DEPARTMENT OF DEFENSE DIGITAL ENGINEERING STRATEGY
wingsarrowsDEPARTMENTOFDEFENSED I G I TA LE N G I N E E R I N GS T R AT E G YJUNE2018Office of the Deputy Assistant Secretary of Defensefor Systems EngineeringWashington, D.C.
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D I G I T A LE N G I N E E R I N GS T R A T E G YD E PA R T M E N T O F D E F E N S ED I G I TA L E N G I N E E R I N G S T R AT E G YJUNE 2018Office of the Deputy Assistant Secretaryof Defense for Systems EngineeringDeputy Assistant Secretary of DefenseSystems Engineering3030 Defense Pentagon3C167Washington, DC 20301-3030E-mail: osd.atl.asd-re.se@mail.milWebsite: www.acq.osd.mil/seDistribution Statement A:Approved for public release. Distribution is unlimited. (Pending)iii
wingsarrowsForewordIn the Department of Defense (DoD) National Defense Strategy of 2018, Secretaryof Defense James Mattis encouraged all of us to adopt new practices to achievegreater performance and affordability to meet current and future challenges.Without sustained and predictable investment to restore readiness andmodernize, we will rapidly lose our military advantage, resulting in a Joint Forcethat has legacy systems irrelevant to the defense of our people. In order to meetthe National Defense Strategy’s lines of effort, we must modernize our defensesystems and prioritize speed of delivery to be able to fight and win the wars ofthe future.Michael D. GriffinUnder Secretary ofDefense for Researchand EngineeringU.S. Department ofDefenseOne way we can do this is by incorporating the use of digital computing,analytical capabilities, and new technologies to conduct engineering in moreintegrated virtual environments to increase customer and vendor engagement,improve threat response timelines, foster infusion of technology, reduce costof documentation, and impact sustainment affordability. These comprehensiveengineering environments will allow DoD and its industry partners to evolvedesigns at the conceptual phase, reducing the need for expensive mock-ups,premature design lock, and physical testing.This DoD Digital Engineering Strategy outlines the Department’s five strategicgoals for the digital engineering initiative. The goals promote the use of digitalrepresentations of systems and components and the use of digital artifactsas a technical means of communication across a diverse set of stakeholders.The strategy addresses a range of disciplines involved in the acquisition andprocurement of national defense systems, and it encourages innovation in the waywe build, test, field, and sustain our national defense systems and how we trainand shape the workforce to use these practices.This strategy is the result of extensive research and collaboration among theDoD Components and academic partners, as well as interactions with industry,professional societies, and defense acquisition associations. The possibilities thesedigital practices bring arise from years of effort and advancements in technical,legal, and social sciences. The practices have demonstrated their usefulness inengineering-related tasks and in many areas of DoD operations.This strategy describes the “what” necessary to foster the use of digitalengineering practices. Those implementing the practices must develop the“how” — the implementation steps necessary to apply digital engineering ineach enterprise. The Services should develop corresponding digital engineeringimplementation plans during 2018 to ensure the Department advances this timelyand imperative effort.Michael D. GriffinUnder Secretary of Defense for Research and Engineeringiv
D I G I T A LE N G I N E E R I N GS T R A T E G Y“Advancements in computing, modeling, data management, and analytical capabilities offer greatopportunities for the engineering practice. Applying these tools and methods, we are shiftingtoward a dynamic digital engineering ecosystem. This digital engineering transformation isnecessary to meet new threats, maintain overmatch, and leverage technology advancements.”Ms. Kristen BaldwinActing Deputy Assistant Secretary of Defense forSystems Engineering (DASD(SE))“Digital Engineering is the fundamental component to enable the U.S. Air Force to rapidlymake informed decisions to facilitate agile acquisition and Rapid fielding of dominantweapon systems for the warfighter.”Mr. Jeff StanleyDeputy Assistant Secretary of the Air Force forScience, Technology, and Engineering,Office of the Assistant Secretary of the Air Force forAcquisition and Logistics“Rapidly evolving threats, warfighting