NDIA Walk the Talk Integrating Corporate Goals and Processes Using the Engineering Lifecycle Vee Model

Transcription

1 NDIA Walk the Talk Integrating Corporate Goals and Processes Using the Engineering Lifecycle Vee Model Corporate Goals Corporate Results Policies and Processes Ken Mosteller November 18, 2009 Denver, Colorado

2 Overview The Systems Engineering Dual Vee Using the Architecture Vee to Assimilate Business Goals and Best Practice Processes Using the Entity Vee to Integrate Business Goals into the Project Cycle Traceability an example Summary Slide # - 2

3 The Systems Engineering Dual Vee Slide # - 3

4 Vee Model Forsberg and Mooz Three dimensional system development model Integrates architecture and entity development Emphasizes: Concurrent opportunity and risk management In-process validation Integration, verification, and validation planning Integration and verification problem resolution Vee Model promotes opportunity and risk driven architecture and entity development. Chapter 19 Slide # - 4

5 Technical Aspect of the Project Life Cycle Vee Model Three dimensional system development model that: Reflects concept of decomposition and integration Displays relationship of verification planning to requirements development Emphasizes in-process validation Reflects elaboration of baselines and configuration management Emphasizes early and continuing opportunity and risk management and problem identification and resolution Illustrates impact of time and maturity Slide # - 5

6 Evolution of the Vee Slide # - 6

7 U s e r a n d S t a k e h o l d e r R e q u i r e m e n t s U s e r a n d E n tity t y S t a k e h R o ee l d q e u r iirre m ee n tts R e q u i r e m e n t s C o n c ee p t t & A rc r c h ite i t e c tu t u re r e S ee llee c ttiio n a n d E n tity t yd ee s ign --to R ee q u iirre S m p e een c tif tis fic i c aa ttio i o n C o n c ee p t t & A rc r c h ite i t e c tu t u re r e S ee llee c ttiio n a n d D ee s ign --to S p ee c if i fic i c aa ttio i o n U ser and Stakehold er R equirem ents U ser and E Stakehold er n tity Req R equirem R equirem ents ents Con ncept & U ser and Architecture re Stakehold er E n tity Selection and d R equirem Req R equirem ents Design- ents D e s n -to SSpecification n U ser and Stakehold er R equirem ents Con ncept & Architecture E n tity re Selection Req R equirem ents and d Design- D e s n -to SSpecification n E n tity Con ncept & Req R equirem Architecture ents re Selection and d Design- D e s n -to SSpecification Con ncept & n Architecture re Selection and d Design- D e s n -to SSpecification n B u ild --tto o a n d C o d e --tto o A rtifa r ccts B u ild --tto o a n d C o d e --tto o A r tifa c ts B u ild --to and d CCode- to A rrtifa c ts B u ild --to and d CCode- to A rrtifa c ts B u ild --to and d CCode- to A rrtifa c ts B u ild --to and d CCode- to A rrtifa c ts B u y,, B u iilld,, C o d ee B u y,, B u iilld,, C o d ee Buy, B uild, C ode Buy, B uild, C ode Buy, B uild, C ode Buy, B uild, C ode V eerification a n -- Insp spection V ee rific r i f i c a tio t i o n -- IIn n s p eecc ttio i ov ne erific r ica tio t io n T e sst t,, D e m o n ss ttrraa ttiio n,, A n aa lly y s iis s V ee rific r i f i c a tio t i o n -- IIn n s p eecc ttio i o n V a lid a tio t n V Preparation e rrific ic a tio n Test, V T e s t, eerification a n - Dem - onstration, n, Insp spection Analysis V e rrific ic a tio n Test, T e s t, Dem onstration, n, V Analysis eerification a n -- Insp spection V aa lid l i d aa tio t i o n P rree p aa rraa ttiio n V a lid aattio io n V ee rific r ica tio t io n T e sst t,, D e m o n ss ttrraa ttiio n,, A n aa lly y sv iis asa lid l i d aa tio t i o n P rree p aa rraa ttiio n V a lid a tio t n V a lid a tio t n Preparation V a lid a tio t n V e rrific ic a tio n Test, T e s t, Dem onstration, V a lid n, a tio t n V a lid a tio t n Analysis Preparation V a lid a tio t n V eerification a V ne rrific - - ic a tio n V a Test, lid T e as tio t, Insp t n spection Dem onstration, n, Preparation Analysis V a lid aattio io n Typical SE Process Overview Dual Vee (A System Thinker s View) Architecture Vee for Architecture Management Entity Vee for Entity Management U s e r a n d S t a k e h o l d e r R e q u i r e m e n t s V aalid aatio n E n ttiitty R e q u iirree m e n tts V aalid aatio n P rre p a rra ttiio n C o n c e p t t & A rrcc h iittee cc ttu rre S e lec tio n a n d D e ss ig i g n --tto S p eecc ific aatio n V e rrific a tio n T e s t t,, D ee m o n s ttrra ttiio n,, A n aa ly l y s is i s B u ild --tto aa n d C o d e --tto A rrttiiffa c tts V e rific r i f i c a tio t i o n -- IIn s p e c ttiio n B u y,, B u ild,, C o dd e S o l u t i o n R e a l i z a t i o n A rtifa c ts S o lu tio n R e a liz a tio n S o lu tio n R e a liz a tio n Depicts architecture baseline evolution. Vertical dimension is architecture decomposition. Horizontal dimension is system realization. Third and normal dimension is quantity of entities and their interfaces. Solution Realization Solution Realization Solution Realization Solution Realization Depicts entity baseline elaboration. Vertical dimension is entity detail. Horizontal dimension is entity realization. Slide # - 7

