Claude Y. Laporte Nicola R. Papiccio

1

Development and Integration

of Engineering Processes

at Oerlikon Aerospace

Development and Integration Development and Integration

of Engineering Processesof Engineering Processes

at Oerlikon Aerospaceat Oerlikon Aerospace

Claude Y. LaporteClaude Y. Laporte -- Process EngineeringProcess Engineering

Nicola R. PapiccioNicola R. Papiccio -- Software EngineeringSoftware Engineering

INCOSE 97 SYMPOSIUMINCOSE 97 SYMPOSIUM

Development and Integration Development and Integration of Engineering Processesof Engineering Processes

OerlikonOerlikonAerospaceAerospace

1997 INCOSE SYMPOSIUM1997 INCOSE SYMPOSIUM Slide 2

n AGENDA

l Introduction

l Software Engineering Process Development

l Systems Engineering Process Development

l Integration of Engineering Processes

l Management of Change

l Lessons Learned

l Next Steps

l Conclusion

nn AGENDAAGENDA

l Introduction

l Software Engineering Process Development

l Systems Engineering Process Development

l Integration of Engineering Processes

l Management of Change

l Lessons Learned

l Next Steps

l Conclusion

2




n Systems Integrator

l Laser-Guided Missile Air Defence System

l 40 Systems Engineers

l 40 Software Engineers

nn Systems IntegratorSystems Integrator

l Laser-Guided Missile Air Defence System

l 40 Systems Engineers

l 40 Software Engineers




n APPLICATION DOMAINS AT OA

l Command & Control

l Communication & Intelligence

l Sensors and Weapon Systems

l Training & Simulation

l Instrumentation & Test

l Consoles

nn APPLICATION DOMAINS AT OAAPPLICATION DOMAINS AT OA

l Command & Control

l Communication & Intelligence

l Sensors and Weapon Systems

l Training & Simulation

l Instrumentation & Test

l Consoles

3




nn OUR APPROACH TO PROCESS ENGINEERING 1OUR APPROACH TO PROCESS ENGINEERING 1

Stimulus forImprovement

Set Context& EstablishSponsorship

EstablishImprovementInfrastructure

Appraise &CharacterizeCurrent

PracticeDevelopRecommendations& DocumentPhase Results

Set Strategy& Priorities

Establish ProcessAction Teams

Plan Actions

DefineProcesses & Measures

Plan &Execute

Pilots

Plan, Execute,& TrackInstallation

Document & AnalyzeLessons

ReviseOrganizationalApproach

Initiating

Diagnosing

Establishing

Acting

Learning




nn OUR APPROACH TO PROCESS ENGINEERING 2OUR APPROACH TO PROCESS ENGINEERING 2

l Define a Process and bring it under management

control.

l Support the Process with engineering Methods

appropriate to the application.

l Support the process and engineering methods with

automated Tools integrated into a consistent

environment.

l Train personnel to use these Processes, Methods,

and Tools.

4




nn AGENDAAGENDA

lIntroduction

lSoftware Engineering Process Development

lSystems Engineering Process Development

lIntegration of Engineering Processes

lManagement of Change

lLessons Learned

lNext Steps

lConclusion




Need for

Assessment

Fall 92

SeniorManagementCommitment

Fall 92

Preparationfor

AssessmentWinter 93 Assessment

Spring 93

Formulation ofRecommendations

and Action Plansummer and

Fall 93

Implementationof Action Plan(Process Def.)

