cmmi and quality practices to support military operational readiness

2/10/2013 1 © 2008 K.V.P Consulting; CMMI-Mils Presentation Version 2.2

Leveraging Operational

Capabilities

System Engineering Models

Application to Intelligence and

Operational Capabilities and

Procedures

CMMI-MilS

Issues, Challenges,

Opportunities

Knowledge Level

and

Set Expectations

The presentation content assume that listeners have CMMI (DEV;

ACQ and SVC), Value Stream Mapping, Six Sigma, Quality

Function Deployment, LEAN, ISO 27000, REF,

© 2008 K.V.P Consulting; CMMI-Mils Presentation Version 2.2 2 2/10/2013

Information Security and

Classification Disclaimer

Although it seems that the information in this presentation is

reflecting actual and real operational information, plans and

practices and therefore should be classified, it is not the case.

All presentation initial materials are supported by internet

sites and references that are accessible to all on public

information base.


Intellectual Property Disclaimer

•CMM and Capability Maturity Model are registered in the U.S. Patent and Trademark Office.

•CMM Integration, CMMI, SCAMPI, and IDEAL are service marks of Carnegie Mellon University

•Capability Maturity Model and CMM are registered trademarks in the U.S. Patent and Trademark Office.

•CMM Integration, CMMI and IDEAL are service marks of Carnegie Mellon University. EFQM is a registered trademark of the European Foundation for Quality Management. EVA is a registered trademark of Stern Stewart & Company.

•TSP -This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense.

• Copyright 2003 by Carnegie Mellon University.

•PSP - This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense.

• Copyright 2005 Carnegie Mellon University.

•ITIL® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office


Agenda 1

• Initiative background

• The Operational Need

• Working Assumptions

• Challenge Statement

• Conceptual Solution

• Involved Methods


Agenda 2

• Industry Organization Typical Structure

• Military Organization Structure

• Initial Observation

• CMMI-Mils

• Structure

• Process Institutionalization

• Capability Level Definition

• Maturity Level Definition

• Generic Practices Definition

• Process Area Content

• Revised Definitions


Agenda 3

• Detailed Examples and Elaborations

• Operational Units

• Combat Support Units

• Support Units

• Intelligence and Special Forces units

• Special Cases

• High Maturity Concept in Military Service

Orientation


Agenda 4

• Applying SCAMPI and Assessments to the

Military Services

• What we Looking For

• Improvement Opportunities Suggestions

• Current Status

• Next Steps

• About the Author

• Contact


Agenda 1





• History Background

• Military

• Industry



2/10/2013 9

© 2008 K.V.P Consulting; CMMI-Mils Presentation Version 2.2

Initiative background

• Every combat or security operational unit is a combination

of individuals that have unique professions and individual

capabilities.

• The unit capability to achieve its mission objectives in a

given scenario is fully depended on the sum of all

individuals' individual performance capability and the

timing of it.

• Unit strategies and objectives set the step for performance

excellence. However to achieve the desired operational

results, we also need to give our people the tools, and

knowledge.



• One of the key ways that people perform excellence is

through impacting their unit's procedures and combat /

operational doctrines.

• The ability to rapidly and continuously design, develop,

and adapt your procedures and combat doctrines and

targets in an agile and transparency to change and

implement fashion is a huge advantage to any unit or

agency

• Operational unit must develop and implement

collaborative, transparent and repeatable combat doctrines

that foster a culture of total performing and learning

environment



• Writing new combat doctrine or tactics may turn out to be

the easy part of the improvement. This can be a very

depressing thought to those who spend years in combat

doctrine groups such as MOUT combat doctrine action

teams or combat training facilities developing training

materials.

• Sometimes the “light at the end of the tunnel” seems to be

publication of an integrated set of descriptions of improved

combat doctrines. However, once those combat doctrines

are defined, documented, and even communicated, much

work remains.



• Over the years I have discovered that if

I will read models from the industry quality arena

with a different mindset (military wise vs. businesslike)

I will be able to suggest focus improvements and

leveraging the overall operational (military)

capability and mission execution efficiency


Agenda 1






• Military

• Industry



2/10/2013 14


The Operational Need

• Management capability level from both professional and

knowledge level

• Performance and reporting norms

• Self management and self discipline maintaining personal

professional and knowledge capabilities

• Individual and team discipline

• Cooperation and knowledge and resource sharing

• Appropriate visibility of information, data and capabilities

• Quality of readiness and preparedness for performing

mission



• Centralized resource management and appropriate

utilization and usage of it

• Multidimensional management (future planning, unit

strategy, short term objectives, the immediate objectives)

• Initiating, developing and implementation management of

new tactics and technologies

• Balanced planning and deploying new tactics

improvements and new technologies in a measured way

that will quantify the improvement vs. expectations

• Information, data and communication security



• Each person working in the implementation organization

will need to do the following: • Access the combat doctrine descriptions

• Understand all the combat doctrines at a top level

• Understand in detail the combat doctrines that he or she performs

• In addition, managers must do the following: • Understand all the combat doctrines at a top level

