1. 112. Processes Agenda for processes r1. Organizations r2. Integrated product teams (IPTs) r3. Integrated process teams r4. Processes r5. Methods r6. Intranet

2. 212. Processes 1. Organizations rNumber rTypes of groupings rTypes of project organizations 1. Organizations

3. 312. Processes Number rLarge number of organization types are possible rMore than one type may be present on a project at one time 1. Organizations

4. 412. Processes Types of groupings rProject -- The grouping of people to accomplish the project rCompany --The grouping of people by companies rAdministrative -- The grouping of people within a company for personal development 1. Organizations

5. 512. Processes Types of project organizations (1 of 4) rFunctional -- The grouping of people is along functional lines rProduct -- The grouping of people is by product and process rCombination -- The grouping of people is a combination of functional and product 1. Organizations

6. 612. Processes Types of project organizations (2 of 4) Management BusinessI&T System Engineering Development 1. Organizations Example of functional project organization

7. 712. Processes Types of project organizations (3 of 4) Level 1 Product Team Level 2 Product Team 1 Level 2 Product Team 2 Level 2 Product Team 3 Level 3 Product Team 2 Level 3 Product Team 3 1. Organizations Example of product project organization

8. 812. Processes Types of project organizations (4 of 4) Management Business Processes Level 1 Product Team Level 2 Product Team 1 Level 2 Product Team 2 Level 2 Product Team 3 Level 2 Product Team 2 Level 2 Product Team 3 Example of combined project organization

9. 912. Processes 2. Integrated product teams (IPTs) rDefinition rIPT organization rOrganization guidelines rOrganization limitations rSize of IPTs rCommunication among IPTs 2. Integrated product teams

10. 1012. Processes Definition rHave the capability to do a turn-key job in producing a product rHave work teams and resources Work teams are dedicated teams devoted to the product Resources are people who may provide services to several IPTs Organization is usually functional 2. Integrated product teams

11. 1112. Processes IPT organization Product Management Business System Engineering Mechanical Engineering Electrical Engineering Conf MgtReliabilityManufacturingQuality Computer Engineering Work Teams Resources 2. Integrated product teams

12. 1212. Processes Organization guidelines rOrganize teams in the same way as the spec tree rAssign RAA for any one product to a single IPT rOK for an IPT to have RAA for multiple products rDon’t give multiple IPTs RAA for a single product rReduce coupling between IPTs 2. Integrated product teams

13. 1312. Processes Organization limitations rOrganization may be chosen for economic, personnel, or other reasons. rOrganization may not be optimum for execution rRegardless of the organization, the product engineers have RAA to make the product work 2. Integrated product teams

14. 1412. Processes Size of IPTs r5-20 people rEnsure stakeholders satisfaction 2. Integrated product teams

15. 1512. Processes Communications among IPTs rIPTs need to agree upon information communicated between products Description, schedule, and RAA for items to be sent between IPTs Communication between engineers on common issues 2. Integrated product teams

16. 1612. Processes 3. Integrated process teams rDefinition rProcess teams and IPTs rProcess team domain rProcess team types rProcess team reporting options 3. Integrated process teams

17. 1712. Processes Definition rEnsures that the same processes are used across multiple integrated product teams 3. Integrated process teams

18. 1812. Processes Process teams and IPTs Level 2 Product Team 1 Level 2 Product Team 2 Level 2 Product Team 3 System Engineering Mechanical Engineering System Engineering Mechanical Engineering 3. Integrated process teams

19. 1912. Processes Process team domain rMay span the whole project including all IPTs and their work teams rAlternately, may be more than one set of process teams 3. Integrated process teams

20. 2012. Processes Process team types (1 of 4) rTypes Company -- All IPTs at one company have different processes than the IPTs at another company Location-- All IPTs at one location have different process teams than at another location Project -- Each IPT defines its own processes, and there is no independent set of process teams 3. Integrated process teams

21. 2112. Processes Process team types (2 of 4) One process team for all Company 1 Company 2 Location 1 Location 2 Process team per company Process team per location

22. 2212. Processes Process team types (3 of 4) rAdvantages of single teams Presents a uniform picture Allows functions such as CM to span whole project Simplifies communications among product teams 3. Integrated process teams

23. 2312. Processes Process team types (4 of 4) rAdvantages of multiple teams Allows teams to use tools such as computers that they have been trained on Allows teams to use techniques learned on previous projects Promotes improvement of quality by seeing the same process applied over multiple projects 3. Integrated process teams

