Post on 11-Jan-2016
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Managing ChangeManaging Change
Optimizing Value through an Evolutionary Development
Strategy
Optimizing Value through an Evolutionary Development
Strategy
Revolution in Military Logistics, Seamless Vision,GCSS-Army Prime Directive and the Central Hypothesis
Revolution in Military Logistics, Seamless Vision,GCSS-Army Prime Directive and the Central Hypothesis
BackgroundBackgroundBackgroundBackground
• Software Complexity is IncreasingSoftware Complexity is Increasing
• The CCB Process is not Evolutionary…The CCB Process is not Evolutionary…its Reactionary!its Reactionary!
• The ECP Process is not StandardThe ECP Process is not Standard
• Currently, ECP’s cause a Paradigm Shift in Currently, ECP’s cause a Paradigm Shift in Software DevelopmentSoftware Development
• Software Complexity is IncreasingSoftware Complexity is Increasing
• The CCB Process is not Evolutionary…The CCB Process is not Evolutionary…its Reactionary!its Reactionary!
• The ECP Process is not StandardThe ECP Process is not Standard
• Currently, ECP’s cause a Paradigm Shift in Currently, ECP’s cause a Paradigm Shift in Software DevelopmentSoftware Development
Evolutionary Change Means Evolutionary Change Means Value!Value!
Evolutionary Change Means Evolutionary Change Means Value!Value!
ECP’s must be carefully and continuously assessed in order to preserve, enhance, or minimize the loss of value-added over time.ECP’s must be carefully and continuously assessed in order to preserve, enhance, or minimize the loss of value-added over time.
•The ubiquitous nature of change underlies all software work.
•Change is inevitable; the challenge is to properly manage it.
•Modifying software is dangerous and can be costly if improperly managed.
•The ubiquitous nature of change underlies all software work.
•Change is inevitable; the challenge is to properly manage it.
•Modifying software is dangerous and can be costly if improperly managed.
What are the metrics?What are the metrics?
Change effects multiple business functions.Change effects multiple business functions.Change effects multiple business functions.Change effects multiple business functions.MISSIONS High Level Functions
Manage Intensive ItemsProvide Asset VisibilityMaintain InterfacesMaintain AccountsMaintain HistoryProcess RequestsStatusReconciliationManage StockReport Battle LossAdjust ParametersMaintain Planning DataAdjust Stock LevelsConduct What-if AnalysisManage Backlog
Report ProductionMaintain Reference DataPost Accountable RecordsInventory StockResearch Cross-ReferencesProcess ReferralsExecute DistributionProcess Credit
Support Financial TransactionsConduct Split OperationsReport ReadinessProduce Electronic FormsExecute Financial ControlsExecute Budget GuidanceReport PerformanceTrack Movements
Logistical Management
Logistical Planning
Readiness – Sustainment
Supply Control
Logistics AutomationSupport
Financial
Contracts Provide Map BackgroundsSupport Free Text Messages
How do we reduce uncertainty?How do we reduce uncertainty?How do we reduce uncertainty?How do we reduce uncertainty?
• Process must include Factory to Foxhole
• ICT+ analyses consolidated ECPs
• Results of analysis posted to Web page
• Process centrally directed but always open
• Process supports GCSS-Army vision and user requirements
• Process must include Factory to Foxhole
• ICT+ analyses consolidated ECPs
• Results of analysis posted to Web page
• Process centrally directed but always open
• Process supports GCSS-Army vision and user requirements
Building a SolutionBuilding a SolutionBuilding a SolutionBuilding a Solution
• Develop a “systems evolution in-the-large” enterprise model that reflects:– needs of the customer– organization’s strategic goals and objectives– business operations of the enterprise– transition considerations– global system and software engineering issues– technology considerations
• Develop a “systems evolution in-the-large” enterprise model that reflects:– needs of the customer– organization’s strategic goals and objectives– business operations of the enterprise– transition considerations– global system and software engineering issues– technology considerations
Carnegie Mellon University, Software Engineering Institute:“An Enterprise Model for the Evolution of Legacy Systems”John Bergey, Dennis SmithAugust 26, 1997
Carnegie Mellon University, Software Engineering Institute:“An Enterprise Model for the Evolution of Legacy Systems”John Bergey, Dennis SmithAugust 26, 1997
How can we measure our ability to effect How can we measure our ability to effect change?change?
