DEPARTMENT OF DEFENSE DIGITAL ENGINEERING STRATEGYThe strategy is intended to guide the planning, development, and implementation of the digital engineering transformation across the DoD. As the DoD Components continue to make progress in digital engineering, this document will help align implementation efforts across the Department.This strategy does not intend to be prescriptive. It is designed to foster shared vision and ignite timely and focused action. ODASD(SE) will work with the DoD Components to guide the development of Service implementation plans, which will provide a roadmap and objectives for achieving the goals. Office of the Deputy Assistant Secretary of Defense for Systems EngineeringDASDSE_c8bec06a-847a-11e8-aeb1-01aed83a5cccThe DoD Office of the Deputy Assistant Secretary of Defense for Systems Engineering (ODASD(SE)) developed this strategy in cooperation with stakeholders across government, industry, and academia. The strategy is a living document and will evolve to support the Department’s continuing need to provide critical capability to the warfighter as quickly as possible. The Department intends to remain actively engaged with partners internal and external to the DoD, including the Defense Industrial Base, to maintain communication and alignment on the implementation of this strategy.Michael D. GriffinUnder Secretary of Defense for Research and EngineeringKristen BaldwinActing Deputy Assistant Secretary of Defense for Systems Engineering (DASD(SE))Jeff StanleyDeputy Assistant Secretary of the Air Force for Science, Technology, and Engineering, Office of the Assistant Secretary of the Air Force for Acquisition and LogisticsCOL Robert H. Kewley Jr.Acting Executive Director, Office of the Chief Systems Engineer, HQDA Assistant Secretary of the Army (Acquisition, Logistics and Technology) (ASA(ALT)William BrayDeputy Assistant Secretary of the Navy for Research, Development, Test and Evaluation (DASN(RDT&E))Modernization of how the Department designs, develops, delivers, operates, and sustains systems. _c8bec344-847a-11e8-aeb1-01aed83a5cccTo guide the planning, development, and implementation of the digital engineering transformation across the DoD._c8bec4a2-847a-11e8-aeb1-01aed83a5cccFormalizationFormalize the development, integration, and use of models to inform enterprise and program decision making. _c8bec59c-847a-11e8-aeb1-01aed83a5ccc1The first goal establishes the formal planning, development and use of models as an integral part of performing engineering activities as a continuum across the lifecycle. Such ubiquitous use of models will result in a continuous end-to-end digital representation of the system of interest. This will support consistent analysis and decision making for programs and across the enterprise. -- Models can provide a precise and versatile representation of a system, phenomenon, entity, or process. In early phases of the lifecycle, models enable virtual exploration of solutions before actually instantiating them. Over a solution’s lifecycle, models mature and can become useful replicates to physical counterparts for virtual testing and logistics sustainment support. This goal focuses on the formalized application of modeling to support all the system lifecycle phases from concept through disposal. Figure 4 represents examples of different types of models that are developed, integrated, and used as the foundation of an authoritative source of truth across the lifecycle. Various disciplines and domains can concurrently operate on different aspects of the system in the virtual environment. Instead of discarding and redeveloping models, the collection of models evolves from one phase to the next. As a result, models live throughout the life span of the system.PlanningFormalize the planning for models to support engineering activities and decision making across the lifecycle_c8bec6d2-847a-11e8-aeb1-01aed83a5ccc1.1DoD organizations will develop formal plans for model creation, curation, integration, and related program and enterprise engineering activities throughout the lifecycle. The plans will describe how models will be realized in a coherent and effective manner as work activities are performed, and as analyses and decisions are supported.Digital RepresentationFormally develop plans to digitally represent the system of interest_c8bec7d6-847a-11e8-aeb1-01aed83a5ccc1.1.2DoD organizations will formally develop and implement plans to digitally represent the system of interest. This planning will establish an approach that uses models to enable the orchestration of activities, the efficient management of work, and the integration of work products across enterprises and multidisciplinary teams to result in a digital representation of the system of interest. This planning will set in place the formalisms which establish the foundational quality standards and rules (e.g., syntax, semantics, lexicons, standards, etc.) that model development will be expected to adhere to.ModelsFormally develop, integrate, and curate models_c8bec8d0-847a-11e8-aeb1-01aed83a5ccc1.2DoD organizations will