Systems Engineering Management

1. Systems EngineeringManagement MSE607BChapter 6 Part I of IISystem Engineering Program Planning

2. Learning Objectives • Introduce system engineering program planning • First step in system management • Material presented in this module leads into the discussion of: • The organization for system engineering in module 7 • System engineering program evaluation in module 8

3. System Engineering Process • An iterative problem solving process based on the fundamental cycle of analyse-synthesise-evaluate • Provides a comprehensive process for transforming a simple statement of user need into a complex fielded system • Provides the information by which the process can be managed and improved

4. Management of System Engineering • System engineering is applicable in all phases of life cycle • Greatest benefits are derived from emphasis in early stages

5. Management of System Engineering • Objective is to influence the design in the early phases of acquisition, effectively and efficiently • Leads to the identification of the individual design disciplinary needs proceeding from system level to subsystem levels • Goal is to ensure that requirements are properly balanced and integrated • Applicable engineering disciplines responsible for the design of the individual system elements to be properly integrated • System engineering first establishes the requirements then ensure proper integration throughout the life cycle • System engineering is applicable in all phases of life cycle • Greatest benefits are derived from emphasis in early stages

6. Integration of Disciplines

7. Management and Technology Applied to the System Engineering Process

8. System Engineering Program Requirements • First step in the planning process • Involves definition of program, or project, requirements • Every program is different • It is essential that system engineering requirements be tailored accordingly • Concepts and methods described throughout this module are applicable to all programs • Only the nature and depth of application may vary

9. System Engineering Planning

10. The Need for Early System Planning • System engineering is continuous • Commencing with the definition of a need and extending • Through the development of the System Engineering Management Plan (SEMP) • As system-level requirements are defined, the planning process leads to the identification of activities to be accomplished to fulfill those requirements • Design and management decisions at this stage in the system life cycle have great impact on program activities later on • Need a complete and well-integrated planning effort • Implemented from the beginning

11. Determination of Program Requirements • Program Requirements • Refer to the management approach and steps to be followed in the procurement and/or acquisition of the system in response to a stated need • Identification of the resources required • Program structure should be established that will enable cost effective: • Design and development • Production and/or construction • Delivery of the system to the consumer

12. Determination of Program Requirements (cont.) • Includes identification of : • Program functions and detailed tasks • Development of an organizational structure • Development of a work breakdown structure (WBS) • Preparation of program schedules and cost projections • Implementation of program evaluation and control capability • Program plan provides the necessary day-to-day management guidance

13. System Engineering Management Plan (SEMP) • Developed based on the Program Management Plan (PMP) • Covers all management functions associated with system engineering activities • Constitutes chief engineer’s plan for identifying and integrating all engineering activities. • Preparation is the responsibility of the “system manager” • May be accomplished by the customer or by a major contractor

14. System Engineering Management Plan (SEMP) (cont.) • Must be developed directly from the top-level Program Management Plan (PMP). • Responsibility must be clearly defined and supported by the program manager. • Must be the key top-level design engineering plan • Content tailored to the system requirements, program size and complexity, and nature of the procurement and acquisition process

15. Statement of Work (SOW) • A narrative description of the work required for a given project • General guidelines: • Short and to the point • Written in a clear and precise manner • Avoid ambiguity and the possibility of misinterpretation • Describe requirements in sufficient detail • Consider practical application and possible legal interpretations • Avoid unnecessary repetition and incorporation of extraneous material and requirements • Can result in unnecessary costs • Do not repeat detailed specifications and requirements already covered in referenced documentation

16. Definition of System Engineering Functions • Cover a broad spectrum of activity • Fulfillment of objectives require involvement in almost every facet of program activity • Overall basic goals for system engineering: • Requirements developed through iterative requirements analysis • System design alternatives properly evaluated against meaningful, quantifiable criteria

17. Definition of System Engineering Functions (cont.) • Overall basic goals for system engineering: • All applicable design disciplines and specialty areas appropriately integrated into the total engineering effort • Overall system development effort progresses in a logical manner • Established configuration baselines, formal design review, proper documentation supporting design decisions, and necessary provisions for corrective action • Various system elements/components are compatible with each other • Combined to provide an entity that will perform its required functions

18. System Engineering Tasks

19. Definition of System Engineering Tasks • Critical tasks • Perform a needs analysis and conduct feasibility studies • Define system operational requirements, maintenance concept, and TPMs • Prepare the system Type “A” specification • Prepare Test and Evaluation Master Plan • Prepare the System Engineering Management Plan • Accomplish functional analysis and allocation of requirements

20. Definition of System Engineering Tasks (cont.) • Critical tasks • Accomplish system synthesis, analysis, and design integration functions on a continuing basis throughout the overall design and development process • Plan, coordinate, and conduct formal design reviews meetings • Monitor and review system test and evaluation activities • Plan, coordinate, implement, and control design changes • Initiate and maintain production and supplier liaison, and customer service activities

21. System Engineering Organization and Interfaces

22. System Engineering Interfaces • Interface • A statement of the functional requirements and constraints that exist at a common boundary between • Two functions (functional interface) • Two configuration items (physical interface) • Interface definition and management is essential • Breaking down the system into subsystems, modules and components to reduce complexity may result in interface complexity • There must be a balance between the complexity of any element and the complexity of any associated interface

