111. Manage

Agenda for manage activity 1. Risks and TPPs 2. Issues and action items 3. Timeline 4. Plans 5. Changes and problems 6. Legal 7. Facilities, tools, and capital 8. Communications 9. Library

211. Manage

1. Risks and TPPs

DefinitionsReferencesSignificant areas of riskRisk managementIdentifying risksMonitoring risksControlling risks

1. Risks and TPPs

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DefinitionsRisk -- Things that could go wrong and cause

us a lot of troubleRisk management -- A means of comforting

ourselves about these risks so that we can sleep at night

1. Risks and TPPs

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References (1 of 2)

References (1 of 2)DoD 4245.7-M Transition to Production -- • Provides a mechanism for identifying risks in

transition to production. • Covers risks in design, test, production, facilities,

logistics, and management

1. Risks and TPPs

511. Manage

References (2 of 2) NAVSO P-6071 Best Practices -- How to

Avoid Surprises in the World’s Most Complicated Technical Process -- The Transition from Development to Production -- • A Navy complement to DoD 4245.7-M. • Gives traps in each area• Shows best and current practices, benefits,

escapes, alarms, and consequences

1. Risks and TPPs

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Significant areas of riskPerformance at the limits of the state of the artManufacture by a subcontractorManufacture in houseSoftware codingSoftware throughput and memoryWeight, power, and coolingCostReliabilityQuality

1. Risks and TPPs

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Risk managementIdentifying risksMonitoring risksControlling risks

1. Risks and TPPs

811. Manage

Identifying risks (1 of 2)

Often risks are defined by a committee to smooth variations among the ways that different people look at risks

Risks are identified for each productA risk may be carried to higher products if the

risk is significant at the higher level

1. Risks and TPPs

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Identifying risks (2 of 2)The number of risks tracked for any product is

often limited to 10-20 so that dealing with them is practical

Identification may be based on prior experience, use of templates from documents such as • DoD 4245.7-M Transition to Production, • Risk Management: Concepts and

Guidance by the Defense Systems Management College

1. Risks and TPPs

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Monitoring risks (1 of 8)

Watch listRisk displayTPPsExample TPPs

1. Risks and TPPs

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Monitoring risks (2 of 8)Watch list

• The list of risks• Identification of the type of risk

• Technical• Cost• Schedule

• Level of risk as low, moderate, or high• Monitoring method for each risk• Control methods to mitigate each risk• Criteria for triggering each control method

1. Risks and TPPs

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Monitoring risks (3 of 8)

High

Significant

Moderate

Slight

Low

Low Moderate HighSlight Significant

Probability of occurrence

Impact of occurrence

Tech Cost Schedule

Risk displayRisk display1. Risks and TPPs

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Monitoring risks (4 of 8)TPPs

• A collection of technical performance measurements (TPPs) that are monitored to ensure product success

• Each TPP is maintained on a separate graph• Each TPP graph shows acceptable and

unacceptable ranges for the parameter• Each TPP graph shows requirement and goal

for parameter

1. Risks and TPPs

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Monitoring risks (5 of 8)

• Each TPP shows a plot of parameter value Vs time over the product development life

• Not all risks can be monitored by TPPs• Example -- ability of a subcontractor to

produce a new hardware assembly

1. Risks and TPPs

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Monitoring risks (6 of 8)Example TPPs

• Performance• Weight• Power• Cooling• MTBF• Unit production cost

1. Risks and TPPs

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Monitoring risks (7 of 8)

• Life cycle cost• Computer throughput• Computer memory• Staffing• Build and test schedule

1. Risks and TPPs

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Monitoring risks (8 of 8)

50

100

Throughput

SRR PDR CDR Delivery

History

Acceptable

Unacceptable

Requirement

Example of tracking computer throughput TPPExample of tracking computer throughput TPP

1. Risks and TPPs

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Controlling risks (1 of 6)Goal -- each risk should be

low by critical design reviewMethods

• Avoidance

• Prevention

• Assumption

• Transfer

• Knowledge

1. Risks and TPPs

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Controlling risks (2 of 6) Avoidance

• Avoid the risk by choosing the product concepts conservatively

• Not all risks can be avoided• Avoiding a risk in one area may transfer it to

another

1. Risks and TPPs

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Controlling risks (3 of 6)Prevention

• Develop alternative lower risk solutions• Example -- develop two mother boards for an

electronic unit to allow use of a second design if the first doesn’t work

• Any alternative must be achievable within the time needed for the product development

1. Risks and TPPs

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Controlling risks (4 of 6)Assumption

• Acknowledge that the risk exists but be willing to accept the consequences if something goes wrong

• Example -- using a lower product in product build and test before the lower product has been tested

1. Risks and TPPs

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Controlling risks (5 of 6) Transfer

• Transfer risk from customer to contractor by warranties, performance incentives, cost incentives, and fixed price contracts

• Contractor bears consequences of failure

1. Risks and TPPs

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Controlling risks (6 of 6)Knowledge

• Simulation and prototyping to understand the risk and find ways to offset it

• Early development or test to uncover problems in time to deal with them

1. Risks and TPPs

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2. Issues and action itemsDefinitionsProcess