use model formalisms to aid in the development, integration, and curation of models. Formalisms ensure consistency with the system and external program dependencies. DoD organizations will identify and maintain an approach that integrates models generated by all stakeholders to digitally represent the system of interest throughout the lifecycle.Accuracy, Completeness, Trustworthiness & ReusabilityDevelop and ensure models are accurate, complete, trusted, and reusable_c8bec9de-847a-11e8-aeb1-01aed83a5ccc1.2.1Models will be developed according to policy, guidance, standards, and model formalisms. The DoD organizations will capture and maintain model provenance and pedigree in order to establish trust, credibility, accuracy, and a basis for judging model reuse. Model-based reviews, audits, and trust, based on validation and verification attributes, are essential to effective collaboration and the system of interest’s evolution. Integrate & CurationIntegrate and curate models across disciplines to support cohesive model-driven lifecycle activities_c8becae2-847a-11e8-aeb1-01aed83a5ccc1.2.2The collaborative lifecycle efforts will be supported by an integrated set of models. Models will be constructed to become the authoritative source of truth, which should include traceability of models from concept through disposal. Model integration and curation should adhere to plans to capture and communicate information to decision makers.TruthProvide an enduring, authoritative source of truth._c8becbe6-847a-11e8-aeb1-01aed83a5ccc2This goal moves the primary means of communication from documents to digital models and data. This enables access, management, analysis, use, and distribution of information from a common set of digital models and data. As a result, authorized stakeholders have the current, authoritative, and consistent information for use over the lifecycle. -- This goal provides the authoritative source of truth for stakeholders across organizations to access, manage, protect, and analyze the models and data from Goal 1. The primary means for communication moves away from static and disconnected artifacts and shifts the paradigm to models and data serving as the basis for connecting traditionally siloed elements and providing an integrated information exchange throughout the lifecycle. As shown in Figure 5, stakeholders will have the ability to collaboratively work within and through the authoritative source of truth using shared knowledge and resources across the lifecycle. DefinitionDefine the authoritative source of truth_c8beccfe-847a-11e8-aeb1-01aed83a5ccc2.1The authoritative source of truth captures the current state and the history of the technical baseline. It serves as the central reference point for models and data across the lifecycle. The authoritative source of truth will provide traceability as the system of interest evolves, capturing historical knowledge, and connecting authoritative versions of the models and data. Changes made to the authoritative source of truth will propagate throughout the digital design model to all affected systems and functions. Properly maintaining the authoritative source of truth will mitigate the risk of using inaccurate model data, and support effective control of the current and historic configuration data files. The goal is to enable delivery of the right data to the right person for the right use at the right time. Planning & DevelopmentPlan and develop the authoritative source of truth_c8bece0c-847a-11e8-aeb1-01aed83a5ccc2.1.1The realization of the authoritative source of truth requires up-front planning and use of models addressed in Goal 1. Setting clear expectations for defining, developing, and using the authoritative source of truth across disciplines and throughout lifecycle is imperative. Planning includes determining the data needs for acquisition, engineering to support decisions, and creating seamless integration of authoritative data sources. The authoritative source of truth facilitates a sharing process across the boundaries of engineering disciplines, distributed teams, and other functional areas. It will provide the structure for organizing and integrating disparate models and data across the lifecycle. In addition, the authoritative source of truth will provide the technical elements for creating, updating, retrieving, and integrating models and data. GovernanceGovern the authoritative source of truth_c8becf1a-847a-11e8-aeb1-01aed83a5ccc2.2Organizations will establish policies and procedures to ensure proper use of the authoritative source of truth. Governance will ensure the models and data are formally managed and trusted throughout the lifecycle. In addition, stakeholders will collect, share, and maintain the models and data accurately. Establishing standardized procedures is essential to maintain the integrity and quality of the models and data, and to ensure compliance with the organization and business rules. Governance processes will help stakeholders resolve issues, ensure consistency and accuracy of the authoritative source of truth, and enable