concepts, and technologies require us to innovate,engineer, and integrate quickly. Authoritative and accessible data, models, and architecturesmust underpin modernization.”COL Robert H. Kewley Jr.Acting Executive Director,Office of the Chief Systems EngineerHQDA Assistant Secretary of the Army(Acquisition, Logistics and Technology) (ASA(ALT))“Digital engineering approaches and methods are a key enabler to delivery of affordablecapability to the warfighter with speed and lethality. The Department of the Navy hasproactively embraced digital engineering and believes it is the way we must executebusiness in the 21st century.”Mr. William BrayDeputy Assistant Secretary of the Navy forResearch, Development, Test and Evaluation(DASN(RDT&E))v
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D I G I T A LE N G I N E E R I N GS T R A T E G YD I G I T A LE N G I N E E R I N GS T R A T E G YCONTENTSI.II.III.IV.V.Introduction. 1Purpose. 2Vision. 3Goal Summary. 4Goals and Focus Areas. 51. Formalize the development, integrationand use of models to inform enterpriseand program decision making. 52. Provide an enduring, authoritativesource of truth. 83. Incorporate technological innovationto improve the engineering practice.124. Establish a supporting infrastructureand environments to perform activities,collaborate, and communicate acrossstakeholders.155. Transform the culture and workforce toadopt and support digital engineeringacross the lifecycle.19VI. Next Steps.24VII. Conclusion.25Appendix – Summary of Goals andFocus Areas.26vii
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D I G I T A LE N G I N E E R I N GS T R A T E G YI. INTRODUCTIONwingsarrowsThe U.S. Department of Defense (DoD)requires robust engineering practicesto develop the weapon systemsthe Nation needs to maintain superiorityagainst threats from adversariesworldwide. Traditionally, the Departmenthas relied on a linear process to developcomplex systems that serve a range ofmissions and users. Often the acquisitionengineering processes are documentintensive and stove-piped, leading toextended cycle times with systems thatare cumbersome to change and sustain.The DoD faces the challenge of balancingdesign, delivery, and sustainment ofcomplex systems with rapidly changingoperational and threat environments,tight budgets, and aggressive schedules.Current acquisition processes andengineering methods hinder meetingthe demands of exponential technologygrowth, complexity, and access toinformation.To help ensure continued U.S.technological superiority, the Departmentis transforming its engineering practicesto digital engineering, incorporatingtechnological innovations into anintegrated, digital, model-based approach.The Department seeks to advance thestate of engineering practice to supportlifecycle activities while shaping theculture and workforce to innovate,experiment, and work more efficiently.Digital technologies have revolutionizedbusiness across most major industries,and our personal life activities. Throughincreased computing speed, storagecapacity and processing capabilities,digital engineering has empowered aparadigm shift from from the traditionaldesign-build-test methodology to amodel-analyze-build methodology. Thisapproach can enable DoD programs toprototype, experiment, and test decisionsand solutions in a virtual environmentbefore they are delivered to the warfighter.Digital engineering will require newmethods, processes, and tools, whichwill change the way the engineeringcommunity operates; however, thisshift extends beyond the engineeringcommunity with an impact on theresearch, requirements, acquisition,test, cost, sustainment, and intelligencecommunities. The digital engineeringtransformation offers similar positivechanges for business operations includingacquisition practices, legal requirements,and contracted activities.1
II. PURPOSEThe DoD Office of the DeputyAssistant Secretary of Defense forSystems Engineering (ODASD(SE))developed this strategy in cooperationwith stakeholders across government,industry, and academia. The strategyis a living document and will evolve tosupport the Department’s continuingneed to provide critical capability tothe warfighter as quickly as possible.The Department intends to remainactively engaged with partners internaland external to the DoD, including theDefense Industrial Base, to maintaincommunication and alignment on theimplementation of this strategy.This strategy does not intend to beprescriptive. It is designed to fostershared vision and ignite timely andfocused action. ODASD(SE) will workwith the DoD Components to guide thedevelopment of Service implementationplans, which will provide a roadmapand objectives for achieving the goals.ODASD(SE) will lead and coordinateactions shown in Figure 1.The strategy is intended to guidethe planning, development, andimplementation of the digital engineeringtransformation across the DoD. As theDoD Components continue to makeprogress in digital engineering, thisdocument will help align implementationefforts across the Department.Figure 1: ODASD(SE) Digital Engineering Leadership Role2
