customer success is our mission use of an organizational process for corporate-wide process...
TRANSCRIPT
Customer Success Is Our Mission
Use of an Organizational Process for Corporate-Wide Process Improvement via CMMI®
NDIA/SEI CMMI® Technology ConferenceNovember 2003
John Evers David ZeekManager, Process & Tools Manager, RECP CMMI® ProjectIIS Mid-Atlantic Garland, TXFalls Church, VA
November 2003, Slide 2
IPDS
One Company integration through a common program
RECP – Recipient of AFEI’s 2003 Industry award for Excellence in Enterprise Integration
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Analog, RF, Microwave
Digital Electronics
Mechanical
Electro-Optical
Software
Systems
RaytheonEngineering Common Program
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November 2003, Slide 3
Raytheon's Common Process Culture
Capability Maturity Model Integration (CMMI®)
provides the requirements for creating, measuring,
managing, and improving specific processes.
Integrated Product Development System (IPDS) provides an
integrated set of best practices for the entire product development
life cycle using a
program tailoring process.
Raytheon Six Sigma guides us to use CMMI®
and IPDS as tools to deliver value to customers
and integrate industry best practices.
Raytheon Engineering Common Program is the enterprise enabler for these initiatives
November 2003, Slide 4
Executing Enterprise CMMI® Strategy
• Incorporated changes to bring IPDS into Level 3 compliance with CMMI®
• Update IPDS to Level 5 compliance using incremental releases
• Upgrading support infrastructure in conjunction with IPDS upgrades (web sites, Process Asset Libraries, tools…..)
• Supporting Raytheon businesses in their CMMI® deployment, training, appraisals, and improvements
• Continuing involvement in external activities with CMMI®
• Teaming with the Software Productivity Consortium (training, assessment, consulting…)
Building on successful (IPDS) process deployment and usage
expedites CMMI® deployment
November 2003, Slide 5
The Vision
Past Reality
• Focus: Fix Problems– High Variability– Lack of discipline– Can’t move work around– Diverse Processes
• “Multiple” Raytheons
• Focus: Prevent Problems– Predictable Performance and
Reduced Variability– Disciplined Execution– Common Processes– Ability to collaborate and move
work to available resources• One Raytheon
Driven by R6
Captured in IPDS - Validated by CMMI®
To-Be State
Leveraging R6 improvements corporate-wide
November 2003, Slide 6
History of IPDS
RES - EDP/TTPRES - EDP/TTP
RESYS - IPDPRESYS - IPDP
RTIS - IPDPRTIS - IPDP
RHAC - IPA/PDPRHAC - IPA/PDP
Raytheon - IPDSRaytheon - IPDS SYNTHESIS SYNTHESIS
SYNTHESIS
SYNTHESIS
SYNTHESIS
SYNTHESIS
Four Separate Four Separate Product Product
Development Development Systems (Processes, Systems (Processes,
Tools, Training, Tools, Training, Information Information
Management)Management)
Integrated Product Integrated Product Development System Development System
(IPDS)(IPDS)Establishing Legacy Establishing Legacy “Best Practices”“Best Practices”• Discipline ProcessesDiscipline Processes• Product ProcessesProduct Processes• Unifying ProcessUnifying Process• ToolsTools• TrainingTraining• Information ManagementInformation Management
for the RSC common for the RSC common Product Development Product Development SystemSystem
L e g a c y C o m p a n y C o n s o l i d a t i o n
Based on Industry and Commercial
Standards EIA 632
Processes for Engineering a System
ISO 12207 Information Technology:
Software Life Cycle Processes”
IEEE 1220 Standard for Application and Management of the Systems Engineering
Process
GoalsGoals
Reduced Cycle Reduced Cycle Time, Defects/Unit Time, Defects/Unit
and Costand Cost
Capture and embed expert knowledge
Use existing strengths to close gaps
• Business Units drive IPDS development / improvement through RECP and CRs
• > 2000 CRs submitted since April 1998; led to 10 improved releases of IPDS
November 2003, Slide 7
Integrated Product Development System
Provides “One Company” language and tools to enable program capture and successful execution
Provides tools and processes that
enable Integrated Product Teams to
perform their tasks
Provides an environment for
continuous process improvement
Defines the way we plan, capture, and execute programs
Building a Process Culture Requires Discipline
November 2003, Slide 8
Web Shot of IPDS
Access toIPDS Processes
and Policies
Access toIPDS Processes
and Policies
Access toGlobal View
of IPDS
Access toGlobal View
of IPDS
Access to RelatedWebsites
Access to RelatedWebsites
Access to Supporting
