1. 1. PBDA1 Agenda for introduction q1. Course details q2. Disclaimer q3. Reasons why systems fail q4. Products q5. Cycles, phases, and activities q6. PBDA q7. Management by WPs q8. CMMI

2. 1. PBDA2 1. Course details qCourse and instructor qCourse content qTextbook and time qSchedule qGrading qFormats 1. Course details

3. 1. PBDA3 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. 1. PBDA4 Course content rShow how to design a system from start to delivery rShow applications to commercial and military systems, large and small systems, hardware and software systems, and people systems 1. Course details

5. 1. PBDA5 Textbook and time rTextbook -- none rClass time -- 7:15 - 9:15 rURL for class notes -- www.engr.smu.edu/sys/Hinderer/7310 1. Course details

6. 1. PBDA6 Schedule rMay 28 -- Introduction rJune 2 -- Design rJune 4 -- Ideas rJune 9, 11 -- Example rJune 16, 18 -- Software rJune 23, 25 -- System rJune 30 -- Hardware rJuly 2, 7 -- Math 1 rJuly 9, 14 -- Math 2 rJuly 16, 21 -- Transforms 1 rJuly 23, 28 -- Transforms 2 rJuly 30 -- Final 1. Course details

7. 1. PBDA7 Grading qProject -- 50% qFinal -- 50% 1. Course details

8. 1. PBDA8 Formats qNon-electronic: Pencil and paper qElectronic: Office 97 Word, Excel, PowerPoint qPC and not Macintosh 1. Course details

9. 1. PBDA9 2. Disclaimer qDesign is more of an art than a science. qAlmost any approach to design will work if someone takes ownership of success qNo one approach is better than all the others qWe will use the approach used in the Systems Engineering Process course 2. Disclaimer

10. 1. PBDA10 3. Reasons systems fail after delivery before delivery lack of qualified people unmanaged risks wrong requirements failure to execute other didn’t meet requirements overlooked something failed to impress customer 3. Reasons systems fail

11. 1. PBDA11 4. Products qProduct definition qProducts composed of products qTypes of products qNeed for products qNeed for lower-level products qExamples 4. Products

12. 1. PBDA12 Product definition (1 of 2) qA product is something produced by nature or by human industry or art qA product is something we can procure -- hardware, software, data, services. 4. Products

13. 1. PBDA13 Product definition (2 of 2) qExamples l Hardware -- space shuttle, house, circuit card, resistor l Software -- program, firmware l Data -- documents, work products l Services -- activities qThe concept of a product makes explaining system engineering easier. 4. Products

14. 1. PBDA14 Products composed of products Level 1 Product Level 2 Product 1 Level 2 Product 2 Level 3 Product 1 Level 3 Product 2 Level 4 Product 2 Higher-level products Lower-level products Level 4 Product 1 Level 4 Product 3 4. Products

15. 1. PBDA15 Types of products (1 of 2) 4. Products Level N product Products can be divided into two types of products -- delivered products and support products Products can be divided into two types of products -- delivered products and support products 4. Products Delivered products Support products

16. 1. PBDA16 Types of products (2 of 2) 4. Products q Delivered products -- part of the delivered product q Support products -- other products in support of delivered product q Either type of product may be l Hardware l Software l Data l Service

17. 1. PBDA17 Need for products qWe need products to describe what we’re controlling qProducts may be developed or procured without development 4. Products

18. 1. PBDA18 Need for lower-level products qWe need lower-level products if we’re going to procure something needed for doing the development 4. Products

19. 1. PBDA19 Good example -- We can use the lower-level products to make the higher-level product Good example -- We can use the lower-level products to make the higher-level product Example 1 -- model airplane Model airplane FuselageWingStabilizerRudderGlue 4. Products

20. 1. PBDA20 Bad example -- We wouldn’t use the lower-level products to make the higher-level product Bad example -- We wouldn’t use the lower-level products to make the higher-level product House KitchenBathroomBedroom 1Bedroom 2Garage Example 2 -- house, bad example 4. Products

21. 1. PBDA21 Good example -- We can use the lower-level products to make the higher-level product Good example -- We can use the lower-level products to make the higher-level product Example 3 -- house, good example House Plumbing FramingRoofElectricalFoundationDry wall 4. Products

22. 1. PBDA22 5. Cycles, phases, and activities qDefinitions qProduct life cycle qPre-develop-phase activities qDevelop-phase activities qPost-develop-phase activities qExample qClassical development 5. Cycles, phases, and activities

23. 1. PBDA23 Definitions qCycle -- a complete set of events occurring in the same sequence l Product life cycle l Contract life cycle qPhase -- part of a cycle; the period of time the activities take qActivity -- execution of a set of tasks qProcess -- steps used to accomplish an activity 5. Cycles, phases, and activities

24. 1. PBDA24 Product life cycle Phases Time Pre-develop Post-develop Develop 5. Cycles, phases, and activities

25. 1. PBDA25 Pre-develop-phase activities Sub phases or activities Time Meet the customer Discuss the work Respond to RFP Sub phases overlap Identify opportunity 5. Cycles, phases, and activities