23. System Engineering Organization • Must lead and ensure tasks are completed in an effective, efficient, and timely manner using system-level technical expertise and leadership • Must work with, influence, and inspire many other groups within the project • Must have the respect and cooperation of the other required functions

24. System Engineering Organization (cont.) • May be contained within the customer’s organization, with various responding subgroups within the contractor’s organization • In a contractor’s organization basic structure may constitute: • A functional approach • A project/product line approach • A matrix approach, or • Various combinations thereof. • Advantages and disadvantages associated with each of these approaches • Essential to recognize if the organization is to work effectively • Need to consider external interactions involving subcontractors and suppliers,

25. 01-00-00 System XYZ Level 1 01-04-00 Activity d 01-02-00 Activity B 01-01-00 Activity A 01-03-00 Activity C Level 2 01-02-04 Function 4 01-02-01 Function 1 01-02-02 Function 2 01-02-03 Function 3 Level 3 Contract Work Breakdown Structure (CWBS) Preliminary System Design Phase Contract Work Breakdown Structure (CWBS) Detail Design and Development Phase Partial Work Breakdown Structure Development

26. Development of a Work Breakdown Structure (WBS) • Large projects organized and comprehended by breaking them into smaller pieces • A collection of defined "work packages" that may include a number of tasks • A $1,000,000,000 project is simply a lot of $50,000 projects joined together • Used to provide the framework for organizing and managing the work

27. Development of a Work Breakdown Structure (WBS) (cont.) • Our brains can normally comprehend around 7-9 items simultaneously • WBS helps break thousands of tasks into chunks that • Preparing and understanding a WBS is a big step towards managing and mastering its complexity • Used at project start for: • Defining scope • Organizing schedules • Estimating costs • Lives throughout the project in project schedule and used for reporting costs • May be used to identify/track work packages, organize data for reporting, etc.

28. Level 1 Level 2 Level 3 3A1100 Project Management 3A1200 System Engineering 3A1300 Configuration Management 3A1400 Contract Management 3A1500 Data Management 3A1600 Integrated Logistics Support 3A1700 Supplier Management 2A1000 System/Program Management 3B1100 Basic Research 3B1200 Applied Research 3B1300 Technology Development 2B1000 Research and Development 3C1100 Airframe 3C1200 Propulsion 3C1300 Communications 3C1400 Navigation/Guidance 3C1500 Fire Control 3C1600 Countermeasures 3C1700 Reconnaissance Equipment 3C1800 Flight Controls 3C1900 Auxiliary Electronics 3C2000 Armament/Weapons Equipment 3C2100 Hydraulic Equipment System XYZ 2C1000 Prime Mission Equipment 3D1100 Peculiar Support Equipment - Organizational Level 3D1200 Peculiar Support Equipment - Intermediate Level 3D1300 Peculiar Support Equipment - Depot Level 3D1400 Common Support Equipment - Organizational Level 3D1500 Common Support Equipment - Intermediate Level 3D1600 Common Support Equipment - Depot Level 2D1000 Support Equipment Sample WBS

29. Specification/Documentation Tree

30. Specification/Documentation Tree (cont.)

31. Specification/Documentation Tree (cont.)

32. Specification/Documentation Tree (cont.) • Provides a hierarchical description of the various specifications for a systems development as part of a systems engineering process • Developed from the top down, commencing with the preparation of the system specification • Subsequently, additional specifications are applied • Top down development of design requirements is critical • Meet the system engineering objectives

33. Specification/Documentation Tree (cont.) • Extreme care must be exercised in the initial identification and application of specifications and standards • Costly results if proper level of attention is not directed from the beginning • Critical task is tailoring specifications to particular system application

34. Technical Performance Measurement (TPM) • Key indicator of progress, parameter or a metric that can be used to monitor the progress or performance of selected requirements • Monitored to ensure that it remains within tolerances as an indication of the progress of the design • One of the most commonly used systems engineering tools. • Identified at a very early stage in the systems engineering process • During Conceptual Design • Progress is continually monitored throughout the Acquisition Phase as a major risk-mitigation measure

35. Development of Program Schedules • Individual program tasks are presented in terms of a time line • A beginning time and an ending time • Developed to reflect work requirements throughout all phases of a program • Commences with identification of major program milestones at the top level • Proceeds downward through lower levels of detail

36. Development of Program Schedules (cont.) • A system engineering master schedule (SEMS) is prepared: • Laying out major program activities on basis of elapsed time • Serves as a reference for a family of subordinate schedules • Progress against a given schedule is measured at the bottom level • Task status information is related to appropriate cost account • Techniques: • Bar chart • Milestone chart • Combined milestone/bar chart

37. Program Schedule – Sample Bar Chart

38. Program Schedule – Sample Milestone Chart

39. Summary • Topics • System engineering program requirements • System engineering management plan (SEMP) • Determination of “outsourcing” requirements • Integration of design specialty plans • Interfaces with other program activities • Management methods/tools • Risk management plan • Global applications/relationships

40. Homework Assignment • Chapter 6 Part I – Textbook page 334 • Answer questions 1, 3, 9. • Continue to read Chapter 6 - Engineering Program Planning • Pages 292-334

41. Questions? Comments?