Renewing, Rebuilding, Reinvesting
Organizational Change Management&
Incremental Growth of System Engineering
Presented by:
Dale A. Brown M.Eng. P.Eng.
Director of Systems Engineering
June 24, 2015 – Salt Lake City, Utah
2015 Rail Conference
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MARTA at a glance
• MARTA was established in 1971
• 48 miles of track – 4 lines (2 N-S, 2 E-W)
• 38 stations
• 9th largest transit system in the US
• more than 4,500 employees
• average of more than 550,000 passengers a day
• Five Points Station sees 57,000 riders per day
• 350 modern electrically powered rail cars
• operating at speeds of up to 70mph
• more than 700 buses on 125 routes
• 120 buses that operate on CNG
• 75% of MARTA busses have wheelchair lifts
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Today's Discussion
1. The Silo Effect vs. Systems Thinking
2. Organizational Change
3. MARTA’s Roadmap
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Organizations grow from disciplines….
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Quality AssuranceISO 9001
ASQ
DesignEngineering
CoreDisciplines
Project ManagementPMBoK
PMI
Asset ManagementISO 55001
MAP21
Legal / Financial Governance
SoX RulesDOT 49 CFR
Systems EngineeringISO 15288ISO 29110
INCOSE
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Organizational Communication• MARTA evolved along lines of classical disciplines
• Over the years habits can generate “tunnel vision”
• This evolves into Silos and eventually Fiefdoms
• Result is “over the wall”, batch communications
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The ability to “see the “Systems View” is not innate.
Many engineers do not evolve in their career this way.(e.g., many years doing electrical, software, mechanical, civil, etc.)
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Our Biggest Challenge:The Resulting Silos
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PurchasingContracts
Legal
ProjectManagement
(or CM)
EngineeringDrafting (CAD)
InformationTechnology
Quality Assurance
ExecutiveLeadership
Transit Operations
Transit Maintenance
Security & Transit Police
Public Relations
SafetyDiscipline
Engineering
Assurance Engineering
Inter-Silo communications is challenging and in some areas and can quickly get very political .
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2 Quick Examples• Transit Police desired a new system. They
were convinced by an OEM. They wanted no interference from Engineering. But they are not QUALIFIED to consider dimensions of EMI, Lifecycle Support, Interfacing Systems, RAM…
• Transit IT believed that anything with software in it is under their “jurisdiction”. But almost everything you buy has software in it now! Again, Interfaces, Real Time Control loops, RAM are not within their capabilities.
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Establishing Communications• One link at a time to build rapport and trust
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PurchasingContracts
Legal
ProjectManagement
(or CM)
EngineeringDrafting (CAD)
InformationTechnology
Quality Assurance
ExecutiveLeadership
Transit Operations
Transit Maintenance
Security & Transit Police
Public Relations
SafetyDiscipline
Engineering
Assurance Engineering
Systems Engineering - Communicating
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A Lot of Stakeholders to consider• No single group has enough competence to generate
contract documents for an AVIS – as an example.
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Passenger Information System:
Railway/Bus Data InputOperator InputAudio OutputVisual Output
Mobile Data Output
Audio/Acoustic Engineering
Electrical/Electronic Engineering
Software/Network Engineering
Human Factors Engineering
Mechanical Engineering
Materials Engineering
Civil/Architectural Engineering
Environmental Engineering
Lifecycle Support Engineering
Reliability/Availability/Maintainability
Engineering
Safety Engineering
Security Engineering & Police
Operators, Dispatchers, Schedulers, Planners
Board of DirectorsExecutive Leadership
Finance, LegalTransit Patrons
Procurement
Quality Assurance
Drivers, Platform & Station Agents
Maintainers
FTA/DOT OSHA/DOLRegulatory Agencies
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Cross-Functional Review & Sign-Off
• Systems Thinking demands review and sign off of Operations Concepts, Requirements, Interfaces, Architecture, etc. by all relevant stakeholders at various stage gates in the process - effectively adding more time & cost to a project!
….but who will pay for all this new activity?
