The Navy and Marine Corps will use an existing, mature technical oversight structure provided by the Systems Engineering Stakeholders Group (SESG) to collaborate and to determine technical requirements for implementing digital transformation. Figure 6 depicts the SESG membership. Leadership consists of the Chief Engineers (CHENGs) from each Systems Command, as well as the Deputy Assistant Secretary of the Navy, Research, Development Test and Evaluation (DASN (RDT&E)). Other key stakeholders include resource sponsors for the Navy and Marine Corps, the Naval Postgraduate School, the United States Naval Academy, and Program Executive Office for Strategic Systems Programs (PEO SSP).

海军和海军陆战队将使用系统工程利益攸关者小组 (SESG) 提供的现有成熟技术监督结构进行协作，并确定实施数字化转型的技术要求。 图 6 描述了 SESG 成员资格， 领导层由来自每个系统司令部的总工程师 (CHENG) 以及负责研究、开发测试和评估的海军副助理部长 (DASN (RDT&E)) 组成。 其他主要利益相关者包括海军和海军陆战队、海军研究生院、美国海军学院和战略系统项目项目执行办公室 (PEO SSP) 的资源赞助商。

图 6 – 总工程师 (CHENG) 领导的海军数字工程治理和跨系统司令部协作

This governance structure implements the Digital Engineering transformation at the collaborative SYSCOM level, under the Technical Authority (TA) of the CHENGs. 

该治理结构在 CHENG 的技术管理局 (TA) 的协作系统司令部（SYSCOM ）层面，实施数字工程转型。

Cross-SYSCOM Working Groups established under the SESG will support implementation of the Navy and Marine Corps Digital Systems Engineering Transformation Strategy at the Corporate, SYSCOM, or domain level. Appropriate use of models and tools will be codified by the Technical Authority as metrics, and will be used as Objective Quality Evidence at technical reviews. Areas for further discussion include: digital standards, tools, and processes; workforce skills and training; model validation; data validation; model schemas; model sustainment requirements; and dictionaries, term definitions, and ontology. 

在 SESG 下建立的跨系统司令部工作组，将支持海军和海军陆战队数字系统工程转型战略在企业、系统司令部或域级别的实施。模型和工具的适当使用将由技术当局编纂为度量标准，并将在技术审查中用作客观质量证据。进一步讨论的领域包括：数字标准、工具和流程；劳动力技能和培训；模型验证；数据验证；模型模式；模型维持要求；和词典、术语定义和本体论。

Program offices play a critical role in digital transformation, are central to managing digital expectations, and are essential to its success. Both government and industry engineering activities must highlight potential cost, schedule, and performance improvements realized undera Digital Engineering approach to the Program Manager before they commit to an acquisition strategy. Program offices must also be encouraged to use digital deliverables in place of paper documentation, prioritize funding in support of digital efforts for new acquisition initiatives and major product improvements, and make smart decisions regarding implementation of Digital Engineering for contracts in place. The Program Office team will need to understand whichdata and intellectual property rights the government must retain and which can be satisfied with government purpose rights, and properly balance requirements with available funding.

项目办公室在数字化转型中发挥着关键作用，是管理数字化期望的核心，对其成功至关重要。政府和行业的工程活动都必须向项目经理说明，在数字工程方法下实现的潜在成本、进度和性能改进收益，然后再提交采办策略。还必须鼓励项目办公室使用数字交付物代替纸质文档，优先考虑资金支持新采办计划和主要产品改进的数字工作，并就现有合同的数字工程实施做出明智的决策。项目办公室团队需要了解政府必须保留哪些数据和知识产权，哪些可以通过政府目的权得到满足，并适当平衡需求与可用资金。

1.1 Use digital approaches to deliver immediate and long-term competitive advantage in operations and readiness with Naval acquisition programs

1.1.1 Implement Digital Engineering for all new Naval acquisition programs, and significant modifications or enhancements to existing sustainment programs, under direction of the Milestone Decision Authority or delegated Program Decision Authority