8 Assimilating the Business Goals and Best Practices into the Dual Vee Model Slide # - 8

9 SE Process Overview Architecture Vee System Development System of systems May be segment, element, subsystem, etc. System Realization Subsystem Development Subsystem Realization Architecture Decomposition & Definition Decomposes to the Lowest Configuration Items LCI LCI Lowest Lowest Configuration Item Configuration Item Development Realization Architecture Integration & Verification System Realization Slide # - 9

10 System Decomposition Nomenclature* Transportation System System Bus Fleet Segment Bus Element Wheel Chair Handling Subsystem Wheel Chair Lift Assembly Assembly Note: Establish hierarchy levels and names and add them to vocabulary. Hydraulic Lifter Piston Piston Ring Subassembly Component Part *Ref. INCOSE SE Handbook Slide # - 10

11 SE Concepts = Business Vision and Objectives Organizations typically have one maybe two of the business objectives listed here- What about your organization? Typically these objectives tie back to project scope, schedule and resources. Slide # - 11

12 Cascading the Goals and Objectives Corporate Goals, Objectives, and Policies Corporate Results Verification and Validation Business Unit Goals, Objectives and Policies Business Unit Verification and Preparation for tracking mechanisms LCI Goals and objectives at lowest organization unit LCI Verification and Preparation of tracking mechanisms Slide # - 12

13 Business Goals Decomposition Nomenclature Defense Contractor Marine Craft Deep Sea Vessels Eastern Division Corporation Business line Business Sector Division Navigation Systems Segment Navigation Software Profit Center Slide # - 13

14 Solution Creation Issues (1 of 2) Upward Off-Core Corp Involvement and Approvals (In-process Approved Validation) Are the proposed Corporate objectives acceptable? Objective Business Unit Goals Policies Under Consideration Baseline Validation Planning Must prove that the right metric has been designed Baseline Verification Planning Must prove that the metric has been built right Business Unit Results Verification and Preparation for System Integration and Verification Corporate Results Verification and Validation Downward Off-Core Opportunity & Risk Management LCI Investigations and Actions to the Decomposition Level of Interest Unit level metrics have been designed How are the opportunities and risks of the proposed objectives being resolved? LCI Verification and Preparation for Subsystem Integration and Verification Slide # - 14

15 Solution Creation Issues (2 of 2) Corporate Goals, Objectives and Policies Baseline Validation Is the right result being measured? Upward Off-Core User Involvement Solution/System and Approval of Baselines and Baseline Modification Verification and Is the verified performance acceptable? Validation Business Unit Objectives, Policies, goals and metrics Baseline Verification Is the metric being calculated correctly? Baseline Being Verified LCI Objectives, policies goals and metrics Baselines Verified Downward Off-Core Verification Problem Investigation and Resolution to the Anomaly Level Is the problem cause understood? Slide # - 15

16 Integrating Business Goals into the Projects Elaboration Slide # - 16

17 Project Elaboration The Entity Vee Business and Stakeholder objectives Opportunity and Risk Investigation Project Requirements Policies Opportunity and Risk Investigation Balanced objectives Opportunity and Risk Investigation Customer Confirmation Opportunity and Risk Investigation Customer Confirmation Internal and external deliverables Customer Confirmation Validation Planning Customer Confirmation Verification Planning Verification Planning Perform the work Customer Confirmation Entity Realization Customer Confirmatio n Verification Inspection Verification Test, Demonstration, Analysis Anomaly Investigation Customer Confirmation Validation Preparation Anomaly Investigation Validation Anomaly Investigation Slide # - 17

18 Traceability An example of Cascading Corporate Policies Through to a Project Slide # - 18

19 Why Corporate Policies? Process 1 Corporate Policy Plan1 Process 2 Volume Procedures n Plan 2 Process n Procedures n Plan n Procedures n Slide # - 19

20 SE/PM Overall Process Focus Approach Stovepipe versus SE/PM Process Focus Approach, demonstrates the concept that the SE process environment concentrates on a product focus (as opposed to the traditional functional stovepipe focus). Slide # - 20

