What Makes a Good Concept of Operations?
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A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
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What Makes a Good Concept of Operations?
- 1. How to Build a Credible Concept of Operations and Use It to Derive Capabilities and Features Thomas J. Coonce Glen B. Alleman
- 2. What is a Concept of Operations? 2 A Concept of Operations (CONOPS) is a user-oriented document that "describes systems characteristics for a proposed system from a user's perspective. A CONOPS also describes the user organization, mission, and objectives from an integrated systems point of view and is used to communicate overall quantitative and qualitative system characteristics to stakeholders.” IEEE Computer Society, March 19, 1998, IEEE Guide for Information Technology—System Definition—Concept of Operations (ConOps) Document (IEEE Std 1362-1998).
- 3. What is a Concept of Operations? 3 A CONOPS "describes the proposed system in terms of the user needs it will fulfill, its relationship to existing systems or procedures, and the ways it will be used. CONOPS can be tailored for many purposes, for example, to obtain consensus among the acquirer, developers, supporters, and user agencies on the operational concept of a proposed system. Additionally, a CONOPS may focus on communicating the user's needs to the developer or the developer's ideas to the user and other interested parties." Office of Management and Budget, December 5, 1994, Operational Concept Description (OCD), Data Item Description DI-IPSC- 81430.
- 4. What is a Concept of Operations? 4 A Concept of Operations (ConOps) document is produced early in the requirements definition process to describe what the system will do (not how it will do it) and why (rationale). It should also define any critical, top-level performance requirements or objectives (stated either qualitatively or quantitatively) and system rationale. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, 4th Edition, INCOSE
- 5. What is a Concept of Operations? 5 The ConOps, at the organization level, addresses the leadership’s intended way of operating the organization. It may refer to the use of one or more systems, as black boxes, to forward the organization’s goals and objectives.The ConOps document describes the organization’s assumptions or intent in regard to an overall operation or series of operations of the business with using the system to be developed, existing systems, and possible future systems. This document is frequently embodied in long-range strategic plans and annual operational plans.The ConOps document serves as a basis for the organization to direct the overall characteristics of the future business and systems, for the project to understand its background, and for the users of [ISO/IEC/IEEE 29148] to implement the stakeholder requirements elicitation. ISO/IEC/IEEE 29148
- 6. What is a Concept of Operations? n Both the ConOps and the OpsCon are prepared by the organization that has the business need for the System of Interest. 6 A System Operational Concept (OpsCon) document describes what the system will do (not how it will do it) and why (rationale). An OpsCon is a user-oriented document that describes system characteristics of the to-be-delivered system from the user’s viewpoint.The OpsCon document is used to communicate overall quantitative and qualitative system characteristics to the acquirer, user, supplier and other organizational elements. ISO/IEC/IEEE 29148
- 7. Transformation of Needs to Requirements Starts with the ConOps 7 One underlying principle illustrated by Figure 4.1 is that when a decision is made to satisfy a need, that need gives rise to a corresponding requirement or set of requirements. Systems Engineering Handbook: A Guide for System Life Cycle Processes and Activities, 4th Edition, INCOSE
- 8. DHS Guidance for ConOps n DHS Acquisition Instruction/Guidebook #102-01-001 n DHS Acquisition Instruction/Guidebook #102-01-001: Appendix D ‒ Capability Development Plan n DHS Acquisition Instruction/Guidebook #102-01-001: Appendix F ‒ Concept of Operations Sample Template and Guidance n DHS Acquisition Instruction/Guidebook #102-01-001: Appendix H ‒ Operational Requirements Document (ORD) n Analysis of Alternatives (AoA) Methodologies: Considerations for DHS Acquisition Analysis,Version 3.0, 22 January 2014 8
- 9. Building the ConOps Mission Needs Statement (MNS) n Identify the required mission(s) in functional terms. n Define the risks to accomplishing the functional outcomes. n Describe capabilities required by DHS or its’ stakeholders/partners to accomplish the mission. n Describe the capabilities independently of whether or not DHS currently possesses them. n Do not specify capabilities in terms of assets, equipment or other means that might satisfy the need; i.e., state the capability (need), not the solution (equipment). The next part of this section also builds upon and references the MNS section cited below. More detail than in the MNS may be provided. 9DHS CONOPS Template, DHS Acquisition Instruction/Guidebook #102-01-001: Appendix F
- 10. Building the ConOps Mission Capability Gap Analysis n Using DOTMLPF/S/R/G factor structure describe the capability gaps. n Describe, at a high level, capabilities and gaps in context of how DHS and its’ stakeholders currently perform the missions. n Determine how existing and planned systems are conducting the same or similar missions or performing same or similar functions. n Determine whether these existing systems and planned programs could be used or leveraged to provide the required capability. n Assess why it is not possible to perform this mission with existing capabilities and resources by showing that existing systems cannot provide the required capability. n Describe the difference between the current capability and the future needs by describing the functions that lack systems with the required capabilities. n Assess how potential investment fits into DHS Enterprise Architecture (EA) Transition Strategy. 10DHS CONOPS Template, DHS Acquisition Instruction/Guidebook #102-01-001: Appendix F
- 11. Building the ConOps Operations and Support n Missions ‒ statutory component and/or DHS mission that the solution contributes to n Users and Stakeholder ‒ groups of people or user classes who will interact with the system n Policies, Assumptions, and Constraints ‒ that apply to the current or proposed system n Operational Descriptions ‒ the proposed solution from the user’s perspective n Mission Support Description ‒ mission support performance attributes n Potential Impacts ‒ anticipated operational, mission support and organizational impacts of the system 11DHS CONOPS Template, DHS Acquisition Instruction/Guidebook #102-01-001: Appendix F
- 12. Building the ConOps Units of Measure n Measure of Effectiveness - Operational measures of success that are closely related to the achievements of the mission or operational objectives evaluated in the operational environment, under a specific set of conditions. n Measures of Performance ‒ characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions. n Key Performance Parameters ‒ capabilities and characteristics so significant that failure to meet them can be cause for reevaluation, reassessing, or termination of the program 12“Technical Measurement,” INCOSE–TP–2003–020–01
- 13. ConOps Addresses these Missing Critical Success Factors 13 Unrealistic Performance Expectations missing Measures of Effectiveness and Performance Unrealistic Cost and Schedule estimates based on inadequate risk adjusted growth models Inadequate assessment of risk and unmitigated exposure to these risks without proper handling plans Unanticipated Technical issues without alternative plans and solutions to maintain effectiveness Cost and Schedule Impacts TheLensoftheEssential Views “Borrowed” with permission from Gary Bliss, Director, Performance Assessments and Root Cause Analyses (PARCA), Office of Assistant Secretary of Defense for Acquisition.