1.1.2 Implement Digital Engineering for legacy programs and non-acquisition programs as soon as possible as determined by the Program Executive Offices and SYSCOM Commanders, who have been tasked to identify programs that can be “digitized”

1.1.3 Implement Digital Engineering across programs and domains utilizing the Digital Warfare Office /Naval Digital Integration Support Cell, formed to address cross-program integration and interoperability roles and responsibilities. The Digital Integration Support Cell will provide the core environment, services, and expertise to successfully support and scale digital and data initiatives taking place throughout the DON

1.1 使用数字方法，通过海军采办计划，在作战和战备方面提供即时和长期的竞争优势

1.1.1 在里程碑决策机构或授权的计划决策机构的指导下，为所有新的海军采购计划以及对现有保障计划的重大修改或增强实施数字工程

1.1.2 根据项目执行办公室和 SYSCOM 指挥官的决定，尽快为遗留项目和非采购项目实施数字工程，他们的任务是确定可以“数字化”的项目

1.1.3 利用数字战争办公室/海军数字集成支持单元跨项目和域实施数字工程，该单元旨在解决跨项目集成和互操作性角色和职责。数字集成支持小组将提供核心环境、服务和专业知识，以成功支持和扩展整个 DON 中发生的数字和数据计划

1.2 Scale results from pilot projects across mission areas

1.2.1 Implement across common programs and systems, incorporating lessons learned 

1.2.2 Collaborate with industry and other services to capture best practices

1.3 Implement and maintain mission-level models within an integrated modeling environment to support programs and capabilities across mission areas

1.4 Incorporate institutional changes through requirements, resourcing, and acquisition policy, prioritizing and implementing digital approaches within naval acquisition and sustainment programs

1.2.1 跨通用计划和系统实施，结合经验教训

1.2.2 与行业和其他服务合作以获取最佳实践

1.3 在综合建模环境中实施和维护任务级模型，以支持各任务领域的计划和能力。

1.4 通过需求、资源配置和采办政策纳入制度变革，在海军采办和维护保障计划中优先考虑和实施数字化方法

2.1 Develop an authoritative knowledge source for accessing the models, data, standards, and strategies, used to implement the digital transformation; the authoritative knowledge source will include reference libraries, reference models, process models, physical models, and other items needed to perform Digital Engineering

2.1.1 Implement an authoritative knowledge source that is accessible from any stakeholder network

2.1.2 Provide required (multi-point) authentication for access and separation of project data and information for both government, industry, and other acquisition partners accessing the authoritative knowledge source from their networks

2.1 开发权威的知识源，用于访问用于实施数字化转型的模型、数据、标准和策略； 权威知识源将包括参考库、参考模型、过程模型、物理模型和其他执行数字工程所需的项目

2.1.1 实施可从任何利益攸关者网络访问的权威知识源

2.1.2 为政府、行业和其他采办合作伙伴访问项目数据和信息提供必要的（多点认证），并将其分开。

2.2 Establish a configuration management policy for maintaining the authoritative knowledge source and technical baselines 

2.2.1 Establish a standard set of configuration management processes for models, as used and shared throughout their lifecycle 

2.2.2 Provide a set of standard Digital Engineering tools that are accessible via the same networks 

2.2.3 Create, share and manage a common ontology and lexicon as a reference dictionary

2.3 Identify a Digital configuration management champion (Data Curator) to manage, oversee and map efforts related to data and digital transformation 

2.3.1 Establish technical procedures for developing and maintaining models 

2.3.2 Review and approve data architectures, data standards, and data-related aspects of program plans as part of the requirements and acquisition process 

2.4 Establish and share best practices for the development and assessment of data architectures, data standards and data strategies

2.5 Identify common reference models for use across the Naval enterprise, for acquisition, technical analysis and development efforts

2.6 Establish combined and clear security guidelines for modeling capabilities, tasks, functions, gaps, allocation to programs, and program specifics

