Hale, Joe

Hoheb, Al

NASA Technical Reports Server

Model-Based Enterprise Capabilities Matrix 
2019 INCOSE International Symposium
Al Hoheb, 
The Aerospace Corporation,
Albert.c.Hoheb@aero.org
Joe Hale, 
NASA/MSFC, 
Joe.Hale@Nasa.gov
OTR201900521
https://ntrs.nasa.gov/search.jsp?R=20190030413 2019-09-26T18:58:06+00:00Z
Model-Based Enterprise Capability Matrix Workshop
Agenda
Gain experience on applying the Matrix and User’s Guide
10 minutes  Welcome and self-Introductions, sign-in sheet
20 minutes  Overview of the effort, matrix and it’s user’s guide
– Matrix and Users Guide purpose, history and their development plan 
60 minutes Working session – apply the matrix against a scenario
– Two scenarios to choose from:
• Gov’t Satellite Acquisition
• Commercial product added to an existing product line
– Instructions for attendees
– Split into groups of 4-6
– Apply the matrix
– Record findings
30 minutes Workshop out briefs
Model-Based Capability Matrix
Challenge Team Effort
• Co-Leads:  
– Al Hoheb, The Aerospace Corporation/SED, albert.c.hoheb@aero.org
– Joe Hale, NASA/MSFC, joe.hale@nasa.gov
• Challenge team:
– Federation of those willing to assist in the development and deployment of 
the products; now 139 and growing
– As a challenge team member you are on the mailing list to receive product 
updates, notices for meetings and workshops
– Request feedback on products and after you apply it
• Model-Based Capabilities Matrix (MBCM) INCOSE Challenge Team Technical 
Project Plan (TPP) version 2.2
– Approved
• Resources: 
– http://wiki.omg.org/MBSE/ references provide an on-line overview of the 
products and the Challenge team efforts
– INCOSE Connect – member download area (population of products is TBD)
Products and Status
• Model-Based Capabilities Matrix (MBCM) version 2.0b r4 
– Two views; Role-based view, and OSD Digital Engineering Strategy goal view
– Same capabilities allocated differently for the 2 views
– Prints on 3 pages of 11”X17” paper
• User’s Guide version 5.2d1 – new!
– Word doc instead of PPTX charts used for UG versions 1-4
• Frequently Asked Questions (FAQs) – new!
– Useful for newcomers
• Potential products
– Template workshop charts so you as a champion can run a workshop
– Introductory video
• What other products would be useful to you?
Overview of the Matrix and Concept of 
Operations
Matrix Structure
• Rows: Organization modeling capabilities for an organization 
– Role-Based view or Digital Engineering (DE) goal view – same capabilities
– Each view has the capabilities sorted by the role-based or DE goal key field
• Columns: Increasing Stages of Capability generally defined as:
– Stage 0: No MBSE capability or MBSE applied ad hoc to gain experience
– Stage 1: Modeling efforts are used to address specific objectives and questions
– Stage 2: Modeling standards are applied; ontology, languages, tools, 
– Stage 3: Program/project wide capabilities; model integrated with other functional 
disciplines, digital threads defined and digital twin
– Stage 4: Enterprise wide capabilities: contributing to the enterprise, programs/projects use 
enterprise defined ontologies libraries, standards
Capabilities Stage 0 Stage 1 Stage 2 Stage 3 Stage 4
Cap 1
Cap 2
Cap 3
Cap 4
Snapshot of Matrix – Role Based View
Column B “DE Goals” is hidden
“Role-Based View”
“DE Goals-Based View” “DE Goals and Focus Areas”
Example “Role-Based Print Layout”
“Role-Based capabilities definition handout”
Capability Descriptions 
have been added
Model-Based Enterprise Matrix CONOPS
Per the User’s Guide
This workshop will provide sample scenarios to apply the matrix
Identify the 
Enterprise, Program, 
or System 
Transformation 
Objectives
Use Matrix to identify 
the organization 
current and needed 
MBSE capabilities to 
meet the 
Transformation 
Objectives
Use Matrix results to 
plan  the MBSE 
capabilities needed to 
meet the 
Transformation 
Objectives
• Org DE compliance Plan
• SEP/SEMP
• Multi-year roadmap
• Pre-source selection 
Acquisition strategy
• Qualifying sources
• MBSE roles and 
responsibility definition
• Pre-work to apply 
the matrix
• “Half-day 
workshop”
• Organization’s 
transformation Plan
• Plan new capabilities
• Enhance processes
Sample Enterprise Transformational Objectives