21 Process Improvement and Benefits Oriented Model Activity Benefit Potential Manage Manage performance and continuous improvement Improve Measure & Simulate Execute actions to improve lead times, optimize resources etc. Identify costs, lead time, quality, cost for non-value added activities, improvement potential, problem areas Document Improved routines, securing quality Identify Increased understanding, involvement, ideas The Process Oriented Model is designed to help all people involved in the organization to understand the whole picture and their part in implementing the process and organizational best practices Slide # - 21

22 Sample Document Tree Hierarchy of Corporate Policies and Procedures ORG PM SW HDW Systems QA Logistics CM DM IPT Tier 1 Policies/Directives Mission Statement Company Directives Tier 2 Strategic Documents/Manuals/Quality Management Plans (ID 0000) QMP PMP SDP HDP SEP QA Plan ILP CMP DMP ISD Plan QM 0000 PM 0000 SW 0000 HW 0000 SE 0000 QA 0000 CM 0000 Tier 3 Procedures/Forms/Forms Instructions (ID 0nnn) ORG 0001 PM 0001 SW 0001 HW 0001 SE 0001 QA 0001 LO 0001 CM 0001 DM 0001 IS 0001 ORG 0002 PM 0002 SW 0002 HW 0002 SE 0002 QA 0002 LO 0002 CM 0002 DM 0002 IS 0002 ORG 0003 PM 0003 SW 0003 HW 0003 SE 0003 QA 0003 LO 0003 CM 0003 DM 0003 IS 0003 PM 0004 SW 0004 HW 0004 SE 0004 QA 0004 LO 0004 DM 0004 PM 0005 SW 0005 HW 0005 SE 0005 QA 0005 LO 0005 PM 0006 SW 0006 HW 0006 SE 0006 QA 0006 LO 0006 PM 0007 SW 0007 HW 0007 SE 0007 QA 0007 LO 0007 SW 0008 HW 0008 SE 0008 QA 0008 LO 0008 HW 0009 SE 0009 QA 0009 LO 0009 HW 0010 SE 0010 QA 0010 LO 0010 HW 0011 SE 0011 QA 0011 HW 0012 QA 0012 HW 0013 QA 0013 Forms (ID 1nnn) ORG 1nnn PM 1nnn SW 1nnn HW 1nnn SE 1nnn QA 1nnn LO 1nnn CM 1nnn DM 1nnn IS 1nnn Forms Instructions (ID 2nnn) AS 2nnn PM 2nnn SW 2nnn HW 2nnn SE 2nnn QA 2nnn LO 2nnn CM 2nnn DM 2nnn IS 2nnn Tier 4 Work Instructions/Project Specific Documents (PID ID 5nnn) Project Name ORG 5nnn Project Name PM 5nnn Tier 5 Evidence Project Name SW 5nnn Project Name HW 5nnn Project Name SE 5nnn Project Name QA 5nnn Project Name LO 5nnn Project Name CM 5nnn Project Name DM 5nnn Project Name IS 5nnn Slide # - 22

23 Vee Model Forsberg and Mooz Three dimensional business management model Integrates business unit goals and project development deliverables Emphasizes: Concurrent opportunity and risk management In-process validation Integration, verification, and validation planning Integration and verification problem resolution Vee Model promotes opportunity and risk driven business development. Slide # - 23

24 Any Questions or Comments? Slide # - 24

25 Appendix 1 A Process Slide # - 25

26 Create / Refine the Business Vision Business Vision Analysis (or Refresh Business Vision) Summarize (refresh) business vision in terms of mission, business objectives, specific strategies, critical success factors, and critical business issues Verify business vision via interviews with executives and managers to confirm details regarding business strategy Slide # - 26

27 Establish Performance Metrics Develop a business process performance measurement system to effectively measure the performance of processes Process measures must be tied to and reflect the business vision and objectives Use a Balanced Scorecard to guide and evaluate business performance Identify and measure specific aspects of performance as they relate to business objectives Use activity-based costing to determine process cost Establish process performance baselines and models Slide # - 27

28 Validate Alignment / Effectiveness Continuously evaluate the performance of critical processes that directly support business objectives against established process performance baselines and models, as well as evaluate the results of deploying new process components Analyze the time, cost, and quality performance of the process at the elementary business process level Recognize process problems, improvement opportunities, and leverage points Apply process improvement principles to streamline and improve the process Slide # - 28

29 Organization Systems Engineering Integrated Approach Using the Dual Vee- Lifecycle Government ORG Program Manager Project Project Manager Project Engineer Program Manager Project Project Manager Project Engineer Systems Software Hardware QA CM Systems Software Hardware QA CM Customer Representatives LS LSE LHE QA CM E1 En E1 En E1 En Slide # - 29