stakeholders to make data-driven decisions.Access & ControlsEstablish access and controls for the authoritative source of truth_c8bed046-847a-11e8-aeb1-01aed83a5ccc2.2.1Establishing access and controls is necessary to ensure authorized users have access to the right information at the right time. Properly defining access and controls for the authoritative source of truth will allow an uninterrupted flow of models and data across organizational boundaries. Data must be readily available to all intended recipients, but also protected from unauthorized users. Maintaining access and control criteria can ensure information will be appropriately created, managed, protected, and retained.ExecutionExecute governance of the authoritative source of truth_c8bed15e-847a-11e8-aeb1-01aed83a5ccc2.2.2An effective and robust governance process involves responsibilities at various levels. Managing policies, procedures, and standards will ensure proper governance of the authoritative source of truth and enhance data quality across the lifecycle. Executing governance should result in increased stakeholder confidence in the integrity of the authoritative source of truth.SourcesUse the authoritative source of truth across the lifecycle_c8bed276-847a-11e8-aeb1-01aed83a5ccc2.3The authoritative source of truth will be used to develop, manage, and communicate information about systems from concept through disposal. As such, the authoritative source of truth will serve as the primary means to share and exchange the models, data, and digital artifacts. The authoritative source of truth will equip programs with enterprise-wide knowledge needed to plan, design, and sustain systems.Technical BaselineUse the authoritative source of truth as the technical baseline_c8bed3b6-847a-11e8-aeb1-01aed83a5ccc2.3.1Stakeholders should use the authoritative source of truth to make informed and timely decisions to manage cost, schedule, performance, and risks. For example, contract deliverables should be traced and validated from the authoritative source of truth. This will allow stakeholders at various levels to respond knowledgeably to the development, operation, and execution of the system, thereby avoiding technical and management barriers to mission success.Artifacts, Reviews & Decision MakingUse the authoritative source of truth to produce digital artifacts, support reviews, and inform decisions_c8bed6d6-847a-11e8-aeb1-01aed83a5ccc2.3.2As the technical baseline matures, preserving the knowledge across programs and lifecycle phases is essential. Technical reviews can be conducted from the authoritative source of truth on a continuous basis. Stakeholders will generate digital artifacts, representing multiple views and various perspectives from the authoritative source of truth. Digital artifacts provide visibility of appropriate information across functional domains, disciplines, and organizations. Communication & CollaborationCollaborate and communicate using the authoritative source of truth_c8bed80c-847a-11e8-aeb1-01aed83a5ccc2.3.3The authoritative source of truth will enable teams to work collaboratively, with access to up-to-date models, data, and information, while seamlessly integrating their work. As established in Goal 1, models serve as a continuum across the lifecycle. This paradigm shift will fundamentally change the current practice of accepting documents to accepting models and provides the technical underpinnings for acquisition domains and functional areas. Users can generate various views using a shared network of models and data to offer coherent digital artifacts, while reducing time-consuming effort and rework. As a result, stakeholders will be able to propose alternative solutions, collaborate between teams, and promote reuse and increase productivity, while analyzing the impact of change. InnovationIncorporate technological innovation to improve the engineering practice._c8bed9e2-847a-11e8-aeb1-01aed83a5ccc3This goal extends beyond the traditional model-based approaches to incorporate advancements in technology and practice. Digital engineering approaches also supports rapid implementation of innovations within a connected digital end-to-end enterprise. -- This goal is designed to enable DoD organizations to maintain technological superiority by innovating rapidly and providing access to and use of advanced technologies. Building upon the modelbased approaches from Goal 1 and Goal 2, this goal infuses advancements in technology and practice to build an endto-end digital enterprise. By connecting our stakeholders, processes, capabilities, and data digitally, DoD organizations will have the ability to analyze, and adapt quickly in order to modernize capabilities and make more timely and relevant decisions. This approach also creates opportunities to leverage technologies that learn, adapt, and act autonomously. Figure 6 illustrates examples that will enable a digitally connected enterprise and drive innovation to transform the practice of engineering. Examples include advanced computing, big data analytics, artificial intelligence, autonomous