nasa test and evaluation master plan
DESCRIPTION
This is Test and Evaluation Master Plan for Multi Satellite Operation Control Center Replacement Project. The document is develop based on MCSS System Requirement Design by Ford Aerospace and Computer Science Corporation.TRANSCRIPT
SDM 5004 System Engineering and Project Management
Multi-satellite Operations Control Center (MSOCC)
Communications Switching System (MCSS)
Test and Evaluation Master Plan (TEMP)
Revision 01
(SDM5004-TEMP-MSOCC-0000)
May 2011
Division of Engineering & Technology Management (D-ETM)
National University of Singapore
Faculty of Engineering
Block EA, #05-34 (Building EA, Level 5, Room 34)
9 Engineering Drive 1
Singapore 117576
ii
SDM5004-TEMP-MSOCC-0000 REV 01
WBS: 00
SDM 5004 System Engineering and Project Management
MULTI-SATELLITE OPERATIONS CONTROL CENTER (MSOCC)
COMMUNICATIONS SWITCHING SYSTEM (MCSS)
TEST AND EVALUATION MASTER PLAN (TEMP)
Revision 01
May 2011
Submitted by:
02 May 2011 A0000660B
Aditya Nugroho
Project Manager
Date Matriculation Number
Approved by:
May 2011
Dr. Joseph E. Kasser
Director Operational Test
and Evaluation
Date
iii
RECORD OF CHANGES
*A - ADDED M - MODIFIED D – DELETED
VERSION
NUMBER DATE
NUMBER OF
FIGURE, TABLE
OR
PARAGRAPH
A*
M
D
TITLE OR BRIEF
DESCRIPTION AUTHOR
00 18.04.2011 TEMP Paragraph M
D
Knowledge component in the
TEMP shall appear in the
footnotes.
Dr. Joseph E.
Kasser
iv
REQUIREMENT TRACEABILITY MATRIX
ID SUMMARY OF REQUIREMENT TYPE SECTION
01 An introduction to Project Management and
Systems Engineering Written Section 4 Page 17
02 Modern project management Written Section 4 Page 17
03 Project Selection and Strategy Written Section 3 Page 11
04 Project Organisation Written Section 3 Page 8
05 Project Planning Written Section 4 Page 17
06 Scheduling Written Section 4 Page 20
07 Cost Estimating Written Section 4 Page 30
09 Performance Monitoring Written Section 4 Page 35
10 Project Leadership Written Section 3 Page 11
11 Project Teams Written Section 3 Page 12
Section 4 Page 39
12 Constraint Management Written Section 4 Page 40
14 Project Audit and Closeout Written Section 4 Page 43
Lessons Learned Written Section 5 Page 46
Footnotes the knowledge component Written Appropriate Section
v
Table of Contents
RECORD OF CHANGES ............................................................................................................. III
REQUIREMENT TRACEABILITY MATRIX ........................................................................... IV
1. INTRODUCTION ................................................................................................................. 1
1.1 Purpose ............................................................................................................................. 1
1.2 Scope ................................................................................................................................ 1
1.3 Assumptions ..................................................................................................................... 1
1.4 References ........................................................................................................................ 2
1.5 Definitions ........................................................................................................................ 3
2. DESCRIPTION ..................................................................................................................... 4
2.1 MCSS Mission Description .............................................................................................. 4
2.2 MCSS System Description ............................................................................................... 4
3. PROGRAM SUMMARY ..................................................................................................... 6
3.1 Test and Evaluation Objectives ........................................................................................ 6
3.2 Test and Evaluation Methodology ................................................................................... 7
3.3 Management Organization and Responsibilities .............................................................. 8
3.3.1 External Interfaces ..................................................................................................... 8
3.3.2 Internal Interfaces ...................................................................................................... 9
3.3.3 Project Team Roles and Responsibilities ................................................................ 11
3.3.4 Documentation ........................................................................................................ 13
3.4 Resources Summary ....................................................................................................... 14
3.4.1 Integrated Test Master Schedule and Budget Summary ......................................... 14
3.4.2 Staff Resource Summary ......................................................................................... 15
3.5 Test Location and Equipment ........................................................................................ 16
4. TEST AND EVALUATION PROCESS PLAN ................................................................ 17
4.1 Work Planning ................................................................................................................ 17
4.1.1 Test and Evaluation Work Breakdown Structure (WBS) ....................................... 17
4.1.2 T&E Schedule Allocation Plan ............................................................................... 20
4.1.3 T&E Staff Resources Allocation Plan ..................................................................... 27
4.1.4 Budget Allocation Plan ........................................................................................... 30
4.2 Test and Evaluation Control Plan ................................................................................... 35
4.2.1 Budget and Schedule Control .................................................................................. 36
4.2.2 Quality Control ........................................................................................................ 37
4.2.3 Reporting and Communication ............................................................................... 39
4.3 Risk Management Plan ................................................................................................... 40
4.3.1 Risk Identification ................................................................................................... 40
4.3.2 Risk Mitigation ........................................................................................................ 40
4.4 Project Closeout Plan ..................................................................................................... 43
4.4.1 Post Performance Analysis ...................................................................................... 43
4.4.2 Project Closeout Schedule Allocation ..................................................................... 43
4.4.3 Project Closeout Critical Path ................................................................................. 43
4.4.4 Project Closeout Resource Allocation ..................................................................... 44
4.4.5 Project Closeout Budget Allocation ........................................................................ 45
vi
5. LESSON LEARNED ........................................................................................................... 46
6. BIBLIOGRAPHY ............................................................................................................... 48