24. 2412. Processes Process team reporting options Management Level 1 Product Team Process Teams Management Level 1 Product Team Process Teams Vs Independent Process Team Process Team Integrated with Product 3. Integrated process teams

25. 2512. Processes 4. Processes rDefinition rPurpose of a process rTypes of processes r Problems 4. Processes

26. 2612. Processes Definition rProcess - a particular method of doing something 4. Processes

27. 2712. Processes Purpose of Process rBring the customer onto the project team Include customer in the process Give confidence that we know what we’re doing rCause harmony among stakeholders rImprove the use of tools & training rPromote reusability from project to project rImprove the way we do things 4. Processes

28. 2812. Processes Types of processes (1 of 7) rDevelopment -- developing an item rAgreement -- agreeing on an item rChange -- changing an item rPhase -- completing a phase rConduct -- conducting an activity 4. Processes

29. 2912. Processes Types of processes (2 of 7) Define stakeholders AgreeCaptureKick-offDevelop stakeholders item agreement document start Development process: Development involves defining stakeholders developing an item, agreement on and capture of the development, and then agreement to start using what was developed. The development process might be used to create a process, develop requirements, create a design, or make a change Development process: Development involves defining stakeholders developing an item, agreement on and capture of the development, and then agreement to start using what was developed. The development process might be used to create a process, develop requirements, create a design, or make a change 4. Processes

30. 3012. Processes Types of processes (3 of 7) Agree among team 1 stakeholders Agree among team 2 stakeholders Agree between points of contacts local agreements Agreement process: Agreement among teams involves stakeholders working out details but then directing results through the point of contact for the team. This process is used in tasks such as document reviews, and development of interface Agreement process: Agreement among teams involves stakeholders working out details but then directing results through the point of contact for the team. This process is used in tasks such as document reviews, and development of interface team 1 consensus team 2 consensus agreement 4. Processes

31. 3112. Processes Types of processes (4 of 7) 1. Open2. Assign 3. Hold4. Reject 5. Define stakeholders 7. Agree8. Capture9. Communicate10. Close 6. Solve identificationassignmentstakeholderssolution agreementdocumentationmessagesclosure holdrejection Change process: This process is used to modify an agreement. It might be used to update the configuration or to process action items Change process: This process is used to modify an agreement. It might be used to update the configuration or to process action items 4. Processes

32. 3212. Processes Types of processes (5 of 7) Observe current state Observe desired state Generate correction Predict future desired state stimulus current desired correction future desired Example stimuli: periodic, degree of change, scheduled events Control process: This process is used to force the current state to the desired state. It might be used to control cost, schedule, and risk Control process: This process is used to force the current state to the desired state. It might be used to control cost, schedule, and risk 4. Processes

33. 3312. Processes Types of processes (6 of 7) rPhase processes are outlined in discussion with the specific phase Design Acquire products Build Test Sell-off Phase processes: These processes are specific to the corresponding PBDA activities Phase processes: These processes are specific to the corresponding PBDA activities 4. Processes

34. 3412. Processes Types of processes (7 of 7) rChecklists rCorresponds more closely to methods than to process rExample -- meetings Purpose Type (e.g. information, brain storming, consensus building) Agenda Time keeper and agenda enforcement Documentation and propagation of decisions Conduct processes: These are often checklists 4. Processes

35. 3512. Processes Problems (1 of 5) Ignore Active use Process On the shelf 4. Processes

36. 3612. Processes Problems (2 of 5) rBarriers to Process Acceptance Management doesn’t support a process People don’t know that a process has been started Process doesn’t match what people do Process steps cost more than the value they bring Process doesn’t have measurable steps There’s no incentive to execute the process 4. Processes

37. 3712. Processes Problems (3 of 5) rMethods for overcoming barriers Obtain and publish management acceptance Include stakeholders in development of process Make each step clear, measurable, and useful Assign RAA for each step Hold kick-off meeting to start using the process Embed process in daily activities 4. Processes

38. 3812. Processes Problems (4 of 5) rMethods for embedding process Incorporate process into the use of a tool Enforce process by committees Incorporate process steps into schedule 4. Processes

39. 3912. Processes Problems (5 of 5) rExpense Process may become expensive Cost is easier to assess than benefit Benefit may be less than cost Examples Are there too many process steps Are the processes used or useful Are minutes to meetings worth the effort put into them 4. Processes