Winter 94Pilot Projects

1995

Software ProcessEngineering

SoftwareSoftware ProcessProcess

EngineeringEngineering

Re-

Assessment1998

Formal AssessmentWinter 1997

5




nn SOFTWARE ENGINEERING PROCESSSOFTWARE ENGINEERING PROCESS

l Strategy

ê Software Engineering is a Core Competence at Oerlikon

ê Base our process on the Software Engineering Institute’s

Capability Maturity Model for Software

ê Use the results of the Winter 97 formal Assessment

ê Put in place SEI level 3 and 4 practices

ê Re-assess in late 1998 early 1999




nn PROCESS DEFINITION STEPS PROCESS DEFINITION STEPS -- 11l Review the Findings of the Assessmentl Introduction to the Capability Maturity Model (CMM)l Preparation of a Plan by the Working Groupl Brainstorm on current strengths and weaknessesl Understand the Current Processl Compare the Current Process with the CMMl Describe first level process steps (Top View)l Describe second level of the process using notationl Describe/Update, if necessary, third level components:

ê Proceduresê Users’ Guidesê Checklists

6




nn PROCESS DEFINITION STEPS PROCESS DEFINITION STEPS -- 22l Review Process Steps (CMM)l Select a Pilot Projectl Brief Participantsl Monitor the Pilotl Modify the Processl Institutionalize the Process

ê Modify, if necessary, policies and proceduresê Develop the Training Materialê Train all users (technical and others) of the Processê Monitor the utilization of the Processê Measure the Process and Productsê Improve the Process




nn GUIDANCE DOCUMENT FOR WORKING GROUPSGUIDANCE DOCUMENT FOR WORKING GROUPSl Content

ê Goal

ê Scope and Complexity

ê Expected Involvement of the Organization–– Process OwnerProcess Owner

–– Key PlayersKey Players

ê Facilitator

ê Suggested Implementation Steps

ê Risk Issues

ê Reasonable Timetable for Implementation

ê Effort Commitment

ê Reference Documents

7




n VIEW OF FIRST LEVEL OF THE

PLANNING AND TRACKING PROCESS

nn VIEW OF VIEW OF FIRSTFIRST LEVEL OF THELEVEL OF THE

PLANNING AND TRACKING PROCESS PLANNING AND TRACKING PROCESS

Software Project

Planning

Process for Proposal

(Including Negotiation

Phase)

Software Project

Planning

Process (after Contract

Award)

Software Project

Tracking Process




n VIEW OF SECOND LEVEL OF THE

PLANNING AND TRACKING PROCESS

nn VIEW OF VIEW OF SECONDSECOND LEVEL OF THELEVEL OF THE

PLANNING AND TRACKING PROCESS PLANNING AND TRACKING PROCESS

TO SPP 200

REVIEW PROPOSAL,

RISK ANALYSIS,

ESTIMATES AND

SCHEDULE

SPP-100

PLAN THE PROPOSAL

ACTIVITIES

SPP-110

GENERATE PROJECT

WBS/OBS

SPP-120

PREPARE PROJECT

ESTIMATES AND

SCHEDULE

SPP-130

PERFORM RISK

ASSESSMENT/

ABATEMENT

SPP-140

PREPARE PROPOSAL

SPP-150

SPP-160

CONDUCT

PROPOSAL

LESSONS LEARNED

REVIEW

After Contract Award

8




n VIEW OF THIRD LEVEL

STEP 120 - Prepare Estimates and Schedule

nn VIEW OF VIEW OF THIRDTHIRD LEVEL LEVEL

STEP 120 STEP 120 -- Prepare Estimates and SchedulePrepare Estimates and Schedule

SDP Outputs (RTM)