D I G I T A LE N G I N E E R I N GS T R A T E G YIII. VISIONThe DoD vision for digital engineeringis to modernize how the Departmentdesigns, develops, delivers, operates,and sustains systems. DoD defines digitalengineering as an integrated digitalapproach that uses authoritative sourcesof system data and models as a continuumacross disciplines to support lifecycleactivities from concept through disposal.DoD’s approach is to securely and safelyconnect people, processes, data, andcapabilities across an end-to-end digitalenterprise. This will enable the use ofmodels throughout the lifecycle to digitallyrepresent the system of interest (i.e., systemof systems, systems, processes, equipment,products, parts) in the virtual world. DoDwill incorporate technologies such asadvanced computing, big data analytics,artificial intelligence, autonomoussystems, and robotics to improve theengineering practice.Digital engineering will enablestakeholders to interact with digitaltechnologies and solve problems in newand ground-breaking ways. Using modelsis not a new concept; however, digitalengineering emphasizes continuity ofthe use of models across the lifecycle.Transitioning to digital engineeringwill address long-standing challengesassociated with complexity, uncertainty,and rapid change in deploying and usingU.S. defense systems. By providing amore agile and responsive developmentenvironment, digital engineering willsupport engineering excellence andprovides a foundation to fight and winthe wars of the future. Expected benefitsof digital engineering include betterinformed decision making, enhancedcommunication, increased understandingof and confidence in the system design,and a more efficient engineering process(Figure 2).Figure 2: Digital Engineering Expected Benefits3
IV. GOAL SUMMARYFigure 3 illustrates the five goalsthat make up the digital engineeringstrategy.1. Formalize the development,integration, and use of models toinform enterprise and programdecision-making. The first goalestablishes the formal planning,development and use of models as anintegral part of performing engineeringactivities as a continuum across thelifecycle. Such ubiquitous use ofmodels will result in a continuousend-to-end digital representation ofthe system of interest. This willsupport consistent analysis anddecision making for programs andacross the enterprise.2. Provide an enduring, authoritativesource of truth. This goal moves theprimary means of communication fromdocuments to digital models and data.This enables access, management,analysis, use, and distribution ofinformation from a common set ofdigital models and data. As a result,authorized stakeholders have thecurrent, authoritative, and consistentinformation for use over the lifecycle.3. Incorporate technological innovationto improve the engineering practice.This goal extends beyond thetraditional model-based approachesto incorporate advancements intechnology and practice. Digitalengineering approaches also supportsrapid implementation of innovationswithin a connected digital end-to-endenterprise.4Figure 3: Digital Engineering Goals4. Establish a supporting infrastructureand environments to performactivities, collaborate, andcommunicate across stakeholders.This goal promotes the establishment ofrobust infrastructure and environmentsto support the digital engineeringgoals. It incorporates an informationtechnology (IT) infrastructure andadvanced methods, processes, andtools, as well as collaborative trustedsystems that enforce protection ofintellectual property, cybersecurity,and security classification.5. Transform the culture and workforce toadopt and support digital engineeringacross the lifecycle.The final goal incorporates bestpractices of change managementand strategic communications totransform the culture and workforce.Focused efforts are needed to leadand execute the change, and supportthe organization’s transition todigital engineering.
