DSE 2008-2009 Design Synthesis Exercise Ricky Curran, AMO Michel van Tooren Rob Hamann SSEDesign of Aircraft & Rotorcraft Aerospace Engineering Workshop

DSE 2008-2009

Design Synthesis Exercise

Ricky Curran, AMO Michel van ToorenRob Hamann SSE Design of Aircraft & Rotorcraft

Aerospace Engineering

Workshop PM – SE2009-2010DSE

DSE 2008-2009 PM/SE WS-2

Contents

• PM/SE workshop, part I • Project Management

• Introduction• Why project management• Project management in the DSE

• Phasing: Start-up vs. Execution

• Basis: The Multi-element Statement of Work

• Methodology: simplified professional PM

• References• Part 1: Project

definition and organization

• Part 2: Project planning

• Part 3: Project control

• PM/SE workshop, part II• Systems Engineering

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Introduction: Learning goals DSEProject Management / Systems Engineering

The student shall be able to• Select and use Systems Engineering methods and tools

required to successfully complete a multi-disciplinary product development project• Based on (customer or market driven) mission and user

requirements• With limited resources and time

• Organize and control the project efficiently• Report the resulting design and design choices explicitly

and effectively

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Introduction: Use of PM/SE workshop for the Design Synthesis Exercise

It operationalizes techniques treated in the course ae3-S01, Systems Engineering & Technical Management Techniques, for the Design Synthesis Exercise, aiming specifically at:

• Project Plan• Mission Need Statement• Project Objective Statement• Work flow diagram / D&D logic• Work Breakdown Structure• Organogram• Gantt chart• Schedule risk assessment

• Functional analysis• Functional flow diagram• Functional break down

• Requirements analysis• Requirements Discovery Tree

• Risk analysis• Technical Performance

Measurement• Technical risk assessment

• Interface identification – N2 Chart

• Design option analysis• Design option tree• Preparing for trade-off and

performing it• Presenting trade-off results

• Presenting the design explicitly and effectively

• Development logic & cost estimate

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PROJECT MANAGEMENT

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Why project management (1)

DSE: 10 students 10 weeks of work

= 4000 hrs of design and engineering

‘Market Value’: around 300.000 euro

Which customer wouldn’t like to know in advance what he will get for this amount of money?

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Necessary professional skills for

both scientists and engineers

Applied in: • Research projects (EU, NIMR, STW etc.)• Commercial projects• Other activities

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• Risk management: can I deliver what I promise? • Trade-offs: which combination of results, budget and

resources is acceptable/optimal for client

and supplier?• Communication: tell what you are going to do for the money

of your client

In acquisition/start-up phase, project plan for:

Budget

Resources Results

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• Risk management: Do we progress as foreseen, where do we

need changes (budget, resources, results) • Trade-offs: which changes in combination of results,

budget and resources is acceptable for

client and supplier?• Control/communication: inform client/management/finance and

team members

During project execution all:

Budget

Resources Results

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Industry tendency to go to concurrent engineeringSo chaos will result without planning

Sequential designConcurrent engineering

New activities are started when the previous step(s) is/are finished and verified

New activities are started before previous step(s) is/are finished: data used is often preliminary and not verified

Time to market push

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Project management in the DSE

Project Plan

1. MNS, POS

2. Work flow diagram / D&D logic

3. Work Breakdown Structure

4. Organogram

5. Gantt chart

In start-up phase:How did we came up with a process flow to get to the required end result?

How can I divide the work in packages

What organisation do I need to get the work done (for DSE: limited to organisation within the project team)? Who is responsible for what?

How can I divide the work packages in activities that can be assigned to individual team members and how should I organise these tasks in time so I can do all the work with the available resources leading to a result that is acceptable to the customer

What should the product doWhat should we do

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In execution phase:

• Progress checks (use of roll-up bars in Gantt chart)• Planning updates

• Re-scheduling in case of a too sportive/too conservative planningunexpected results

• Re-assignment of resources• Increasingly detail planning (e.g. per week/day)

Should be reflected in updated Gantt-sheets

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Mission Need Statement and the Project Objective Statement

Project plan is based on the:

In case of the DSE the MNS is mainly predefined. Complication: different parties want something from the project teams:• The project supplier• The SE-teachers• The ‘presentation’ teachers• The ‘sustainable’ teachers• Etc.

So the POS and the resulting planning are a compromise

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All elements of the POS and the MNS should flow down in the project plan

Remember that there are people that are checking all the assignments and they do not want to read 16x25 pages: be gentle.