2. Issues and action items

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DefinitionsIssue

• A major question to be resolved• Important in keeping on top of concerns

that don’t fall clearly within anyone’s RAAAction item

• Question that needs to be answered or a task that needs to be done

• Often a result of a meeting

2. Issues and action items

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Process

1. Open 2. Assign

3. Hold 4. Reject

5. Define stakeholders

7. Agree 8. Capture 9. Communicate 10. Close

Note: It is important to get buy-in of the process from all stakeholders

6. Solve

2. Issues and action items

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3. Timeline Purpose of timelineProduct life cycleDevelop phasePost-develop phase

3. Timeline

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Purpose of timeline

build verify

field test and validate

train

operate

maintain

support

produce

upgrade

dispose

Timeline uncovers design and support issues

3. Timeline

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Product life cycle

Phases

Time

Pre-develop

Post-develop

Develop

3. Timeline

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Develop phaseSub-phases

Time

Understand customer

Design

Acquire products

Build

Verify

Sell off

3. Timeline

3111. Manage

Post-develop phaseSub-phases

Time

Train

Produce

Upgrade

Maintain

Operate

Dispose

Field test and validate

Support

3. Timeline

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4. PlansDefinition of a planThoughts on planningWhat to planExample plansPlan elementsMaking plans usefulSystem engineering management plan (SEMP)Disposition of plans

4. Plans

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Definition of a planA plan is a statement of what we’re going to doDesign is a plan

4. Plans

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Thoughts on planning“Plans are nothing, planning is everything.” --

General Dwight D. Eisenhower“Planning is nothing, executing the plan is

everything.” -- editorial“Plan what we do and do what we plan” --

unknown

4. Plans

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What to plan

Management objectsActivities

4. Plans

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Example plans (1 of 8)Manage activity

• People: staffing plan• Budget and schedule: cost/schedule control

plan• Risks and TPPs: risk management plan• Facilities: facilities plan• Tools: tools plan• Capital: capital plan

4. Plans

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Example plans (2 of 8)

• Communications and library: information control plan, documentation plan, drafting plan

• Problems and changes: configuration management plan

• Legal: contracts plan, warranty plan

4. Plans

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Example plans (3 of 8)

Understand customer activity• Requirements: requirements management

plan

4. Plans

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Example plans (4 of 8)

Design activity• Development: product development plan• Design: design guides• Cost: DTC/LCC plan• Safety: safety plan, hazardous material

plan• EMC: EMC plan• Reliability: reliability plan

4. Plans

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Example plans (5 of 8)

• Quality: software quality plan, hardware quality plan

• Human engineering: human engineering plan

• Producibility: producibility plan

4. Plans

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Example plans (6 of 8)Acquire products activity

• Acquisition: subcontracting plan, material plan, parts control plan

Build activity• Build: build plan

Verify: activity• Test: test plan

Sell-off activity• Sell-off: contract close-out plan

4. Plans

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Example plans (7 of 8)Field test and evaluate activity

• Validation: test evaluation master planTraining activity

• Training: training planOperate activity

• Operation: timelineMaintain activity

• Maintenance: maintainability planSupport activity

• Logistics: logistics support analysis plan, integrated support plan

4. Plans

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Example plans (8 of 8)Produce activity

• Production: transition to production planUpgrade activity

• Upgrade: planned product performance improvement (P3I)

Dispose activity• Dispose: disposal plan

4. Plans

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Plan elementsA plan answers the following questions

• What are we going to do• How are we going to do it?• When are we going to do it?• How will we know we are done?• Who has RAA?• Who are the stakeholders -- especially the

users• What resources do we need and who needs

to help us?

4. Plans

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Making plans useful (1 of 2)Obtain agreement from stakeholders --

especially users -- that they will use the planSometimes, the customer will specify the

content and format of the planEmbed the plan into schedules, processes, and

tools. Ideally, the plan can then be retired.

4. Plans

4611. Manage

Making plans useful (2 of 2)Use plans to define what each activity is to doEliminate duplication among plansAvoid putting frequently changing information

such as schedules, organizations, requirements, and design descriptions into plans

4. Plans

4711. Manage

SEMP (1 of 2)Definition

• The system engineering management plan (SEMP) is the top-level technical management document for integrating engineering activities

Contents• Technical program planning and control• System engineering process• Engineering specialty integration

4. Plans

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SEMP (2 of 2)

Context• In the context used here, it duplicates the

plans already listed• Often, the SEMP is part of the contract, it is

developed without inputs from a majority of stakeholders, and is not widely used because of these two factors

4. Plans

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Disposition of plans

4. Plans

plans plans

schedules

products

processes

remain

embedded in

embedded in

embedded in

Embedding a plan in an existing schedule, product, or process reduces the number of management objects

that must be maintained

Embedding a plan in an existing schedule, product, or process reduces the number of management objects

that must be maintained

5011. Manage

5. Changes and problems

ConfigurationsChangesProblems

5. Changes and problems

5111. Manage

Configurations (1 or 2)Purpose

• Configurations allow us to identify and control what we have specified, designed, acquired, built, tested, and sold

• Without controlled configurations, working together on an evolving product can become confusing

Strategies• Establish configuration management at the top-

level product• Establish configuration management at each

product

5. Changes and problems

5211. Manage

Configurations (2 or 2)Configured Baselines

• Configuration baselines plus approved changes from those baselines constitute the current configured baseline.