systems, robotics, and so on.Engineering EnterpriseEstablish an end-to-end digital engineering enterprise_c8bedb18-847a-11e8-aeb1-01aed83a5ccc3.1DoD’s vision is to have an engineering enterprise that connects the digital and physical worlds across a system’s lifecycle. The end-to-end digital enterprise will incorporate a modelbased approach in a digitally connected environment enabled by advanced technologies to conduct full lifecycle activities from concept to disposal. In the earlier phases of the lifecycle, the focus is on evaluating concepts, engaging the user, and identifying tradeoffs using a ...InfusionInfuse technological innovations to enable the end-to-end digital enterprise_c8bedc4e-847a-11e8-aeb1-01aed83a5ccc3.1.1DoD’s strategy is to improve its technology insertion processes to support cutting-edge technology infusion that leverages the marketplace while finding high-payoff solutions. Stakeholders should consider current and future enterprise and program needs when selecting technologies to support the digital enterprise. DoD will implement rigorous processes to support cost-effective technology development and selection decisions. InnovationsUse technological innovations to improve the digital engineering practice_c8bedda2-847a-11e8-aeb1-01aed83a5ccc3.2Advances in data analytics can help gain greater insights from existing model data. Stakeholders should use technological innovations to improve decision making, system capabilities, and performance of computationally intensive engineering activities. Technology advancements will also transform how machines communicate and collaborate with each other and with humans, and will use the strengths of both humans and machines to improve the engineering practice.DataMake use of data to improve awareness, insights, and decision making_c8beded8-847a-11e8-aeb1-01aed83a5ccc3.2.1There has been an exponential growth of data from various formats, data structures, and sources. Technological advancements in big data and analytics now make it possible to not only to help warfighters on the battlefield but also to make better use of the vast and growing amount data across each phase of the lifecycle to help inform the lifecycle processes. DoD’s vision is to build an enterprise capability that securely leverages data and analytics to enable insights and achieve faster and better data-driven decisions. By capturing and continuously assessing data as the design evolves, potential improvements and options can be compared and optimized in short periods of time.Human-Machine InteractionsAdvance human-machine interactions_c8bee022-847a-11e8-aeb1-01aed83a5ccc3.2.2Realizing an end-to-end digital enterprise, automating tasks and processes, and making smarter, faster decisions all require the next frontier of technologies that transform the way humans and machines interact. Advances in artificial intelligence have given rise to cognitive technologies that are able to perform tasks that traditionally required human intelligence. Machines are now able to build knowledge, continuously learn, understand natural language, and reason and interact more naturally with human beings than traditional systems. DoD’s vision expects humans to interact with machines to make faster data-driven decisions and help exploit data more effectively than humans could on their own. The DoD will advance humanmachine interactions by developing awareness of these technologies, evaluating opportunities to pilot them, and demonstrating options for creating value with them.Communication, Collaboration & PerformanceEstablish a supporting infrastructure and environments to perform activities, collaborate, and communicate across stakeholders._c8bee180-847a-11e8-aeb1-01aed83a5ccc4This goal promotes the establishment of robust infrastructure and environments to support the digital engineering goals. It incorporates an information technology (IT) infrastructure and advanced methods, processes, and tools, as well as collaborative trusted systems that enforce protection of intellectual property, cybersecurity, and security classification. -- This goal focuses on building digital engineering infrastructures and environments to support all of the digital engineering goals. Current DoD IT infrastructures and environments do not fully support digital engineering stakeholder needs. They are often stove-piped, complex, and difficult to manage, control, secure, and support because their use varies on a programby-program basis. DoD will advance its infrastructures and environments toward a more consolidated, collaborative trusted environment. DoD will provide infrastructure solutions at the enterprise and program level that support realization of the digital engineering objectives. Figure 7 shows core elements of the infrastructures and environments that will keep pace with technology, enhance cybersecurity and intellectual property protections, and improve information sharing. IT InfrastructuresDevelop, mature, and use digital engineering IT infrastructures_c8bee2ca-847a-11e8-aeb1-01aed83a5ccc4.1Digital engineering IT infrastructures