How can we measure our ability to effect How can we measure our ability to effect change?change?
Technical• Capture the following metrics:
• Problem recognition time
• Administrative delay time
• Maintenance tools collection time
• Problem analysis time
• Change specification time
• Active correction time
• Local testing time
• System testing time
• Maintenance review time
• Total recovery time
Technical• Capture the following metrics:
• Problem recognition time
• Administrative delay time
• Maintenance tools collection time
• Problem analysis time
• Change specification time
• Active correction time
• Local testing time
• System testing time
• Maintenance review time
• Total recovery time
…then optimize!…then optimize!
Functional• Savings
• Performance
• Effectiveness
Functional• Savings
• Performance
• Effectiveness
ICT+ OrganizationICT+ OrganizationICT+ OrganizationICT+ Organization
Standing ICT AMC (CECOM), TRADOC (CASCOM)
Standing ICT AMC (CECOM), TRADOC (CASCOM)
LOGSALOGSA
CSS SME(part-time)Medical -AMEDDPersonnel- SSIFinance -ASA-FM
CSS SME(part-time)Medical -AMEDDPersonnel- SSIFinance -ASA-FM
AMCSMEs
AMCSMEs
ODCSLOGODCSLOG
METT-T METT-T
MACOMREPs
Vision/Central HypothesisVision/Central Hypothesis
Managing Change in GCSS-ArmyManaging Change in GCSS-ArmyManaging Change in GCSS-ArmyManaging Change in GCSS-Army
AWEF XXI Process
AWEF XXI Process
Contentious IssuesContentious Issues
CTSF
PolicyPolicy
DoctrineDoctrine
DirectivesDirectivesBPRBPR
TechnologyTechnology
ECP’sECP’s
ICT+
GOWGGOWG
PM GCSS-Army
PM GCSS-Army
Experimental Results
Experimental Results
Decision toBuild
Decision toBuild
DevelopDevelop
Version X.xGCSS-ArmyVersion X.xGCSS-Army
ECP’s With High Impact Potential
ECP’s With High Impact Potential
Low Impact ECP’sLow Impact ECP’s
Decision toPrototype
Decision toPrototype
COCCOC
PMTechnical
Cost/Assessment
RecommendationsRecommendationsRecommendationsRecommendations
• For GOWG to approve process
• Resource team and write detailed procedures
• For GOWG to approve process
• Resource team and write detailed procedures
Back up Slides
Change will OccurChange will OccurEverything is a moving target!Everything is a moving target!
Change will OccurChange will OccurEverything is a moving target!Everything is a moving target!
The environment in which a program resides is continuously changing:
• New computer hardware capabilities appear about every 24 months• New Operating Systems or new releases of old Operating System’s appear regularly• Peripheral equipment is changed frequently
The environment in which a program resides is continuously changing:
• New computer hardware capabilities appear about every 24 months• New Operating Systems or new releases of old Operating System’s appear regularly• Peripheral equipment is changed frequently
Yet the useful life of a software system may be expected at 10 or more years and function smoothly under a continuous assault of change agents.
Yet the useful life of a software system may be expected at 10 or more years and function smoothly under a continuous assault of change agents.
Contributing to the problem...Contributing to the problem...Contributing to the problem...Contributing to the problem...
• Program funding available• Contracts for hardware and software not linked /
mutually supporting for synchronized release• Hardware acquisition process• Doctrinal Changes• New Business Processes• Organizational Change• Political Relationships among MACOM’s
• Program funding available• Contracts for hardware and software not linked /
mutually supporting for synchronized release• Hardware acquisition process• Doctrinal Changes• New Business Processes• Organizational Change• Political Relationships among MACOM’s
No one had CSS system development oversight until the GOWG!No one had CSS system development oversight until the GOWG!
How can we improve our process? How can we improve our process?
