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Presented to National Defense Industrial Association

This presentation highlights the process improvements achieved by Raytheon's SAS Engineering Organization through the implementation of the CMMI Model. It explores the integration of common processes across the organization, the use of the Integrated Product Development System, and the implementation of process improvements using the Raytheon 6 Sigma methodology. The presentation also discusses the role of the Enterprise Process Group and the benefits of utilizing the CMMI Model in improving process and product development.

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Presented to National Defense Industrial Association

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  1. Process Improvements Achieved From Using The CMMI Model:A Success Story At Raytheon’s SAS Engineering Organization Presented to National Defense Industrial Association 3nd Annual CMMI Technology Conference and User Group Denver, Colorado Adrio DeCicco Space and Airborne Systems Raytheon El Segundo, CA November 17-20, 2003

  2. Space And Airborne Systems (SAS) Engineering’s Vision • Integrate Common Processes Across The Organization • Leverage From Raytheon’s Common Processes • Integrated Product Development System (IPDS) • Integrates All Functions And Processes Into A Single Set Of Activities To Accomplish The Purposes Of A Program • Integrated Product Development Process (IPDP) • Imbedded In IPDS • Integrated Processes For Capturing And Managing Programs • Used By Programs For Product Development • Measure Process And Product Improvement To The CMMI Model • Make Process Improvements Using Raytheon 6 Sigma (R6S) • Implement Process Improvements Through The Enterprise Process Group (EPG)

  3. EPG Plan And Activities For Process Improvement Using R6S Prioritize Visualize Commit Process Improvements (Engineering & Support Org) SAS ENGRG Executive Management World Class SAS Engineering Processes (CMMI & ISO Compliant) Improve Achieve Characterize Measurable Process Improvement (CMMI & ISO Compliant) Design Org Standard Proc & Implement Perform A Gap Analysis (IPDP/CMMI/ ISO/AS9100

  4. SW Line Mgt QA Org SCM Line Mgt SE Line Mgt SE Directives & Process Deployment CM/DM Directives & Process Deployment SW Directives & Process Deployment QA Directives & Process Deployment SCM Directives & Process Deployment Corporate Standards EIA-731 Standards ISO Standards ISO Standards CMM Standards Process Development And Deployment Occurred Independently Engineering’s Process Deployment Structure Prior To CMMI

  5. SAS Engineering’s Process Organization Space & Airborne Systems CMMI Project Oversight Team (CPOT) Executive Level Team That Provides Long Range Enterprise Process Improvement Integrated Process Steering Team (IPST) Ensures That EPG Plans And Actions Improve IPT Performance Enterprise Process Group (EPG) Supply Chain Management Engineering Quality Business Areas Systems Program Management Council (PMC) Software CM/DM EPG - Defines, Maintains, Deploys, & Improves SAS Engineering Processes Integrated The Process Organization

  6. Engineering’s Process Deployment Structure And EMS Development With CMMI Process Development And Deployment Are Integrated Members Of The IPST QA Line Mgt SW Line Mgt SE Line Mgt SCM Line Mgt Enterprise Management System Integrated Procedures & Work Instructions (Program & Org) EPG SE Directives & Process Deployment CM/DM Directives & Process Deployment SW Directives & Process Deployment SCM Directives & Process Deployment QA Directives & Process Deployment Discipline Specific Work Instructions & Enablers Enterprise Management System (CMMI & ISO/AS9100 Standards

  7. Enterprise Management System (EMS) Structure EMS Was Developed By The EPG (Systems, Software, CM/DM, Quality, & SCM With HW Participation) SAS IPDP Policy Procedure Work Instructions Enablers Task Descriptors Tailorable What To Do How To Do It Not Tailorable What To Do Tailorable What To Do How To Do It Guides Information Enterprise Management System (EMS)

  8. SAS Engineering’s Process Improvements From Utilizing CMMI • Developed EMS • Used For Product Development And Execution On All SAS Programs • Based On Raytheon’s IPDS And It’s Common Process For Product Development (IPDP) • Local Implementation Of IPDP • More User Friendly Process Documentation Interface • Systems And Software Engineering Worked Together • Leveraged From One Another’s Process Assets • Software Engineering Directives • Systems Engineering Requirements Development Processes • Also Integrated CM/DM, Quality, And SCM Directives Into EMS • Hardware Is An Active Participant • CMMI And ISO/AS9100 Compliant Standard Process

  9. SAS Engineering’s Process Improvements From Utilizing CMMI • Implemented EMS And Deployed To Programs • Standardized Method Of Tailoring And Product Development • Integrated Systems, Software, CM/DM, Quality, And SCM • Can More Easily Move Engineers And Support Personnel Among Programs • Improved Program Planning • Improved Cost Estimating • Integrated Plans • Stakeholders Identified • Improved Communication Between And Within The Organization And Programs • Increased Involvement Of Line Management On Program Issues • More Robust Team Of “X” Meetings • Defined And Deployed Measurement And Analysis Processes • Better Understanding Of Skills Needed, Staffing And Training Needs • IPT Commitment And Buy In

  10. In Summary • Utilizing The CMMI Model Has Significantly Improved Process And Product Development • Formed An Integrated/Enterprise Process Group Within SAS • Developed An Integrated Organization Standard Process That Allows Both Common And Discipline Specific Process And Product Development • A Means For Improving Process And Program Performance • Improves Consistency And Expected Results Throughout The Organization • Tailorable And Flexible To Meet Program Needs • Improved Communication Between And Within The Organization And Programs

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