Government Organization
Making more-with-less, more-with-existing, more-with-more, or preserving what is 
possible under stressors
• Enhance enterprise resilience
• Enhance enterprise technical performance
– Technology injection
– Re-allocation of existing assets
• Enhance enterprise sustainment
• Enhance enterprise flexibility to use assets for new missions or changing 
mission priorities
• Move to an intelligent enterprise
– Reducing manpower or level of expertise
Identify the 
Organization
Transformation 
Objectives
Use Matrix to 
identify the 
organization’s 
current and needed 
MBSE capabilities
Use Matrix results 
to plan  the MBSE 
capabilities needed
Sample Enterprise/Business Unit Transformational Objectives
Commercial Organization
Transforming the organization to make better business decisions
• Enhance consolidation of product lines or products
• Extend the product line or products through new features
• Extend the installed products through new features
• Examine/ensure product line backward or forward compatibility
• Enhance maintenance, service, and repair through standardization
• Minimize maintenance, service, and repair facilities, personnel, or training
• Examine if the products may be used in ways not originally intended
Identify the 
Organization
Transformation 
Objectives
Use Matrix to 
identify the 
organization’s 
current and needed 
MBSE capabilities
Use Matrix results 
to plan  the MBSE 
capabilities needed
New!
Example of Matrix Assessment
Yellow= current state, Green is desired state
Use any scoring method that your team agrees-to
Instead of color coding an “X” and “Check” could be used
Identify the 
Organization
Transformation 
Objectives
Use Matrix to 
identify the 
organization’s 
current and needed 
MBSE capabilities
Use Matrix results 
to plan  the MBSE 
capabilities needed
Use Assessment Results to Plan Capabilities 
Improvement
• Organizational transformation strategy
• Organizational modeling capability development roadmap
– Community of interest roadmaps
• Acquisition strategy – define modeling capabilities of the acquirer and the 
needed capabilities of the supplier
– Qualify potential bidders
– Drive the RFP development and communication between acquirer/potential bidders
• Product development planning
• System engineering plans (SEP), system engineering management 
(SEMP)plans
• Modeling and information technology roadmaps to provide the modeling 
environments and tools for the digital engineering enterprise
• Enhance processes with modeling capability
• Enhance workforce development to adopt and use modeling 
13
Using the MBCM: Acceptance and Levels of Support  
Kubler-Ross
Grief and Loss 
Stages
MBCM 
Acceptance 
Stages*
Denial Listen
Anger Believe
Bargaining Plan and 
accommodate
Depression Conduct the 
plan
Acceptance Assess and 
Plan
Requires loss of “old ways” with a potential for grief with various levels of support
Level of 
Support
Behavior
Maximum “I’ll lead it”
“Find a way to get it done”
Proactive “I’ll help and implement it”
“Go the extra mile”
Moderate “I’ll look for things to support 
this”
Minimal “I’ll do what is necessary” 
“Do what I’m told”
None “Go through the motions”
“Wait and see”
“Refuse”
5 Stages of Acceptance Model 5 Levels of Support Model
*From Al Hoheb, The Aerospace 
Corporation
Matrix Effort History
Matrix Effort Pedigree and Plan
The products have come a long way in a short time
Nov 2016 Aerospace MBSE Community Roadmap
Oct 2017 NASA MFSC MBSE Maturity Matrix
Nov 2017 OSD Digital Engineering Working Group – presentation and co-lead kickoff
Jan 2018 INCOSE IW Breakout Workshop – presentation and workshop; – 2 half day session with over 50 
participants, resulted in draft INCOSE matrix version 1.0
Mar 2018 INCOSE Challenge Team Inputs -- comments
May 2018 Aerospace System Engineering Forum -- presentation and workshop; draft INCOSE matrix version 1.1
May 2018 USAF DE Working Group presentation – presentation, draft version 1.2
June 2018 INCOSE Challenge Team Inputs -- draft version 1.3 in, draft users guide
July 2018 INCOSE IS workshop -- draft version 1.3 in, draft users guide
Aug 2018 version 1.4, wiki site initially populated 
Sept 2018 1.5, updated users guide
