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Agenda for introduction

Agenda for introduction. 1. Course details 2. Disclaimer 3. Reasons why systems fail 4. Products 5. Cycles, phases, and activities 6. PBDA 7. Management by WPs 8. CMMI. 1. Course details. Course and instructor Course content Textbook and time Schedule Grading Formats.

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Agenda for introduction

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  1. Agenda for introduction • 1. Course details • 2. Disclaimer • 3. Reasons why systems fail • 4. Products • 5. Cycles, phases, and activities • 6. PBDA • 7. Management by WPs • 8. CMMI

  2. 1. Course details • Course and instructor • Course content • Textbook and time • Schedule • Grading • Formats 1. Course details

  3. Course and instructor Course -- 7310 Systems Engineering Design Room -- 218 Caruth Hall Instructor -- Jim Hinderer Work phone number -- (972) 344 7410 Home phone number -- (972) 359 1557 E-mail address -- j-hinderer@mindspring.com 1. Course details

  4. Course content • Show how to design a system from start to delivery • Show applications to commercial and military systems, large and small systems, hardware and software systems, and people systems 1. Course details

  5. Textbook and time • Textbook -- none • Class time -- 7:15 - 9:15 • URL for class notes -- www.engr.smu.edu/sys/Hinderer/7310 1. Course details

  6. Schedule • May 28 -- Introduction • June 2 -- Design • June 4 -- Ideas • June 9, 11 -- Example • June 16, 18 -- Software • June 23, 25 -- System • June 30 -- Hardware • July 2, 7 -- Math 1 • July 9, 14 -- Math 2 • July 16, 21 -- Transforms 1 • July 23, 28 -- Transforms 2 • July 30 -- Final 1. Course details

  7. Grading • Project -- 50% • Final -- 50% 1. Course details

  8. Formats • Non-electronic: Pencil and paper • Electronic: Office 97 Word, Excel, PowerPoint • PC and not Macintosh 1. Course details

  9. 2. Disclaimer • Design is more of an art than a science. • Almost any approach to design will work if someone takes ownership of success • No one approach is better than all the others • We will use the approach used in the Systems Engineering Process course 2. Disclaimer

  10. 3. Reasons systems fail before delivery after delivery lack of qualified people unmanaged risks didn’t meet requirements wrong requirements overlooked something failure to execute failed to impress customer other 3. Reasons systems fail

  11. 4. Products • Product definition • Products composed of products • Types of products • Need for products • Need for lower-level products • Examples 4. Products

  12. Product definition (1 of 2) • A product is something produced by nature or by human industry or art • A product is something we can procure -- hardware, software, data, services. 4. Products

  13. Product definition (2 of 2) • Examples • Hardware -- space shuttle, house, circuit card, resistor • Software -- program, firmware • Data -- documents, work products • Services -- activities • The concept of a product makes explaining system engineering easier. 4. Products

  14. Products composed of products Level 1 Product Higher-level products Level 2 Product 1 Level 2 Product 2 Level 3 Product 1 Level 3 Product 2 Level 4 Product 1 Level 4 Product 2 Level 4 Product 3 Lower-level products 4. Products

  15. Types of products (1 of 2) Level N product Delivered products Support products Products can be divided into two types of products -- delivered products and support products 4. Products 4. Products

  16. Types of products (2 of 2) • Delivered products -- part of the delivered product • Support products -- other products in support of delivered product • Either type of product may be • Hardware • Software • Data • Service 4. Products

  17. Need for products • We need products to describe what we’re controlling • Products may be developed or procured without development 4. Products

  18. Need for lower-level products • We need lower-level products if we’re going to procure something needed for doing the development 4. Products

  19. Example 1 -- model airplane Model airplane Fuselage Wing Stabilizer Rudder Glue Good example -- We can use the lower-level products to make the higher-level product 4. Products

  20. Example 2 -- house, bad example House Kitchen Bathroom Bedroom 1 Bedroom 2 Garage Bad example -- We wouldn’t use the lower-level products to make the higher-level product 4. Products

  21. Example 3 -- house, good example House Plumbing Foundation Framing Roof Electrical Dry wall Good example -- We can use the lower-level products to make the higher-level product 4. Products

  22. 5. Cycles, phases, and activities • Definitions • Product life cycle • Pre-develop-phase activities • Develop-phase activities • Post-develop-phase activities • Example • Classical development 5. Cycles, phases, and activities

  23. Definitions • Cycle -- a complete set of events occurring in the same sequence • Product life cycle • Contract life cycle • Phase -- part of a cycle; the period of time the activities take • Activity -- execution of a set of tasks • Process -- steps used to accomplish an activity 5. Cycles, phases, and activities

  24. Product life cycle Phases Pre-develop Develop Post-develop Time 5. Cycles, phases, and activities

  25. Pre-develop-phase activities Sub phases or activities Sub phases overlap Identify opportunity Meet the customer Discuss the work Respond to RFP Time 5. Cycles, phases, and activities

  26. Develop-phase activities Sub-phases or activities Manage Understand requirements Sub-phases overlap Design Acquire products Build Verify Sell off Time 5. Cycles, phases, and activities

  27. Post-develop-phase activities Sub-phases Field test and validate Sub-phases overlap Train Operate Maintain Support Produce Upgrade Dispose Time 5. Cycles, phases, and activities