• Understand the leadership combat doctrines change management in

detail

• Understand how to lead the unit using the new combat doctrines

• Access historical measurement data for all combat doctrines versions

performance

• Support implementation of new combat doctrines in their own

surroundings

• Remove roadblocks to implementation

• 2/10/2013 17



• Many of these challenges were an is addressed on

and ad-hoc basis, usually with specialized

solutions or technologies that were limited to

functional areas of the operational scenario or a

unit that is currently in the frontline at a given

time


The Operational Need A Focus Example From Targeting Area

• We can list the operational needs in targets and targeting in the

following list:

• Mapping and classification of targets to operational priorities

• Adjusting target (single) to operational achievement

• Adjusting target life cycle time to attack timing

• Adjusting ammunitions to target profile

• Adjusting ammunitions elicitation to target profile and mission

success objectives

• Adjusting ammunitions to platforms

• Determining the platforms accessibility to target and target life

cycle time

2/10/2013 19



Summary

• Threat Complexity Understanding – High degree of uncertainty and ambiguity

– Increased complexity of asymmetric threats

• Direct Answer Competence – Focused, actionable intelligence and “eyes on target”

– Ability to apply tailored combat power immediately, including Special Operations

• Fast Reaction Capability

– Tailorable, Scalable, & Modular Capabilities


Agenda 1






• Military

• Industry




Working Assumptions #1


and adapt your procedures and combat doctrines in an agile

and transparency to change and implement fashion is a

huge advantage and includes:

• Management capability level from both professional and

knowledge level

• Performance and reporting norms

• Self management and self discipline maintaining personal

professional and knowledge capabilities

• Individual and team discipline

• Cooperation and knowledge and resource sharing

• Appropriate visibility of information, data and capabilities

• Quality of readiness and preparedness for performing mission

2/10/2013 22


Working Assumptions


and adapt your procedures and combat doctrines in an agile

and transparency to change and implement fashion is a

huge advantage and includes:

• Centralized resource management and appropriate utilization and

usage of it

• Multidimensional management (future planning, unit strategy,

short term objectives, the immediate objectives)

• Initiating, developing and implementation management of new

tactics and technologies

• Balanced planning and deploying new tactics improvements and

new technologies in a measured way that will quantify the

improvement vs. expectations

• Information, data and communication security

2/10/2013 23


Working Assumptions • Military mission objective statement as much as other, must

include quantitative objectives that are stated in a clear way

• This will ensure that the executing force and its command will be able to quantify the achievements of objectives

• This statement is even more significant when we deal with fire support units that prepare the battle field for the direct assault ground forces

• A basic building block in battlefield management and evaluation is the commanding officer’s capability to accurately evaluate the fire support unit's effectiveness along with the efficiency of its resource usage.

• Our objective in this presentation is to demonstrate that this fire support process complexity can be translated into simple multi-dimensional quantitative processes for resource planning and usage to improve the time required for achieving the mission statement

2/10/2013 24


Working Assumptions

• We need to provide the framework that will enable

us to increase efficiency of development the

operational (military) capabilities to cope with the

following in a timely manner

• High degree of Threat uncertainty and vagueness

– Focused, actionable intelligence and “eyes on target”

– Ability to apply tailored combat power immediately, including Special Operations

– Tailorable, Scalable, & Modular Capabilities for a

specific task or immediate ad-hoc need

2/10/2013 25


Agenda 1








Professional Challenges (Partial list only)

• Information analysis

• Theater Structure Analysis

• Target Position in Destination Environment

• Enemy Value Chain

• Operational System Value Chain

• Weapons Power Elicitation


Operational Challenges (Partial list only)

• Mission Objectives Definition in Quantitative Way and Structure

• Definition of 'Good Enough' Level

• Differentiating Different Mission Objectives and Success Factors For the Different Battle Phases

• Resource Usage and Adjustment Elicitation to Plan and Objectives


DL

Self

Development

OPFOR &

x

x

-

-

2/10/2013 29 © 2008 K.V.P Consulting; CMMI-Mils Presentation

Version 2.2

Agenda 1







• Background Definitions

• Military

• Industry

• CMMI world


Conceptual Solution

• During the intensive use with the SEI Models and practices

and having our deep knowledge and long experience

serving in armed forces.

• We came to the conclusion and insight that appropriate

application of Capability Maturity Model Integration

(CMMI®)2 model specific practices (with a different

content and context) and generic practices ("as is")

evaluated by the SCAMPI MDD or ARC will bring a real

improvement to the way that combat operational units

evaluating themselves.

•

2/10/2013 31


Conceptual Solution

• Moving a unit from the current environment of basic

military disciplined way of thinking toward a more

controlled and measured process can be overwhelming to

those tasked to make it happen.

• It is the premise of this presentation that SEI Models and

practices and some other industry standards and methods

can be used as tools to leverage these unit procedures to

support the unit operational capability, readiness and

preparedness for performing mission improvement.

• It will provide you the basic information regarding the

value added by using the standards to implement and

define this application


Conceptual Solution

• It is often hard to separate the details associated with

mission description and objectives from the practices

required to accomplish the effort. (see next slide)

• We will try to share our ideas on coping with it


A Complex Effects-based Environment


Version 2.2

Agenda 1






• Military

• Industry




Involved Methods

• S.E.I Models

• Capability Maturity Model Integration (CMMI) is a process

improvement approach that provides organizations with the

essential elements of effective processes

• CMMI-DEV - addresses product and service development processes

• CMMI-ACQ - addresses supply chain management, acquisition, and

outsourcing processes

• CMMI-SVC - addresses guidance for delivering services within organization

and to external customers

• PSP - engineers with a disciplined personal framework for doing

software work. The PSP process consists of a set of methods,

forms, and scripts that show software engineers how to plan,

measure, and manage their work

• TSP - engineering teams in developing software-intensive products


Involved Methods • LEAN

• Lean manufacturing or lean production, which is

often known simply as "Lean", is the practice of a

theory of production that considers the expenditure of

resources for any means other than the creation of value

for the presumed customer to be wasteful, and thus a

target for elimination. In a more basic term, More

value with less work.