2.2 建立一个构型管理政策，以维护权威的知识源和技术基线 

2.2.1 为模型建立一套标准的配置管理流程，在其整个生命周期内使用和共享。

2.2.2 提供一套标准的数字工程工具，这些工具可以通过相同的网络访问。。

2.2.3 创建、共享和管理作为参考字典的通用本体和词汇表。

2.3 确定一个数字配置管理负责人（数据管理员），来管理、监督和规划与数据和数字工程有关的工作。

2.3.1 建立开发和维护模型的技术程序 

2.3.2 作为需求和采办流程的一部分，审查和批准数据架构、数据标准和项目计划中与数据相关的内容。

2.4 建立并分享开发和评估数据架构、数据标准和数据战略的最佳实践

2.5 确定在整个海军复杂组织中使用的通用参考模型，用于采购、技术分析和开发工作

2.6 为建模能力、任务、功能、差距、程序分配和程序细节建立组合和明确的安全指南。

3.1 Implement agile, user-centered approaches to design, develop, test, certify, field, train, and sustain rapid, responsive, and reliable digital capabilities 

3.2 Implement processes and metrics to clearly determine mission outcomes, produce and prioritize options for digital solutions, scope pilot projects, and scale digital solutions 

3.3 Utilize system models for objective quality evidence for Systems Engineering Technical Reviews (SETRs). Establish model maturity metrics for use in SETR events. Automate checks as much as possible

3.4 Leverage artificial intelligence and machine learning technologies that learn, adapt, and act autonomously 

3.5 Establish a system of systems meta-model for the development of the rules, constraints, models, and theories applicable across a set of systems

3.6 Ensure data is readily available by leveraging technologies that provide for an 

environment where computing, storage, and networking resources are logically separated from physical locations, and are managed by software, through a web-based interface

3.1 采用敏捷的、以用户为中心的方法，设计、开发、测试、认证、实战、培训和维持快速、反应灵敏和响应迅速的数字能力。

3.2 实施流程和衡量标准，以明确确定任务结果，产生数字解决方案的选项并对其进行优先排序，确定试点项目的范围，并扩大数字解决方案的规模。

3.3 利用系统模型作为系统工程技术审查 (SETR) 的客观质量证据，建立模型成熟度指标以用于 SETR活动，尽可能采用自动检查。

3.4 利用人工智能和机器学习技术自主学习、适应和行动

3.5 建立系统的元模型，用于开发适用于一组系统的规则、约束、模型和理论。

3.6 通过利用提供计算、存储和网络资源与物理位置逻辑分离并由软件通过基于 Web 的界面进行管理的环境的技术，确保数据随时可用 。

4.1 Identify and modify Systems Command Technical Authority and associated documentation to incorporate Digital Engineering and design and integration principles

4.2 Implement integrated live, virtual and constructive environments to support the design, development, testing, certification, fielding, and training of integrated capabilities in a timeeffective and cost-effective manner, based on desired mission capability outcomes 

4.3 Create a common Naval Development Secure Operations (DevSecOps) environment where the Navy, Marine Corps, and their partners can prototype, test, refine, and deploy algorithms, analytic tools and solutions based on data and user feedback to improve warfighting and readiness outcomes 

4.1 识别和修改系统司令部技术授权和相关文档，以纳入数字工程和设计与集成原则

4.2 实施集成的实时、虚拟和构造性仿真环境，以基于所需的任务能力结果，以具有时间效益和成本效益的方式，支持集成能力的设计、开发、测试、认证、部署和培训

4.3 创建一个通用的海军开发安全作战 (DevSecOps) 环境，海军、海军陆战队及其合作伙伴可以在该环境中，根据数据和用户反馈，对算法、分析工具和解决方案进行原型设计、测试、改进和部署，以改善作战和战备结果。