include a collection of hardware, software, networks, and related equipment. They span geographical locations and organizations, and they must satisfy security requirements. Digital engineering IT infrastructures are a crucial enabler and foundation for advancing the state of the practice. NetworksProvide secure connected information networks to perform digital engineering activities_c8bee40a-847a-11e8-aeb1-01aed83a5ccc4.1.1Reliable, available, secure, and connected information networks are necessary to perform digital engineering activities across the lifecycle. The networks must include computing infrastructures and enterprise services at all classification levels that securely facilitate the flow of information and the authoritative source of truth. The networks help improve collaboration, enhance learning, facilitate information sharing, and enable datadriven decision making. Hardware & S softwareProvide hardware and software to perform digital engineering activities_c8bee586-847a-11e8-aeb1-01aed83a5ccc4.1.2The DoD will plan, resource, and deploy digital engineering hardware and software solutions to meet the needs of the workforce and associated digital engineering activities. The DoD will consider modular approaches and a wide range of hardware and software solutions to provide flexible scalability, sizable cost savings, and rapid deployment when establishing the digital end-to-end enterprise. The DoD, will incorporate adoption of commercial cloud platforms, technologies, and Service solutions when appropriate. MethodologiesDevelop, mature, and use digital engineering methodologies_c8bee6da-847a-11e8-aeb1-01aed83a5ccc4.2Effective use of a model-based enterprise requires transforming from a documentbased approach to a digital approach. As a result, the DoD will evolve in the way engineers work, manage, engineer, and deliver solutions. To take advantage of technical capabilities, the DoD must evolve in the way engineers work, manage, engineer, and deliver solutions. Methods & ProcessesDevelop, mature, and implement methods and processes to support digital engineering activities across the enterprise and lifecycle_c8bee824-847a-11e8-aeb1-01aed83a5ccc4.2.1The DoD will support this effort by developing, maturing, and implementing engineering methods and processes across an evolving digital engineering infrastructure. This will result in the DoD updating engineering processes, manuals, and instructions to achieve desired digital engineering benefits. At a minimum, these new engineering methods should incorporate technological innovations, authoritative sources of truth, formalized modeling, workforce, and cultural opportunities to improve quality, productivity, and acquisition efficiency. ToolsDevelop, mature, and implement digital engineering tools_c8bee9e6-847a-11e8-aeb1-01aed83a5ccc4.2.2The DoD will evaluate and identify digital engineering tools for stakeholders based on current and future needs. The tools should be a mix of scalable, enterprise-ready solutions that meet the requirements of stakeholders across disciplines and domains. Stakeholders should consider license agreements and data exchange requirements when selecting tools. DoD’s strategy is to focus on standards, data, formats, and interfaces between tools rather than being constrained to particular tools. Key factors for digital engineering tools include: visualization, analysis, model management, model interoperability, workflow, collaboration, and extension/ customization support. Developing, maturing, and implementing innovative digital engineering tools will help bind people and technology in ways that increase engineering efficiency.Security & IPSecure IT infrastructure and protect intellectual property_c8beeb4e-847a-11e8-aeb1-01aed83a5ccc4.3The digital engineering transformation relies on the protection of models and data classification, availability, and integrity. Given the amount of information residing in models, the DoD must mitigate cyber risks and secure digital engineering environments against attacks from internal and external threats. The DoD and industrial base will ensure intellectual property and sensitive information are protected, while promoting collaboration between industry and government. SecuritySecure IT infrastructure while facilitating realization of digital engineering goals_c8beecac-847a-11e8-aeb1-01aed83a5ccc4.3.1The DoD will integrate cybersecurity into all phases of digital engineering planning and execution. Digital engineering stakeholders must ensure the protection of the IT infrastructure, while facilitating the realization of digital engineering goals. The DoD will collectively mitigate known vulnerabilities that present a high risk to DoD networks and data. The DoD and industrial base will mitigate the risk posed by collaboration and access to the vast amounts of information in models. Methods, processes, and tools will be updated and developed to address the unique challenges of collaboration among different networks and levels of security. Intellectual PropertyProtect intellectual property while using models