Cost Data

Proposal leader and functional

Management approval

Outputs

SPP-110

Inputs

RFP/SOW/SOR

Project WBS/OBS

Historical Data

Procedure for Estimates

Assumptions

Resource Availability

Assumptions for

Estimates

Updated HistoricalDatabase

Estimates

Schedule

List of

Alternatives

Entry

CriteriaMeasures

Effort

Exit

Criteria

SPP-130Approved project WBS/OBS




nn AGENDAAGENDA

lIntroduction





lLessons Learned

lNext Steps

lConclusion

9




Need for

Assessment

Fall 95

SeniorManagementCommitment

Fall 95

Systems EngineeringProcess

SystemsSystems EngineeringEngineering

ProcessProcess

Self-Assessment

Fall 95 Action PlanWinter 96

Process DefinitionTechnical Steps

Spring 96

AssessmentWinter 98

Process Definition

Management Steps

Fall 96

Pilot Projects1997

Final Processand Training

Summer 97




n SYSTEMS ENGINEERING PROCESS

l Strategy

ê Systems Engineering is a core competence at Oerlikon

ê Base our process engineering on the Systems

Engineering Capability Maturity Model, GSEP and ISSEP

ê Use the results of the Fall 95 Self-assessment

ê Put in place level 2 and 3 Practices

ê Formal assessment in Winter 1998

nn SYSTEMS ENGINEERING PROCESSSYSTEMS ENGINEERING PROCESS

l Strategy

ê Systems Engineering is a core competence at Oerlikon

ê Base our process engineering on the Systems

Engineering Capability Maturity Model, GSEP and ISSEP

ê Use the results of the Fall 95 Self-assessment

ê Put in place level 2 and 3 Practices

ê Formal assessment in Winter 1998

10




n SYSTEMS ENG.- CMM PROCESS AREASnn SYSTEMS ENG.SYSTEMS ENG.-- CMM PROCESS AREASCMM PROCESS AREAS

DefineOrganization’s

SE Process

Manage SESupport

Environment

ManageRisk

EnsureQuality

ManageProduct

LineEvolution

UnderstandCustomer

Needs

Derive &Allocate

Requirements AnalyzeCandidateSolutions

EvolveSystem

Architecture

IntegrateSystem

ImproveOrganization’s

SE Processes

Monitor/ControlTechnical Effort

PlanTechnical

Effort

ManageConfigurations

Verify &ValidateSystem

IntegrateDisciplines

Coordinatewith

Suppliers

ProvideOngoing Skills

andKnowledge




nn DEVELOPMENT STEPS of SYSTEMS DEVELOPMENT STEPS of SYSTEMS ENGINEERING PROCESSENGINEERING PROCESS

l Establish One Multi-Disciplined Working Groupê Systems Engineers and Sub-Systems Engineersê Software Engineersê Quality Assurance Representativeê Software Engineering Process Group Members

l Use SE-CMM, GSEP and ISSEP as frameworksl Define Technical Activities of the SE Processl Define Management Activities of the SE Processl Use Beta Version of Process in Pilot Projectsl Revise Process, Train Practioners, and Deploy in Organization

l Formal Assessment of Systems Engineering Process

11




nn SYSTEMS ENG. PROCESS WORKING GROUP:SYSTEMS ENG. PROCESS WORKING GROUP:

SECONDARY TASKSSECONDARY TASKS

l Identify Process and Product Metrics

l Identify Methods, Practices and Tools

l Prepare an Estimation Guideline

l Monitor Interfaces with Software Eng. Process

l Monitor Compliance With ISO 9001 Requirements

l Develop a Systems Engineering Glossary

l Establish a Systems Eng. Process Asset Library

l Develop Training Material




n MANAGEMENT ACTIVITIES OF GSEPnn MANAGEMENT ACTIVITIES OF GSEPMANAGEMENT ACTIVITIES OF GSEP

Understand

Context

Step 110

Analyse

Risk

Step 120

PlanIncrement

Development

Step 130

TrackIncrement

Development

Step 140

DevelopSystem

Plan

Step 150

I9

System Context

Estimate of the Situation ( Approved )

I1External System

Definition

I3UserReq.

I4Tech.

Base

I6Increment

Status

I7Tech.

Baseline

I8Tech.

Risk

I2Subsystem/

Components

Status

I5System

Implementation

Status

System Status O2

O5

RiskManagement

Plan ( Approved )

Increment

Plan( Approved )

Increment

Plan( Updated )

Increment Plan

( Approved / Updated )O3

System Definition

( Approved )O4

Incr.

Plan

(Enacted)Increment

Status Report System Plan

( Approved )O1

Management Development Effort

12




nn STEP 120 STEP 120 -- Analyze RiskAnalyze Risk

SEP 121

Perform

Risk Analysis SEP 122

ReviewRisk

Analysis SEP 123

Plan

Risk Aversion

SEP 124

Committo Strategies




STEP 123 STEP 123 -- Plan Risk Aversion Plan Risk Aversion

Risk Management Plan (D)Systems Eng. Folder

-Identified Risks

-Risk Aversion Stra.