Important:

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DSE PM is simplified version of professional project management.

Example professional methodology:Harvard University definition of PM

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Project Management in the DSE

1. Use the Survival Kit for the Project plan contents and the principles of Project Management

2. Use Microsoft Project for your Gantt sheets 3. Update the planning and the Project definition part of the

Project Plan during project execution

Remember• PM is a process so put its related tasks also in your

planning• Projects need clear results (deliverables) to be obtained

within a limited time and with limited resources (use Is/is not table to prevent ambiguity if necessary)

Student instructions

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To define a project and its organisation you need 1. An objective (POS, MNS), 2. Deliverables 3. A risk assessment4. A team5. Some rules for the team6. A design and development logic7. Coordinated actions assembled in a Gantt chart.8. A Project Plan that reports item 1 to 6

Project definition and organisation

Ad.5: Basic procedures like quality checks on reports, use of formats, issuing etc., should be organised.


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The Project Manager puts the POS and MNS together with the major deliverables and milestones in a document, which he makes available to project team members, the tutor and coaches.

Project Management in the DSEProject definition and organisation

The Project Objective Statement and Mission Need Statement should preferably:

• Be composed in 25 or fewer words (to force precision)

• Written in plain language, avoiding jargon and acronyms

• Be clear and concise

Major deliverables, being central to a project's success, should be well defined and clearly understood. (for example using the ‘Is/Is Not’ Process)

DSE 2008-2009


Project definition and organisation

Take your time to agree on POS and MNS and try to make it as clear as possible. Ask your tutor for feedback on your interpretation of the project.

Go fast by starting slow!

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Example Is / Is Not Process:


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Define project procedures

Actions to be taken in this step:• Specify when and where the team will meet, who will attend meetings, and what topics will be

discussed• Establish attendance rules • Establish participation guidelines • Define report template• Define document issue procedures (version control !!)• Define planning procedures• Define how to inform each other on changes and updates• Get contact data clear


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• Key steps in this set of activities: • Develop Design & Development Logic (Work Flow Diagrams

+ explanation in clear text)• Develop the Work Breakdown Structure• Develop the Schedule• Develop Risk Management Plans

Project planning

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Some tools: Design & Development Logic• Work Flow Diagram

• Show activities (verbs) and deliverables (nouns) and their mutual relation

• Add attributes where useful• Responsible,• Effort (hours)• Throughput time

Input 1

Input 2

Input 3

Process draftoutput 1

Perform subtask3

Review draftoutput 1

Perform subtask1

Perform subtask2

Draftoutput 1

Prepare finaloutput 1

Sign & issueoutput 1 Output 1

A

AA AAB

C

206040

40

1020

50

A 10

responsible hours throughput time

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How to make a flow diagram or a tree diagram1. Write products, activities, elements, functions, etc. on separate

“stickies” (PostIts)2. Use, if necessary, different colors to distinguish different “units”3. Paste the stickies on a large sheet of paper (e.g. flip over chart) in

the order you think they should be4. Shuffle the stickies until you are sure they are in the good order;

produce additional stickies if you have forgotten something5. Finally, draw the lines indicating the relation between the stickies6. When finished, reproduce the final version with whatever means

you want

Never try to make your diagram from scratch in one of those fancy drawing programs The only guaranteed result is, that you waste mountains of time in non-

creative activity

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Example:Planck Payload Module fast prototype

S t r a y l i g h t s h i e l d

S p e c u l a r s c r e e n s

S V M

SVM: Service Module

Slow spin

Beam direction

sun

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Example:Project characteristics• Planck monitors back ground radiation of the (cold)

celestial sky• Low heat flow to 0.2 K detectors required• 400 wave guides connect cold detectors to warm

spacecraft• Payload shall remain well aligned during integration, test,

launch and operation

close interaction of structural, thermal and integration aspects of payload

module is a feasibility issue: fast prototype to study this

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Example:Work Flow Diagram

Generate FEmodels

2320

Perform ThermalSizing

(operational)2330

Prepare Design &Analysis Report

2310,2320,2330

PerformMechanical Sizing

(launch)2320

GenerateConcept 3D-CAD

Model2310

B/LConcept

1000

Preliminary TemperatureData for Straylight Analysis

2240

PreliminaryPower Budget

2310

Perform ThermalAnalysis

(operational)2330

Perform StructuralAnalysis (launch)

