Systems Engineering Management Prof david w. mille Dr. javier de luis Col John Keesee a.k. a. creating order from chaos Systems Engineering Management
Systems Engineering Management Prof. David W. Miller Dr. Javier de Luis Col. John Keesee a.k.a.: creating order from chaos Systems Engineering Management
Definitions What is Systems Engineering the ensemble of coordinated anal yses simulations and processes which lead to a technical product which best meets the needs of an identified customer What does it mean to manage systems engineering Systems engineering management requires the allocation of resources in a manner that ensures success Resources include funds, schedule, personnel, tools, and environment Proper allocation requires that the manager continuously predicts the future needs of the program and technical hurdles and allocates the currently available resources such that these needs are met and these hurdles are cleared at the appropriate time Systems Engineering Management
Definitions • What is Systems Engineering? – the ensemble of coordinated analyses, simulations, and processes which lead to a technical product which best meets the needs of an identified customer. • What does it mean to manage systems engineering? – Systems engineering management requires the allocation of resources in a manner that ensures success. – Resources include funds, schedule, personnel, tools, and environment. – Proper allocation requires that the manager continuously predicts the future needs of the program and technical hurdles and allocates the currently available resources such that these needs are met and these hurdles are cleared at the appropriate time. Systems Engineering Management
The restaurant analogy INGREDIENTS-available technologies funds schedule personnel, etc APPLIANCES-tools(e.g, software) for synthesizing, modeling, and analyzing a design KITCHEN -environment in which tools and communications are exercised (e.g., design room) cheF assistants- the systems engineering team RECIPE-the sequence of activities, tests, and refinements used to ensure the successful completion of the product MEAL-the product that arrives on time, on budget, and meets requirements(tastes good) all are required to produce a good yet cost-effective meal/product Systems Engineering Management
The Restaurant Analogy • INGREDIENTS - available technologies, funds, schedule, personnel, etc. • APPLIANCES - tools (e.g., software) for synthesizing, modeling, and analyzing a design. • KITCHEN - environment in which tools and communications are exercised (e.g., design room). • CHEF & ASSISTANTS - the systems engineering team. • RECIPE - the sequence of activities, tests, and refinements used to ensure the successful completion of the product • MEAL - the product that arrives on time, on budget, and meets requirements (tastes good) All are required to produce a good yet cost-effective meal/product Systems Engineering Management
Key elements of Systems Management Resources(margins) Resources provide the fuel. Holding margin ensures that fuel is available when you need it. Spend it sparingly and wisely. Very painful to get more later Scheduling Scheduling coordinates the various activities of the team to ensure that the team receives information and hardware when it is needed Scheduling identifies when and on what to spend resources (including allocating personnel)to ensure success when it is needed Prototyping Analysis and simulation only answer some questions. Others require actual testing in hardware. prototy ping can be a resource ffective element of the design process Systems Engineering Management
Key Elements of Systems Management • Resources (margins) – Resources provide the fuel. Holding margin ensures that fuel is available when you need it. Spend it sparingly and wisely. Very painful to get more later • Scheduling – Scheduling coordinates the various activities of the team to ensure that the team receives information and hardware when it is needed. Scheduling identifies when and on what to spend resources (including allocating personnel) to ensure success when it is needed. • Prototyping – Analysis and simulation only answer some questions. Others require actual testing in hardware. Prototyping can be a resourceeffective element of the design process. Systems Engineering Management
Key elements(cont · Communications Keep the team on the same page. Time spent by team members designing under old assumptions is a waste of resources Good communication with your customer(s)is essential in maintaining advocacy and access to resources assures that expectations do not drift Interfaces In larger projects, interfaces between groups/subsystems must be well-defined Two types of interfaces: physical and functional Interface violations will happen. Need to be arbitrated at next highest level Keep your interfaces to the outside world simple, clear, defined and consistent Systems Engineering Management