40. 4012. Processes 5. Methods rDefinitions rExamples rHeuristics 5. Methods

41. 4112. Processes Definitions rMethods are techniques for doing a process step 5. Methods

42. 4212. Processes Examples rRequirements management rTPMs rRisk management rReviews 5. Methods

43. 4312. Processes Heuristics (1 of 4) rHeuristic definition Rules of thumb rRule of thumb definition A rule based on practical experience without reference to scientific principals May have widespread validity, but may not always be true 5. Methods

44. 4412. Processes Heuristics (2 of 4) rExample 1 -- People Good people are number one priority Better to have good people and bad process than good process and bad people rExample 2 -- Planning Plan the work and work the plan Develop requirements as if they were going to be implemented by another company Don’t confuse requirements and design 5. Methods

45. 4512. Processes Heuristics (3 of 4) rExample 3 -- Hierarchy Don’t confuse requirements and levels of hierarchy RAA for a product should rest with only one IPT rExample 4 -- Order of tasks Parallel is good; serial is bad rExample 5 -- Partitioning Maximize cohesion and minimize coupling 5. Methods

46. 4612. Processes Heuristics (4 of 4) rExample 6 -- Control Push control to the lowest level rExample 7 -- Optimization Work first; optimize last Simplify 5. Methods

47. 4712. Processes 6. Intranet rFamiliarity rFlexibility rInput rNavigation rOutput rQuality 6. Intranet

48. 4812. Processes Familiarity rFamiliar to engineers because the Intranet rMany hardware and software solutions available rA powerful & cost savings communications tool 6. Intranet

49. 4912. Processes Flexibility rCan be used on simple & complex networks rAllows many tools including CM Quality checking Mail Scheduling Data management rAllows grouping data the way program is organized 6. Intranet

50. 5012. Processes Input rIntranet Inputs Allows entering data in the format of the tool that generated the data Avoids converting from tool format to data base format More spontaneously adaptation than data base rData Base Inputs People use reports from data bases rather having to learn the data base Data base difficult to learn and slow in creating large reports 6. Intranet

51. 5112. Processes Navigation rIntuitive big picture needing minimum training rGraphics and formatting rAccess from PCs, Sun workstations, and Macintoshes rSame look from different platforms rURLs point to information rHierarchical organization of page 6. Intranet

52. 5212. Processes Output rDocument generation with HTML & hyperlinks rDesign documents as collection of files rIndependent authors rOffice tools support of HTML generation 6. Intranet

53. 5312. Processes Quality (1 of 8) rRAA Each page should have an RAA owner Quality checking is important regardless of the tool used to maintain the library Poor quality irritates the users Poor quality leads to distrust of the information Quality checking should be frequent 6. Intranet

54. 5412. Processes Quality (2 of 8) rOrganization Team Product Function Hybrid 6. Intranet

55. 5512. Processes Quality (3 of 8) rTeam Separate home page for each team Each team places product and administrative information on home page Works well if teams organized in same way as products are organized A stable approach because teams assume ownership 6. Intranet

56. 5612. Processes Quality (4 of 8) rProduct Separate home page for each product Owner assigned for each product Especially useful if teams aren’t organized in same way products are organized Easier to navigate for descriptions of product Takes more work to maintain than team organization 6. Intranet

57. 5712. Processes Quality (5 of 8) rFunction Useful for information that doesn’t align on product or team boundaries Examples are common processes and procedures, reference documents, and phone numbers rHybrid A combination of all three methods plus others Intranet allows this flexibility 6. Intranet

58. 5812. Processes Quality (6 of 8) rConsistent themes Helpful to a have a librarian with RAA for themes Navigation improved by seeing similar organization across teams and products Look and feel improved by consistent use of color, fonts, symbology, and graphics A difficult concept to enforce 6. Intranet

59. 5912. Processes Quality (7 of 8) rCurrent links URLs point to files Links can be broken by several means File can be deleted Name of file can change Case of file name can change as a result of tool used to update the file Desirable to give any file being pointed to a fixed name and then not change it. Desirable that only one person have RAA for a file Tools exist to automatically report broken links 6. Intranet

60. 6012. Processes Quality (8 of 8) rGarbage collection Keeping data current is often forgotten task Review based on the age of each file rPage Organization Primary means of navigation rSearch engines Powerful but require a lot of memory 6. Intranet