Types of Baselines• Functional -- Normally placed under control at

DEM/VAL• Allocated --Normally established at PDR -- no

later than CDR• Performance -- Established after PCA. There is

a product baseline for each configuration item

5. Changes and problems

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Changes (1 of 2)Purpose

• Changes occur throughout the development of a product

• Configuration management documents each configuration, controls changes, and records the changes

5. Changes and problems

5411. Manage

Changes (2 of 2)

The configuration management change process can have the same structure as other changes processes -- such

as the process for handling action items and issues

The configuration management change process can have the same structure as other changes processes -- such

as the process for handling action items and issues

1. Open 2. Assign

3. Hold 4. Reject

5. Define stakeholders

7. Agree 8. Capture 9. Communicate 10. Close

6. Solve

5. Changes and problems

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Problems (1 of 5)Purpose

• Problems occur throughout product development• A problem notification system captures each

problem and manages the problem to solution

5. Changes and problems

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Problems (2 of 5)Problem notification

• No penalty for problems -- people should be encouraged to get problems identified for solution and the project shouldn’t be penalized for identifying problems

• Number of problems as a metric -- using the number of problems as a metric is valuable but can appear as a penalty for identifying problems

5. Changes and problems

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Problem (3 of 5)Priorities

• Assigning each problem a priority separates problems that must be fixed quickly from problems that needed to be monitored or just noted

• Two categories of priorities are urgency and severity• Essential• No work around• Work around• Inconvenience• Enhancement

5. Changes and problems

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Problem (4 of 5)Problem statuses

• Open and active• Open and monitor• Closed

5. Changes and problems

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Problems (5 of 5)

Another example of a change process using the same steps

Another example of a change process using the same steps

1. Open 2. Assign

3. Hold 4. Reject

5. Define stakeholders

7. Agree 8. Capture 9. Communicate 10. Close

6. Solve

5. Changes and problems

6011. Manage

6. LegalLegal exists to handle contractual and other

issues and is often done with cooperation of a contracts person or lawyer

6. Legal

6111. Manage

7. Facilities, tools, and capitalFacilities -- space, utilities, furnitureTools -- computers, software, build and test tools Capital -- equipment falling under special provisions.

Also government furnished equipment

7. Facilities, tools, and capital

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8. CommunicationsDefinitionPaperE-mailVideo

8. Communications

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DefinitionInformation exchanged among people

8. Communications

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PaperAllows low costLimits communications to being slowerRequires more space to store

8. Communications

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E-mail (1 of 2)E- mail benefits

• Promotes rapid communications• Allows replies and forwarding• Allows electronic capture of

communications• Allows electronic scheduling and status of

facilities such as conference rooms

8. Communications

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E-mail (2 of 2)

E- mail requirements• Requires common set of tools for

attachments• Requires discipline in address lists to

ensure only proper people receive messages

• Requires discipline to avoid having an e-mail battle

8. Communications

6711. Manage

VideoCuts travel expensesRequires high capacity transmission linesRequires discipline in meetings (use of mute,

camera, and split-screen)Requires scheduling to handle ad hoc meetings

8. Communications

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9. LibraryDefinitionExample contents of a libraryTechniques

9. Library

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DefinitionThe collection of information shared by the

project personnel

9. Library

7011. Manage

Example contents of a library (1 of 4)Manage

• Staffing

• Budget and schedule

• Risks and TPPs

• Issues and action items

• Plans

• Configurations, changes, and problems

• Processes

9. Library

7111. Manage

Example contents of a library (2 of 4)

Understand customer• contract, spec, interfaces, reviews

Design• Concept and design• Lower contracts, specs and interfaces• Studies• Reviews

9. Library

7211. Manage

Example contents of a library (3 of 4)Acquire products

• Lower test specs and results• Lower budgets and schedules• Lower risks and TPPs• Lower issues and actions• Lower plans and reviews• Lower contract deliverables and sell-

off agreement

9. Library

7311. Manage

Example contents of a library (4 of 4)Build

• Build plan and steps• Build steps

Verification• Test plan, spec, procedures• Verification results• Reviews

Sell off• Agreement and contract deliverables• Audits

9. Library

7411. Manage

Techniques

Paper

Files within a

file manager

Data base

Files within an intranet

Understandable 10 9 7 8Electronic no yes yes yesEasy to enter data 7 10 7 10Easy to view data 10 9 3 10Easy to keep current 3 10 7 9Easy to correct 3 10 7 10Easy to navigate 6 8 3 10Easy to capture design 5 10 3 10Acceptability 10 9 5 8

Library needs to be easy to get information into & out of. Several method exist. Intranet is becoming popular

Library needs to be easy to get information into & out of. Several method exist. Intranet is becoming popular

Method

9. Library