112. Processes Agenda for processes r1. Organizations r2. Integrated product teams (IPTs) r3....

112. Processes

Agenda for processes1. Organizations2. Integrated product teams (IPTs)3. Integrated process teams 4. Processes5. Methods6. Intranet

212. Processes

1. OrganizationsNumberTypes of groupingsTypes of project organizations

1. Organizations

312. Processes

NumberLarge number of organization types are possibleMore than one type may be present on a project

at one time

1. Organizations

412. Processes

Types of groupingsProject -- The grouping of people to accomplish

the projectCompany --The grouping of people by companiesAdministrative -- The grouping of people within a

company for personal development

1. Organizations

512. Processes

Types of project organizations (1 of 4)Functional -- The grouping of people is along

functional linesProduct -- The grouping of people is by product

and processCombination -- The grouping of people is a

combination of functional and product

1. Organizations

612. Processes

Types of project organizations (2 of 4)

Management

BusinessI&TSystem Engineering

Development

1. Organizations

Example of functional project organizationExample of functional project organization

712. Processes

Types of project organizations (3 of 4)Level 1

Product Team

Level 2Product Team 1





1. Organizations

Example of product project organizationExample of product project organization

812. Processes

Types of project organizations (4 of 4)

Management

BusinessProcessesLevel 1

Product Team






Example of combined project organizationExample of combined project organization

912. Processes

2. Integrated product teams (IPTs)DefinitionIPT organizationOrganization guidelinesOrganization limitationsSize of IPTsCommunication among IPTs

2. Integrated product teams

1012. Processes

Definition

Have the capability to do a turn-key job in producing a product

Have work teams and resources• Work teams are dedicated teams devoted to

the product• Resources are people who may provide

services to several IPTs• Organization is usually functional


1112. Processes

IPT organization

ProductManagement

BusinessSystem Engineering

Mechanical Engineering

Electrical Engineering

Conf MgtReliability ManufacturingQuality

Computer Engineering

Work Teams

Resources


1212. Processes

Organization guidelinesOrganize teams in the same way as the spec treeAssign RAA for any one product to a single IPT OK for an IPT to have RAA for multiple products Don’t give multiple IPTs RAA for a single productReduce coupling between IPTs


1312. Processes

Organization limitations

Organization may be chosen for economic, personnel, or other reasons.

Organization may not be optimum for executionRegardless of the organization, the product engineers

have RAA to make the product work


1412. Processes

Size of IPTs5-20 peopleEnsure stakeholders satisfaction


1512. Processes

Communications among IPTsIPTs need to agree upon information communicated

between products• Description, schedule, and RAA for items to be

sent between IPTs• Communication between engineers on common

issues


1612. Processes

3. Integrated process teamsDefinitionProcess teams and IPTsProcess team domainProcess team typesProcess team reporting options

3. Integrated process teams

1712. Processes

Definition

Ensures that the same processes are used across multiple integrated product teams


1812. Processes

Process teams and IPTs




System Engineering


System Engineering



1912. Processes

Process team domainMay span the whole project including all IPTs and their

work teamsAlternately, may be more than one set of process teams


2012. Processes

Process team types (1 of 4)Types

• Company -- All IPTs at one company have different processes than the IPTs at another company

• Location-- All IPTs at one location have different process teams than at another location

• Project -- Each IPT defines its own processes, and there is no independent set of process teams


2112. Processes

Process team types (2 of 4)

One process team for all

Company 1

Company 2

Location 1Location 2

Process team per company

Process team per location

2212. Processes

Process team types (3 of 4)Advantages of single teams

• Presents a uniform picture• Allows functions such as CM to span whole

project• Simplifies communications among product

teams


2312. Processes

Process team types (4 of 4)Advantages of multiple teams

• Allows teams to use tools such as computers that they have been trained on

• Allows teams to use techniques learned on previous projects

• Promotes improvement of quality by seeing the same process applied over multiple projects


2412. Processes

Process team reporting options

Management

Level 1 Product

Team

Process Teams

Management

Level 1 Product

Team

Process Teams

VsIndependent

Process TeamProcess Team Integrated

with Product


2512. Processes

4. ProcessesDefinitionPurpose of a processTypes of processes Problems

4. Processes

2612. Processes

DefinitionProcess - a particular method of doing

something

4. Processes

2712. Processes

Purpose of ProcessBring the customer onto the project team

• Include customer in the process

• Give confidence that we know what we’re doingCause harmony among stakeholdersImprove the use of tools & trainingPromote reusability from project to projectImprove the way we do things