GCSS-ARMY CCB Evaluation ...GCSS-ARMY CCB Evaluation ...GCSS-ARMY CCB Evaluation ...GCSS-ARMY CCB Evaluation ...
Central Hypothesis
ECP’sECP’s
Prime DirectiveDecision to
continue or terminate
Decision to continue or terminate
VisionVision TrainingTraining CSS/JointCSS/Joint OtherOther
Council of ColonelsCouncil of Colonels
GOWGGOWG
MACOM’sMACOM’s
ICT+ICT+ PM ILOGSPEO STAMIS
PM ILOGSPEO STAMIS
Decision to continue or terminate
Refine Refine
Fund/DevelopHold
RefineRefine
Policy
Automation EvolutionAutomation EvolutionArmy has lagged commercial industry! Army has lagged commercial industry! Why ....Why ....
IndustryIndustry
CentralizedmainframesCentralizedmainframes
DecentralizedMicrocomputers
DecentralizedMicrocomputers
World WideNetworks
(Inter/Intranet)
World WideNetworks
(Inter/Intranet)
Local Networks
(LAN/WAN)
Local Networks
(LAN/WAN)
ArmyArmy
CentralizedmainframesCentralizedmainframes
DecentralizedMicrocomputers
DecentralizedMicrocomputers
LocalNetworks
(LAN/WAN)
LocalNetworks
(LAN/WAN)
1960s 1970s 1980s 1990s
1960s 1970s 1980s 1990s
CBRS & PPBES
Same Life Cycle Mgmt for Tank & Info Sys
Changing Priorities
Why ....Why ....Why ....Why ....
Technology Explosion
Revolution in Military LogisticsRevolution in Military LogisticsRevolution in Military LogisticsRevolution in Military Logistics
The "Revolution in Military Logistics" (RML) will enable the logistics community to support the digitized forces of Army XXI and the Army After Next.
The "Revolution in Military Logistics" (RML) will enable the logistics community to support the digitized forces of Army XXI and the Army After Next.
Vision 2010Vision 2010Vision 2010Vision 2010
Concepts– Anticipatory Logistics & Personnel Support Split-based Operations
– Sustained Tempo, Enhanced Throughput Operations, Velocity Management, Battlefield Distribution System
– Total Asset Visibility, Objective Supply Capability
Enablers – Integrated Maneuver & Combat Service Support Systems
– Command & Control Total Asset Visibility
– Modular Organization, Movement Tracking System
– Wireless Management Information Systems
Technologies – Information Age Technologies for Inventory Control
– More Durable Materials
– Over-the-Air Software Diagnostics & Repair
– Automated Cross-Leveling and Rerouting
Concepts– Anticipatory Logistics & Personnel Support Split-based Operations
– Sustained Tempo, Enhanced Throughput Operations, Velocity Management, Battlefield Distribution System
– Total Asset Visibility, Objective Supply Capability
Enablers – Integrated Maneuver & Combat Service Support Systems
– Command & Control Total Asset Visibility
– Modular Organization, Movement Tracking System
– Wireless Management Information Systems
Technologies – Information Age Technologies for Inventory Control
– More Durable Materials
– Over-the-Air Software Diagnostics & Repair
– Automated Cross-Leveling and Rerouting
Change is MaintenanceChange is MaintenanceSoftware doesn’t break but...Software doesn’t break but...
Change is MaintenanceChange is MaintenanceSoftware doesn’t break but...Software doesn’t break but...
Corrective Maintenance: It is unreasonable to assume that testing will uncover all flaws and errors resident in a program. In fact, large software programs normally test only the functionality along the critical path for the system.
Adaptive Maintenance: The environment in which a program resides is continuously changing. Yet the useful life of a software system may be expected at 10 or more years and function smoothly under a continuous assault of change agents. Adaptive maintenance extends the useful life of the system.
Perfective Maintenance: As the system is exercised, users are able to identify enhancements, modifications to existing functions, and recommend new capabilities that optimize their work. This type of maintenance accounts for the majority of all effort.
Preventive Maintenance: This activity is focused on preparing the software to improve future maintainability or reliability, or to provide the basis for future enhancements. This area of maintenance can be characterized by BPR activities.