to collaborate throughout a program lifecycle_c8beee46-847a-11e8-aeb1-01aed83a5ccc4.3.2The DoD will update its methods, processes, and tools to enable data and model exchanges while protecting property rights for both vendors and for the government. Identification and protection of intellectual property is an extremely complex challenge that government and industry partners must address together. Both DoD and its industrial partners have the responsibility to protect copyrights, trademarks, patents, and competition-sensitive information while simultaneously facilitating the free flow of relevant information throughout the lifecycle between stakeholders. Culture & WorkforceTransform the culture and workforce to adopt and support digital engineering across the lifecycle._c8beefae-847a-11e8-aeb1-01aed83a5ccc5The final goal incorporates best practices of change management and strategic communications to transform the culture and workforce. Focused efforts are needed to lead and execute the change, and support the organization’s transition to digital engineering. -- The fifth goal takes a deliberate and systematic approach to planning, implementing, and supporting the DoD’s digital engineering transformation. This transformation requires the DoD to move beyond the technical aspects to address workforce challenges such as the people and the culture, which includes shared values, beliefs, and behaviors of an organization. These norms and beliefs fundamentally influence how people behave and perform operations. To succeed at implementing digital engineering, the DoD needs to make a deliberate effort to transform the workforce to promote a cultural change. Some of these efforts include training, education, strategic communication, leadership and continuous improvements as depicted in Figure 8.KnowledgeImprove the digital engineering knowledge base_c8bef116-847a-11e8-aeb1-01aed83a5ccc5.1The digital engineering knowledge base is evolving at various levels of maturity. The DoD documents this knowledge in a broad array of standards, web resources, and academic and trade literature that detail silos of digital engineering excellence. A concerted effort is needed to continually improve, update, and further organize this knowledge base.Policy, Guidance, Specifications & StandardsAdvance digital engineering policy, guidance, specifications, and standards_c8bef2ba-847a-11e8-aeb1-01aed83a5ccc5.1.1The DoD uses policy, guidance, specifications, and standards to ensure consistency and discipline across engineering activities. Currently a wide range of standards enable digital engineering (e.g., modeling languages, processes, architecture frameworks), but no set of digital engineering standards covers the range of models and data that must be captured and exchanged across disciplines, domains, and phases of the lifecycle. As a result, the DoD will need to encourage commonality in terminology, develop a shared understanding of concepts, and ensure consistency and rigor in implementing digital engineering across engineering activities. To identify the gaps, the DoD should begin by evaluating current policy, guidance, specifications, and standards to determine what changes are necessary to implement digital engineering.Contracting, Procurement, Legal & Business PracticesStreamline contracting, procurement, legal, and business practices_c8bef440-847a-11e8-aeb1-01aed83a5ccc5.1.2The DoD’s procurement practices guide and transform behavior and support effective performance on contracts. The existing processes are paper-based and need to transition to a modelbased approach. While a model-based approach offers flexibility, automates manual tasks, and supports collaboration, it will require changes to DoD processes for planning, evaluating, awarding, and managing procurements post-award. For example, digital engineering will influence the Request for Proposal (RFP), Statement of Work (SOW), Contract Data Requirements Lists (CDRL), and any accompanying Data Item Descriptions (DID). This evolution will require engaging contracting and legal teams to streamline business and contracting practices.Best PracticesEstablish and share best practices_c8bef5bc-847a-11e8-aeb1-01aed83a5ccc5.1.3To help organizations solve challenges and institutionalize digital engineering, the DoD will advance existing initiatives and networks to synchronize information sharing across digital engineering stakeholders. Best practices should be available for reuse or adaptation. Sharing information about effective courses of action and the lessons learned from experiences allows the broader community to collaborate and learn from each other. This focus area will require a strategic, Department-wide effort to inform, involve, and mobilize the DoD and its partners toward capturing, discovering, and implementing improvements in digital engineering practice. In addition to codifying policy, guidance, and standards, it will include establishing and sharing best practices across the defense acquisition community.Leadership & SupportLead and support digital engineering transformation