ME 59700 Fall 2014 Introduction to Systems Engineering

ME 59700 Fall 2014 Introduction to Systems Engineering Session 20 Dr. Dan C. Surber, ESEP © Copyright 2013

Lecture Topics • Technical Management Responsibilities • Integrated Master Planning – Events – Activities – Criteria • Integrated Master Schedule • SOW, CDRLs, Connecting BOTH sides of the “V” life cycle flow

Technical Management • • Planning & Tailoring Organizing & Scheduling Training & Equipping Risk & Opportunity Management Reviews & Gates Specialty Engineering Coordination with SCM, Manufacturing Execution (as a TEAM)

The Order of “Things” • • • Statement of Work WBS (CWBS & PWBS) Integrated Master Plan (IMP) – EVENT • Activity – Criteria • Integrated Master Schedule – Milestones (Program level & lower tier level milestones) – Rollup Task Headings (IMP) • Tasks & Resources with Durations – Use Basis of Estimates (BOE) if done or may create them – Dependencies (Predecessors or Successors) • Analyze CRITICAL PATH • RESOURCE LEVEL the schedule • • Peer Review with Stakeholders Create Cost Accounts & get “buy-in” from Cost Acct Managers (CAM) Create “Master Artifact List” – stakeholders, responsibilities, reviewers Setup Configuration Management Database & Data Mgmt schedule Write or update Program Plans, SEMP/SEP, supporting plans Begin requirements, CONOPS, system context, and functional analysis Follow the Systems Engineering life cycle for the type of knowledge, good, or service to be created Use what you’ve learned in this course

Process Tailoring • Corporate knowledge base and its integrated product development processes • Adapt the processes, procedures, & enablers • Start with the essentials: – Master list of artifacts the team must create • Plans for organizing and executing the program • Drawings of end products, mfg. tooling, installation, & testing • Documents for requirements, design, interface, testing – – Stakeholders and their roles System Context, CONOPS, Product Breakdown Statement of Objectives, of Work, Deliverables Design reviews & Management Gate reviews

Key Stakeholders • Identify them & get commitments to project • Understand the type of organization you have • Look at the artifacts you must deliver • Set up the CM & DM, and Media Report • Work with SCM for competitive source selections • Get labor & material number from Finance

Type of WBS • Contract WBS (CWBS) – Defines how costs will be reported to customer – Financial • Summary WBS (SWBS) – Early planning stages – Similar to the “Architecture Block Diagram” elements, but includes functional design disciplines • Product WBS (PWBS) – Decomposes the system in a similar listing to the PRODUCT BREAKDOWN STRUCTURE – Orients strictly on the system elements

SOW & CDRLs • Many SOWs try to state requirements, but all they can state is tasks, reviews, and the deliverables – Milestones for reviews – Configuration items – Other artifacts (test articles, documents, drwg) • Contract Data Requirements List – All the reports, plans, schedules, design and test information the customer expects to receive – When they are due, what format, how many deliveries

Integrated Master Plan • Events – Activities • Criteria • You have enough to make an outline, using the PRODUCT BREAKDOWN STRUCTURE & CDRLs (MIL-HDBK-881 A) • Add the “internal” artifacts the team needs based upon company processes/procedures • Be sure to account for multiple deliveries • Account for internal design reviews & management Phase Gate Reviews

Integrated Master Schedule • Lay the IMP flow out “horizontal” • Break out the SOW milestones & reviews as the TIER I level • Add company level reviews as Tier 2 • Lay in the E-A-C elements that achieve the subsystems as Tier 3 • Lay the same for the Configuration Items, or the Product level, as Tier 4 • Lay the same for the Component level CI’s as Tier 5 • Under Tiers 3 -5 add subtasks and resources, or ensure that the IPTs link their detailed schedules to this top level IMS so all of the milestones relate and flow

Resource the IMS • Names, amount of effort to apply to each task (. 25, . 75, 1. 00) • Use Start & Finish dates, or establish PRECEDENCE relationship and let the dates fall out based upon the effort • CHECK to make sure the Tier I (SOW milestones) are correct (CA + ? ? Days) • Check the resource sheet for people tasked more than 100% (keep all of them at. 8 to. 9)

Risk & Opp Mgmt Summary • Everyone on the team is a key to finding risks and opportunities • Identification is worthless without prioritization & action • Ignoring OPPORTUNITIES is leaving money on the table & business at the mall • Plan to mitigate, and have a CONTINGENCY in case that fails

Risk Management Review • Risk: “uncertainty that can cause us to fail. ” – 2 components • LIKELIHOOD (Probability factor, Pf) • SEVERITY (Consequence factor, Cf) – Both are expressed in PER CENT, so they are LESS THAN ONE – their PRODUCT is the Risk Factor • Mitigation: “set of steps to reduce Pf and Cf” • Contingency: “what to do if MITIGATION fails” • BOTH take resources and MIT needs to be on the SCHEDULE with start and stop dates

Opportunity Concepts Review • Opportunity: benefit that has feasibility. – 2 components • LIKELIHOOD (Feasibility) • CONSEQUENCE (Benefit) – Both are expressed as numbers greater than 1, and their PRODUCT is the Opportunity Factor • PURSUIT: a plan to take advantage of the OPP and gain the benefit, but it costs some resources to PURSUE