Corrective Maintenance: It is unreasonable to assume that testing will uncover all flaws and errors resident in a program. In fact, large software programs normally test only the functionality along the critical path for the system.
Adaptive Maintenance: The environment in which a program resides is continuously changing. Yet the useful life of a software system may be expected at 10 or more years and function smoothly under a continuous assault of change agents. Adaptive maintenance extends the useful life of the system.
Perfective Maintenance: As the system is exercised, users are able to identify enhancements, modifications to existing functions, and recommend new capabilities that optimize their work. This type of maintenance accounts for the majority of all effort.
Preventive Maintenance: This activity is focused on preparing the software to improve future maintainability or reliability, or to provide the basis for future enhancements. This area of maintenance can be characterized by BPR activities.
Roger Pressman, Software Engineering: A Practicioneer’s GuideRoger Pressman, Software Engineering: A Practicioneer’s Guide
Hardware Capability vs CostHardware Capability vs CostHardware Capability vs CostHardware Capability vs Cost
0
5000
1000085 89 93 97 '01
'05
DISK (MB)
0
50
100
85 89 93 97 '01
'05
RAM (MB)
0
500
1000
85 89 93 97 '01
'05
0
5000
10000
85 87 89 91 93 95 97 99 '01
'03
'05
WORKSTATION
LAPTOP
SERVER
Yearly, exponential capability increase! Relatively same current-year costs! $3,000 today buys at Staples what $1,000,000 bought 10 years ago
Yearly, exponential capability increase! Relatively same current-year costs! $3,000 today buys at Staples what $1,000,000 bought 10 years ago
8028
6
8039
6
8048
6
PE
NT
IUM
PE
NT
IUM
-PR
O
PE
NT
IUM
II-
MM
XMHz
Cost
Rate of Change in Software DevelopmentRate of Change in Software DevelopmentRate of Change in Software DevelopmentRate of Change in Software Development
1940 1950 1960 1970 1980 1990 2000 2010
Machine CodeAssemblerMachine CodeAssembler
COBOLFORTRANCOBOLFORTRAN
BASIC
PASCAL
JCL
BASIC
PASCAL
JCL
CSQLC-Shell
CSQLC-Shell
dBase4GLdBase4GL
C++Visual BasicC++Visual Basic
HTMLJavaHTMLJava
??????
AlgorithmsAlgorithmsModular DesignModular Design
Structured ProgrammingStructured Programming
Data ModelingData Modeling
CASECASE
GUI and Event CodingGUI and Event Coding
Objects and N-TiersObjects and N-Tiers
Change is Constant:•Language•Design Paradigm•Operating System
Change is Constant:•Language•Design Paradigm•Operating System
What happens if value-added is not assessed?What happens if value-added is not assessed?What happens if value-added is not assessed?What happens if value-added is not assessed?
• In 1996 the hardware to host an Army STAMIS fielded to Korea was selected before software development was complete. The hardware consisted of a 486 33 Mhz desktop PC, with a 270 MB hard drive and 16 MB RAM. By 1997, in one of the incremental upgrades, the STAMIS code alone had grown to ~210 MB! Add ~10 MB for the Operating system and a virus checker, the system had little capacity to store files. As a result PEO STAMIS had to fund hard drive upgrades for the fielded systems to operate as intended. The final code was not complete. Less than a year later, the PM moved to lap tops...
• The TACCS Tactical Army CSS Computer System, fielded in 1985, was used by SARSS-I (supply), SAMS (maintenance), SAAS (ammo), SPBS-R (property), SIDPERS (personnel). The TACCS is a $ 25K 80186, 8 Mhz ruggedized computer with a 67 MB hard drive. It requires two men to carry the system and is still being used in the field. [In 1985 Intel introduced the 80386 chip.] Today, 13 years later the Army is replacing the TACCS with 486’s. The 486 is obsolete. When will we learn.