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Actual “Day in the Life” Studies
ENGINEER - CURRENT Week
Design Work 22.5
Review of Work Products 2.5
Meetings - All 10
Other (Admin, PD, V&V, social) 7.5
TOTAL 42.5
ENGINEER - SAFETY CULTURE Week
Design Work 5
Review of Work Products 17.5
Meetings - All 12.5
Other (Admin, PD, V&V, social) 7.5
TOTAL 42.5
Implementing new Peer Review Process to support a safety case.
In the example above, an electrical design engineer was
shifting from spending a few hours per week reviewing work
to nearly half their week reviewing the work of others.
Multiplied across 20 or more disciplines, this is a huge
organizational change and needs to be considered carefully!!
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Workflow and daily practices will change
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• How do you create a document?
• Where do you store a document?
• How do you review and approve a document?
• How is a drawing or document “Published”?
• Is this a valid requirement – who must approve?
• Who is in charge of a particular interface?
• How do you gather evidence of “competent review by practitioners of the art”?
• Who oversees all of this – makes sure it happens?
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Motivation for increased Participation
• But where is the motivation for this? Who will pay for the peer review process and how do you enforce diligent participation by competent persons?
• The “Spend now to Save later” mentality is a difficult one to convince an agency to take on.
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Organizational Change Management
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“Change is the law of life. And those
who look only to the past or present
are certain to miss the future.” (John
F. Kennedy - Frankfurt 1963)
“Life is Flux” (Panta Rhei in Greek),
meaning “all things change “.
“the only constant IS change”
(Heraclitus of Ephesos c. 500 BCE)
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Understanding Organizational Behavior
• Like people, organizations can become addicted to certain behaviors. It takes about 21 repetitions to form a human habit.
• At some point, people are repetitively going through the motions of their comfortable behavior – it becomes unconscious activity and results in stubbornness and complacency.
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Not in our Nature
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• Creative people, such as engineers, do not truly like discipline – it runs counter to innovative thinking and problem solving.
• Engineers, however, understand the benefits of discipline and can be convinced that sensible process is their ally and does not just represent some arbitrary bureaucracy.
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Motivation & Reality
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• People respond to their reward structure and related patterns – not posters.
• A PM is NOT rewarded for good ergonomic design or FTA Compliance - they are mainly rewarded for cost & schedule performance
Renewing, Rebuilding, Reinvesting
MARTA Operational Change Management Approach
• Shown success with a few projects by including additional stakeholders (not all yet)
• Generated better requirements as a result and the projects conclude with ever-increasing levels of success (time, function, budget).
• Initial simple incentive is providing a charge code for time and gaining permission from managers
• Next step is to get this institutionalized across the wider stakeholder group……
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Needed: Discipline & Accountability
• To generate motivation you must design the reward structures using a combination of enabling processes
• Then implement Engineering QA to provide feedback and consequences
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Ignore Organizational Change considerations at your peril…
“It is not necessary to change; survival is not mandatory.”(W. Edwards Deming)
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The Roadmap for SE at MARTA
Involve a few stakeholders – show
improvement with better requirements
Improve Enabling Processes such as Doc Control, CM, Change
Control, Peer Review –BUILD A FOUNDATION
Introduce more SE technical processes and
measure engineering process performance –
Engineering QA
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Phase1 - Foundations Phase 2 – Requirements Management Phase 3 - Systems Integration Phase 4 – Lifecycle Support and AM
Change Control
Document Control
P01
3Q 2015
System Architecture & Modelling
P02 P03 P04
4Q 2015 1Q 2016 2Q 2016
NTP
2Q 2015
Requirements Structure
Core MARTA N.F. Requirements
Lifecycle Model
Foundation for FTA & GDOT Audits – gain control of MARTA configurations – mitigating risk
Prepare MARTA for Re-use and Standardization – eliminate
excessive RFP “hand-crafting” - reduce engineering costs
RationaleRationale
P05
4Q 2016
Peer ReviewControl
Risk Management
Decision Management
Engineering Quality Assurance
Interface Control
Transition Control
Build MARTA Interface Control system – Standardize Approach
– define Transition processes from CIP to MOW(example) -
preparation for V&V
Rationale
Infrastructure (tools) to aid
processes
……..
