Acquisition Executive Board V

1
Acquisition Executive Board VV Working Group
Status2009 VV Summit
2
Background

• Acquisition Executive Board (AEB) directed the
  VV Working Group to
• Establish a common VV philosophy across the
  product lifecycle
• Develop VV policy changes and improvements for
  AMS
• VV Working Group is a crosscutting team from FAA
  service units and organizations

3
Current Status

• Lifecycle VV Philosophy Whitepaper (delivered
  4/3/09)
• Defines philosophy aspects, elements, and terms
• Describes the VV approach for each lifecycle
  phase
• Defines work products to be verified and
  validated and associated decision points
• Completed VV gap analysis
• (VV Philosophy Whitepaper vs Acquisition
  Practices)
• Developed AMS policy changes
• Conducted VV Stakeholders meeting to establish
  VV acquisition practices
• Developing VV guidance for the FAA Acquisition
  System Toolset

4
What do we mean by VV?

• Verification- Ensures that selected work
  products meet their specified requirements
  (includes intermediate work products)
• Validation- Demonstrates whether a product or
  product component will fulfill its specified
  purpose when placed in its intended environment

Note VV is broader than TE. The performance
of TE supports the goals and objectives of VV.
5
Perform VV Early and Incrementally

• Focused on key work products/products
• VV results are collected to support key decision
  points
• VV is performed on government and contractor
  work products
• VV may occur more than once on a product
• If there are modifications
• Additional levels of VV are required

6
VV and the Lifecycle V-Model
7
Why do we need this VV approach?

• FAA needs
• Common VV philosophy for all lifecycle phases
• Optimized product acquisitions
• Better data to support key decisions
• NextGen will necessitate systematic VV
• Big changes in Concept of Operations
• System of systems with avionics part of the NAS
• Problems to be addressed
• No common overarching VV focus that ensures the
  progression of product maturity
• Lack of consistent data for decision makers

8
VV Philosophy Elements

• Comprehensive VV approach is needed for each
  lifecycle phase
• Systematic VV should be performed on selected
  work products that are best predictors
• Appropriate levels of independence from developer
  must be maintained
• Plan for VV (scope it and baseline the approach)
• Ensure completeness/quality
• Measure performance and assess capabilities
• Decision support for major decisions
• Determine acceptability of product/or work
  products
• Refine/improve work products/products
• Support development of subsequent work
  products/products
• VV must use standardized procedures

9
Basic Application of VV
10
(No Transcript)
11
Corporate Lifecycle VV View
Modifications
12
Implementation Considerations

• Enhance and streamline current policies,
  acquisition practices, and guidance tools
• Coordinate and communicate changes
• Programs factor VV into
• Planning
• Research
• Engineering/Design
• Development
• Testing
• Reporting and Decision Making
• Track and support program conformance to
  policies/guidance
• Continuous improvement

13
AMS VV CR

• Add VV bullets to What Must Be Done sections
  of
• CRD
• IIA
• FIA
• SI
• ISM
• Bullets identify critical work products and
  products from that phase that need to be VVed
• Also identifies any major decision points that
  require VV

14
Next Steps for VV Working Group

• Incorporate as part of acquisition practice in
  FAST
• VV guidance planned to be ready by January 2010
  along with VV related AMS Policy changes
• Continue to improve and evolve VV guidance and
  practices
• Involve stakeholders
• Prepare for NextGen challenges

15
Questions?