Topic 7 y History Management Society Legal Aspects

Topic 7 y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Integrating Risk Management The Integrated Management Framework (IMF) Systems Engineering Applied to Program Management Richard Raiford, Chair AIAA Management Technical Committee Engineering & Technology Management Group 3/19/2018 1

y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Integrated Management Framework (IMF) Agenda Te Integrating Risk Management Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change • What is IMF? • Where Is IMF Applicable? • What does IMF Look Like When Implemented? • How Do I Implement IMF on An Existing Program? Engineering & Technology Management Group 3/19/2018 2

y Integrated Management Framework (IMF) History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change IMF Is a Scalable Program Infrastructure That Uses System Engineering Principles To Implement an Executable Program -------- • Proactive Boundary Spanning • Integrated Processes • Controlled Baselines Engineering & Technology Management Group 3/19/2018 3

History Management Society Legal Aspects Supply Chain Logistics y The System - An Executable Program log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Apply SE Techniques to Everything Relevant to an Executable Program Geo-Political Customer’s Program Political Enterprise Executable Program Product Elements Operational Capability Assessments Project Elements Operational System(s) Suppliers Operating Environment Engineering & Technology Management Group 3/19/2018 4

En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log Some Fundamental Concepts of IMF Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change • • • The System is the Executable Program Proactive Boundary Spanning (a. k. a. Integration) – Boundaries Are a Fact of Life (Organization, Product, Program) – IPTs Don’t Eliminate Boundaries, They Just Re-Arrange Them Top-Down: Event-Based Management – Manage Progress Toward Key Program Events Bottom-Up: Requirements-Based Task Accountability – Know And Track Requirements “Pull” to Continually Identify the Risks – Somewhere, Someone Knows We Are at Risk of Not Meeting A Req’t Control Program Baselines – Everyone On the Same Page, Marching in Unison to the Same Objective Engineering & Technology Management Group 3/19/2018 5

En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log IMF – Defined RAA Roles of the Program Mgr Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Responsibilities of the Program Manager** The 4 Roles Shown May Be In One Person, or Divided Depending on the Type, Phase, and Complexity of the Program. In any case, the PM Has Ultimate RAA for All Roles. IPTs Consisting of: • Business Mgmt • Planning • Contract Mgmt • Subcontract Mgmt • Materiel • Manufacturing • Engineering • Logistics • Systems Engineering • Security *A Large Program Would Subdivide the Roles **From the AF Critical Process Assessment Tool (CPATS) for PM 4 Roles of the Program Manager Keep the Program Sold (Program Manager)* Manage the Program Integrate the Program Architect the System (Deputy PM)* (SEIT, PIT, SEMT)* (System Architect)* • • • Requirements Mgmt Baseline Mgmt Performance Mgmt Risk Mgmt Analysis and Integration (Boundary Spanning) • Planning • Integrate Processes and Systems Engineering & Technology Management Group 110402 • Requirements & Functional Analysis and Allocation • Synthesis • System Analysis and Control • Verification 3/19/2018 6

y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Hierarchy of Program Styles - From Reactive to Proactive Style Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Characteristics 5 Opportunity Management • Ongoing, Integrated Assessments of Evolving Program & Environment; • Entire Organization Understands Current and Potential Customer Needs; • Integrated Strategies Take Advantage of Opportunities 4 Risk Management • Ongoing Integrated Assessments of Likelihood of Meeting Objectives in Light of Current Status and Projected Environment • Plans Updated as Required; Streamlined by “Checkbook” 3 Performance Management • Mgmt Has Visibility of Status of Program Performance to Current Plan • Issues Related to Predicted Failure to Meet Plan Milestones • Surprises as Evolving Environment Overtakes Current Plans 2 Issue Management • Mgmt Has Inconsistent Visibility of Performance; Fluid Rating Criteria • Teams Resist Quantitative Metrics; No Controlled Perf. Baseline • Frequent Problems Due to Failure to Meet Plan Milestones 1 Crisis Management • Program AND Enterprise Mgmt Frequently Involved in Cost, Schedule, and/or Performance Problems that Threaten Viability of the Program; • Chaos, Frustration, “Finger Pointing” Engineering & Technology Management Group 3/19/2018 7

En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log Program Styles Are Based On How We Manage Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Engineering & Technology Management Group 3/19/2018 8