Involved Methods

• Quality function deployment (QFD)

• QFD is described as a “method to transform user demands into design quality, to

deploy the functions forming quality, and to deploy methods for achieving the

design quality into subsystems and component parts, and ultimately to specific

elements of the manufacturing process”

• QFD is designed to help planners focus on characteristics of a new or existing

product or service from the viewpoints of market segments, company, or

technology-development needs

• Value Stream Mapping

• is a Lean technique used to analyze the flow of materials and information currently

required to bring a product or service to a consumer.

• Value Stream Mapping is commonly used in Lean environments to identify

opportunities for improvement in lead time.

• Implement the future state.


Involved Methods • 5S

• 5S is a method for organizing a workplace, especially a shared workplace

(like a shop floor or an office space), and keeping it organized. It's

sometimes referred to as a housekeeping methodology, however this

characterization can be misleading workplace goes beyond housekeeping

(see discussion of "Seiton" below).

• The 5S's are:

• Phase 1 - Seiri (整理) Sorting

• Phase 2 - Seiton (整頓) Straighten or Set in Order

• Phase 3 - Seisō (清掃) Sweeping or Shining

• Phase 4 - Seiketsu (清潔) Standardizing

• Phase 5 - Shitsuke (躾) Sustaining


Involved Methods • Bayesian Belief Network (BBN)

• A Bayesian network (or a belief network) is a probabilistic

graphical model that represents a set of variables and their

probabilistic independencies.

• Formally, Bayesian networks are directed acyclic graphs whose nodes

represent variables, and whose arcs encode conditional independencies

between the variables. Nodes can represent any kind of variable

• Six Sigma

• Six Sigma is a business management strategy, originally developed

by Motorola, that today enjoys wide-spread application in many

sectors of industry.

• Six Sigma seeks to identify and remove the causes of defects and

errors in manufacturing and business processes.


Involved Methods • Kaizen

• Kaizen (Japanese for "continuous improvement") is a Japanese philosophy that

focuses on continuous improvement throughout all aspects of life. When applied to

the workplace, Kaizen activities continually improve all functions of a business,

from manufacturing to management and from the CEO to the assembly line

workers

• ITIL

• The Information Technology Infrastructure Library (ITIL) is a set of concepts and

policies for managing information technology (IT) infrastructure, development and

operations.

• ITIL is published in a series of books, each of which cover an IT management

topic. The names ITIL and IT Infrastructure Library are registered trademarks of

the United Kingdom's Office of Government Commerce (OGC). ITIL gives a

detailed description of a number of important IT practices with comprehensive

check lists, tasks and procedures that can be tailored to any IT organization


Involved Methods • ISO/IEC 20000 is the first international standard for IT Service

Management. It is based on and is intended to supersede the earlier

British Standard, BS 15000.

• Formally: ISO 20000-1 ('part 1') "promotes the adoption of an integrated

process approach to effectively deliver managed services to meet the

business and customer requirements". It comprises ten sections: Scope;

Terms & Definitions ; Planning and Implementing Service Management ;

Requirements for a Management System ; Planning & Implementing New or

Changed Services ; Service Delivery Process ; Relationship Processes ; Control

Processes ; Resolution Processes ; Release Process.

• ISO 20000-2 ('part 2') is a 'code of practice', and describes the best

practices for service management within the scope of ISO20000-1. It

comprises the same sections as 'part 1' but excludes the 'Requirements for

a Management system' as no requirements are imposed by 'part 2‘.


Involved Methods

• PMBOK • The Project Management Institute (PMI) published the first A

Guide to the Project Management Body of Knowledge (PMBOK

Guide)

• OPM3 • Organizational Project Management Maturity Model (OPM3®)

It provides requirements for assessing and developing or

improving capabilities in project, program, and portfolio

management


Agenda 2




• CMMI-Mils

• Structure







Industry Organization

Typical Structure


Organizational Structure

2/10/2013 © 2008 K.V.P Consulting; CMMI-Mils Presentation

Version 2.2 46

Matrix Structure


Version 2.2 47

Agenda 2




• CMMI-Mils

• Structure







Military Organization Structure • The source presentations for this section can be found at:

• Soldier

• Infantry Team / Mechanized Teams

• Squad

• Platoon

• Company

• Battalion

• Brigade

• Divisions

• Corps

• Field army

• Army group

• Types of Branches


Divisions -Each Division has

- combat entities

- combat service

-combat service support units

- graphic symbol (two Xs)

XX

Division

Field Artillery

Military Police

Intelligence

Engineers

Chemical Division

Troops

Aviation

Mechanized

Brigade

Logistics

Support

Division Cav (Recon) Signal

Armor Brigade Armor Brigade


Version 2.2

Corps

- A Corps (pronounced /ˈkɔər/ "core"; from the Latin corpus "body")

is either a large formation, or an administrative grouping of troops

within an armed force with a common function such as

Artillery or Signals representing an arm of service.