• In 1996 the hardware to host an Army STAMIS fielded to Korea was selected before software development was complete. The hardware consisted of a 486 33 Mhz desktop PC, with a 270 MB hard drive and 16 MB RAM. By 1997, in one of the incremental upgrades, the STAMIS code alone had grown to ~210 MB! Add ~10 MB for the Operating system and a virus checker, the system had little capacity to store files. As a result PEO STAMIS had to fund hard drive upgrades for the fielded systems to operate as intended. The final code was not complete. Less than a year later, the PM moved to lap tops...
• The TACCS Tactical Army CSS Computer System, fielded in 1985, was used by SARSS-I (supply), SAMS (maintenance), SAAS (ammo), SPBS-R (property), SIDPERS (personnel). The TACCS is a $ 25K 80186, 8 Mhz ruggedized computer with a 67 MB hard drive. It requires two men to carry the system and is still being used in the field. [In 1985 Intel introduced the 80386 chip.] Today, 13 years later the Army is replacing the TACCS with 486’s. The 486 is obsolete. When will we learn.
The field can be adversely effected for years...The field can be adversely effected for years...
Other Services
GCSS-ArmyGCSS-Army
TacticalGCSS-Army
TacticalGCSS-Army
Complexity of the SystemComplexity of the SystemComplexity of the SystemComplexity of the System
Tactical Operational StrategicGCSSGCSS
GCCS
ABCSABCS
DFBSDFBS
DMLSSDMLSS
RCASRCAS
AGCCS
MCSMCS
FAADC3IFAADC3IISYSCONISYSCONASASASAS
AFATDSAFATDSCSSCSCSSCS
TC-AIMS-IITC-AIMS-II
SIDPERSSIDPERS
TacticalATCCSTacticalATCCS
LogisticsLogistics
Other ServicesOther Services
Without value-added analysis...Without value-added analysis...Without value-added analysis...Without value-added analysis...
ULLS
SAMS
SARSS
CCSS
SIDPERS
TAMMIS
SAAS
SPBS
SDSATAV ATLASS
AMSSAIT
CAV-II
CEFMS
DFBS
SSN
LIDB
RCAS
DES
DPAS
GCSS
FS2000FAMPS
DMLSS
DLMSRTRP
Perpetuation of resource intensive ways of doing business! Budgeteers drive the process! Piecemeal modernization - “Paving the Cow Path” Continuous sub-optimization! No possibility to keep up with a digitized force!
Carnegie Mellon University, Software Engineering Institute:“An Enterprise Model for the Evolution of Legacy Systems”John Bergey, Dennis SmithAugust 26, 1997
Carnegie Mellon University, Software Engineering Institute:“An Enterprise Model for the Evolution of Legacy Systems”John Bergey, Dennis SmithAugust 26, 1997
An Enterprise ModelAn Enterprise ModelAn Enterprise ModelAn Enterprise Model
TargetOperationalEnvironment
TargetOperationalEnvironment
LegacyOperationalEnvironment
LegacyOperationalEnvironment
OrganizationOrganization
System EvolutionTasks
System EvolutionTasks
Systems EngSoftware EngSystems EngSoftware Eng
CustomerCustomer
ProjectProject TechnologiesTechnologies
Support EnvironmentSupport Environment
MigrationStrategy
MigrationStrategy
RequirementsRequirements
LegacySystemLegacySystem
TargetSystemTargetSystem
Improved product
Evolutionarypath
Influence
Using
Drive
Performs Performs
Analyze, manage,transform
ReportProgress/
Status
GenerateNegotiate
Specify desired capabilitiesand qualities of
Influence
Drive
Manages
Resolves
What is Value-added analysis?What is Value-added analysis?The market example...The market example...
What is Value-added analysis?What is Value-added analysis?The market example...The market example...
• Value-added analysis is similar to the assessments made by commodity brokers when buying and selling options.
• Options are time sensitive investment vehicles that allow the owner to buy / sell a holding based on his view of the market dynamics over a set period of time.
• The buy / sell decision is based on an attempt to maximize value given the context of the market and various environmental parameters.
• To minimize uncertainty in making his decision, the option trader continuously assesses the profit margin of his holding. If he exercises his option too early or late, he may not realize the maximum potential of his investment.