Oct 2018 OSD Cross-check against the OSD DE Strategy – all strategy elements covered
Oct 2018 NDIA SE Conference workshop – first fully populated matrix. Ver 1.5
Nov 2018 Presentation to MIT/LL
Dec 2018 INCOSE Challenge Team Inputs – matrix ver1.6a, TPP 2.1 (signed), User’s Guide 4
Jan 2019 INCOSE IW Outbrief and Breakout workshop -- matrix ver 1.7
Feb 2019 Aerospace System Engineering Forum workshop – workshop program acquisition scenario
Mar 2019 Aerospace internal and customer workshop -- matrix ver 2.0, organized to the OSD DE Strategy
Jun 2019 Challenge Team meeting – matrix ver. 2.0b, additional capabilities, UG 5.2
• July 2019 INCOSE IS workshop -- FAQs
• Sept 2019 INCOSE Western Region - presentation
• Oct 2019 NDIA SE ME Conference presentation and workshop
• Jan 2020 INCOSE IW presentation and workshop
• TBD Draft INCOSE document approval submittal
Matrix Development Decision Points
Decision Points are identified where the available information is of sufficient quality 
to claim success and the development can continue
1. Areas/categories cover the topic groups and can be allocated to Users Guide Roles
2. Row identification
1. Row is unique (e.g., no overlap with other rows)
2. Are rows needed (unique cell information, e.g., “SE functions” or “PM functions”)
3. All cells filled in, provide a gradient from least amount of modeling application to the 
most desirable modeling application
4. Update for reasonableness and consistency
1. Terminology used consistently.  
2. Word and phrase clarity and agreement.
5. First use to see if it’s usable and establish candidate reports
1. 2019 January, INCOSE IW
2. 2019 February, Aerospace System Engineering Forum
6. Pilot use
1. Challenge Team action item and feedback
7. General use and feedback
1. Enterprise, program, project, and role based use and feedback
8. Establish candidate reports
9. Establish candidate metrics
Pilot Uses 
Positive outcomes
• Government Organizations that have reported applying the work
– MDA
– GBSD
– AF/SMC
– AF ASE
– NRO
– NAVAIR
– USA
• All have tailored the matrix to suit their needs
• Getting feedback on results is desired
Workshop Activity
Choose to participate in either scenario
Workshop Scenario 1 and Instructions
Govt Team: Split into teams doing the same work
• Scenario: You are the Program/Project Manager or Lead System Engineer on an 
existing satellite program within a portfolio of satellite programs that is acquiring a 
new satellite to add to the fleet.  The satellite needs to be procured quickly and 
needs to be of the same or greater performance.
• Instructions:
– Determine the driving objectives (see next page) – select, tailor, add objectives if needed
– From the objectives, review the matrix rows and identify the needed stage to accomplish 
the objectives.  
– Recommend your team identify
• A lead moderator and a recorder
• Scoring method (check the cell, color the cell, weight the cell, use the stage number) 
• how to capture results (e.g., bullets, chart, etc..) to outbrief
– Prepare for discussion
• What was the approach used to map Scenario Objectives-to-Capability Rows?
• What results did you get?  Where they useful?
• What additional preparation would you have liked if you were doing this on your 
program?
• What difficulties did you have?  What results were surprising?
Scenario 1:  Candidate Driving Objectives
A satellite program portfolio acquiring a new satellite to the fleet
Determine those that are important and supplement with others if needed
1. Minimize enterprise or system configurations 
2. Minimize requirement-design errors to meet cost/schedule goals and field capabilities 
quicker.
3. Minimize development time to get to production by replacing paper-based SE reviews 
and audits.
4. Ensure the enterprise or system meets strict surety, safety, security, or effectiveness 
requirements.
5. Minimize verification and validation effort and “test” time.
6. Create the Authoritative Source of Truth (ASOT) data, information, knowledge, wisdom 
needed to either re-compete work or product development.
7. Utilize standardization and common interfaces across the enterprise to enhance its 
open nature, enable alternate solutions, minimize development and enhance 
manufacturing flexibility.