Human Factors
Safety
Reliability Availability
Security
Environmental
Organization Change
Ongoing V&V Maturity Ongoing V&V Maturity
Ongoing Training, Training Aids and Template Development Efforts
Roadmap Details
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Audit MARTA Processes against 15288
PROJECT PROCESS CLASS
Project Planning
Decision Management
Configuration Management
ProjectMeasurement
Risk Management
Project Assessment
& Control
Information Management
TECHNICAL PROCESS CLASS
RequirementsDefinition
RequirementsAnalysis
Architectural Design
Implementation Integration Verification
Transition
Disposal
Validation Operation
Maintenance
PROJECT ENABLING (Organizational Management) PROCESS CLASS
ProjectPortfolio
InfrastructureLifecycle
Model
Human Resource
Quality
AGREEMENT PROCESS CLASS
Acquisition Supply
PARTIAL
OPERATING
NONEOBSERVED
Documented Process
Ad-Hoc Process or Partial Compliance
Process Missing
ISO / IEC 15288 Processes
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Process Context
INPUTS PROCESS ACTIVITES
CONTROLS &
CONSTRAINTS
ENABLERS
OUTPUTS
Tendency is to gloss over the enablers – assume that they are there!
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Enabling Requirements Management
Enabling Processes & Infrastructure
Configuration Management
Requirements Management
RequirementsDefinition
RequirementsAnalysis
RequirementsValidation
RequirementsElicitation
DocumentControl
Change Control
PeerReview
Engineering QA
Stakeholder NeedsAgency GoalsRequlations
Validated, Controlled
Requirements
RM Plan & Tool
DecisionManagement
Agency Policies and Regulations
Project Constraints
Risk Management
RequirementsTraning
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Small bites of the elephant…
PROJECT PROCESS CLASS
Project Planning
Decision Management
Configuration Management
ProjectMeasurement
Risk Management
Project Assessment
& Control
Information Management
TECHNICAL PROCESS CLASS
RequirementsDefinition
RequirementsAnalysis
Architectural Design
Implementation Integration Verification
Transition
Disposal
Validation Operation
Maintenance
PROJECT ENABLING (Organizational Management) PROCESS CLASS
ProjectPortfolio
InfrastructureLifecycle
Model
Human Resource
Quality
AGREEMENT PROCESS CLASS
Acquisition Supply
MARTAINITIAL
PRIORITIES
ISO / IEC 15288 Processes
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Why did MARTA choose these first?
1. Maintain the momentum of requirements elicitation started in earlier projects – but now build on this and improve the enabling processes
2. You will not succeed in requirements management if you do not have a validated peer review process.
3. You can’t perform Peer reviews without understanding & controlling the current baseline of your requirements
4. A change control system is necessary to agree changes after/during the peer review
5. Document control is necessary to avoid data-loss and ad-hoc access
6. Engineering QA is allows you to measure/improve/control the effectiveness of your process changes (DMAIC)
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The Biggest Anticipated Impact….• Peer Review, combined with a Stage-Gated
project process is a silo killer!
Mobilization & Setup
Project Planning
M1
Concept Design
M2NTP
Preliminary Design
M3
Interim Design
M4
Final Design
M5 M6
Configuration Management Plan
Quality Assurance Plan
System Design Description
Document Tree
CDR Gate Review Report
Software Architecture Document
CDRL DESCRIPTION FIRST GATE STATUS at GATE LAST GATE CDRL ID OWNER ETC Current Remaining
(Milestone ID) (Milestone ID) (Milestone ID) (Doc ID)(Discipline
Lead)(hrs) (%) (hrs)CDR
M19
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Some Next Steps…..• 3 Primary Repositories (Creating reuse)
– Process Library
– Design Standards
– Project Deliverables (subdivided into folders for each project)
Process Library
Design Standards
Project Specific
Deliverables
Project RequirementsSpecification
TemplatesProcesses
Procedures
Performance, ConstraintsMARTA Specific
Functionality
Project RFPFull Specification
Generates
REUSE
Renewing, Rebuilding, Reinvesting
Thank You!
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2012 Chaos Report: only 39% of 50,000 sampled projects succeeded.(delivered on time, on budget, with required features and functions)
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% Locked-in Costs
% L
ifecy
cle
Co
sts
95% Locked-In
Operation/Support
Production
Design/Development
Concept/Feasibility
Product Life Cycle Costs
35%
50%
12%
3%
95% of total product life cycle costs is controlled by early engineering efforts!