Enterprise Baseline What the Company Brings to the Effort (HR, Financial Systems, People, Skills, Processes, Systems, Etc. ) Engineering & Technology Management Group En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log Product Baseline Performance Baseline no ch Economics Structure the Program By Structuring the Information The Reason for the Program’s Existence; The Product Baseline Evolves from “Back of the Envelope” to “ 10, 000 Parts flying at 50, 000 Feet” Te IMF – Four Program Baselines Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change How Performance to Plan Will Be Measured (Metrics, Thresholds, Formats, Reporting Frequency, Etc. ) Project Baseline The Framework for the Program (Contract, SOW, Schedule, Etc. ) 3/19/2018 9

History Management Society Legal Aspects Supply Chain Logistics y Program Integration with IMF log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Defined RAA for Everyone 1 Who Integrated Plans & Processes • • • Req’ts Baselines (CM) Performance Risk Integration • Program is a System of Systems • Proactive Boundary Spanning 3 How IMF What 2 Managed Information Product Baselin e Performance Baseline Project Baseline Enterprise Baseline Engineering & Technology Management Group 3/19/2018 10

En gin ee rin g y Management Tracking the Constant of Change - Defined Ownership - No Data Redundancy Rate of Change Enterprise = 0 Project = 0/Low Product = Very High Contract Deliverables Requirements Tailored Processes & Test Procedures Product Baseline Analytical Models Shop & Assy Program Mgmt Plan (PMP) Design Planning WBS Risk Mgmt Data Mgmt Tools & Systems IT Systems Enterprise Baseline Facilities Functions & Co. Es Engineering & Technology Management Group Integrated Mgmt Plan & Schedule (IMP / IMS) Earned Value Mgmt System Plan Policies, Common Processes Labs, M&S Project Baseline Stakeholder Mgmt: Communication, Conflict, Etc. , Plans Bill of Materials Financial/ Accounting Systems SOW Procedures Specs Risk db log History Management Society Legal Aspects Supply Chain Logistics Technical Multidiscipline Product Information Design Development The Baselines. . . Evolve! Tool Design no ch Economics Example Contents Tech Orders Te IMF - Four Program Baselines Risk Systems Engineering Human Resource Systems & Databases Analytical Tools Materiel, Suppliers, MRP Systems 3/19/2018 11

En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log IMF – Five Core Processes Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change • Manage Requirements – Project: Contract, SOW, IMP/IMS, Financials, Suppliers, etc. – Product Life Cycle: (Classical “Systems Engineering”) • Manage Baselines – Enterprise, Project, Product, and Performance Baselines – Identify, Lock Location, Control Configuration, Audit Compliance • Manage Performance to Plan – Status (Metrics), Risk, Decision Mgmt, Corrective Action – Drill-Down Integrated with Req’ts, Baseline, and Risk Mgmt Systems • Manage Risk and Opportunity – Focus on Risk to Meeting Requirements – Multi-Level From Tasks to Major Program Events • Integrate the Program – Proactive Boundary Spanning Processes, Customer Expectations, Planning, Communication, Information, Systems and Processes, Functions, Technical, Training, and Closeout Engineering & Technology Management Group 3/19/2018 12

En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log Integrated Management Framework (IMF) Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Where is IMF Applicable? Engineering & Technology Management Group 3/19/2018 13

y IMF Is Most Powerful When Product Baseline is Evolving History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te IMF and Program Type / Phase Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Concept Chart The ‘Area’ of the Program Type / Phase Implies the Degree to Which IMF Will ‘Help’ the Effort Technology Development & Risk Reduction Operational Needs & Requirement s Analysis 1 System Concept Selection, Down Select 2 3 Technology Upgrade & Insertion Concept System Development / Development Technology & Demonstration 4 Engineering & Technology Management Group 5 Production & Deployment Sustainment & Disposal 6 7 3/19/2018 14

History Management Society Legal Aspects Supply Chain Logistics y Questionnaires Guide Tailoring IMF to Program log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Type & Phase Complexity Technology # of People Identification Team Members Co. Located Development # of Skill Sets Insertion Length of Program Infrastructure Maturity System Other Bus Areas / Sectors on Team Operational Needs & Req’ts Analysis Suppliers on Team Concept Selection, Down Select Done Similar Tasks Before Concept Development / Demonstration Worked with Same Team Before System Development & Demonstration Funding Source Internal or External Cost Program Project Req’ts • Program Described (Road Map, Funding, SOW, Etc) • Key Personnel In Place / Trained • Qualified System Architect • Defined Enterprise Baseline • Comprehensive Scope Mgmt System • WBS, IMP, IMS • Schedules Integrated Vertically & Horizontally & Config. Controlled Product Req’ts • Integrated, Traceable System: Req’ts Analysis, Functional Analysis /Allocation, Trades, Decisions, V&V Baseline Mgmt • Program & Project Info Structured, Configuration Controlled, Audited, Available When Needed Performance Mgmt • Baselines with Rating Criteria • Structured Decision Making • Corrective Action System Sustainment & Disposal Priority Risk Mgmt • Event Based, Look-Ahead System Production & Deployment Worked with Same Customer Before Integration • Proactive, Customer Mgmt, Planning, Communication, Information, Systems & Processes Engineering & Technology Management Group 3/19/2018 15