• ECP’s evaluated in this manner will maximize the benefits to the system, soldier, and the Army by focusing the efforts of the developer.
• Value-added analysis is similar to the assessments made by commodity brokers when buying and selling options.
• Options are time sensitive investment vehicles that allow the owner to buy / sell a holding based on his view of the market dynamics over a set period of time.
• The buy / sell decision is based on an attempt to maximize value given the context of the market and various environmental parameters.
• To minimize uncertainty in making his decision, the option trader continuously assesses the profit margin of his holding. If he exercises his option too early or late, he may not realize the maximum potential of his investment.
• ECP’s evaluated in this manner will maximize the benefits to the system, soldier, and the Army by focusing the efforts of the developer.
Value-added by ECP’s can be maximized for all Value-added by ECP’s can be maximized for all systems! systems!
Value-added by ECP’s can be maximized for all Value-added by ECP’s can be maximized for all systems! systems!
User Involvement
Req/BPRReq/Business
Process Reengineering
Req/BPRReq/Business
Process Reengineering
FieldingFielding
RAD Rapid Acq Dev
RAD Rapid Acq Dev
ICT+
ICT+
ICT+
Configuration Control
Configuration Control
Value added is assessed by ICT+
Value added is assessed by ICT+
•ECP insertion is synchronized with ongoing development •ECP value added is maximized
•ECP insertion is synchronized with ongoing development •ECP value added is maximized
GOWG Prioritizes High impact ECP’s based on the assessed value to the system
GOWG Prioritizes High impact ECP’s based on the assessed value to the system
ECP Request
CCB PrioritizesECP’s based on ICT+ analysis and DCSLOG mandates
CCB PrioritizesECP’s based on ICT+ analysis and DCSLOG mandates
Where will these experts come from?Where will these experts come from?Where will these experts come from?Where will these experts come from?
• Put the SDC-Lee functional experts back under the control of the CASCOM Commander
• ECP’s are responsive to the needs of the field and synchronized with the evolution of the system
• CASCOM is back in the loop as the users’ representative
• ECP’s are worked as requirements based on value-added to the system
• CASCOM can assess the value-added by ECP’s in the light of the program requirements, evolving doctrine, and the future of Army logistics
• CASCOM has more influence over what is built by the developer
• Hire industry to assist in value-added metrics analysis
• Put the SDC-Lee functional experts back under the control of the CASCOM Commander
• ECP’s are responsive to the needs of the field and synchronized with the evolution of the system
• CASCOM is back in the loop as the users’ representative
• ECP’s are worked as requirements based on value-added to the system
• CASCOM can assess the value-added by ECP’s in the light of the program requirements, evolving doctrine, and the future of Army logistics
• CASCOM has more influence over what is built by the developer
• Hire industry to assist in value-added metrics analysis
Information DominanceInformation DominanceInformation DominanceInformation Dominance
• Impact of the revolution in information technology.
– Increases in processing power, storage capacity, and speed.
– Plummeting hardware costs relative to capabilities
• The software component has been, and will remain, the crucial element.
• Information processing applications are a critical component of our weapons and management systems.
• Impact of the revolution in information technology.
– Increases in processing power, storage capacity, and speed.
– Plummeting hardware costs relative to capabilities
• The software component has been, and will remain, the crucial element.
• Information processing applications are a critical component of our weapons and management systems.
It is imperative that the software component of these systems be developed as an integral part of the systems engineering process.It is imperative that the software component of these systems be
developed as an integral part of the systems engineering process.
Software Complexity is IncreasingSoftware Complexity is IncreasingSoftware Complexity is IncreasingSoftware Complexity is Increasing
• “Stove pipe” systems are being eradicated by all proponents: information is a resource and must be managed corporately
• The Army’s Information Systems are becoming increasingly interdependent: source data entry - universal visibility / utilization
• Changes made to one system effect multiple domains
• The Army does not “speak” with one voice when it addresses change: every agency involved in software development has a unique process for implementing change
• The current CCB process is driven by special interests: the evolutionary development (vision) of large scale software programs must be a holistic process across multiple domains
• “Stove pipe” systems are being eradicated by all proponents: information is a resource and must be managed corporately
• The Army’s Information Systems are becoming increasingly interdependent: source data entry - universal visibility / utilization
• Changes made to one system effect multiple domains
• The Army does not “speak” with one voice when it addresses change: every agency involved in software development has a unique process for implementing change
• The current CCB process is driven by special interests: the evolutionary development (vision) of large scale software programs must be a holistic process across multiple domains
The CCB Process is not Evolutionary…The CCB Process is not Evolutionary…its Reactionary!its Reactionary!