26. 1. PBDA26 Develop-phase activities Sub-phases or activities Time Understand requirements Design Acquire products Build Verify Sell off Sub-phases overlap Manage 5. Cycles, phases, and activities

27. 1. PBDA27 Post-develop-phase activities Sub-phases Time Train Produce Upgrade Maintain Operate Dispose Sub-phases overlap Field test and validate Support 5. Cycles, phases, and activities

28. 1. PBDA28 Example -- build a house Activities Time Learn what buyer wants Have architect make blueprint Get land and lumber Build See if the house is OK Close Supervise 5. Cycles, phases, and activities

29. 1. PBDA29 Classical development

30. 1. PBDA30 6. PBDA qApproach qPBDA block diagram qApplication of PBDA to products qExample qWork products (WPs) 6. PBDA

31. 1. PBDA31 The approach Determine what customer wants Decide what to do Get what it takes to do it Do it Check it out Convince customer it’s what he or she wanted Make it happen 6. PBDA Approach consists of applying these seven activities to each product in the system Approach consists of applying these seven activities to each product in the system

32. 1. PBDA32 PBDA block diagram 1. Manage 2. Understand req 3. Design 4. Acquire 5. Build 6. Verify 7. Sell off External: higher product teams External: lower product teams contracts, specs, interfaces specs, I/Fs contracts lower specs & I/Fs design lower contracts, specs, interfaces status lower product, test results, test spec agree lower test results lower products build proc product test proc test results test spec people facilities, tools, capital, communications, library schedule, budget, risks, TPPs, issues, AIs, problems plans, timeline, changes, legal control, status agree status MR RR CRPDRCDR TRRVR FCAPCA

33. 1. PBDA33 Application of PBDA to products Product of interest Lower product N Higher product Lower product 1 Lower product 2 PBDA is applied to each product separately 6. PBDA

34. 1. PBDA34 Example with 10 products System Subsystem HWCI Unit CSCI HWCIUnit CSCI Example (1 of 2) 6. PBDA

35. 1. PBDA35 Developing the example with 10 instantiations of PBDA 1 23 67 8 9 10 5 Example (2 of 2) 6. PBDA

36. 1. PBDA36 6. Management by WPs qDefinition qDelivered products qWPs for management qWPs other activities qInput WPs qOptimizing WPs qPareto of WPs by likely use qMeasuring usefulness of WPs 7. Management by WPs

37. 1. PBDA37 Definition qA work product (WP) is a tangible object that is used to control the PBDA l Documents l Elements of environment to support engineering qMuch 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. 1. PBDA38 Delivered products qDelivered products (2) -- product and lower products qThe goal of PDBA is to transform lower products into the product qLower products may be l Delivered products l Support products l Services qWork products aid in the transformation PBDA transforms lower products into higher product 7. Management by WPs

39. 1. PBDA39 WPs for management rEnvironment (6) -- people, facilities, tools, capital, communications, library [support products] rControl (11) -- schedule, budget, risks, TPPs, issues, AIs, timeline, plans, changes, problems, legal rReviews and audits (9) --MR, RR, CD, PDR, CDR, TRR, VR, PCA, FCA 26 WPs support products used for managing each product in PBDA. 26 WPs support products used for managing each product in PBDA. 7. Management by WPs

40. 1. PBDA40 WPs for other activities rUnderstand (0) -- rDesign (3) -- design, lower specs, lower interfaces rAcquire (1) -- lower contracts rBuild (1) -- build procedure rVerify (3) -- test spec, test procedure, test results rSell off (1) -- agreement 9 WPs used for developing each product in PBDA. 7. Management by WPs

41. 1. PBDA41 Inputs WPs rHigher inputs (3) -- contracts, specs, interfaces rLower inputs (3) -- lower test results, lower test spec, status rLower product (1) -- output from lower level Inputs are monitored but don’t belong to the product of interest Inputs are monitored but don’t belong to the product of interest 7. Management by WPs

42. 1. PBDA42 Optimizing WPs qSome work products can be shared between levels qNot all work products are needed at each level. Not all WPs must always be used 7. Management by WPs

43. 1. PBDA43 Pareto of products by likely use 7. Management by WPs An example pareto of support products by likely use decreasing likelihood of use product (1) lower products (1) higher inputs (3) budget & schedule (2) environment (6) design (3) build proc (1) problems and changes (2) risks & TPPs (2) verify (3) plan and timeline (2) lower inputs (3) reviews and audits (9) agreement (1) lower contract (1) issues and AIs (2) legal (1)

44. 1. PBDA44 Measuring usefulness of WPs q-1 -- maintained but an obstacle q 0 -- not maintained q 1 -- maintained but not used q 2 -- maintained and used to monitor q 3 -- maintained and used to control q 4 -- maintained and used to optimize Value of an WP can be positive or negative 7. Management by WPs

45. 1. PBDA45 8. CMMI qDefinition qObjectives qMaturity levels qProcess areas qGoals and practices qGeneric goals and practices qSpecific goals and practices qContinuous vs staged models qEvaluating adherence 8. CMMI