8. Enhance servicing and management of fielded capabilities.
9. Assess existing fielded systems to plan service life extensions.
10.Optimize acquisition, program/project management and system engineering 
collaboration effectiveness
Workshop Scenario 2 and Instructions
Commercial Team:
• Scenario: You are the Program/Project Manager or Lead System Engineer on an 
existing product line that would like to add a new product.  The product needs to 
be developed quickly to bring new features to market.
• Instructions:
– Determine the driving objectives (see next page) – select, tailor, add objectives if needed
– From the objectives, review the matrix rows and identify the needed stage to accomplish 
the objectives.  
– Recommend your team identify
• A lead moderator and a recorder
• Scoring method (check the cell, color the cell, weight the cell, use the stage 
number) 
• how to capture results (e.g., bullets, chart, etc..) to outbrief
– Prepare for discussion
• What was the approach used to map Scenario Objectives-to-Capability Rows?
• What results did you get?  Where they useful?
• What additional preparation would you have liked if you were doing this on your 
program?
• What difficulties did you have?  What results were surprising?
New!
Scenario 2 Candidate Driving Objectives
New product in a product line with new features
Determine those that are important and supplement with others if needed
1. Minimize product line components and configurations 
2. Minimize requirement-design errors to meet time-to-market goals 
3. Minimizing development time to get to production via paperless review activity and 
acceptance 
4. Ensure the product meets strict government regulations for safety and meets trade 
group certifications (e.g., “Underwriters Laboratory” to be consumer safe)
5. Minimize test time to meet time-to-market goals.
6. Create the Authoritative Source of Truth (ASOT) data, information, knowledge, wisdom 
needed to outsource to various suppliers.
7. Enhanced standardization and common interfaces across the produce line enable 
alternate suppliers, minimize development and integration while enhancing the ability to  
manufacture the product.
8. Enhance ease of service and repair of products in-use.
9. Determine if enhancements or service life extensions by examining all the collection of 
associated engineering and service data
10.Optimize processes efficiencies across the product life
New!
Workshop Out Briefs
Workshop Participation Wrap-Up and Feedback
• Ideas for running the workshop for a sponsor
• If you’d like to be added to the Challenge Team mailing list, please let 
us know
• What else would you need in order to bring this to your organization, 
become the motivational champion, and use it?
• Send us ideas and comments!
– Albert.c.hoheb@aero.org
– Joe.Hale@Nasa.gov
Running the Workshop for a Sponsor
• Provide an overview brief to the sponsor and key advisors/stakeholder to 
– Identifies what the matrix is, how it can be useful, how long it takes (4 hours), and 
resource commitment
– Agree on the output product; an assessment used to begin planning
– Identify key people; PM, SE, IT, Modeler, Contracts, Training, etc..
• Develop a short project plan
– Tasks, timeline, stakeholders, and have it signed off by the sponsor
• Identify/develop a customer scenarios (e.g., enterprise, program – new or 
existing) and identify their overall enterprise or program objectives
– Create the objectives if they aren’t available 
• A-priori matrix tailoring
– Use customer language if needed
– Emphasize the right capability rows; tailor-out or create new row
– Agree on scoring method and being generous (benefit of the doubt)
• Run the assessment in a half day
– Using the enterprise or program objectives as a basis, review the row and stage for 
current capabilities and those needed to meet customer objectives.
– Group the gaps and begin development of an organizational development plan. It 
could be a multi-year roadmap.
Thank You
Your participation and other participation like this has 
made this all possible
Sample Modeling Objectives
1. Modeling use cases for CONOPs validation
2. Modeling operational functionality to generate/verify operational requirements 
3. Modeling a new concept (e.g., Universal command and control)
4. Modeling enterprise, system and subsystem performance
1. Ensure requirements traceability
2. Assess design maturity
3. Assess integration
5. Modeling specialty engineering threads to verify performance
1. Reliability, security features, safety, surety, or effectiveness
6. Modeling interfaces
7. Modeling a complex algorithm
8. Model for manufacturing
9. Model system V&V processes to verify by analysis
10.Model test and/or maintenance suite compatibility
11.Model the baseline for alternative sourcing


Model-Based Enterprise Capabilities Matrix

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