Process Info
Access to Supporting
Process Info
Access to Mainand Sub-Process
Info
Access to Mainand Sub-Process
Info
Access to ContactInfo for IPDS
Access to ContactInfo for IPDS
Return to HomePage (shown)
Return to HomePage (shown)
Access toSite Search Engine
Access toSite Search Engine
Access to IPDSChange Process Access to IPDS
Change Process
Access toDeployment
Info
Access toDeployment
Info
Access to IPDS Glossary/
Acronym List
Access to IPDS Glossary/
Acronym List
Access to IPDSHelp Desk
Access to IPDSHelp Desk
Access toEnablers
Access toEnablers
Access toVersion
Description
Access toVersion
Description
Access to Gates
Info
Access to Gates
Info
Access toProcess Asset
Libraries (PALs)
Access toProcess Asset
Libraries (PALs)
November 2003, Slide 9
Deployment Methods Are Integral to IPDS
IMP
IMS
Customer Product/Program Objectives
Requirements
Risk
Win Strategy
Program Structure (SBS,OBS, WBS)
Work Flow and Scope(Events/Accomplishment)
Enterprise Goals
DevelopTailoringGuidance
Tailoring
Proposal Development
RISK
BUDGET
EVMS
STAFFING
STATUS
RESOURCEESTIMATING
FINANCIALREPORTING
ACTUALS
HISTORY
PROGRAMEXECUTION
REQUIREMENTS PROGRAM DEFINITION PROGRAM PLANNING PROGRAM EXECUTION
• PROCESSES•TASK DESCRIPTORS•GUIDELINES & REFERENCES•METHODS / PROCEDURES•CHECKLISTS•TEMPLATES
• TOOLS•PRODUCIBILITY / DFMA
• MEASURES• TRAINING
PROCESS DOCUMENTATION AND
ENABLERS
DEPLOYMENT TO PROGRAMS Integrated Planning (IMP/IMS/EVM)
ORGANIZATIONAL DESIGN Multidiscipline, Customer Focus
• INTEGRATED PRODUCT TEAMS• TEAM BUILDING
Aligned• Product
Structure• WBS• Program
Organization
November 2003, Slide 10
Integrated Product Development Process Is the Overarching Process
2 - Project Planning, Management and Control
1Business Strategy
Execution
3 Requirements
andArchitectureDevelopment
5System Integration,
Test, Verificationand Validation
(ITV&V)
4 Product Design
andDevelopment
6 - Production and Deployment
7 - Operations and Support
Planning
Planning
Business/StrategicPlanning
ProgramCapture/Proposal
Horizontal navigation follows nominal, progressive timeline across the life cycle
November 2003, Slide 11
IPDP Documentation Hierarchy
TOP
System Requirements
Definition
3-01System
Preliminary Design
3-02Product
Requirements Definition
3-03Product
Preliminary Design
3-04Component
Requirements Definition
3-05
3 REQUIREMENTS AND ARCHITECTURE DEVELOPMENT
LEVEL 1 FLOWCHART
INT
AnalyzeFunctionalBehaviors
3-04.02
SRR/SDR
3-04.06
3-04 PRODUCT PRELIMINARY DESIGN
IdentifyPhysical Product
Alternatives
3-04.03
DefineStandardizationOpportunities
3-04.04
Define Product Functions
3-04.01EstablishProduct
Architectures
3-04.05EstablishProduct
Baselines
3-04.07
LEVEL 2
LEVEL 3
DET3-04.05 ESTABLISH PRODUCT ARCHITECTURES
PerformProductRollup
3-04.05.09
Assess Safety &Environmental
Hazards
3-04.05.10
Assess ProductTestability& FMEA
3-04.05.12
EstablishPhysical
Architecture
3-04.05.08Conduct
VerificationEvaluation
3-04.05.06Define
VerificationProcedures
3-04.05.04Establish
FunctionalArchitecture
3-04.05.02
PRTS-02 PARTS SELECTION PROCESS
Process Owner PRTS
Stakeholders Digital ARM ME EO CMDM RMSS PM SCM
Task Narrative The Part Selection Process (PSP) is the process for selecting the bestpart in an application for product development and redesign effort. Theprocess focuses on standardization through the use of RaytheonStandard Parts (RSP) and the Raytheon Standard Suppliers (RSS) lists,and where possible and appropriate, the use of non-military parts. ThePSP is also the process tool of choice for Integrated Product Teams(IPT’s) to ensure early identification of problem parts/suppliers to reducerisk inclusive of obsolescence and reliability factors and to recommendalternatives. The PSP provides a mechanism and selection tool to reviewcomponents that design engineers select for a program. The primaryobjective of the process will be to select parts which meet the bestbalance of cost performance and reliability through the use ofstandardization which meet the performance requirement of thecontract. The parts selection process is tailored for individual programsby the program parts management plan.
Inputs Requirements [EXT] RSP/RSS [EXT] Parts Libraries [EXT] Six Sigma Data [EXT] DTC Data [EXT] Lessons Learned [EXT] Failure Analysis Data [EXT]
Outputs Approved Parts Documentation as required RCIMS/Libraries update
Reqts/Exit Criteria Assessment of governing contractual and/or part-level requirements. Documentation of part-level selection criteria and environment
completed Critical Design Review with closure of CDR action items. Recommendations Initiated.