5.1 Develop and promulgate guides for professionals who execute Digital Engineering and MBSE 

5.1.1 Create and make broadly available a standard suite of MBSE tools that include a requirements management framework, schema and templates, an integrated dictionary, file exchange formats and data guides 

5.1.2 Create modeling style guides shared across SYSCOMs and Program Offices, as well as our industry partners

5.2 Foster development of the MBSE and Digital Engineering workforce

5.2.1 Establish and assess competencies that require Digital Engineering skills and training

5.2.2 Establish training for a Digital Engineering skilled and proficient workforce, 

providing for retooling of the workforce in order to maintain subject matter expertise 

5.2.3 Establish communities of interest where people can share lessons learned, discuss issues, and pose questions when executing Digital Engineering

5.2.4 Participate in community forums outside the Naval and DoD enterprise to capture best practices, drive standards development, and support common government-industry engineering approaches and best practices

5.3 Use Leadership Forums, program reviews and public affairs resources to foster a positive Digital Engineering campaign ; identify gains and share success stories regarding new efforts

5.1 为执行数字工程和 MBSE 的专业人员制定和发布指南

5.1.1 创建并广泛提供一套标准的 MBSE 工具，其中包括需求管理框架、模式和模板、集成字典、文件交换格式和数据指南

5.1.2 创建在 SYSCOM 和项目办公室以及我们的行业合作伙伴之间共享的建模风格指南

5.2 促进 MBSE 和数字工程劳动力的发展

5.2.1 建立和评估需要数字工程技能和培训的能力

5.2.2 为数字工程技术熟练和精通的员工队伍开展培训，为员工队伍的重新调整提供条件，以保持专业技术能力。

5.2.3 建立兴趣社区，让人们在执行数字工程时可以分享经验教训、讨论问题和提出问题

5.2.4 参加海军和国防部企业以外的社区论坛，以获取最佳实践、推动标准制定并支持通用的政府-行业工程方法和最佳实践

5.3 使用领导力论坛、计划审查和公共事务资源来促进积极的数字工程活动；确定收益并分享有关新努力的成功案例。

The Navy and Marine Corps will use an existing, mature technical oversight structure provided by the Systems Engineering Stakeholders Group (SESG) to collaborate and to determine technical requirements for implementing digital transformation. Figure 6 depicts the SESG membership. Leadership consists of the Chief Engineers (CHENGs) from each Systems Command, as well as the Deputy Assistant Secretary of the Navy, Research, Development Test and Evaluation (DASN (RDT&E)). Other key stakeholders include resource sponsors for the Navy and Marine Corps, the Naval Postgraduate School, the United States Naval Academy, and Program Executive Office for Strategic Systems Programs (PEO SSP).

海军和海军陆战队将使用系统工程利益攸关者小组 (SESG) 提供的现有成熟技术监督结构进行协作，并确定实施数字化转型的技术要求。 图 6 描述了 SESG 成员资格， 领导层由来自每个系统司令部的总工程师 (CHENG) 以及负责研究、开发测试和评估的海军副助理部长 (DASN (RDT&E)) 组成。 其他主要利益相关者包括海军和海军陆战队、海军研究生院、美国海军学院和战略系统项目项目执行办公室 (PEO SSP) 的资源赞助商。

图 6 – 总工程师 (CHENG) 领导的海军数字工程治理和跨系统司令部协作

This governance structure implements the Digital Engineering transformation at the collaborative SYSCOM level, under the Technical Authority (TA) of the CHENGs. 

该治理结构在 CHENG 的技术管理局 (TA) 的协作系统司令部（SYSCOM ）层面，实施数字工程转型。

Cross-SYSCOM Working Groups established under the SESG will support implementation of the Navy and Marine Corps Digital Systems Engineering Transformation Strategy at the Corporate, SYSCOM, or domain level. Appropriate use of models and tools will be codified by the Technical Authority as metrics, and will be used as Objective Quality Evidence at technical reviews. Areas for further discussion include: digital standards, tools, and processes; workforce skills and training; model validation; data validation; model schemas; model sustainment requirements; and dictionaries, term definitions, and ontology. 