Key Elements (cont.) • Communications – Keep the team on the same page. Time spent by team members designing under old assumptions is a waste of resources. – Good communication with your customer(s) is essential in maintaining advocacy and access to resources. – Assures that expectations do not dri ft • Interfaces – In larger projects, interfaces between groups/subsystems must be well-defined. – Two types of interfaces: physical and functional. – Interface violations will happen. Need to be arbitrated at next highest level. – Keep your interfaces to the outside world simple, clear, defined, and consistent. Systems Engineering Management
Ensure that your resources are adequate · Personnel Ensure that the number of people as well as their skill mix and research divisions can be used to fill gapl subcontractors satisfies the needs of the program. Consultants FU unding Funds are needed to pay personnel(salaries, employee benefits operate facilities(taxes, utilities, overhead), acquire hardware, and communicate with team and customer(travel, telephone) Schedul Identifies when analyses or products need to be delivered Technologies Available technology is cheaper than invented technology Don't underbid a program or promise "unobtanium systems Engineering Management
Ensure that your Resources are Adequate • Personnel – Ensure that the number of people as well as their skill mix satisfies the needs of the program. Consultants, subcontractors, and research divisions can be used to fill gaps. • Funding – Funds are needed to pay personnel (salaries, employee benefits), operate facilities (taxes, utilities, overhead), acquire hardware, and communicate with team and customer (travel, telephone). • Schedule – Identifi es when analyses or products need to be delivered. • Technologies – Available technology is cheaper than invented technology Don’t underbid a program or promise “unobtanium” Systems Engineering Management
Tools for Schedule management · Schedules LFMAMIJJASTONDjFmal 「 ARR PD 2 Implement Operate Conceptualization Flight Hardware Coordinate the activities of the team to maximize producti vity Allocate resources- identify dependencies-manage costs Milestones Events which force the team to communicate the current form of the product in a coherent fashion opportunity to solicit outside critiques from experts Often required by customer to ensure progress is on schedule, on cost, and meeting performance requirements Systems Engineering Management
Tools for Schedule Management • Schedules – Coordinate the activities of the team to maximize productivity – Allocat e resources - identify dependencies - manage cost s • Milestones – Events which force the team to communicate the current form of the product in a coherent fashion – Opportunity to solicit outside critiques from experts – Often required by customer to ensure progress is on schedule, on cost, and meeting performance requirements 2001 2002 F M A M J J A S O N D J F M A M Program Reviews TARR PDR CDR AR Conceive Design Long Lead Procurement Implement Operate Conceptualization Prototype Flight Hardware Systems Engineering Management
Manage the margins Hold margin in all resources Resources required by the product tend to increase due to unforeseen problems, better understanding of the design, etc Margin allows the manager to accommodate such resource requirement growth without renegotiating resources with the customer How much margin should be held? Reduces as the product design matures Suggest holding 30%at TARR, 20% at PDR, and 10% at CDr Systems Engineering Management
Manage the Margins • Hold margin in all resources – Resources required by the product tend to increase due to unforeseen problems, better understanding of the design, etc. – Margin allows the manager to accommodate such resource requirement growth without renegotiating resources with the customer. • How much margin should be held? – Reduces as the product design matures – Suggest holding 30% at TARR, 20% at PDR, and 10% at CDR. Systems Engineering Management
Tools(cont) Work Breakdown Structure(WBS) The list of tasks that need to be completed in order to accomplish the job Tree-structure Defined to lowest level that makes sense for a particular group/system Often includes the expected labor hours and calendar schedule to form a baseline for managing the effort Systems Engineering Management