D I G I T A LE N G I N E E R I N GS T R A T E G YV. DIGITAL ENGINEERING GOALS AND FOCUS AREASGOAL 1:Formalize the Development, Integration, and Use of Models to InformEnterprise and Program Decision MakingModels can provide a precise and versatilerepresentation of a system, phenomenon,entity, or process. In early phases of thelifecycle, models enable virtual explorationof solutions before actually instantiatingthem. Over a solution’s lifecycle, modelsmature and can become useful replicatesto physical counterparts for virtual testingand logistics sustainment support.This goal focuses on the formalizedapplication of modeling to support allthe system lifecycle phases from conceptthrough disposal. Figure 4 representsexamples of different types of modelsthat are developed, integrated, and usedas the foundation of an authoritativesource of truth across the lifecycle. Variousdisciplines and domains can concurrentlyoperate on different aspects of the systemin the virtual environment. Instead ofdiscarding and redeveloping models, thecollection of models evolves from onephase to the next. As a result, models livethroughout the life span of the system.1.1 Formalize the planning formodels to support engineeringactivities and decision makingacross the lifecycleDoD organizations will develop formalplans for model creation, curation,integration, and related programand enterprise engineering activitiesthroughout the lifecycle. The plans willdescribe how models will be realized ina coherent and effective manner as workactivities are performed, and as analysesand decisions are supported.Figure 4: Examples of Models Connectedvia the Authoritative Source of Truth5
V. DIGITAL ENGINEERING GOALS AND FOCUS AREASFormally develop plans to digitallyrepresent the system of interest1.2 Formally develop, integrate,and curate modelsDoD organizations will formally developand implement plans to digitallyrepresent the system of interest. Thisplanning will establish an approach thatuses models to enable the orchestrationof activities, the efficient managementof work, and the integration of workproducts across enterprises andmultidisciplinary teams to result in adigital representation of the systemof interest. This planning will set inplace the formalisms which establishthe foundational quality standards andrules (e.g., syntax, semantics, lexicons,standards, etc.) that model developmentwill be expected to adhere to.DoD organizations will use modelformalisms to aid in the development,integration, and curation of models.Formalisms ensure consistency withthe system and external programdependencies. DoD organizations willidentify and maintain an approach thatintegrates models generated by allstakeholders to digitally represent thesystem of interest throughout the lifecycle.U . S . N AV YNext Generation Aircraft Carriers –USS Ford (CVN-78)USS Ford (CVN-78)is the first ship tobe fully designedusing a full-scalethree-dimensional(3-D) product model.During the design process, theshipbuilders, with the integration anduse of 3-D models, found hidden valuein every square inch of the ship, savingthe Navy a projected 4 billion inownership costs over the ship’s50-year lifespan.EXAMPLE: Formalize Development,Integration and Use of Models (Goal 1)6Develop and ensure models are accurate,complete, trusted, and reusableModels will be developed according topolicy, guidance, standards, and modelformalisms. The DoD organizations willcapture and maintain model provenanceand pedigree in order to establishtrust, credibility, accuracy, and a basisfor judging model reuse. Model-basedreviews, audits, and trust, based onvalidation and verification attributes, areessential to effective collaboration andthe system of interest’s evolution.Integrate and curate models acrossdisciplines to support cohesive modeldriven lifecycle activitiesThe collaborative lifecycle efforts will besupported by an integrated set of models.Models will be constructed to becomethe authoritative source of truth, whichshould include traceability of modelsfrom concept through disposal. Modelintegration and curation should adhereto plans to capture and communicateinformation to decision makers.
D I G I T A LE N G I N E E R I N GS T R A T E G Y1.3 Use models to supportengineering activities anddecision making across thelifecycleModels will be used as the basis fordefining, evaluating, comparing, andoptimizing alternatives and makingdecisions. The models will span alldisciplines and will provide a unifiedrepresentation that enables concurrentengineering and other program activities.Use models to communicate,collaborate, and perform model-drivenlifecycle activitiesModels are used to answer questions,reason about the solution, supportdecisions, and communicate clearly andunambiguously at all levels of fidelity andacross lifecycle activities. Models shouldbe used to support full lifecycle activities.Exchange of information betw
engineering emphasizes continuity of the use of models across the lifecycle. Transitioning to digital engineering will address long-standing challenges associated with complexity, uncertainty, and rapid change in deploying and using U.S. defense systems. By providing a more agile and responsive development environment, digital engineering will
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