Corps may also refer to a branch of service such as the

United States Marine Corps, the Corps of Royal Marines

- graphic symbol (three Xs)


Version 2.2

Army group

An army group is a military organization consisting

of several field armies, which is self-sufficient for indefinite periods.

It is usually responsible for a particular geographic area.

An army group is the largest field organization handled

by a single commander usually a full General or Field Marshal

and it generally includes between 400,000 and 1,500,000 troops

- graphic symbol (five Xs)

XXXXX


Version 2.2

http://www.fas.org/man/dod-101/army/_vti_bin/shtml.dll/refpubs/ST100-7/chapter02/C2I.htm/map

Types of Branches

1) Combat Arms: involved in actual fighting

2) Combat Support: provide operational assistance

to combat arms to include combat missions as necessary

3) Combat Service Support: provide logistical and administrative

support to the army; personnel normally not directly involved in

combat operations


Version 2.2

Agenda 2




• CMMI-Mils

• Structure








Version 2.2

Initial Observation

• Little integration between unit

• Task over process vs. process-driven

• Sporadic interagency coordination

• Immature analysis techniques

• Prescription vs. guidance

• Operational ‘networks and task forces’ (levels are archaic)

• Knowledge and technology

• Culture

• Doctrine vs. concepts

• Complexity + complicatedness = confusion…


Agenda 2




• CMMI-Mils

• Structure







CMMI-Mils


Agenda 2




• CMMI-Mils

• Structure








High Level Structure

• CMMI-MilS is a comprehensive model that is covering all

aspects of the military and security organizations

• It is true that the model start point is the single soldier;

however the best benefit from the implementation starts at

• Brigade and division level in ‘pure’ military operations

• Battalion and brigade in peace keeping operations (it

also depends in the task and objectives statements)

• Special and intelligence operations – at the appropriate

level

• Security, law enforcement and emergency

organizations – at the appropriate level



• The CMMI-MilS make use of all CMMI’s PAs including

PSP and TSP as the core Body of Knowledge. This is the

reason that we have divided it to different volumes:

• Volumes #1 - Universal Process Areas - this collection of process

areas and practices address the Unit & Theater Management needs

• Volumes #2 - Combat Process Areas - this collection of process

areas and practices address the requirements to develop and

maintain appropriate Combat Capabilities

• Volumes #3 - Combat Support Capabilities - this collection of

process areas and practices address the requirements to develop

and maintain appropriate Combat Support Capabilities with full

alignment with the mission objectives and goals



• The CMMI-MilS make use of all CMMI’s PAs including

PSP and TSP as the core Body of Knowledge. This is the

reason that we have divided it to different volumes:

• Volumes #4 - Combat Service Support Capabilities - this

collection of process areas and practices address the requirements

to develop and maintain appropriate Combat Service Support

Capabilities with full alignment with the mission objectives and

goals

• Volumes #5 - Force Building Processes - this collection of process

areas and practices address the requirements to develop and

maintain appropriate and efficient procedures and tactics to enable

effective force building that will answer the operational need from

the current threat to the future

2/10/2013 62


CMMI Originals to CMMI-MilS

Cross Reference Table #1

CMMI Originals CMMI-MilS

Causal Analysis and

Resolution (CAR)

Causal Analysis and Resolution

(CAR)

Configuration Management

(CM)

Configuration Management (CM)

Decision Analysis and

Resolution (DAR)

Decision Analysis and Resolution

(DAR)

Project Planning (PP) Mission Planning (MP)

Project Monitoring and

Control (PMC)

Mission Monitoring and Control

(MMC)

Integrated Project

Management (IPM)

Joint Mission Management (JMM)

Measurement and Analysis

(MA)

Measurement and Analysis (MA)

Organizational Innovation and

Deployment (OID)

Tactical & Operational Innovation

and Deployment (TOID)


CMMI Originals CMMI-MilS

Organizational Process

Definition (OPD)

Arms & Unit Process Definition

(AUPD)


Focus (OPF)

Arms & Unit Process Focus

(AUPF)


Performance (OPP)

Unit Process Performance (UPP)

Organizational Training

(OT)

Arms & Unit Training (AUT)

Process and Product

Quality Assurance (PPQA)

Process and Mission Quality

Assurance (PMQA)

Quantitative Project

Management (QPM)

Quantitative Mission

Management (QMM)

Requirements Management

(REQM)

Objectives & Gals Management

(OGM)

Risk Management (RSKM) Risk Management (RSKM)

CMMI Originals to CMMI-MilS

Cross Reference Table #2

CMMI –DEV Originals CMMI-MilS

Product Integration (PI) Joint Missions Integration

(JMI)

Requirements Development (RD) Objectives & Gals

Development (OGD)

Supplier Agreement Management

(SAM)

Technical Solution (TS) Tactical & Operational

Solution Development

(TOSD)

Validation (VAL) Validation (VAL)

Verification (VER) Verification (VER)


CMMI-ACQ Originals CMMI-MilS

Agreement Management

(AM)

Combat Support Management

(CSM)

Acquisition Technical

Management (ATM)

Combat Support Technical

Management (CSTM)

Solicitation and Supplier

Agreement Development

(SSAD)

Solicitation and Support

Agreement Development

(SSAD)