在 SESG 下建立的跨系统司令部工作组，将支持海军和海军陆战队数字系统工程转型战略在企业、系统司令部或域级别的实施。模型和工具的适当使用将由技术当局编纂为度量标准，并将在技术审查中用作客观质量证据。进一步讨论的领域包括：数字标准、工具和流程；劳动力技能和培训；模型验证；数据验证；模型模式；模型维持要求；和词典、术语定义和本体论。

Program offices play a critical role in digital transformation, are central to managing digital expectations, and are essential to its success. Both government and industry engineering activities must highlight potential cost, schedule, and performance improvements realized undera Digital Engineering approach to the Program Manager before they commit to an acquisition strategy. Program offices must also be encouraged to use digital deliverables in place of paper documentation, prioritize funding in support of digital efforts for new acquisition initiatives and major product improvements, and make smart decisions regarding implementation of Digital Engineering for contracts in place. The Program Office team will need to understand whichdata and intellectual property rights the government must retain and which can be satisfied with government purpose rights, and properly balance requirements with available funding.

项目办公室在数字化转型中发挥着关键作用，是管理数字化期望的核心，对其成功至关重要。政府和行业的工程活动都必须向项目经理说明，在数字工程方法下实现的潜在成本、进度和性能改进收益，然后再提交采办策略。还必须鼓励项目办公室使用数字交付物代替纸质文档，优先考虑资金支持新采办计划和主要产品改进的数字工作，并就现有合同的数字工程实施做出明智的决策。项目办公室团队需要了解政府必须保留哪些数据和知识产权，哪些可以通过政府目的权得到满足，并适当平衡需求与可用资金。

1.1 Use digital approaches to deliver immediate and long-term competitive advantage in operations and readiness with Naval acquisition programs

1.1.1 Implement Digital Engineering for all new Naval acquisition programs, and significant modifications or enhancements to existing sustainment programs, under direction of the Milestone Decision Authority or delegated Program Decision Authority

1.1.2 Implement Digital Engineering for legacy programs and non-acquisition programs as soon as possible as determined by the Program Executive Offices and SYSCOM Commanders, who have been tasked to identify programs that can be “digitized”

1.1.3 Implement Digital Engineering across programs and domains utilizing the Digital Warfare Office /Naval Digital Integration Support Cell, formed to address cross-program integration and interoperability roles and responsibilities. The Digital Integration Support Cell will provide the core environment, services, and expertise to successfully support and scale digital and data initiatives taking place throughout the DON

1.1 使用数字方法，通过海军采办计划，在作战和战备方面提供即时和长期的竞争优势

1.1.1 在里程碑决策机构或授权的计划决策机构的指导下，为所有新的海军采购计划以及对现有保障计划的重大修改或增强实施数字工程

1.1.2 根据项目执行办公室和 SYSCOM 指挥官的决定，尽快为遗留项目和非采购项目实施数字工程，他们的任务是确定可以“数字化”的项目

1.1.3 利用数字战争办公室/海军数字集成支持单元跨项目和域实施数字工程，该单元旨在解决跨项目集成和互操作性角色和职责。数字集成支持小组将提供核心环境、服务和专业知识，以成功支持和扩展整个 DON 中发生的数字和数据计划

1.2 Scale results from pilot projects across mission areas

1.2.1 Implement across common programs and systems, incorporating lessons learned 

1.2.2 Collaborate with industry and other services to capture best practices

1.3 Implement and maintain mission-level models within an integrated modeling environment to support programs and capabilities across mission areas

1.4 Incorporate institutional changes through requirements, resourcing, and acquisition policy, prioritizing and implementing digital approaches within naval acquisition and sustainment programs