2320

Generate ThermalModel

2330

EMCGuidelines

2200

Preliminary MassBudget & I/F's

2310; 2200

Generate Sized3D-CAD Model

2310

TelescopeSizing2340

Establish B/LIntegrationApproach

2310

Integrate FEM's& Finalize Struc-

tural Analysis2320

I/F Data2220; 2230

Refine 3D-CADModel

2310

PreliminaryAlignment Budget

2310

Perform Deform-ation Analysis(operational)

2320

Update ThermalModel & FinalizeThermal Analysis

2330

Straylight Anal. 2240Power

Budget 2310

PrepareIntegration Mock-

up Definition2310

AlignmentBudget

2310

Finalize Deform-ation Analysis(operational)

2320

ResultsPhase 1

A

A

Telescope Data2340

MassBudget

2310

EstablishIntegration Flow

2310

A

to Phase 3

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Work Breakdown Structure

Actions to be taken in this step:• Identification of all tasks/activities (Breakdown of the work packages)

Include tasks as planning the project, approval cycles, testing,

printing, etc.• Estimate the time each task will take (in hours, days, months or

whatever is appropriate)• Assign owners to the lowest level tasks

Try to have only one owner per task


This can all be done in Microsoft Project, including WBS coding, etc.

The WBS is a hierarchical breakdown of all work required to achieve the scope portion of the project objective.

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Work Breakdown Structure – Example:


It is subjective to make a distinction between Workpackages and Tasks

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Develop the scheduleActions to be taken in this step:

• Identify all dependencies between tasks (determined by the flow coming from the D&D-logic)

• Assign work estimates to the lowest level tasks• Review with the team estimates for longer or more

ambiguous tasks• Create a Gantt Chart (includes milestone definition)


This can all be supported with Microsoft Project, including WBS coding, checks on over-allocation, links between tasks, network diagrams etc.

The resulting planning must be agreed upon by the team! Agreement on what is expected, the activities required to meet the expectations and the time scheduled to get there

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Intertask relationships

Task ATask A

Task A

Task B

Task B

Task B

Finish-to-start (FS)

Start-to-start (SS)

Lags


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Gantt sheet example,made withMicrosoft Project

ID WBS Task Name

0 0 WBSchart11 1 FML-WBD Project

2 1.1 Plan the project

3 1.1.1 Determine Project Objective

4 1.1.2 Plan the project framework

5 1.1.3 Develop WBS, Schedule & Resources

6 1.1.4 Review & Approve Project Plan

7 1.2 Develop design tools

8 1.2.1 Develop FML analysis tool

9 1.2.2 Develop acoustic analysis tool

10 1.3 Develop Material Specifications and the New FML

11 1.3.1 Develop Material Specification

12 1.3.2 Develop material concepts

13 1.3.3 Analyse material concepts

14 1.3.4 Select and elaborate material concept

15 1.3.5 Verify material properties by tests

16 1.4 Design FML-WBD

17 1.4.1 Develop WBD Specifications

18 1.4.2 Develop WBD concepts

19 1.4.3 Analyse Analyse WBD Concepts

20 1.4.4 Select and detail WBD Concept

21 1.4.5 Document WBD Design

22 1.5 Produce WBD Demonstrator

23 1.5.1 Develop material and process specifications

24 1.5.2 Perform production development tests

25 1.5.3 Develop tooling specifications

26 1.5.4 Produce tooling

27 1.5.5 Produce door

28 1.6 WBD acoustic testing

29 1.6.1 Develop test specification

30 1.6.2 Develop test set-up

31 1.6.3 Produce and install test set-up

32 1.6.4 Perform test

33 1.6.5 Process test data

34 1.7 Close out project

35 1.7.1 Document tools

36 1.7.2 Document tests

37 1.7.3 Document design and analysis

38 1.7.4 Perform lessons learnt session

D J F M A M J J A S O N D J F M A M J J A4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter


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Next step of schedule development: Analyse resources• Actions to be taken in this step:

• Check if no resource carries a disproportionate amount of workload• Check if no resources are underutilized or overlooked• Check if resources are affected by parallel work• Check if all resources have the requisite skills to perform the work

• The Gantt chart, with owners (resources) assigned, is one basis for informal resource analysis. A project manager and his team scan the Gantt chart looking for assignment pattern such as:

• The same owner listed as the owner of most tasks• The same person listed as owner of several parallel tasks• Some people seldom listed• Many tasks stacked in parallel• Ownerless tasks


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Next step in schedule development: trade-offs between the project parameters: results, budget, resources

• Actions to be taken in this step:• Check if you are within the POS• Check if the scope can be reduced/widened• Check if a sequence can be changed• Check if resources can be reassigned or more resources can be

obtained• Check if there is a better or smarter way to work and achieve the

same result

• Some common changes are:• Move items in the Is/Is Not lists• Eliminate one or more major deliverables• Develop an alternative way to perform task work• Alter dependencies• Change resource allocations• Accept new parameters


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Develop a risk management plan (1)

• A risk is the possibility that an uncertain event occurs that can influence the project in a negative way.