46. 1. PBDA46 Definition qA maturity measurements method l A collection of best practices that address productivity, performance, cost, and stakeholder satisfaction l An integrated view of process improvement across disciplines l A follow on to SEI by Carnegie Mellon l A standard by which Government selects contractors l http://www.sei.cmu.edu/cmmi/products/mod els.html 8. CMMI

47. 1. PBDA47 Objectives (1 of 2) qImprove performance, cost, and schedule qImprove collaboration among stakeholders qProvide competitive world-class products and services qProvide common business and engineering perspective qHandle systems-of-systems qUse common processes for systems and software qEnsure management support 8. CMMI

48. 1. PBDA48 Objectives (2 of 2) qEncourage looking ahead rather than behind qDevelop staff that uses best practices qAllow moving staff among projects without changing processes qImprove processes 8. CMMI

49. 1. PBDA49 Maturity levels 1. Initial Process unpredictable, poorly controlled, and reactive 2. Managed Process characterized for projects and is often reactive 3. Defined Process characterized for the organization 4. Quantitatively managed Process measured & statistically controlled 5. Optimizing Emphasis on continuing improvement 8. CMMI

50. 1. PBDA50 Process areas (1 of 6) Focus: none 1. INITIAL (0) 8. CMMI

51. 1. PBDA51 Process areas (2 of 6) Focus: basic project management 2. MANAGED (7) requirements management project planning project monitoring and control supplier agreement management measurement and analysis process and product quality assurance configuration management 8. CMMI

52. 1. PBDA52 Process areas (3 of 6) Focus: process standardization 3. DEFINED (11) requirements development technical solution product integration verification validation 8. CMMI

53. 1. PBDA53 Process areas (4 of 6) Focus: process standardization 3. DEFINED (CONTINUED) organization process focus organizational process definition organizational training integrated product management risk management decision and analysis resolution 8. CMMI

54. 1. PBDA54 Process areas (5 of 6) Focus: quantitative management 4. QUANTITATIVELY MANAGED (2) organizational process performance quantitative project management 8. CMMI

55. 1. PBDA55 Process areas (6 of 6) Focus: continuous process improvement 5. OPTIMIZING (2) organizational innovation and deployment causal analysis and resolution 8. CMMI

56. 1. PBDA56 Goals and practices GG SG Generic goals (GG) Apply to each process area within a maturity levels Have required generic practices (GP) Specific goals (SG) Apply to process areas Have required specific practices (SP) 8. CMMI

57. 1. PBDA57 Generic goals and practices (1 of 2) qGG 1: None qGG 2: Institutionalize a managed process l GP 2.1 Establish an organizational policy l GP 2.2 Plan the process l GP 2.3 Provide resources l GP 2.4 Assign responsibility l GP 2.5 Train people l GP 2.6 Manage configurations l GP 2.7 Identify and involve relevant stakeholders 8. CMMI

58. 1. PBDA58 Generic goals and practices (2 of 2) l GP 2.8 Monitor and control the process l GP 2.9 Objectively evaluate adherence l GP. 2.10 Review status with higher-level management qGG 3: Institutionalize a defined process l All GG 2 GPs l GP 3.1 Establish a defined process l GP 3.2 Collect improvement information qGG 4: Same as GG 3 qGG 5: Same as GG 4 8. CMMI

59. 1. PBDA59 Specific goals and practices (1 of 3) qSG 1 Establish estimates l SP 1.1 Estimate the scope of the requirements l SP 1.2 Establish estimates of work products and task attributes l SP 1.3 Define project life cycle l SP 1.4 Determine estimates of effort and cost Example for project monitoring and control 8. CMMI

60. 1. PBDA60 Specific goals and practices (1 of 3) qSG 2 Develop a project plan l SP 2.1 Establish the budget and schedule l SP 2.2 Identify project risks l SP 2.3 Plan for data management l SP 2.4 Plan for project resources l SP 2.5 Plan for needed knowledge and skills l SP 2.6 Plan stakeholder involvement l SP 2.7 Establish the project plan Example for project monitoring and control 8. CMMI

61. 1. PBDA61 Specific goals and practices (1 of 3) qSG 3 Obtain commitment to the plan l SP 3.1 Review plans that affect the project l SP 3.2 Reconcile work and resource levels l SP 3.3 Obtain pan commitment Example for project monitoring and control 8. CMMI

62. 1. PBDA62 Continuous vs staged models (1 of 2) qContinuous model l Process areas may have different levels of maturity l Same GGs, GPs, SGs and SPs as staged l 729 page document; different than staged 8. CMMI

63. 1. PBDA63 Continuous vs staged models (2 of 2) qStaged model l All process areas must have the same level of maturity l Same GGs, GPs, SGs and SPs as continuous l 729 page document; different than continuous 8. CMMI

64. 1. PBDA64 Evaluating adherence qCategories l Fully implemented l Largely implemented l Partially implemented l Not implemented qAll instantiations must be fully implemented for the enterprise to be fully implemented