CMMI-SVC Originals CMMI-MilS

Capacity and Availability

Management (CAM)

Capacity and Availability

Management (CAM)

Incident Resolution and

Prevention (IRP)

Incident Resolution and Prevention

(IRP)

Service Continuity (SCON) Service Continuity (SCON)

Service Delivery (SD) Service Delivery (SD)

Service System Development

(SSD)

Service System Development

(SSD)

Strategic Service Management

(STSM)

Strategic Service Management

(STSM)

Service System Transition

(SST)

Service System Transition (SST)

Structure – Process Areas


Volumes #1 - Universal Process

Areas - Unit & Theater

Management

Volumes #2 - Combat

Process Areas

Volumes #3 - Combat

Support Capabilities

Volumes #4 - Combat Service

Support Capabilities

Volumes #5 – Force

Building Processes

1. Causal Analysis and

Resolution (CAR)

2. Configuration Management

(CM)

3. Decision Analysis and

Resolution (DAR)

4. Mission Planning (MP)

5. Mission Monitoring and

Control (MMC)

6. Measurement and Analysis

(MA)

7. Tactical & Operational

Innovation and Deployment

(TOID)

8. Process and Mission Quality

Assurance (PMQA)

9. Quantitative Mission

Management (QMM)

10. Objectives & Gals

Management (OGM)

11. Risk Management (RSKM)

12. Objectives & Gals

Development (OGD)

1. Joint Mission

Management (JMM)

2. Joint Missions

Integration (JMI)

3. Tactical &

Operational Solution

Development

(TOSD)

4. Validation (VAL)

5. Verification (VER)

1. Combat Support

Management (CSM)

2. Combat Support

Technical Management

(CSTM)

3. Solicitation and Support

Agreement

Development (SSAD)

1. Capacity and Availability

Management (CAM)

2. Incident Resolution and

Prevention (IRP)

3. Service Continuity (SCON)

4. Service Delivery (SD)

5. Service System Development

(SSD)

6. Strategic Service

Management (STSM)

7. Service System Transition

(SST)

1. Arms & Unit

Process Definition

(AUPD)

2. Arms & Unit

Process Focus

(AUPF)

3. Unit Process

Performance

(UPP)

4. Arms & Unit

Training (AUT)

Red highlighted Pas are in use in more than one PA with elaborations to others

Structure – Maturity Levels (Partial List)


Maturity Level 1:

Initial

Maturity Level 2:

Managed

Maturity Level 3:

Defined

Maturity Level 4:

Quantitatively

Managed

Maturity Level 5:

Optimizing

Configuration

Management (CM)

Mission Planning

(MP)

Mission Monitoring

and Control (MMC)

Measurement and

Analysis (MA)

Process and Mission

Quality Assurance

(PMQA)

Objectives & Gals

Management (OGM)

Objectives & Gals

Development (OGD)

Tactical &

Operational Solution

Development (TOSD)

Validation (VAL)

Verification (VER)

Decision Analysis and

Resolution (DAR)

Risk Management

(RSKM)

Joint Mission

Management (JMM)

Joint Missions

Integration (JMI)

Arms & Unit Process

Definition (AUPD)

Arms & Unit Process

Focus (AUPF)

Arms & Unit Training

(AUT)

Quantitative Mission

Management (QMM)

Unit Process

Performance (UPP)

Causal Analysis and

Resolution (CAR)

Tactical &

Operational

Innovation and

Deployment (TOID)

Red highlighted Pas are in use in more than one PA with elaborations to others

Agenda 2




• CMMI-Mils

• Structure








Process Institutionalization

• Institutionalization is an important concept in process

improvement. When mentioned in the generic goal and

generic practice descriptions, institutionalization implies

that the process is ingrained in the way the work is

performed and there is commitment and consistency to

performing the process.

• An institutionalized process is more likely to be retained

during times of stress. When the requirements and

objectives for the process change, however, the

implementation of the process may also need to change to

ensure that it remains effective. The generic practices

describe activities that address these aspects of

institutionalization.


Agenda 2




• CMMI-Mils

• Structure








Capability Level Definition

• Capability Level 0: Incomplete

• Capability Level 1: Performed

• Capability Level 2: Managed

• Capability Level 3: Defined

• Capability Level 4: Quantitatively Managed

• Capability Level 5: Optimizing


Capability Level 1: Performed

• A capability level 1 process is characterized as a

“performed process.” A performed process is a process

that satisfies the specific goals of the process area. It

supports and enables the steps needed to achieve the task

goals and objectives.

• Although capability level 1 results in important

improvements, those improvements can be lost over time if

they are not institutionalized. The application of

institutionalization (the CMMI generic practices at

capability levels 2 through 5) helps to ensure that

improvements are maintained


Agenda 2




• CMMI-Mils

• Structure








Maturity Level Definition

• Maturity Level 1: Initial

• Maturity Level 2: Managed

• Maturity Level 3: Defined

• Capability Level 3: Defined

• Maturity Level 4: Quantitatively Managed

• Maturity Level 5: Optimizing


Maturity Level 2: Managed

• At maturity level 2, the Arms and Units (functional units)

of the ‘mother’ units have ensured that processes are

planned and executed in accordance with policy; the unit

members are skilled people who have adequate resources

to perform controlled outputs; involve relevant

stakeholders; are monitored, controlled, and reviewed; and

are evaluated for adherence to their process descriptions.