1.2.1 跨通用计划和系统实施，结合经验教训

1.2.2 与行业和其他服务合作以获取最佳实践

1.3 在综合建模环境中实施和维护任务级模型，以支持各任务领域的计划和能力。

1.4 通过需求、资源配置和采办政策纳入制度变革，在海军采办和维护保障计划中优先考虑和实施数字化方法

2.1 Develop an authoritative knowledge source for accessing the models, data, standards, and strategies, used to implement the digital transformation; the authoritative knowledge source will include reference libraries, reference models, process models, physical models, and other items needed to perform Digital Engineering

2.1.1 Implement an authoritative knowledge source that is accessible from any stakeholder network

2.1.2 Provide required (multi-point) authentication for access and separation of project data and information for both government, industry, and other acquisition partners accessing the authoritative knowledge source from their networks

2.1 开发权威的知识源，用于访问用于实施数字化转型的模型、数据、标准和策略； 权威知识源将包括参考库、参考模型、过程模型、物理模型和其他执行数字工程所需的项目

2.1.1 实施可从任何利益攸关者网络访问的权威知识源

2.1.2 为政府、行业和其他采办合作伙伴访问项目数据和信息提供必要的（多点认证），并将其分开。

2.2 Establish a configuration management policy for maintaining the authoritative knowledge source and technical baselines 

2.2.1 Establish a standard set of configuration management processes for models, as used and shared throughout their lifecycle 

2.2.2 Provide a set of standard Digital Engineering tools that are accessible via the same networks 

2.2.3 Create, share and manage a common ontology and lexicon as a reference dictionary

2.3 Identify a Digital configuration management champion (Data Curator) to manage, oversee and map efforts related to data and digital transformation 

2.3.1 Establish technical procedures for developing and maintaining models 

2.3.2 Review and approve data architectures, data standards, and data-related aspects of program plans as part of the requirements and acquisition process 

2.4 Establish and share best practices for the development and assessment of data architectures, data standards and data strategies

2.5 Identify common reference models for use across the Naval enterprise, for acquisition, technical analysis and development efforts

2.6 Establish combined and clear security guidelines for modeling capabilities, tasks, functions, gaps, allocation to programs, and program specifics

2.2 建立一个构型管理政策，以维护权威的知识源和技术基线 

2.2.1 为模型建立一套标准的配置管理流程，在其整个生命周期内使用和共享。

2.2.2 提供一套标准的数字工程工具，这些工具可以通过相同的网络访问。。

2.2.3 创建、共享和管理作为参考字典的通用本体和词汇表。

2.3 确定一个数字配置管理负责人（数据管理员），来管理、监督和规划与数据和数字工程有关的工作。

2.3.1 建立开发和维护模型的技术程序 

2.3.2 作为需求和采办流程的一部分，审查和批准数据架构、数据标准和项目计划中与数据相关的内容。

2.4 建立并分享开发和评估数据架构、数据标准和数据战略的最佳实践

2.5 确定在整个海军复杂组织中使用的通用参考模型，用于采购、技术分析和开发工作

2.6 为建模能力、任务、功能、差距、程序分配和程序细节建立组合和明确的安全指南。

3.1 Implement agile, user-centered approaches to design, develop, test, certify, field, train, and sustain rapid, responsive, and reliable digital capabilities 

3.2 Implement processes and metrics to clearly determine mission outcomes, produce and prioritize options for digital solutions, scope pilot projects, and scale digital solutions 

3.3 Utilize system models for objective quality evidence for Systems Engineering Technical Reviews (SETRs). Establish model maturity metrics for use in SETR events. Automate checks as much as possible

3.4 Leverage artificial intelligence and machine learning technologies that learn, adapt, and act autonomously 

3.5 Establish a system of systems meta-model for the development of the rules, constraints, models, and theories applicable across a set of systems

3.6 Ensure data is readily available by leveraging technologies that provide for an 

environment where computing, storage, and networking resources are logically separated from physical locations, and are managed by software, through a web-based interface