4. Processes

2812. Processes

Types of processes (1 of 7)Development -- developing an itemAgreement -- agreeing on an itemChange -- changing an itemPhase -- completing a phaseConduct -- conducting an activity

4. Processes

2912. Processes

Types of processes (2 of 7)

Define stakeholders

Agree Capture Kick-offDevelop

stakeholdersitem

agreementdocument

start

Development process: Development involves definingstakeholders developing an item, agreement on and capture of the development, and then agreement to start using what was developed. The development process might be used to create a process, develop

requirements, create a design, or make a change

Development process: Development involves definingstakeholders developing an item, agreement on and capture of the development, and then agreement to start using what was developed. The development process might be used to create a process, develop

requirements, create a design, or make a change

4. Processes

3012. Processes


Agree among team 1

stakeholders

Agree among team 2

stakeholders

Agree between points of contacts

local agreements

Agreement process: Agreement among teams involves stakeholders working out details but then directing results through the point of contact for the team.

This process is used in tasks such as document reviews, and development of interface

Agreement process: Agreement among teams involves stakeholders working out details but then directing results through the point of contact for the team.

This process is used in tasks such as document reviews, and development of interface

team 1 consensus

team 2 consensus

agreement

4. Processes

3112. Processes


1. Open 2. Assign

3. Hold 4. Reject

5. Define stakeholders

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

6. Solve

identification assignment stakeholders solution

agreement documentation messages closure

hold rejection

Change process: This process is used to modify an agreement. It might be used to update the

configuration or to process action items

Change process: This process is used to modify an agreement. It might be used to update the

configuration or to process action items4. Processes

3212. Processes


Observe current state

Observe desired

state

Generate correction

Predict future

desired state

stimulus

current

desired

correctionfuture

desired

Example stimuli: periodic, degree of change, scheduled events

Control process: This process is used to force the current state to the desired state. It might be used

to control cost, schedule, and risk

Control process: This process is used to force the current state to the desired state. It might be used

to control cost, schedule, and risk4. Processes

3312. Processes


Phase processes are outlined in discussion with the specific phase• Design• Acquire products• Build• Test• Sell-off

Phase processes: These processes are specific to the corresponding PBDA activities

Phase processes: These processes are specific to the corresponding PBDA activities

4. Processes

3412. Processes

Types of processes (7 of 7)Checklists Corresponds more closely to methods than to processExample -- meetings

• Purpose • Type (e.g. information, brain storming, consensus

building)• Agenda• Time keeper and agenda enforcement• Documentation and propagation of decisions

Conduct processes: These are often checklistsConduct processes: These are often checklists4. Processes

3512. Processes

Problems (1 of 5)

Ignore

Active use

Process

On the shelf

4. Processes

3612. Processes

Problems (2 of 5)

Barriers to Process Acceptance• Management doesn’t support a process• People don’t know that a process has been started• Process doesn’t match what people do • Process steps cost more than the value they bring• Process doesn’t have measurable steps• There’s no incentive to execute the process

4. Processes

3712. Processes

Problems (3 of 5)Methods for overcoming barriers

• Obtain and publish management acceptance• Include stakeholders in development of process• Make each step clear, measurable, and useful• Assign RAA for each step• Hold kick-off meeting to start using the process• Embed process in daily activities

4. Processes

3812. Processes

Problems (4 of 5)Methods for embedding process

• Incorporate process into the use of a tool • Enforce process by committees • Incorporate process steps into schedule

4. Processes

3912. Processes

Problems (5 of 5)Expense

• Process may become expensive• Cost is easier to assess than benefit• Benefit may be less than cost

• Examples• Are there too many process steps• Are the processes used or useful• Are minutes to meetings worth the effort put

into them

4. Processes

4012. Processes

5. MethodsDefinitionsExamplesHeuristics

5. Methods

4112. Processes

DefinitionsMethods are techniques for doing a process step

5. Methods

4212. Processes

ExamplesRequirements managementTPMsRisk managementReviews

5. Methods

4312. Processes

Heuristics (1 of 4)Heuristic definition

• Rules of thumbRule of thumb definition

• A rule based on practical experience without reference to scientific principals