The process discipline reflected by maturity level 2 helps

to ensure that existing practices are retained during times

of stress. When these practices are in place, units are

performed and managed according to their documented

plans.


Agenda 2




• CMMI-Mils

• Structure








Generic Practices Definition • GP 1.1 Perform Specific Practices

• GP 2.1 Establish an Organizational Policy

• GP 2.2 Plan the Process

• GP 2.3 Provide Resources

• GP 2.4 Assign Responsibility

• GP 2.5 Train People

• GP 2.6 Manage Configurations

• GP 2.7 Identify and Involve Relevant Stakeholders

• GP 2.8 Monitor and Control the Process

• GP 2.9 Objectively Evaluate Adherence

• GP 2.10 Review Status with Higher Level Management

• GP 3.1 Establish a Defined Process

• GP 3.2 Collect Improvement Information

• GP 4.1 Establish Quantitative Objectives for the Process

• GP 4.2 Stabilize Subprocess Performance

• GP 5.1 Ensure Continuous Process Improvement

• GP 5.2 Correct Root Causes of Problems


GP 2.6 Manage Configurations

• Place designated work products of the process

under appropriate levels of control.

• The purpose of this generic practice is to establish and

maintain the integrity of the process designated

elements (or their descriptions) throughout their useful

life.

• The designated work products are specifically

identified in the plan for performing the process, along

with a specification of the appropriate level of control.

• Different levels of control are appropriate for different

work products and for different points in time


Agenda 2




• CMMI-Mils

• Structure








Process Area Content


Core Process Area

• Causal Analysis and Resolution (CAR)

• Configuration Management (CM)

• Decision Analysis and Resolution (DAR)

• Mission Planning (MP)

• Mission Monitoring and Control (MMC)

• Joint Mission Management (JMM)

• Measurement and Analysis (MA)

• Tactical & Operational Innovation and Deployment (TOID)

• Arms & Unit Process Definition (AUPD)

• Arms & Unit Process Focus (AUPF)

• Unit Process Performance (UPP)

• Arms & Unit Training (AUT)

• Process and Mission Quality Assurance (PMQA)

• Quantitative Mission Management (QMM)

• Objectives & Gals Management (OGM)

• Risk Management (RSKM)


Configuration Management (CM) A Unit & Theater Management PA at Maturity Level 2

• The purpose of Configuration Management (CM)

is to establish and maintain the integrity of

mission elements and related units using

configuration identification, configuration

control, configuration status accounting, and

configuration audits


Mission Planning (MP) A Unit & Theater Management PA at Maturity Level 2

• The purpose of Mission Planning (MP) is to

establish and maintain plans that define mission

activities


Agenda 2




• CMMI-Mils

• Structure








Some of the CMMI-MilS Revised Definitions

• Acceptance Criteria

• Achievement Profile

• Acquisition

• Allocated Requirement

• Appropriate

• As Needed

• Baseline

• Bidirectional Traceability

• Capability Evaluation

• Capability Level

• Capable Process

• CMMI Framework

• Defined Process

• Discipline

• Lifecycle Model

• Nondevelopmental Item (NDI)

• Operational Concept

• Operational Scenario

• Organizational Policy


• Organizational Process Assets

• Performance Parameters

• Process Improvement

• Process Performance

• Process Tailoring

• Quality

• Quality and Process-performance

Objectives

• Quantitative Objective

• Quantitatively Managed Process

• Shared Vision

• Special Cause Of Process Variation

• Stable Process

• Statistical Predictability

• Statistically Managed Process

• Tailoring

• Technical Data Package

• Validation

• Verification

CMMI Definitions • Tailoring

• Tailoring a process makes, alters, or adapts the process description for a

particular end. For example, a task force establishes its defined process by

tailoring from the command set of standard processes to meet the

objectives, constraints, and environment of the mission as described in the

mission profile

• Tailoring Guidelines

• Organizational guidelines that enable unit, teams, and functional units to

appropriately adapt standard processes for their use. The command’s set

of standard processes is described as a general level that may not be

directly usable to perform a process.

• Tailoring guidelines aid those who establish the defined processes for

units. Tailoring guidelines cover (1) selecting a standard process, (2)

selecting an appropriate mission profile, and (3) tailoring the selected

standard process and profile to fit unit / mission needs. Tailoring

guidelines describe what can and cannot be modified and identify process

components that are candidates for modification.


Agenda 3




• Support Units


• Special Cases


Orientation


Detailed Examples and

Elaborations


Agenda 3




• Support Units


• Special Cases


Orientation


Operational Units

• We will watch a short clips and will discuss:

• Understanding operational environment

• Understanding operational requirements

• Military concept for configuration item

• Tactical estimations and replanning


Military concept for configuration


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Weapons SGT

Squad Leader

Fire Team Leader

Advanced Marksman

Grenadier Rifleman Automatic Rifleman

Combat Medic

Military concept for configuration


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http://www.amazon.com/gp/product/images/B000051YIL/ref=dp_image_0?ie=UTF8&n=165793011&s=toys-and-games

Agenda 3




• Support Units


• Special Cases


Orientation


Combat Support Units • We can list the operational needs from Combat Support

Units (in this case = Fire Support) in targets and targeting

in the following list:

• Mapping and classification of targets to operational priorities

• Adjusting target (single) to operational achievement

• Adjusting target life cycle time to attack timing

• Adjusting ammunitions to target profile

• Adjusting ammunitions elicitation to target profile and

mission success objectives

• Adjusting ammunitions to platforms

• Determining the platforms accessibility to target and target

life cycle time


Agenda 3




• Support Units


• Special Cases


Orientation


Support Units Approaches to Military Combat Services Support

• Mass- Inventory = Days of Supply • More is better

• Equipment measured in days of supply

• Uses massive inventory to cope with uncertainty in demand and

supply

• On Time Supply = Flow Time • On-time is better

• Inventory is reduced to a minimum and kept moving

• Uses demand prediction and static optimization to purge uncertainty

• Works great, except when it doesn’t = Battlefield uncertainty

• Monitor and Respond = Speed / Quality of Effect • Adaptive is better

• Inventory is dynamically positioned

• Uses transportation flexibility to handle uncertainty


Military Combat Services Support

Challenges in the Battlefield

Center of Gravity ?


Version 2.2

Support Units and VSM

• SUN TZU - lived c. 544—496 BC - THE Art of War

• We may take it then that an army without its baggage-train is lost;

without provisions it is lost; without bases of supply it is lost

• Make forays in fertile country in order to supply your army with

food

• The skillful soldier does not raise a second levy, neither are his

supply wagons loaded more than twice

• Bring war material with you from home, but forage on the enemy.

Thus the army will have food enough for its needs


Agenda 3




• Support Units


• Special Cases


Orientation


Intelligence and Special Forces units

• We will discuss:

• Understanding Special Forces operational need

• Special Forces for configuration item

• Intelligence for configuration item

• Intelligence Traceability

• Mission estimations and replanning


Understanding Special Forces operational need

and

Intelligence Traceability


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Special Forces for configuration item


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Intelligence for configuration item


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Mission estimations and replanning


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Agenda 3




• Support Units


• Special Cases


Orientation


Special Cases

• We will Discuss

• Law Enforcement (Police)

• Traffic Control VSM

• On traffic control – travel time vs. activity time vs. results and

input

• Information Traceability

• Between domains; operational needs and operational needs and

capabilities

• Emergency Agencies

• Operational Scenarios

• Security Agencies

• Configuration Management

• Information Traceability


Agenda 3




• Support Units


• Special Cases


Orientation


High Maturity Concept

in Military Service

Orientation

How to use Bayesian Networks


Conceptual

Planning, Execution and Operation

of

Combat Fire Support Effectiveness

A Thinking Model

with

Practical Measurements


Presentation Background

• Recently I Was Asked To Evaluate the Fire Support Process

• The process evaluation was conducted at different levels (vertical and horizontal) including the use of the following tools: Game Theory; Quality Function Deployment; Bayesian Networks and process flow simulation in the different domains

• We used elements from the SEI SCAMPI method to perform this evaluation

• This presentation is a brief summery of the process elements that we were able to identify and the building parameters for its performance measurements


Presentation Operational Idea

• Military mission objective statement as much as other, must include quantitative objectives that are stated in a clear way

• This will ensure that the executing force and its command will be able to quantify the achievements of objectives

• This statement is even more significant when we deal with fire support units that prepare the battle field for the direct assault ground forces

• A basic building block in battlefield management and evaluation is the commanding officer’s capability to accurately evaluate the fire support unit's effectiveness along with the efficiency of its resource usage.

• Our objective in this presentation is to demonstrate that this fire support process complexity can be translated into simple multi-dimensional quantitative processes for resource planning and usage to improve the time required for achieving the mission statement


Main Challenges

• Fire elicitation to achieve mission statements

• Operating fire support in the appropriate timing

• Targets planning

• Planning and developing the fire support array

• Enemy status evaluation and comparing it to the mission

objectives

• End to End attack lane (process simulation) from target

definition and acquiring to ammunition availability and

logistic considerations

• Developing the support plan; such as acquisition planning;

warfare R&D; adjusting ammunition to scenario and

scenario simulations and testing 2/10/2013 111


Visualization of the Targets World

Suppression

Neutralize

Delay

Destruction

Mission Objectives

Targets Type A Type B Type B Type C Type D Type E Type F

20 '

12

18

120 '

5

Un Known

Fix

6

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112 © 2008 K.V.P Consulting; CMMI-Mils Presentation Version 2.2

The Solution Challenge


Professional Challenges (Partial list only)

• Information analysis

• Target Structure Analysis

• Target Position in Destination Environment

• Target Value Chain

• Operational System Value Chain

• Weapons Elicitation to Target Type and

Classification


Operational Challenges (Partial list only)

• Mission Objectives Definition in Quantitative Way and Structure

• Definition of 'Good Enough' Level

• Differentiating Different Mission Objectives and Success Factors For the Different Battle Phases

• Resource Usage and Adjustment Elicitation to Plan and Objectives


Core Scenarios for Conceptual

Demonstration (Partial list only)

• Scenario A – all resources are available – target will be hit on time with the relevant ammunition on the appropriate platform and the mission objective will be achieved

• Scenario B – an alternate ammunition (secondary in compliance to target profile) on compromised platform

• Scenario C – unknown probability to achieve the mission objective successfully due to delay in attack

• Scenario D – analysis of the best mission objective with the considerations of the success of it and its impact on the theater behavior


