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