References Parts Management Plan Non-Military Part Application Guidelines for Military Designs
[Informational] Non-Military Part Uprating Guideline [Informational]
3-04.05.10 ASSESSSAFETY & ENVIRONMENTAL HAZARDS
Process Owner SE
Stakeholders RMSS SW [P] MPE SCM
Task Narrative The performing activity analyzes the physical solution alternativesand aggregates of alternatives to identify potential hazards to the system, itsoperators, or the environment.
Special attention is placed on assessing safe operations of thesystem and assessing pollutants, hazardous wastes, or by-products associated with manufacturing, test, distribution,operation, support, training or disposal of the system asdeveloped to date.
Safety and human engineering models are developed for thesystem to aid in the development of the prime item developmentspecification. They are used later in the process for evaluation,tradeoff analysis and in allocating system safety and humanengineering requirements to lower level specifications. They alsofeed data into other models, such as repair-level analysis. Themodels establish safety and human engineering requirements foruse in the Preliminary Systems Requirements Specification.
System functional and physical descriptions are acquired throughpreliminary block diagrams and discussions with programengineers. Models may be task-oriented or functionalinput/output-oriented. Commonality with existing specificationsfrom similar systems is evaluated. Various standards andguidelines are reviewed, and applicable safety and humanengineering criteria and verification methods are determined
Inputs Customer Expectations [3-03.02] Allocated Product Functions [3-04.03.04] Product Physical Solution Alternatives [3-04.03.02]
Outputs Product Safety and Environmental Hazards
Reqts/Exit Criteria Systems engineering concurrence
References RSC SP Planning and Execution of RSC Programs[Informational]
RSC SP Safety of Products and Systems[Informational]
RSC SP Technical Controls on RSC Programs
TASK DESCRIPTORS
Vertical hierarchy reveals successive levels of detail
November 2003, Slide 12
IPDP Includes Program Check Points Called Gates
2 - Project Planning, Management and Control
1Business Strategy
Execution
3 Requirements& ArchitectureDevelopment
5System Integration,
Test, Verificationand Validation
4 Product Design
andDevelopment
6 - Production and Deployment
7 - Operations and Support
Planning
Planning
Business/StrategicPlanning
ProgramCapture/Proposal
1 2 3 4
5
6 9 10
11
7 8
Interest / No Interest
Pursue / No Pursue
Bid / No Bid
Bid / Proposal Review
Program Startup Review
Internal System Functional Review
Internal Preliminary Design Review
Internal Critical Design Review
Internal Test / Ship Readiness Review
Internal Production Readiness Review
Transition & Shutdown
1 Decision Gates
Asking the right questions... at the right time... by the right people
November 2003, Slide 13
What Is the Effect of CMMI®?
• CMMI® addresses policies & directives, organizational processes, and detailed procedures in addition to project processes
• CMMI® imposes additional requirements on organizations
• E.g., IPDS is based around and encourages use of IPTs but does not require them. CMMI® IPPD makes them a requirement.
• CMMI® provides a yardstick for process improvement
Policies / Directives
Program/ Project
Processes
Business/ Organization Processes
Detailed Procedures
Programs are Using CMMI®-Aligned Processes (IPDS) –Organizational Integration and Documentation are Needed
November 2003, Slide 14
Process Architecture
BusinessP&P
Program-specific Procedures and Work Instructions
CMMI® Requirements
Business Needs
Tailoring Guide
Training
Methods
Policies Procedures
Organizational Process Set
Enablers
Local Materials augment and provide detailed “how to” for businesses at Raytheon sites
November 2003, Slide 15
Process Asset Library Architecture
(2) Selectdesired criteria
(3) List of criteriamatches in sameWindow (scroll to view matches)
(1) PAL Access;Search byCriteria Function
(4) Selecticon to openasset
(5) Select asset name toview asset attributes andall parent/childrelationships
(6) Select parent or childasset name to regeneratesame window for new pick
(7) Select iconto open asset
(8) Select Archiveto list all versionsof asset
November 2003, Slide 16
Lessons Learned
• Process deployment model and method are as important as process documentation
• Organizational behavioral changes are primary factors critical to success
• Site engagement is critical to success against CMMI®
• Early program engagement is critical to realize benefits from integrated planning using common processes
• Closed, tightly coupled processes (low coherence, high dependence) can hinder improvements
• Consistent top-level flow can synchronize processes
• Think open process architecture
• Important to identify and address common subprocesses, such as risk management and requirements management, as well as other supporting (call-able) subprocesses, such as decision analysis
November 2003, Slide 17
IPDS, CMMI®, and R6 Support Each Other
Process Definition & Improvement
Process Deployment and Application
Process requirements
Appraise capability maturity
• ID and prioritize gaps• Improve
processes
Standard processes & methods
• Tailor processes• Execute• Design for Six Sigma• Improve processes
• R6 Improves Program Processes
• R6 Closes Gaps Identified by CMMI® Appraisals
Customer Success Is Our Mission
Questions
John Evers
Raytheon7700 Arlington Blvd.Falls Church, VA 22042
703-560-5000 x4359
David ZeekRaytheonCBN LC3000P.O.Box 660023Dallas, TX [email protected]