3.1 采用敏捷的、以用户为中心的方法，设计、开发、测试、认证、实战、培训和维持快速、反应灵敏和响应迅速的数字能力。

3.2 实施流程和衡量标准，以明确确定任务结果，产生数字解决方案的选项并对其进行优先排序，确定试点项目的范围，并扩大数字解决方案的规模。

3.3 利用系统模型作为系统工程技术审查 (SETR) 的客观质量证据，建立模型成熟度指标以用于 SETR活动，尽可能采用自动检查。

3.4 利用人工智能和机器学习技术自主学习、适应和行动

3.5 建立系统的元模型，用于开发适用于一组系统的规则、约束、模型和理论。

3.6 通过利用提供计算、存储和网络资源与物理位置逻辑分离并由软件通过基于 Web 的界面进行管理的环境的技术，确保数据随时可用 。

4.1 Identify and modify Systems Command Technical Authority and associated documentation to incorporate Digital Engineering and design and integration principles

4.2 Implement integrated live, virtual and constructive environments to support the design, development, testing, certification, fielding, and training of integrated capabilities in a timeeffective and cost-effective manner, based on desired mission capability outcomes 

4.3 Create a common Naval Development Secure Operations (DevSecOps) environment where the Navy, Marine Corps, and their partners can prototype, test, refine, and deploy algorithms, analytic tools and solutions based on data and user feedback to improve warfighting and readiness outcomes 

4.1 识别和修改系统司令部技术授权和相关文档，以纳入数字工程和设计与集成原则

4.2 实施集成的实时、虚拟和构造性仿真环境，以基于所需的任务能力结果，以具有时间效益和成本效益的方式，支持集成能力的设计、开发、测试、认证、部署和培训

4.3 创建一个通用的海军开发安全作战 (DevSecOps) 环境，海军、海军陆战队及其合作伙伴可以在该环境中，根据数据和用户反馈，对算法、分析工具和解决方案进行原型设计、测试、改进和部署，以改善作战和战备结果。

5.1 Develop and promulgate guides for professionals who execute Digital Engineering and MBSE 

5.1.1 Create and make broadly available a standard suite of MBSE tools that include a requirements management framework, schema and templates, an integrated dictionary, file exchange formats and data guides 

5.1.2 Create modeling style guides shared across SYSCOMs and Program Offices, as well as our industry partners

5.2 Foster development of the MBSE and Digital Engineering workforce

5.2.1 Establish and assess competencies that require Digital Engineering skills and training

5.2.2 Establish training for a Digital Engineering skilled and proficient workforce, 

providing for retooling of the workforce in order to maintain subject matter expertise 

5.2.3 Establish communities of interest where people can share lessons learned, discuss issues, and pose questions when executing Digital Engineering

5.2.4 Participate in community forums outside the Naval and DoD enterprise to capture best practices, drive standards development, and support common government-industry engineering approaches and best practices

5.3 Use Leadership Forums, program reviews and public affairs resources to foster a positive Digital Engineering campaign ; identify gains and share success stories regarding new efforts

5.1 为执行数字工程和 MBSE 的专业人员制定和发布指南

5.1.1 创建并广泛提供一套标准的 MBSE 工具，其中包括需求管理框架、模式和模板、集成字典、文件交换格式和数据指南

5.1.2 创建在 SYSCOM 和项目办公室以及我们的行业合作伙伴之间共享的建模风格指南

5.2 促进 MBSE 和数字工程劳动力的发展

5.2.1 建立和评估需要数字工程技能和培训的能力

5.2.2 为数字工程技术熟练和精通的员工队伍开展培训，为员工队伍的重新调整提供条件，以保持专业技术能力。

5.2.3 建立兴趣社区，让人们在执行数字工程时可以分享经验教训、讨论问题和提出问题

5.2.4 参加海军和国防部企业以外的社区论坛，以获取最佳实践、推动标准制定并支持通用的政府-行业工程方法和最佳实践

5.3 使用领导力论坛、计划审查和公共事务资源来促进积极的数字工程活动；确定收益并分享有关新努力的成功案例。