-Technical Risks

Approved Identified Risks Cost, Schedule and Risk Aversion

Strat.

Establish ...

Estimate ...

Recommend..

13




n TECHNICAL ACTIVITIES OF GSEPnn TECHNICAL ACTIVITIES OF GSEPTECHNICAL ACTIVITIES OF GSEP

Analyse

Needs

Step 210

DefineRequi.

Step 220

DefineFunctional

Architecture

Step 230

Synthetize

AllocatedArchitectures

Step 240

Evaluate

Alternatives

Step 250

Verify and

Validate

Work

Products

Step 260

Control

Tech.

Baseline

Step 270

Define System Increment

I1

Estimate of

the Situation

I3

User

Requi.

I4

Techno.

Base

I2

ExternalSystem

Definition

I5

System

Definition /

Process

Requi.

Technical Baseline O2

Increment Status O1

Technical Risk O3

System Context O4

Sys. Requi.

Derived

Req.

Alternative

Functional

Architectures

Performance

Requirements

Alternative

Allocated

Architecture

SystemSolution

(Prefered)

Evaluation

Results

Allocated

Req &Perf.

Estimates

EvaluationDocumentation

(Baselined)

V & V Test

Procedures

Verification &Validation

Results

SystemDefinition

( Interim )

System

Definition

(Interim

Updated)

Configuration

Control /

Constraints

TechnicalPerformance

Measurements

Informal

functionalHierarchy

(With Tech.

Meas.)




nn AGENDAAGENDA

lIntroduction





lLessons Learned

lNext Steps

lConclusion

14




nn Integrated Systems and Software Engineering Integrated Systems and Software Engineering

Process (ISSEP) from SPCProcess (ISSEP) from SPC

nn Addresses the problem of large, complex systemsAddresses the problem of large, complex systems

nn Decomposes the system such that parts can be Decomposes the system such that parts can be

independently developed and integratedindependently developed and integrated

nn System Level (includes segment and System Level (includes segment and

subsystem parts)subsystem parts)

nn Configuration Items (include software and Configuration Items (include software and

hardware parts)hardware parts)

nn ComponentsComponents




Implement

(Produce)

System

Develop SW

Configuration

Item Develop HW

Configuration

Item

Manage

Developmen

t

Effort

Define

System

Increment

System ContextTechnical RiskTechnical BaselineSystem Status

Configuration ItemCI Baseline / Plan /Status

System Development Plan / Status

System Definition

Increment

Plan

System

Estimateof the

Situation

SystemDefinition

INTEGRATION OF PROCESSESINTEGRATION OF PROCESSES

15




nn Integrating Supporting ProcessesIntegrating Supporting Processes

nn Subcontractor Management in SWSubcontractor Management in SW--CMM and CMM and

Coordinate with Suppliers in SECoordinate with Suppliers in SE--CMMCMM

nn Quality Assurance Quality Assurance

nn Risk ManagementRisk Management

nn Document Inspection Document Inspection

nn Document Management Document Management




nn Integrating ProcessesIntegrating Processes: : Methods and ToolsMethods and Tools

nn MethodsMethods

nn Structured Analysis and Design (SADT)Structured Analysis and Design (SADT)

nn Quality Function Deployment (QFD)Quality Function Deployment (QFD)

nn ToolsTools

nn CORECORE

nn Software through Pictures (StP)Software through Pictures (StP)

nn RTMRTM

16




nn ENGINEERING PROCESS ASSET LIBRARY ENGINEERING PROCESS ASSET LIBRARY

êPoliciesêProcess DescriptionsêGuides, Forms and TemplatesêExamples of Documents Produced