En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log Integrated Management Framework (IMF) Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change What does IMF Look Like When Implemented? Examples of Some Key Elements of a Program Under IMF Engineering & Technology Management Group 3/19/2018 16

IMF Implementation Matrix Key: Manage Requirements Schedule Tree PIT Assessment Cycle Program Control Board Risk / Opportunity Board Process / System Board Weekly Program Reviews • • • Req’ts Mgmt Plan/Proc Quality & Security Plans Decision Mgmt Process Supplier Mgmt Plan/Proc Program Control Board Process Quality Audits Contract > SOW > Sched > Resources > Budget • ORD; MND • System Specs (Tree) • Specialty Integration • EDRM • Element / Subsystem (What are We Supposed to Do? ) Plan • Req’ts Anal / Func Anal Integrated Test Plans • “VCRI” • Slate • • • BL Mgmt Plan/Proc Des, Build, Supt. Plans JPCB, PCB Process Control Board Four Program Baselines • Config Mgmt Plan • CCB, SRB, ERB • Interface Control • Designs, Anal & Test Baseline Collect Data Integrate Evaluate Report • • Performance Mgmt Plan CPAR Mgmt Process Wkly Program Review EVMS, Sched Tracking, Issues Traffic • TPM Plan(s) & Process • Config. Change Traffic • Technical Performance • • • Risk Mgmt Plan/Proc Risk / Opp. Mgmt Board Look-Ahead, 90 day & IMP Risk/Opportunity DB Issue/Action DB • Technical Risk Mitigation Process Steps • • • Identify Customer Req’ts Develop System Req’ts Develop Product Req’ts Analyze & Validate Req’ts Define (Technical) Solution Verify and Validate Product Manage Baselines (BLs) (Config. Mgmt) (Write It Down) Evaluate Performance (How are We Doing? ) • • • Plan & Identify BLs Publish Manage Change Track Status Audit Integrity • • • Program Integration (Integrated Program Mgmt Plan) • IPT Handbook • Or Communication Plan System Integration (System Integration Plan) • • • Plans, Processes, Documents Meetings, Boards, (Team Interaction) Inputs, Outputs, Tools, etc. Core Process Plans, Documents, Mtgs, Boards, Tools, & Work Products (Examples Manage Risk / Opportunity (Will we Do It? & Can We Do it Better? ) Identify Analyze Plan Track Control Analysis/Model ICPs SEIT Cycle Config Control Boards Eng Review Board Design Reviews Working Group • Product Baselines Measurands Plans • Risk ID Matrices • Simulations • Waterfall Charts Element Integration • Drawing Tree • Interface Control Plans • SEIT Meetings Specs Standard Parts Process Specs Material Specs Component Acceptance Criteria Plans & Reports • Components / Parts, Subsys, SW • Interfaces, ICDs • Shortages, Rejects, MRB • IPD: Sched Commitment Tracking: Part: Design, Buy, Install, etc. • Make / Buy Decisions • Part Shortage Mgmt

• En gin ee rin g y • • History Management Society Legal Aspects Supply Chain Logistics log • • Economics no ch • • • Te Result of Sample Plan for Implementing IMF Situation at End of Month Three Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change IPMP and IPT Handbook Published Availability of Key Personnel Controlled Regular Meetings Controlled: Agendas, Attendance, Minutes Baseline Documents Indexed and Configuration Controlled IMP In Place Schedule Tree In Place & Schedules Vertically Integrated – Horizontal Integration Is In Work Integrating Charters (RAA) In Place Req’ts Mgmt System – Front End Implemented – Contract Parsed, Specs Depend on Maturity of Original System Event Based Performance Mgmt Implemented (Still Subjective) Decision Mgmt System – Front End Implemented – Program Control Board In Place – Corrective Action Board Meeting Monthly Risk Mgmt System Initiated (Depends on Maturity of Original System) Engineering & Technology Management Group 3/19/2018 18

