Modeling and Simulation in Manufacturing and Defense Acquisition Pathways to Success (2002) / Chapter Skim
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6 Conclusions and Recommendations
6 Conclusions and Recommendations
Pages 103-126
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From page 103... ...
; · Modeling and simulation in manufacturing and acquisition, including developing experience in the use of M&S, learning lessons from that experience, and institutionalizing those lessons; · Culture and the human issues inherent in any major change. Within these overall recommendations are subsidiary recommendations addressing the four sets of issues.
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From page 104... ...
It would also help the defense SBA community reach out to the academic community and integrate knowledge and insights from that community into the DOD acquisition world. Finally, there must be leadership from the top in DOD to encourage the appropriate use of M&S in acquisition and manufacturing.
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From page 105... ...
In order to realize DOD's vision for the use of M&S in manufacturing and acquisition generally, and for SEA in particular, DOD should conduct or support basic research and development in the following areas: Modeling methods: scalability, multiresolution and multiviewpoint modeling, agent-based modeling, semantic consistency of models, model complexity, fundamental limits of models and computation, and characterization of uncertainty and risk in models; Model integration: interoperability, composability, integration of heterogeneous processes, and linking of engineering and effectiveness simulations; Model correctness: domain knowledge, including phenomenology of warfare, physics-based modeling, and human behavior modeling; and general verification, validation, and accreditation methods; Standards: M&S standards for interoperability and modeling; general software standards; and higher-layer standards, including enterprise engineering; Methods and tools: for assistance in the translation of system requirements into system functionality.
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From page 106... ...
This is especially true with respect to integrating heterogeneous processes and linking engineering and effectiveness simulations. Increased attention must be given to model correctness.
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From page 107... ...
· To represent possible design variations, operational use patterns, and engagement scenarios; · To contain and make available a library of composable sensor, weapon, and C4ISR (command, control, communications, computers, intelligence, surveillance, and reconnaissance) models; · To manage interactions among component systems efficiently; and To support analytic and optimization usage modes with visualization, experiment definition, and statistical analysis capabilities.
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From page 108... ...
should establish mechanisms to acquire feedback from DOD program offices concerning shortfalls in M&S research. This information should be used to drive the requirements process for direct funding within the MURI program.
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From page 109... ...
In current practice, investments by program offices in M&S may often result in data, models, tools, and environments that have the potential to be reused across DOD acquisition programs. However, such generally useful outcomes are incidental to program manager goals and objectives, and there is no institutionalized process for continually infusing these results into the common infrastructure.
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From page 110... ...
Defining systems engineering at a high level and further defining how M&S applies to systems engineering activities within a total systems engineering framework will provide clearer guidance for the integration of M&S into systems engineering activities. Providing this as a Web-based system also provides direct linkage of guidance to templates and tools within the DMSO and Defense Acquisition Deskbook infrastructure.
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From page 111... ...
A collaborative effort should be stimulated among members of DOD, industry, and the academic community to advance the emergence of standards for performance simulation and product modeling. · DOD should remain actively engaged in commercial standards efforts to ensure that DOD needs are considered in the standards development process.
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From page 112... ...
Although there is hope that standards such as these might become predominantly supported and pervasively adopted by the commercial marketplace, their importance to the acquisition of DOD systems dictates that DOD be sufficiency involved to ensure their sustenance. An area in which less progress has been made is standard semantics for data elements used in DOD acquisition-related models and simulations.
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From page 113... ...
Each of these constituents is necessary to make the whole cycle work, and if they are present, each reinforces the other. A test of the successful implementation of the recommended infrastructure elements is a noticeable increase in the number, and capabilities, of M&S professionals; a significant increase in the theory, methods, and best practices available for M&S projects; and ultimately, greatly reduced times to develop and acquire the best systems for the nation's defense.
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From page 114... ...
Unfortunately, as the world situation changes, thus changing the needed capabilities for systems, application of SBA principles merely to "build the thing right" is no longer sufficient. This suggests the importance of beginning the SBA process at the broad conceptual stage, while the mix of future systems and their broad properties are still being explored in the context of evolving national security strategy.
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From page 115... ...
It also relies on a greater degree of model, simulation, and data sharing. In reviewing previous studies, the committee found that issues of data and model ownership, proprietary information, and intellectual property represent significant obstacles to SBA-type processes.
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From page 116... ...
No single acquisition program has yet demonstrated a comprehensive use of SBA processes. While program-specific approaches to SBA are in use in some DOD programs, no comprehensive, cross-program approach is yet in use.
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From page 117... ...
This high-level discussion ofthe systems engineering process, to be applied for major systems being acquired by DOD, should serve as the basis for tailored integration of M&S into the systems engineering processes applied to acquisition programs. DOD has developed the Handbook of Work Breakdown Structures for Major Defense Acquisition Programs and Major Automated information System Programs.
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From page 118... ...
These pilot efforts should place special emphasis on exploring potential
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From page 119... ...
participate in an oversight role to ensure that lessons learned from the pilot efforts are shared effectively with the M&S and acquisition communities. The committee found that no single acquisition program has demonstrated comprehensive use of SBA, and that inadequate resources have been allocated to support the vision for use of M&S in military systems.
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From page 120... ...
The following steps should be taken: · DOD's Senior Executive Council should set the direction by creating a vision of the desired acquisition culture and formulating and issuing policy consistent with that vision. · DOD's Business Initiative Council should institute appropriate incentives for program managers; address issues of data and model ownership, proprietary information, and intellectual property; identify and address policy, legal, and organizational barriers that inhibit SBA activities; identify and address policy issues associated with the potential international dimensions of
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From page 121... ...
. Consistent with that charge, the Business Initiative Council should institute appropriate incentives for program managers; address and ameliorate issues of data and model ownership, proprietary information, and inte]
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From page 122... ...
The Business Initiative Council should also appoint, anoint, and empower agents of cultural change at all levels in the SBA process. These agents would serve as champions and perform such functions as developing strategies and plans for SBA, capturing lessons learned from SBA activities, and convening meetings to support articulation of goals and to stimulate sharing of lessons learned.
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From page 123... ...
This resource would help create and promulgate the desired acquisition culture and enhance DOD's ties to the academic community. Additional steps include: · Academic degree programs in M&S.
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From page 124... ...
The Defense Acquisition University is also taking steps to integrate M&S more fully into the education of acquisition personnel and program managers.3 An accreditation certificate program, Certified Simulation Professional, has been established that will be available to help assess the degree of capability that M&S students and working professionals have achieved.4 The M&S professional certification program may be an important motivator for developing M&S instruction in post-university professional programs and even more widely in restructuring traditional graduate and undergraduate curricula to better address the need for M&S professionals. The stability of such initiatives is not guaranteed.
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From page 125... ...
Academic degree programs would exist recognizing M&S as a discipline, with curricula meeting the needs of M&S in manufacturing and acquisition. Centers of excellence would provide the community with resources and leadership.
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