  28. Example -- build a house Activities Supervise Learn what buyer wants Have architect make blueprint Get land and lumber Build See if the house is OK Close Time 5. Cycles, phases, and activities

  29. Classical development

  30. 6. PBDA • Approach • PBDA block diagram • Application of PBDA to products • Example • Work products (WPs) 6. PBDA

  31. The approach Determine what customer wants Make it happen Decide what to do Get what it takes to do it Do it Approach consists of applying these seven activities to each product in the system Check it out Convince customer it’s what he or she wanted 6. PBDA

  32. build proc FCA PCA External: higher product teams contracts, specs, interfaces PBDA block diagram people facilities, tools, capital, communications, library schedule, budget, risks, TPPs, issues, AIs, problems plans, timeline, changes, legal status 1. Manage MR contracts specs, I/Fs 2. Understand req control, status RR design 3. Design CR PDR CDR lower specs & I/Fs 4. Acquire lower contracts, specs, interfaces lower products product 5. Build test results test spec lower test results lower product, test results, test spec 6. Verify status agree agree TRR VR test proc External: lower product teams 7. Sell off

  33. Application of PBDA to products Higher product Product of interest Lower product 1 Lower product 2 Lower product N PBDA is applied to each product separately 6. PBDA

  34. Example (1 of 2) System Subsystem Subsystem HWCI HWCI Unit HWCI Unit CSCI CSCI Example with 10 products 6. PBDA

  35. Example (2 of 2) 1 2 3 5 8 6 7 10 9 Developing the example with 10 instantiations of PBDA 6. PBDA

  36. 6. Management by WPs • Definition • Delivered products • WPs for management • WPs other activities • Input WPs • Optimizing WPs • Pareto of WPs by likely use • Measuring usefulness of WPs 7. Management by WPs

  37. Definition • A work product (WP) is a tangible object that is used to control the PBDA • Documents • Elements of environment to support engineering • Much of the execution of the PBDA can be thought of as completing the associated WPs PBDA executed by completing WPs 7. Management by WPs

  38. Delivered products • Delivered products (2) -- product and lower products • The goal of PDBA is to transform lower products into the product • Lower products may be • Delivered products • Support products • Services • Work products aid in the transformation PBDA transforms lower products into higher product 7. Management by WPs

  39. WPs for management • Environment (6) -- people, facilities, tools, capital, communications, library [support products] • Control (11) -- schedule, budget, risks, TPPs, issues, AIs, timeline, plans, changes, problems, legal • Reviews and audits (9) --MR, RR, CD, PDR, CDR, TRR, VR, PCA, FCA 26 WPs support products used for managing each product in PBDA. 7. Management by WPs

  40. WPs for other activities • Understand (0) -- • Design (3) -- design, lower specs, lower interfaces • Acquire (1) -- lower contracts • Build (1) -- build procedure • Verify (3) -- test spec, test procedure, test results • Sell off (1) -- agreement 9 WPs used for developing each product in PBDA. 7. Management by WPs

  41. Inputs WPs • Higher inputs (3) -- contracts, specs, interfaces • Lower inputs (3) -- lower test results, lower test spec, status • Lower product (1) -- output from lower level Inputs are monitored but don’t belong to the product of interest 7. Management by WPs

  42. Optimizing WPs • Some work products can be shared between levels • Not all work products are needed at each level. Not all WPs must always be used 7. Management by WPs

  43. Pareto of products by likely use product (1) budget & schedule (2) lower products (1) risks & TPPs (2) environment (6) issues and AIs (2) higher inputs (3) reviews and audits (9) design (3) plan and timeline (2) problems and changes (2) agreement (1) build proc (1) lower contract (1) lower inputs (3) legal (1) verify (3) decreasing likelihood of use An example pareto of support products by likely use 7. Management by WPs

  44. Measuring usefulness of WPs • -1 -- maintained but an obstacle • 0 -- not maintained • 1 -- maintained but not used • 2 -- maintained and used to monitor • 3 -- maintained and used to control • 4 -- maintained and used to optimize Value of an WP can be positive or negative 7. Management by WPs

  45. 8. CMMI • Definition • Objectives • Maturity levels • Process areas • Goals and practices • Generic goals and practices • Specific goals and practices • Continuous vs staged models • Evaluating adherence 8. CMMI

  46. Definition • A maturity measurements method • A collection of best practices that address productivity, performance, cost, and stakeholder satisfaction • An integrated view of process improvement across disciplines • A follow on to SEI by Carnegie Mellon • A standard by which Government selects contractors • http://www.sei.cmu.edu/cmmi/products/models.html 8. CMMI

  47. Objectives (1 of 2) • Improve performance, cost, and schedule • Improve collaboration among stakeholders • Provide competitive world-class products and services • Provide common business and engineering perspective • Handle systems-of-systems • Use common processes for systems and software • Ensure management support 8. CMMI

  48. Objectives (2 of 2) • Encourage looking ahead rather than behind • Develop staff that uses best practices • Allow moving staff among projects without changing processes • Improve processes 8. CMMI

  49. Maturity levels 5. Optimizing Emphasis on continuing improvement 4. Quantitatively managed Process measured & statistically controlled 3. Defined Process characterized for the organization 2. Managed Process characterized for projects and is often reactive 1. Initial Process unpredictable, poorly controlled, and reactive 8. CMMI

  50. Process areas (1 of 6) 1. INITIAL (0) Focus: none 8. CMMI

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