Tools (cont.) • Work Breakdown Structure (WBS) – The list of tasks that need to be completed in order to accomplish the job – Tree-structure – Defined to lowest level that makes sense for a particular group/system. – Often includes the expected labor hours and calendar schedule to form a baseline for managing the effort Systems Engineering Management
FLEⅩ O MANAGEMENT 2.0 SYSTEM ENGINEERING 3. 0 HARDWARE dESIGN FAB 1. 1 Project Planning Schedule 2.1 Requ 3.1 Arm Fabrication 2. 1.1 Expt Req document 3.1.1 Prototype(1) 1. 1.3 Implem& Work-around Plans 2.2 Design Evaluatio 3.1.3 Flight Arms(2 3.1.4 Motors 1.2.1Bu Feedforward Control Design 3.1.5 Payloads 2.2.3 Feedback Control Design 3.3 Human Interface 2.2.4 Human-in-the-Loop Simulation 1.3. 1 Monitoring Tracking 3.3.2 Grid w/S/W 1.3.2 WBS Maintenane 2.3 Configuration Control 3.3.3 Task Targets 1. 4 Interface 2.3.1 Design Documents 3.2 Processing &Tracking 3.2 Support Elec Software 1. 4.2 JSC RMS Program 2.3.3 Equipment List Maintenance 3.2. 1 Experiment Support Module 1.4.3 Tech. Tracking Committee 2.3.4 Test matrix 2.4 Program Reviews 3.2.3 Ground Support Equipment Co-l subcontractor mgmt 2.4.1 Conceptual Design Revie 2.4.2 Requirements Review 3.2.5 Up/downlink Refurbishment 1.5.2 Technical Task Trackin 4.3 Non-Advocate Review 6 Quality 1. 6. 1 Quality Program Plan 2.4.5 Critical Design Review 1.6.2 Nonconformance Tracking 4.6 Flight Readiness review 2.4.7 Post Mission Expt Review 4. 0 INTEGRaTION TEST 5.0 OPERATIONS 4. 1 Engineering Model Integ 5.1 On-Orbit 4.1.1 Robotic Arm Subsystem Tests 4.3. 1 Form 1628 Submittal 5.1.1 Diagnostics error identi 4.1.3 System Functional Testing 4.3.3 Safety Reviews(0, 1, Il, Ill 5.1.3 Protocol format 4. 1. 4 Prelim Environmental Test 4.3.4 Payload Integ Plan(PIP 4.3.6 PIP Annexe 4.2.2 Test Planning do 4.3.7 Verification Activities 3 On-orbit Predictions docume 4.2.3 Arm Subsystem Accept. Tests 4.3.8 Crew Trainin 4.2.5 Functional Testing/Charact 4.3.10 Material Lists 5.3.2 Reporting and dissemination 4.2.6 System Accept/Cert Testing 4.3. 11 Packing Stowage Plans 43.12 FM Deliver systems Engineering Management
FLEX 1.0 MANAGEMENT 1.1 Project Planning & Schedule 1.1.1 Organization and Meetings 1.1.2 Schedule Maintenance 1.1.3 Implem & Work-around Plans 1.2 Financial 1.2.1 Budget Update & Forecast 1.2.2 Subcontract Monitoring 1.3 Task Manage & Tracking 1.3.1 Monitoring & Tracking 1.3.2 WBS Maintenance 1.4 Interface 1.4.1 Program Monitor 1.4.2 JSC RMS Program 1.4.3 Tech. Tracking Committee 1.4.4 Reporting 1.5 Co-I & Subcontractor Mgmt 1.5.1 Planning & Schedule 1.5.2 Technical & Task Tracking 1.6 Quality 1.6.1 Quality Program Plan 1.6.2 Nonconformance Tracking 2.0 SYSTEM ENGINEERING 2.1 Requirements 2.1.1 Expt Req Document 2.1.2 Subsystem Req. Documents 2.2 Design & Evaluation 2.2.1 3-D 1-g & 0-g Modeling 2.2.2 Feedforward Control Design 2.2.3 Feedback Control Design 2.2.4 Human-in-the-Loop Simulation 2.2.5 Performance Evaluation 2.3 Configuration Control 2.3.1 Design Documents 2.3.2 Processing &Tracking 2.3.3 Equipment List Maintenance 2.3.4 Test Matrix 2.4 Program Reviews 2.4.1 Conceptual Design Review 2.4.2 Requirements Review 2.4.3 Non-Advocate Review 2.4.4 Preliminary Design Review 2.4.5 Critical Design Review 2.4.6 Flight Readiness Review 2.4.7 Post Mission Expt Review 3.0 HARDWARE DESIGN & FAB 3.1 Arm Fabrication 3.1.1 Prototype (1) 3.1.2 Ground Test Facilities (2) 3.1.3 Flight Arms (2) 3.1.4 Motors 3.1.5 Payloads 3.3 Human Interface 3.3.1 Joystick 3.3.2 Grid W/S/W 3.3.3 Task Targets 3.3.4 Video Interface 3.2 Support Elec & Software 3.2.1 Experiment Support Module 3.2.2 Crew Interface 3.2.3 Ground Support Equipment 3.2.4 Software 3.2.5 Up/downlink Refurbishment 4.0 INTEGRATION & TEST 4.1 Engineering Model Integ 4.1.1 Robotic Arm Subsystem Tests 4.1.2 ESM Configuration 4.1.3 System Functional Testing 4.1.4 Prelim Environmental Test 4.2 Flight Model Integration 4.2.1 Integ Planning & Doc 4.2.2 Test Planning & Doc 4.2.3 Arm Subsystem Accept. Tests 4.2.4 System Integration 4.2.5 Functional Testing/Charact 4.2.6 System Accept/Cert Testing 4.3 Carrier Integration 4.3.1 Form 1628 Submittal 4.3.2 Integ Reviews (CIR, FOR,.) 4.3.3 Safety Reviews (0, I, II, III) 4.3.4 Payload Integ Plan (PIP) 4.3.5 Interface Control Doc (ICD) 4.3.6 PIP Annexes 4.3.7 Verification Activities 4.3.8 Crew Training 4.3.9 JSC Interface/Project Monit 4.3.10 Material Lists 4.3.11 Packing & Stowage Plans 4.3.12 FM Delivery & Recovery 5.0 OPERATIONS 5.1 On-Orbit 5.1.1 Diagnostics & error identi 5.1.2 Human-in-the-Loop 5.1.3 Protocol format 5.2 Ground 5.2.1 KSC 5.2.2 JSC 5.2.3 On-orbit Predictions Document 5.3 Post-Mission Activities 5.3.1 Flight Data Analysis 5.3.2 Reporting and dissemination Systems Engineering Management