• A risk always concerns an uncertainty, a potential loss and a time component.

• Risk analysis assumes that risk events can be identified and that the probability of this event and the drivers that cause the event can be described.

Probability ofrisk event (Pe)

Probability ofimpact (Pi)

Risk event Impact Total loss (Lt)

Risk event driver(s)

Impact driver(s)

Probability ofrisk event (Pe)

Probability ofimpact (Pi)

Risk event Impact Total loss (Lt)

Risk event driver(s)

Impact driver(s)

Important (f)actors in risk analysis:


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Develop a risk management plan (2)

Actions to be taken in this step:• Identify risks• Prioritize risks• Take actions to reduce the

probability of risk• Formulate contingency plans• Decide who is responsible

for managing risk

Steps

Step 1Identify risks

Step 2Analyse risks

Step 3 Prioritize and map risks

Step 4Resolve risks

Step 5Monitor risks

Risk events and impacts

Drivers, probabilities,and total loss

Subset of risks to be managed

Types of action plans: avoidance,transfer, redundancy, and mitigation(prevention, contingency, reserves)

Assess status and closure ofTargeted risks; identify new risks

Steps

Step 1Identify risks

Step 2Analyse risks

Step 3 Prioritize and map risks

Step 4Resolve risks

Step 5Monitor risks

Risk events and impacts

Drivers, probabilities,and total loss

Subset of risks to be managed

Types of action plans: avoidance,transfer, redundancy, and mitigation(prevention, contingency, reserves)

Assess status and closure ofTargeted risks; identify new risks

The risk management process:


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Develop a risk management plan (3)• Risk assessment and risk management are the two

elements that should be part of each project.

• Risk assessment consists of brainstorming to identify risks that might attend a project. Team members informally select the top two or three risks that present the greatest threat to the project and develop a plan to manage them.

• Risk management plans should incorporate both actions that can be taken to reduce the likelihood of failure (i.e. preventive measures), and actions that can be taken in the event of failure (i.e. contingency plans).


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• These should give project managers the information needed to:• Keep key participants informed of progress• Realign the project effort if necessary• Use the learning from one project to improve the performance

of the next

Project control

•Key steps in tracking and managing a project:

• Collect Status Information

• Plan and Take Adaptive Action

• and Close Out the Project

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Collect status information• Decide how often information will be collected• Decide how this information will be obtained• Decide which information will be monitored


Project control

All actions become part of your project, thus part of the Gantt sheet. They should be managed like every other task.

A good tracking systems collects status information on only three limited topics: schedule status, open issues, risks

Plan and Take Adaptive Action

• Key questions:

• What decisions will be made?

• What actions will be taken?

• How will these decisions and actions be communicated?

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Close out the project

• Typical project close out activities include:• Conduct a formal briefing• Assessment of practices that contributed to the project’s

effectiveness• Assessment of practices that were not as effective as expected• Development of process improvements for future projects• Acknowledgement of team members’ contributions• Completion of project paper work• Archiving of the project file• Celebration of the project’s completions

• (Assessing effective and less-than-effective practices, developing process improvements, and celebrating a project’s successful completion often have a direct impact on efficiency in subsequent projects.)


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Project Management items to be included in Design Synthesis Exercise Project Plan• Title Page• Table of Contents• Mission Need Statement• Project Objective Statement• Work flow diagram / D&D logic• Work Breakdown Structure• Organogram• Gantt chart• Schedule risk assessment• Basic team procedures• References (not included in page count)• Appendices (not included in page count)

20 pages max

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DSE products for PM/SEDSE Work Flow Diagrams Functional Flow Diagram

DSE Work Break-down Structure Functional Breakdown Structure

DSE Project Planning (= descriptive) Requirements Discovery Tree

DSE Gantt Chart Technical Resource (Allocation) Budgets

Team Organization / Organogram / HR Allocation

Technical Risk Assessment / Risk Map

Market Analysis Design Option Structuring / Tree

Contingency Management Project Design & Development Work Flow Diagrams

Design Option Strucutring /Tree Project Gantt Chart

Trade Method, Rationale & Organization Functional Flow Diagram & Functional Breakdown

