afmc digital campaign virtual industry exchange day · afmc digital campaign virtual industry...

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

1


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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https://www.afmc.af.mil/digital/



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

3


General Bunch

Welcome/Kickoff

4



Transitioning to a Modern Ecosystem

5

Maj Gen William Cooley


Vision

One Team…One Digital Lifecycle Enterprise

6

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)


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

8


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

9


Digital Campaign - Governance

10

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


AFMC Digital Campaign Points of Contact

MGen William Cooley, AFMC

[email protected]

Chris Garrett, AFLCMC/EN-EZ

[email protected]

Mark Kassan, AFMC/ENS

[email protected]

LOE 0: Rich Kutter, AFLCMC/EN-EZ

[email protected]

LOE 1: Tom Lockhart, AFNWC/EN-EZ

[email protected]

LOE 2: Mitch Miller, AFLCMC/EN-EZ

[email protected]

LOE 3: Lansen Conley, AFLCMC/LG-LZ

[email protected]

LOE 4: Tom Doyon, AFMCLO/CL

[email protected]

LOE 5: Jackie Janning-Lask, AFRL/RY

[email protected]

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mailto:[email protected]










Line of Effort 0

Integrated Environment: IT Infrastructure

13

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

14

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

15


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

16


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!

18


Line of Effort 1

Integrated Environment: Models and Tools

19

Mr. Tom Lockhart

Champion


2QFY21

Oct-Dec 20

4QFY20

Jul-Sep 20

AFMC Digital Campaign -- Integrated Master ScheduleVersion v9_1: 13 Jul 2020



and Architecture

LOE 3: Lifecycle

Strategies &

Processes

FY23

POM

ID Training


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




LOE 4: Policy &

Guidance




Define Metrics



ID/Define Processes

Kickoff

2QFY21

Jan-Mar 21

Campaign

Forming

Acronyms






Deliverable

Digital Guide

Milestone


Institute Metrics

EPL Available



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


• Skyborg

• GBSD


• SCARS

• T-7 Red Hawk

• A-10

• F-15EX

• B-52

Time

Now


6

Quick Wins


2: Enterprise e2875








#

3

4

5

V0.1 V0.3 V0.5 V0.7




(1)



(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)




Migrate

Conduct process analyses

20


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

21


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)?

22


AFMC Civilian Workforce

Digital Campaign Functional Domains

23

Data from CHRIS as of 6 Apr 20


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))

24


---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

25


---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

26


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



and Architecture

LOE 3: Lifecycle

Strategies &

Processes

FY23

POM

ID Training


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




LOE 4: Policy &

Guidance




Define Metrics



ID/Define Processes

Kickoff

2QFY21

Jan-Mar 21

Campaign

Forming

Acronyms






Deliverable

Digital Guide

Milestone


Institute Metrics

EPL Available



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


• Skyborg

• GBSD


• SCARS

• T-7 Red Hawk

• A-10

• F-15EX

• B-52

Time

Now


6

Quick Wins


2: Enterprise e2875








#

3

4

5

Pla

nn

ing

to

Exe

cuti

on

FOC

V0.1 V0.3 V0.5 V0.7

IOC




(1)



(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)





Line of Effort 2

Standards, Data and Architectures

28

Mr. Mitch Miller

Champion


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.

29


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.

31


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?

3333


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

34

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

34


Line of Effort 3

Lifecycle Strategies and Processes

35

Mr. Lansen Conley


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

3636


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.

3737


LOE #3, Objective 1

38

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

38


LOE #3, Objective 1 Process Flow

3939


• 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

40


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

41


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

42


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


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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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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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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Line of Effort 5

Workforce and Culture

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Dr. Jessica Salyers

Key Leader


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


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


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


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


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.



Questions and Answers

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AFMC Digital Campaign Points of Contact

MGen William Cooley, AFMC

[email protected]

Chris Garrett, AFLCMC/EN-EZ

[email protected]

Mark Kassan, AFMC/ENS

[email protected]

LOE 0: Rich Kutter, AFLCMC/EN-EZ

[email protected]

LOE 1: Tom Lockhart, AFNWC/EN-EZ

[email protected]

LOE 2: Mitch Miller, AFLCMC/EN-EZ

[email protected]

LOE 3: Lansen Conley, AFLCMC/LG-LZ

[email protected]

LOE 4: Tom Doyon, AFMCLO/CL

[email protected]

LOE 5: Jackie Janning-Lask, AFRL/RY

[email protected]

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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/


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