Program Information Systems - Example y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Portal Configuration (& Change) Control System Program Mgmt Info System Interface Links PMIS Index & Repository Product Data Mgmt System Interface Design Data C/PIOS Req’ts Buy, Fab, Test Mgmt Sys Build System Data Interfaces to Other Systems Support Project Mgmt Info System Interface Project Mgmt Repository / Index Risk Mgmt Information System Interface Risk Decision System Risk Mgmt Risk Tracking Reporting Risk Decision System Indexing System (e. Risk) Risk Mgmt Risk Analysis / Reports Risk Decision Data Repository Database Repository Performance Mgmt Info System Interface Performance Mgmt System Project Performance Baselines Decision Mgmt System Tech. Performance Corrective Action System Baselines Corrective Action Performance Rpts Repository EVMS Schedules Budget Staffing Capital Etc. . Req’ts Mgmt Info System Interface Req’ts Mgmt System (SLATE) Req’ts Reports Repository Design Decision Index System Design Decision Data Repository (Trades, Mtgs, Decision Memos, Etc. ) Design Support Data Repository (Specs, Analysis, Test Req’ts & Reports) Engineering & Technology Management Group 3/19/2018 19

y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Product / Event Resp Org | | | ------- Te IMF - Performance Management Model, Procedures, Guides, & Checklists Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change • Program Management and Control Plan | • Performance Management Plan • Define Performance and Reporting Req’ts Procedure Program Level • Performance Management Checklist Event / Accom | | | Resp Sub Org ------- Task & Resp person Timeline | | | S • Performance Visibility & Database Mgmt System | • Flowdown of Performance Mgmt Req’ts to Suppliers Org/Team Level • Metrics Selection • Technical Performance Measurement (TPM) Procedure Plan | R OR # of Events Actual to Plan | | | Task Level Metric Timeline • Quantitative Mgmt Measurement Work Instruction • Performance System and Metrics Audits Work Inst • Performance Analysis Engineering & Technology Management Group 3/19/2018 20

y Integrated Management Framework (IMF) History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change How Do I Build an IMF on an Existing Program? Create the IPMP, IPT Handbook, and Supporting Docs from Templates That Include Tutorials and Example Formats Engineering & Technology Management Group 3/19/2018 21

En gin ee rin g y History Management Society Legal Aspects Supply Chain Logistics log IMF Tailored & Implemented By Two Documents Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change • Integrated Program Management Plan (IPMP) • Implements/Tailors IMF for the Program • Objectives, Schedules, Priorities • Mgmt Approaches for Every Area • Policy, Procedures, and Authorities • Replaces Multiple Independent Plans • IPT Handbook • Foundation for Program Integration • Tells Program Personnel • How the Program Will Operate • Charters and RAAs • Communication & Issue Resolution • Meetings – Who, What, When, Where Engineering & Technology Management Group 3/19/2018 22

y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Use Templates to Generate Integrated Program Mgmt Plan and Supporting Procedures Requirements Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Interactive Templates Contract Plans Government Regulations Integrated Program Mgmt Plan Corporate, Sector Shared Services, and Business Area / Homeroom Processes, Policies, and Guides Business Mgmt Materiel HR EL&T LOQA 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Introduction, Scope, Purpose Executive Summary Program Overview Organization Administration Management Systems Project Req’ts Mgmt System Life Cycle Mgmt Baseline Management Performance Mgmt Risk / Opportunity Mgmt Program Integration Engineering & Technology Management Group Procedures IPT Handbook Tailored Procedure Templates Integrates (Combines) • Program Management Plan • System Engineering Mgmt Plan • Risk Management Plan • Configuration Management Plan • Performance Management Plan 3/19/2018 23

Cycle Weekly Program Reviews y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change Strategic Rhythm / Horizontal Integration Week 1 Week 3 Week 4 Process • • • Week 2 Product Cost & Schedule Risk / Opp. • EVMS Data & Indicators • By Program & by Team • Performance to IMP/IMS • Top Issues & Risk and Associated Closure/ Mitigation Plans • Corrective Action Shortages Staffing Rework Audits Req’ts Volatility • Team Reports • Accomplishments • Customer Satisfaction • TPMs • Changes Special Topics / Action Items / Calendar Customer Satisfaction / Top Program Issues and Risks Engineering & Technology Management Group 3/19/2018 24

y History Management Society Legal Aspects Supply Chain Logistics log En gin ee rin g Economics no ch Te Integrated Management Framework (IMF) Summary Risk Systems Engineering Technical Multidiscipline Product Information Design Development Management Tracking the Constant of Change • IMF Is a Scalable Program Infrastructure That Uses System Engineering Principles To Implement an Executable Program • Features – Proactive Boundary Spanning – Four Baseline Categories – Five Integrated Core Processes • Implemented by Interactive Creation of – Integrated Program Management Plan – IPT Handbook Integrating Risk Management is Critical for Success Engineering & Technology Management Group 3/19/2018 25