Trade Criteria Technical Resource Budgets (allocation & contingency)

Criteria Weight Factors Technical Risk Assessment / Risk Map

Trade Summary Table Cost Breakdown Structure & Cost Estimate

Technical Risk Assessment / Risk Map Operations & Logistic Concept Description

Interface Definition / N2 Charts H/W and/or S/W Block Diagrams (interactions, flows)

Operations & Logistic Concept Description Compliance MatrixProject Plan; Mid-term Report Baseline Report Mid-term Report Final Report

PM/SE outputs

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When and where …

Product PP BR MR FR

DSE work flow diagrams

DSE work break-down structure

DSE project approach description

DSE Gantt chart

DSE team organization/organogram & human resource allocation

Functional flow diagram(s)

Functional breakdown

Requirements discovery tree & requirements structuring

Technical resource budgets (allocation & contingencies)

Technical risk assessment / risk map

Design option structuring (tree)

Market Analysis

Use this lis

t as an in

dex when you submit

your report

to your PM/SE coach

P. 5

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When and where … (2)

Product PP BR MR FR

Interface identification / N2 charts

Trade method, rationale & organization

Trade criteria

Criteria weight factors

Trade summary table

Operations & logistic concept description

Project design & development work flow diagrams

Project Gantt chart

Cost break-down structure & cost estimate

H/W, S/W block diagrams (interactions, flows)

Compliance Matrix

Use this lis

t as an in

dex when you submit

your report

to your PM/SE coach

DSE 2009-2010

Obligatory SE Deliverables DSE 2010No Product

Project Plan

Baseline Report

Mid-term Report

Final Report

1 DSE work-flow diagrams ● ● 2 DSE work break-down structure ● ● 3 DSE project-approach description ● ● 4 DSE Gantt chart ● ● 5 DSE team organization/organogram & HR allocation ● ● 6 Functional flow diagram(s) ● ● 7 Functional breakdown ● ● 8 Requirements discovery tree ● 9 Resource allocation/ Budget breakdown ● ●

10 Technical risk assessment/risk map ● ● ● 11 Design option structuring (tree) ● ● 12 Interface definition/N2 charts ● 13 Trade method, rationale and organization ● 14 Trade criteria ● 15 Criteria weight factors ● 16 Trade summary table ● 17 Operations and logistic concept description ● ● 18 Project design & development logic ● 19 Project Gantt chart ● 20 Cost break-down structure ● 21 H/W, S/W block diagrams (interactions, flows) ● 22 Electrical block diagram ● 23 Data handling block diagram ● 24 Sustainable development strategy ● ● ●

25 Compliance Matrix (table with tick marks for all requirements that are met)

●

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Grading/evaluation by means of four checklists

PM/SE outputs

Product Present Sufficient quality

Integrated in DSE

DSE work flow diagrams

DSE work break-down structure

DSE project approach description

DSE Gantt chart

DSE team organization / organogram & human resource allocation

• Some additional “penalties” related to• Bad documentation management• Bad documentation quality• Late delivery• Inconsistency

DSE 2008-2009

Grading PPProject Plan (15 points maximum + 1.5 point maximum bonus) No. product Present [1] sufficient

quality [1] integrated in DSE [1]

total

14 DSE work flow diagrams (KO-MTR) 15 DSE work break-down structure (KO-

MTR)

17 DSE project approach description (KO-MTR)

18 DSE Gantt chart (KO-MTR) 19 DSE team organization/organogram &

human resource allocation (KO-MTR)

X1 Good documentation management (versioning, template, traceability) [+½] X2 Good project procedures (minutes, meetings, invitations, contact) [+½] X3 Risk management available with respect to planning [+½] X4 Inconsistency between WFD, WBS, Gantt [-½] X5 Too late delivery [-½] X6 Poor quality of the report (no references, no abbreviations, no index, etc) [-½]

Total points scored (max 16.5 pts)

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Coaching project teams

• Workshop:• Beginning of first week of DSE

• PM/SE performance of teams will be judged based on one hard copy of the (draft)• Project Plan (after 1 week)• Baseline Report (if any)• Mid-Term Report• Final Report

• On request of the project team meetings may be held for• Feed back of report reviews (especially Baseline

Report and Mid-Term Report)• Steps to be taken in next phase (kick-off)

• PT is welcome to attend !

PM/SE outputs

Documents

DSE 2008-2009 Design Synthesis Exercise Ricky Curran, AMO Michel van Tooren Rob Hamann SSEDesign of Aircraft & Rotorcraft Aerospace Engineering Workshop