The Thinking Model

Conceptual Thinking Approach to

Solve This Challenge


Solution Approach Background

• From our description till now, we can see that fire support planning,

execution and control processes to achieve quantitative objectives that

support mission objectives are highly complicated

• We can split this complexity into two main vectors

• Planning world that is a combination of multi functional teams and groups

that in most cases are located in different locations and units \

organizations

• Every core planning parameter (entity) in this world is assembled

from two-dimension (and in most cases from more than two). Each

of the core entities will have at least impact or effect on additional

two or more entities

• The given collection of planning parameters creates a planning process

that must consider multi-dimension relationships and impacts between

core entities and their building blocks as well as on the decisions to be

made


Solution Approach Background - 2

• This complexity of relationships and internal and external weights brought us to adopt the Bayesian network (or a belief network) approach

• Bayesian networks are directed acyclic graphs whose nodes represent variables, and whose arcs encode conditional independencies between the variables.

• Nodes can represent any kind of variable, be it a measured parameter, a latent variable or a hypothesis.

• They are not restricted to representing random variables, which represents another "Bayesian" aspect of a Bayesian network

• Bayesian networks that model sequences of variables (such as for example speech signals or protein sequences) are called dynamic Bayesian networks. Generalizations of Bayesian networks that can represent and solve decision problems under uncertainty are called influence diagrams. 2/10/2013 119


Solution Approach Background - 3

• A Bayesian network is a carrier of the conditional independencies of a set of variables, not of their causal connections.

• However, causal relations can be modeled by the closely related causal Bayesian network.

• The additional semantics of the causal Bayesian networks specify that if a node X is actively caused to be in a given state x (an operation written as do(x)), then the probability density function changes to the one of the network obtained by cutting the links from X's parents to X, and setting X to the caused value x (Pearl, 2000).

• Using these semantics, one can predict the impact of external interventions from data obtained prior to intervention


Theoretical Conceptual way of thinking

Graphical view


Target Timing

Ammunition Target Life

Time

Attack

Effectiveness

Platform

Conceptual way of thinking

Graphical view

Target Timing

Ammunition Target Life

Time

Attack

Effectiveness

Platform

The ‘Simple’ Model The Multi-Dimensional Model


Conceptual way of thinking

Graphical view (4 out of 8 core elements)

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Timing

Targets

Ammunition

Required

Achievement

As we can see, each core element lives

In its own three dimensions world.

And have some overlapping

with at least two or more

another core elements with

more than one of the other

element dimensions


Discussion Points

• Ammunition performance data

• Cost of poor planning building elements

• Quantifying the operational impact of fire

support planning

• Effecting and effected stakeholders

mapping

• Quantifying the impact of fire support

planning on the assaulting forces

• Appling this model on other domains

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Agenda 4


Military Services



• Current Status

• Next Steps


• Contact


Applying SCAMPI and

Assessments to the

Military Services


Agenda 4


Military Services



• Current Status

• Next Steps


• Contact


What we Looking For • Indicators on:

•cultural

•dependency

•issues critical to Effects-based concept

• Planning approaches to Complex conflict environments

• Inter-Unit coordination throughout processes

•External coordination throughout processes

• Consideration of development of inter-arm / unit protocols

or best practices

• Inter-agency support is an integral ingredient

for a functional Effects-based concept

•Relationships?

•Authority?

•Strategic vs. operational vs. tactical

•Coordination? Direction?


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Agenda 4


Military Services



• Current Status

• Next Steps


• Contact


The objective of suggesting Improvement Opportunities

Is to support the cconcepts of

Effects Based Operations (Knowledge, Planning,

Execution, Assessment) in order to assist the

development of future processes, organizations and

Tactical Capabilities


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Agenda 4


Military Services



• Current Status

• Next Steps


• Contact


Current Status

• Piloted successfully in ‘low’ level units

• Segments were piloted in ‘high’ level units

• All five volumes were reviewed and approved as

first drafts

• High maturity measurements were developed for

combat units

• Four level of mission process, process simulations

were developed

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Agenda 4


Military Services



• Current Status

• Next Steps


• Contact


CMMI-Mils Project - Next Steps

• Additional pilots on ‘high’ level units

• The model five volumes are adjusted to

additional agencies

• High maturity measurements are developed

for the other segments according to the

work plan

• Additional mission profiles are developed

according to the work plan


Participants Suggested Next Steps

• Read the full model

• Understand the different levels (model) vs.

Levels (Units) for best implementation

• Verify that you have defined measures and

goals for the different units and profiles


Agenda 4


Military Services



• Current Status

• Next Steps


• Contact


About the Author

• Kobi Vider - Picker • 20 Years of Military experience

• Over 17 years of experience in process improvement

• Working with organizations on process improvement from strategic level

to developers

• Using a combined approach of methods (CMMI, Six Sigma, ITIL,

PMBOK, SCRUM and LEAN)

• Have deep and comprehensive experience in process simulation,

measurements and quantitative management approaches

• Master Black Belt in Six Sigma

• Drivers for this work and model • As part of my research on military process I have come to the conclusion

that appropriate combination of industry best practices on the security and military world can improve the effectiveness of resource planning and usage an by it to leverage mission success

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Contact

Kobi Vider – Picker

K.V.P Consulting

+972522946676

[email protected]

[email protected]


mailto:[email protected]

mailto:[email protected]


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