Successful Interface R isk M anagement

1. Successful Interface Risk Management From Blame Culture to Joint Action 10 October 2012 Arthur D. Little Limited300, Science Park, Milton RoadCambridge CB4 0XLUnited KingdomTel.: +44 1223 427 100Fax: +44 1223 427 101www.adlittle.co.uk Presentation to IRSC 2012

2. This presentation sets out • Why interfaces are important • Why current approaches for risk management at interfaces are insufficient • A proposal for an approach to managing non-technical interfaces better

3. Introduction – Why interfaces are important Interfaces are important because they are everywhere

4. Introduction –Why current approaches are insufficient Current approaches for risk management at interfaces are insufficient as they mainly consider technical aspects • MIL Standard 882 • NATO RTO report ‘Validation, verification and certification of embedded systems’ • CSM on risk evaluation and assessment • NASA Risk Management Handbook

5. Approach – Overview The aim of the approach is to move from blame culture to joint action to manage risks • The emphasis of the approach is on bringing parties together to work jointly to manage the interface risks • As a result there is a better understanding and agreement on: • What the interface is • What the risks at the interface are • How big the risks are • What actions need to be taken by each party to manage each risk

6. Approach – 1. Understanding the interface The first step of the approach is to clearly define and describe the interface between parties Example Engineering meetings interface Coordination meetings interface Planning meetings interface Other interface • Technical solutions for feature fulfillment • Software (SW) • Hardware (HW) • V&V plan fulfillment • Uptime • Material deliveries (maturity of the material as one parameter) • Reliability growth rate (Problem solving speed, verification fulfillment) • Changes on Engine side --> leading to changes vehicle side • Feature fulfillment • Feature balancing • Business impact • Vehicle to Powertrain: Material order from vehicle project of Engine/transmission deliveries • Priority of vehicles in the common plan • Vehicle to Powertrain: SW status on the truck to the engine • SW delivery plan, who is developing the SW? • Right SW in the right time for the right purpose is a key interface. The people working with the planning are stuck in short term firefighting • V&V for different engine types • Define the interface in terms of: • Quality & Features (technical aspects) • Delivery (timing) • Costs (product/project) • Managerial (control)

7. Approach – 2. Identifying interface risks In the second step a HAZOP style approach based on Guidewords is used to identify interface risks Example Project/Project Guidewords: • Timing • Early – it happens earlier than intended • Late – it happens later than intended • Before – it happens earlier in the sequence than was intended • After – it happens later in the sequence than was intended • Information/material/activity • No – none is achieved • Partial/less – less is delivered than is required • More – more is delivered than is required • As well as – something else is delivered, along with what is required • Part of – only a part of what is required is delivered • Reverse – the logical opposite happens • Other than – something completely different happens Engineering meetings interface What if technical solutions for feature fulfillment are later than intended? Coordination meetings interface What feature balancing is not achieved? Planning meetings interface What if the wrong material is delivered from Vehicle to Powertrain project? Other interface What if material is delivered earlier than intended?

8. Approach – 3. Assessing interface risks In the third step the identified interface risks are assessed Example • Risk level x Probability Severity Probability Severity

9. Approach – 4. Taking action to manage interface risks In the fourth step action plans are developed to mitigate the risks Identify Assess Plan mitigation Deliver planned mitigation Review Result The risk is identified The risk is assessed and its importance known A plan is developed to manage the risk The planned actions are delivered The planned actions reduce the risk Good risk management ü ü ü ü ü “We implemented the action, but it did not work” ü ü ü ü x “We had a good action plan, but did not do it” ü ü ü x x “We knew it was important but were too busy” ü ü x x x “We knew about the risk but did nothing” ü x x x x Common stopping point

10. Summary This presentation has shown • Why interfaces are important • Why current approaches for risk management at interfaces are insufficient • A proposal for an approach to managing non-technical interfaces better based on: • Parties working jointly on managing interface risks • A HAZOP style approach using Guidewords • A framework for managing the identified risks to make sure they actually reduce risk