• May have widespread validity, but may not always be true

5. Methods

4412. Processes

Heuristics (2 of 4)Example 1 -- People

• Good people are number one priority• Better to have good people and bad process

than good process and bad peopleExample 2 -- Planning

• Plan the work and work the plan• Develop requirements as if they were going to

be implemented by another company• Don’t confuse requirements and design

5. Methods

4512. Processes

Heuristics (3 of 4)Example 3 -- Hierarchy

• Don’t confuse requirements and levels of hierarchy

• RAA for a product should rest with only one IPT

Example 4 -- Order of tasks• Parallel is good; serial is bad

Example 5 -- Partitioning• Maximize cohesion and minimize coupling

5. Methods

4612. Processes

Heuristics (4 of 4)Example 6 -- Control

• Push control to the lowest levelExample 7 -- Optimization

• Work first; optimize last• Simplify

5. Methods

4712. Processes

6. IntranetFamiliarityFlexibilityInputNavigationOutputQuality

6. Intranet

4812. Processes

FamiliarityFamiliar to engineers because the IntranetMany hardware and software solutions available A powerful & cost savings communications tool

6. Intranet

4912. Processes

FlexibilityCan be used on simple & complex networksAllows many tools including

• CM

• Quality checking

• Mail

• Scheduling

• Data managementAllows grouping data the way program is organized

6. Intranet

5012. Processes

InputIntranet Inputs

• Allows entering data in the format of the tool that generated the data

• Avoids converting from tool format to data base format

• More spontaneously adaptation than data base Data Base Inputs

• People use reports from data bases rather having to learn the data base

• Data base difficult to learn and slow in creating large reports

6. Intranet

5112. Processes

Navigation Intuitive big picture needing minimum trainingGraphics and formattingAccess from PCs, Sun workstations, and MacintoshesSame look from different platformsURLs point to information Hierarchical organization of page

6. Intranet

5212. Processes

OutputDocument generation with HTML & hyperlinksDesign documents as collection of files Independent authorsOffice tools support of HTML generation

6. Intranet

5312. Processes

Quality (1 of 8)RAA

• Each page should have an RAA owner • Quality checking is important regardless of the

tool used to maintain the library• Poor quality irritates the users• Poor quality leads to distrust of the information• Quality checking should be frequent

6. Intranet

5412. Processes

Quality (2 of 8)Organization

• Team• Product• Function• Hybrid

6. Intranet

5512. Processes

Quality (3 of 8)Team

• Separate home page for each team• Each team places product and administrative

information on home page• Works well if teams organized in same way as

products are organized• A stable approach because teams assume

ownership

6. Intranet

5612. Processes

Quality (4 of 8)Product

• Separate home page for each product• Owner assigned for each product• Especially useful if teams aren’t organized in

same way products are organized• Easier to navigate for descriptions of product• Takes more work to maintain than team

organization

6. Intranet

5712. Processes

Quality (5 of 8)Function

• Useful for information that doesn’t align on product or team boundaries

• Examples are common processes and procedures, reference documents, and phone numbers

Hybrid• A combination of all three methods plus others• Intranet allows this flexibility

6. Intranet

5812. Processes

Quality (6 of 8)Consistent themes

• Helpful to a have a librarian with RAA for themes

• Navigation improved by seeing similar organization across teams and products

• Look and feel improved by consistent use of color, fonts, symbology, and graphics

• A difficult concept to enforce

6. Intranet

5912. Processes

Quality (7 of 8)Current links

• URLs point to files• Links can be broken by several means

• File can be deleted• Name of file can change• Case of file name can change as a result of tool

used to update the file

• Desirable to give any file being pointed to a fixed name and then not change it.

• Desirable that only one person have RAA for a file• Tools exist to automatically report broken links

6. Intranet

6012. Processes

Quality (8 of 8)Garbage collection

• Keeping data current is often forgotten task• Review based on the age of each file

Page Organization• Primary means of navigation

Search engines• Powerful but require a lot of memory

6. Intranet

112. Processes Agenda for processes r1. Organizations r2. Integrated product teams (IPTs) r3....

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