The CCB Process is not Evolutionary…The CCB Process is not Evolutionary…its Reactionary!its Reactionary!
The current CCB process is static:• ECP’s constrained / prioritized by functional domains
> Field, Policy, Higher HQ• ECP’s funded by fiscal waterfall• ECP’s effect on the evolution of the software not constant with a vision for the program• CCB / ECP insertions not in synch with the development / evolution of the software (life cycle dependent)• No overall Vision
The current CCB process is static:• ECP’s constrained / prioritized by functional domains
> Field, Policy, Higher HQ• ECP’s funded by fiscal waterfall• ECP’s effect on the evolution of the software not constant with a vision for the program• CCB / ECP insertions not in synch with the development / evolution of the software (life cycle dependent)• No overall Vision
A constant barrage of ill-timed ECP’s retards the evolution of the system!A constant barrage of ill-timed ECP’s retards the evolution of the system!
The ECP Process is not StandardThe ECP Process is not StandardThe ECP Process is not StandardThe ECP Process is not Standard
Every organization has a unique method to capture ECP’s: AMC, Software Development Center-Lee, and PM ILOGS
Logistics Modernization Program Impacts–Central Design Activities Out-sourced (LSSC, ILSC)–SDC-Lee Downsized
No overarching vision
Every organization has a unique method to capture ECP’s: AMC, Software Development Center-Lee, and PM ILOGS
Logistics Modernization Program Impacts–Central Design Activities Out-sourced (LSSC, ILSC)–SDC-Lee Downsized
No overarching vision
What’s the standard???What’s the standard???Should we combine
remedy based tools with customer assistance
applications?
Should we combineremedy based tools with
customer assistanceapplications?
Currently, ECP’s cause a Paradigm Shift in Currently, ECP’s cause a Paradigm Shift in Software Development Software Development
Currently, ECP’s cause a Paradigm Shift in Currently, ECP’s cause a Paradigm Shift in Software Development Software Development
User Involvement
Req/BPRReq/Business
Process Reengineering
Req/BPRReq/Business
Process Reengineering
FieldingFielding
RAD Rapid
Acq Dev
RAD Rapid
Acq Dev
ICT+ICT+
ICT+
Configuration Control
Configuration Control
CCBCCB
Spiral Development for Software but...Spiral Development for Software but...
Waterfall Development for ECP’sWaterfall Development for ECP’s
ECP’s value added is not maximized!
ECP’s value added is not maximized!
DCSLOG Mandates Dominate DCSLOG Mandates Dominate
ECP Request
How a Retail level ECP is worked...How a Retail level ECP is worked...How a Retail level ECP is worked...How a Retail level ECP is worked...
•ECP is generated by: Field, Directives, Technical changes
•DCL and PM develop candidate list of ECP’s to be presented to the CCB
•The CCB’s approves / changes the ECP list as they relate to the DCSLOG’s mandates
• SDC-Lee is a contractor for PM-ILOGS !!! •CASCOM as the user’s representative can not enforce the “Must do’s” delineated by the CCB ( $ driven)
•ECP is generated by: Field, Directives, Technical changes
•DCL and PM develop candidate list of ECP’s to be presented to the CCB
•The CCB’s approves / changes the ECP list as they relate to the DCSLOG’s mandates
• SDC-Lee is a contractor for PM-ILOGS !!! •CASCOM as the user’s representative can not enforce the “Must do’s” delineated by the CCB ( $ driven)
Enormous queue of ECP’s awaiting funding!Enormous queue of ECP’s awaiting funding!ResultResult