na3onal & Interna3onal SE Issues

(Government, Academia, and Industry)

Pre-Concept Stage: BeKer Needs/Requirements Analysis, market research, op3on

Analysis are needed. An integrated approach with Adm(S&T) is crucial.

Model Based SE: BeKer applica3on of modelling & simula3on tools to support the
stakeholders & system requirements, development/design, analysis, V&V ac3vi3es
through out the system life cycle are needed.

In-Service Support: BeKer understanding and interrela3onships between OWSM,

Maintenance, Engineering, LCMMs. and Logis3cs is needed.

Terms & Terminology (Speaking the Same Language): a denite need to stop individuals
and organisa3ons to create terms which are not standardised. Promote the use of the
SEBok, PMBok, SWBok glossaries/deni3ons for commonality.

Total System Cost/LCC: BeKer governance/oversight at the Program level (which oversee
the whole System Life Cycle) is needed, and not only at the Project level.

Resilient Engineering, System Security, Cyber, Etc.

Standardisa)on/Harmoniza)on/Integra)on of Systems Engineering Prac)ces,

Ac)vi)es through out the whole System Life Cycle Stages

Government, Industry and Academia Interrelationship

Government

Industry

Academia

Government, Industry and Academia Interrelationship

Government

Industry

GOC: TB Materiel Management Policy

DND: Adm (Mat) Materiel Management

Policy, SE Framework, SE Guidance,
SE Knowledge Base

TTCP TP4 (SE) 5 eyes

Academia

Government, Industry and Academia Interrelationship

Government

GOC: TB Materiel Management Policy

DND: Adm (Mat) Materiel Management

Policy, SE Framework, SE Guidance,
SE Knowledge Base

TTCP TP4 (SE) 5 eyes

-ISO 15288 (SLCM)
-ISO 24765 (Vocabulary)
- ISO 12207 (SW);
-PMI (PM Bok), SWBoK
-NATO: AAP-20 (LC stages),
AAP-48 (LC processes),
ALP 10 (ILS elements)

Industry
MITRE SE Guide

Academia

Government, Industry and Academia Interrelationship

Government

GOC: TB Materiel Management Policy

DND: Adm (Mat) Materiel Management

Policy, SE Framework, SE Guidance,
SE Knowledge Base

TTCP TP4 (SE) 5 eyes

-ISO 15288 (SLCM)
-ISO 24765 (Vocabulary)
- ISO 12207 (SW);
-PMI (PM Bok), SWBoK
-NATO: AAP-20 (LC stages),
AAP-48 (LC processes),
ALP 10 (ILS elements)

DND System Life Cycle

Model/ Engine & SE
Knowledge Base

Commonality

INCOSE: Competency /SoS /

System Security WGs;
SEBoK
GRCSE
NDIA / CADSI

Industry
MITRE SE Guide

Academia

Quality Challenging the Project Management triple Constraints

How we can use Quality as a more effective way to modeling changes to stakeholder satisfaction.
Think about the scope/cost/schedule triangle and add Quality as a fourth point extending triangle into
a pyramid. Equilibrium will be reached customer expectations will be aligned with scope, time and
cost plans when the pyramid is balanced and all sides are equal.

SE management is
distinguished from
program management
in the use of technical
analysis and control
and in the emphasis on
technical quality as
opposed to financial
and schedule concerns.

The Project Manager must bring senior stakeholders along for the ride help them to understand the
impacts and take ownership of the scope/time/cost trade off.

July 12, 2012 by Tony Adams

GOOD, FAST, CHEAP PICK ANY TWO

Working faster doesnt save money. When a production schedule is accelerated, savings are often
expected through reduced indirect costs as overhead, equipment rental, insurance, supervision, and
utilities. Direct costs such as labour, materials, and equipment are expected to stay constant,
because the same amount of work is being done. In practice, however, faster work produces
confusion, errors, substandard quality, and overtime pay, ultimately increasing costs.

Source: Southern Cross Design & Drafting

SE Professional Certification

www.incose.org

INCOSE (International Council on System Engineering)

The International Council on Systems Engineering (INCOSE) is a not-for-profit membership organization founded
to develop and disseminate the interdisciplinary principles and practices that enable the realization of successful
systems.

Mission
Share, promote and advance the best of systems engineering from across the globe for the benefit of humanity
and the planet.

Vision

The world's authority on Systems Engineering.

Goals
To provide a focal point for dissemination of systems engineering knowledge.
To promote international collaboration in systems engineering practice, education, and research.
To assure the establishment of competitive, scalable professional standards in the practice of systems
engineering.
To improve the professional status of all persons engaged in the practice of systems engineering.
To encourage governmental and industrial support for research and educational programs that will improve the
systems engineering process and its practice.