GSAW 2002GSAW 2002Breakout Session 11A SummaryBreakout Session 11A SummaryBusiness Cases and Acquisition StrategiesMarilee J. WheatonTRW SystemsSession ChairMarch 15, 2002Key TenetsKey Tenets Business Cases and Acquisition Strategies• Acquisition decisions continue to be driven by businesscase, cost and risk considerations• Continuing emphasis on COTS and reuse emphasizeneed for cost/benefit/risk trade-offs• Successful acquisitions mitigate cost and schedule riskcaused by disconnects between product capabilities andsystem requirements• Successful strategies need to address supportability,maintenance, and product improvement drivers• Well defined ground system architectures can have astrong impact on the reduction of system life cycle costsPresenter Key PointsPresenter Key Points• Greg Hollister, United Space Networks–Universal Space Network Commercial AntennaNetwork Evaluation (CANE) Overview• CANE Objectives and Results– Demonstrate “SGLS+” (SGLS, Unified S-band)– Quantify effectiveness of service– Deliver residual operations capability– CANE proved it is feasible to perform “simple” SGLS TT&Cusing a commercial ground station– Using commercial assets can offset infrastructure investment– More work needs to be done: e.g. demonstrate SGLSRangingPresenter Key PointsPresenter Key Points• Daniel Vanderwarker, The Aerospace Corporation–Strategies for Implementing a Product LineApproach to Software Reuse at the NRO• Summarized a study to develop a business case forstrategic software reuse at the NRO– Fund and acquire key assets– Identify potential users and provide incentives for them todevelop systems from core assets– Provide the infrastructure to sustain the effort– Fund the sustainment of core assets and products– Several issues exist that must be resolved before a productline can be successfulPresenter Key PointsPresenter Key Points• Stephen Book, MCR, Inc.–Schedule Risk Analysis: Why It is Important andHow to Do It• The Schedule Risk Imperative– “Time is not Money, Time is More Complex than Money”– Schedule Durations Have Probability Distributions– “Risk Drivers” Impact Activity-Duration Uncertainty– A Schedule-Risk Analysis is Really a Computer Simulationof Project Duration– Do Not Sum Most Likely Activity Durations, because if youdo You Will Almost Certainly Underestimate Most LikelyProject DurationPresenter Key PointsPresenter Key Points• Don Reifer and Ricardo Valerdi, University ofSouthern California Center for Software Engineering–COSYSMO: Constructive Systems EngineeringCost Model• Provided status of COSYSMO Research– Goal is to build a COCOMO II-like model for estimating effortand duration of system engineering tasks– Framed scope using a Satellite Ground System as areference system– Delphi questionnaire will be used to determine the range for sizedriver and effort multiplier ratings– Data from completed systems will then be used to statisticallyconfirm or deny initial