efforts_c8bef76a-847a-11e8-aeb1-01aed83a5ccc5.2By definition, transformation requires management of change. Driving a culture of innovation, experimentation, and continuous improvement involves shaping organizational team and individuals’ values, attitudes, and beliefs about the transformation. Leaders enable the transformation process by encouraging and energizing people to contribute and grow. Such leaders provide the framework for change. These leaders seek to engage people to accept and embrace changes through communicating and executing a vision and strategy; building and leveraging a wide range of knowledge and innovation; and demonstrating and rewarding tangible results. Communication & ExecutionCommunicate and execute the digital engineering vision, strategy, and implementation_c8bef8f0-847a-11e8-aeb1-01aed83a5ccc5.2.1Digital engineering is a fundamental change to the way people work and operate. To encourage participation, the DoD leaders will build and communicate the vision and strategy for digital engineering. An effective vision and strategy help clarify the purpose, direction, and priorities for the organization. It is essential to build open and frequent communication strategies through multiple channels that provide awareness and a common understanding to stakeholders across disciplines and organizations. Leadership should work to remove barriers and address resistance to change, provide resources, establish priorities and key milestones, and define roles and responsibilities to enable implementation of the digital engineering vision and strategy. There should be a mechanism for people to ask questions and provide feedback.Alliances, Coalitions & PartnershipsBuild alliances, coalitions, and partnerships across government, industry, and academia_c8befa6c-847a-11e8-aeb1-01aed83a5ccc5.2.2A wide range of stakeholders are developing solutions within various aspects of the digital engineering enterprise. Tapping into stakeholders’ skills, ingenuity, and advancements can bring insights and ideas that contribute to collectively advancing the state of practice. The DoD can use alliances, coalitions, and partnerships to co-create and deploy concepts to facilitate the sharing of information and resources. It is important for DoD organizations to cultivate and maintain situational and enduring collaborations across the government, international partners, Services, academia, federally funded research and development centers (FFRDC), and industry. AccountabilityEstablish accountability to measure, foster, demonstrate, and improve tangible results across programs and the enterprise_c8befe0e-847a-11e8-aeb1-01aed83a5ccc5.2.3Organizations should identify leadership teams (e.g., champions, sponsors, etc.) that are accountable to actively participate in managing and implementing the transformation efforts. The leadership will initiate broad-based action that generates short-term wins as well as long-term outcomes. Leadership should define metrics and the criteria for success, as a means to create incentives, monitor, reward, take corrective action, and improve results across the enterprise.WorkforceBuild and prepare the workforce_c8bf0020-847a-11e8-aeb1-01aed83a5ccc5.3The workforce of the future is geographically dispersed, multidisciplinary, and multigenerational. A new generation of engineers will enter the workforce and will take the place of subject matter experts (SME) that will soon retire. The DoD will need the junior engineers to operate alongside the SMEs and carry on into the future. It has become increasingly important to transfer knowledge, competence, and skills by training and educating the workforce at all levels.Knowledge, Competence & SkillsDevelop knowledge, competence, and skills for the workforce_c8bf01ba-847a-11e8-aeb1-01aed83a5ccc5.3.1Workforce training and education are a critical component to developing the knowledge, competence, and skills for the workforce to support the digital engineering transformation. Through training and education of digital engineering and related disciplines, the organization can disseminate information consistently. This is vital to the individual, team, and organization as a whole. The DoD will need to holistically educate and train the workforce in new concepts and methods, processes, and tools. Engagement & ParticipationEnsure active participation and engagement across the workforce in planning and implementing transformation efforts_c8bf0386-847a-11e8-aeb1-01aed83a5ccc5.3.2Training and education are not the only driver of organizational culture change. The DoD must encourage the application of that knowledge through the formation of new habits and behaviors. While training and education are important, “doing” is critical to an organization gaining experience and adapting to new ways of operating. Engaging stakeholders, whether internal or external to the organization, allows for active participation in deciding, designing, and delivering digital capabilities across the life-cycle.2018-06-292018-07-10https://www.acq.osd.mil/se/docs/2018-DES.pdfOwenAmburOwen.Ambur@verizon.net