êBusiness CasesêProposalsêEngineering PlansêSpecifications

êTailored ProcessesêProcess and Product Measures êLessons LearnedêCharter of Process Engineering GroupsêTraining MaterialêMetrics (Process and Product)êHistorical Data




nn AGENDAAGENDA

lIntroduction





lLessons Learned

lNext Steps

lConclusion

17




nn MANAGEMENT OF CHANGEMANAGEMENT OF CHANGE

l Surveys:

ê Implementation History Assessment

–– Analysis of previous implementation barriers and lessons learnedAnalysis of previous implementation barriers and lessons learned

ê Culture Assessment

–– Evaluation of the fit between the Planned Change and the currentEvaluation of the fit between the Planned Change and the current

Organizational Culture or SubculturesOrganizational Culture or Subcultures

ê Team Evaluation Questionnaire

l Articles in Oerlikon’s Newsletter

l Multi-Discipline Working Groups

ê Meeting Facilitator with each working group




nn AGENDAAGENDA

lIntroduction





lLessons Learned

lNext Steps

lConclusion

18




nn LESSONS LEARNED LESSONS LEARNED -- 11

l Create common Vision for Mgmt and Practitioners

ê Reduce Cycle Time

ê Increase Quality and Productivity

l Develop a Process Improvement Plan

ê Link Between Project Requirements and Process Activities

ê Multi-Year Plan to show long term commitment

l Use Pilot Projects

ê Members of Pilots have a Safety Net for ¨mistakes¨

ê Success of Pilots facilitates adoption of technologies




nn LESSONS LEARNED LESSONS LEARNED -- 22

l Fix the Process not the People

ê Focusing on Process allows Practitioners to learn while

using the new Process, Method or Tool.

ê Mistakes are Acceptable If we learn from them

l The Management of the “Soft Issues” are as

important as the “Hard Issues”

ê it is 25% SW, 25% HW & 50% ”Peopleware”

19




nn AGENDAAGENDA

lIntroduction





lLessons Learned

lNext Steps

lConclusion




nn NEXT STEPSNEXT STEPS

l Integrating Engineering Processes with Project Management Process

l Electronic Process Asset Library on Local Area Network (INTRANET)

l Evaluation and adoption of Systems and Software Methods and Case Tools (I-CASE environment)

l Migration towards Integrated Product Teamsê Modify Organizational Structure and clarify of Roles and Responsibilities

ê Modification to Performance Management Program

–– (e.g. Team Based Performance)(e.g. Team Based Performance)

20




nProject Management Process

l Adapted from the Project Management Institute

nnProject Management ProcessProject Management Process

l Adapted from the Project Management Institute

PLAN PROJECT

ACTIVITIES

PMP 200

INITIATE

PROJECT

ACTIVITIES

PMP 100

CLOSE PROJECT

ACTIVITIES

PMP 500

CONTROL PROJECTACTIVITIES

PMP 400

EXECUTE

PROJECT

ACTIVITIES

PMP 300




pp

nn Project Management and Systems Eng.Project Management and Systems Eng.

Implement

(Produce)

System

Implement

(Produce)

System

Develop SW

Configuration

Item Develop HW

Configuration

Item

Develop HW

Configuration

Item

Manage

Development

Effort

Define

System

IncrementSystem ContextTechnical RiskTechnical BaselineSystem Status

Configuration ItemCI Baseline / Plan /Status

System Development Plan / Status

System Definition

Increment

Plan

System

Estimateof the

Situation

SystemDefinition

Project Management

Process

21




nn AGENDAAGENDA

lIntroduction





lLessons Learned

lNext Steps

lConclusion




nn CONCLUSIONCONCLUSION

l OUR Organization is making substantial effort to

define and improve both Software and Systems.

l Significant Progress in Process Improvement also

implies a Cultural Change in the organization:

ê A Shift From the NIH (Not Invented Here) to the NRH (Not

Re-invented Here) resulting in mission-oriented teams.

l Systems and Software Engineering Processes need

to be defined and integrated for EFFICIENCY and

EFFECTIVENESS to get the “BANG FOR THE BUCK”

Claude Y. Laporte Nicola R. Papiccio

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Transcript of Claude Y. Laporte Nicola R. Papiccio