7. APPENDIX 1. WORK PACKAGES DESCRIPTION .................................................... 50
APPENDIX A: PRELIMINARY DESIGN (SRR-PDR) .............................................................. 50
APPENDIX B: DETAILED DESIGN (PDR-IRR) ...................................................................... 60
APPENDIX C: DEVELOPMENT AND INTEGRATION (IRR-TRR) ....................................... 71
APPENDIX D: QUALIFICATION AND INSTALLATION (TRR-DRR) ................................. 82
APPENDIX E: PROJECT CLOSEOUT ....................................................................................... 92
8. APPENDIX 2. RISKS FACTORS CATEGORIZATION............................................... 98
vii
List of Tables and Figures
Table 1. 1 T&E Assumptions .......................................................................................................... 1
Table 1. 2 Document Reference ...................................................................................................... 2
Table 3. 1 Requirements Verification Matrix ................................................................................. 6
Table 3. 2 T&E Document Deliverables ......................................................................................... 7
Table 3. 3 Roles and Responsibilities of organization team for T&E activities ........................... 12
Table 3. 4 Basic rate of project team cost ..................................................................................... 13
Table 3. 5 T&E Documentation .................................................................................................... 13
Table 3. 6 Total budget allocations ............................................................................................... 14
Table 3. 7 Staff allocations per development phase ...................................................................... 15
Table 4. 1 WBS Dictionary of T&E activities .............................................................................. 19
Table 4. 2 Budget allocation Preliminary Design Phase ............................................................... 31
Table 4. 3 Budget allocation Detailed Design Phase .................................................................... 32
Table 4. 4 Budget allocation Detailed Design Phase .................................................................... 33
Table 4. 5 Budget allocation Qualification and Installation Phase ............................................... 34
Table 4. 6 T&E Management Control System .............................................................................. 36
Table 4. 7 Sub lower level work packages budget and schedule control ...................................... 37
Table 4. 8 Work packages depict the quality control process ....................................................... 38
Table 4. 9 Communication matrix ................................................................................................. 39
Table 4. 10 Work packages of risk management plan .................................................................. 40
Table 4. 11 SRR-PDR Initial Risk Identification and Mitigation ................................................. 41
Table 4. 12 PDR-IRR Initial Risk Identification and Mitigation .................................................. 41
Table 4. 13 IRR-TRR Initial Risk Identification and Mitigation .................................................. 42
Table 4. 14 TRR-DRR Initial Risk Identification and Mitigation ................................................ 42
Table 4. 15 Budget allocation Project Closeout Phase .................................................................. 45
Figure 2. 1 Switch configuration ..................................................................................................... 4
Figure 3. 1 MCSS T&E Vee Model ................................................................................................ 8
Figure 3. 2 MCSSRP External Interfaces ........................................................................................ 9
Figure 3. 3 MCSSRP Matrix Organization Structure ................................................................... 10
Figure 3. 4 MCSSRP Organization Structure ............................................................................... 10
Figure 3. 5 Integrated T&E Master Schedule ............................................................................... 14
Figure 3. 6 Summary T&E Manpower Cost ................................................................................. 15
Figure 4. 1 Work Breakdown Structure for T&E activities .......................................................... 18 Figure 4. 2 Preliminary Design T&E schedule ............................................................................. 20 Figure 4. 3 Detailed Design T&E schedule ................................................................................... 21 Figure 4. 4 Development and Integration T&E schedule .............................................................. 21 Figure 4. 5 Qualification and Installation T&E schedule .............................................................. 22 Figure 4. 6 PERT-CPM Preliminary Design. ................................................................................ 23 Figure 4. 7 PERT-CPM Detailed Design ...................................................................................... 24 Figure 4. 8 PERT-CPM Development and Integration ................................................................. 25
viii
Figure 4. 9 PERT-CPM Qualification and Installation ................................................................. 26 Figure 4. 10 Resource allocation Preliminary Design Phase ........................................................ 27 Figure 4. 11 Resource allocation Detailed Design Phase .............................................................. 28 Figure 4. 12 Resource allocation Development and Integration Phase ......................................... 29 Figure 4. 13 Resource allocation Qualification and Installation Phase ......................................... 30 Figure 4. 14 Budget accumulative Preliminary Design Phase ...................................................... 32 Figure 4. 15 Budget accumulative Detailed Design Phase ........................................................... 33 Figure 4. 16 Budget accumulative Development and Integration Phase ...................................... 34 Figure 4. 17 Budget accumulative Qualification and Installation Phase ...................................... 35 Figure 4. 18 Project closeout schedule .......................................................................................... 43 Figure 4. 19 PERT-CPM Project Closeout Phase ......................................................................... 44 Figure 4. 20 Resource allocation of Project Closeout Phase ......................................................... 44 Figure 4. 21 Budget accumulative Project Closeout Phase ........................................................... 45
1
1. INTRODUCTION
1.1 Purpose
Test and Evaluation Master Plan (TEMP) describes the program Test and Evaluation (T&E)
objectives, requirements, general methodology (test flow and description of each T&E phase),
responsibilities, and scheduling of test phases for the the Multi Satellite Operations Control
Center (MSOCC) Communications Switching System (MCSS) switch upgrade. This TEMP is
a program-level management planning document for all MCSS T&E activities and as a guide
for developing T&E plans. In the MCSS Systems Engineering Management Plan (SEMP) that
is described the TEMP is subordinate to the program SEMP1.
1.2 Scope
The process described in this TEMP applies to engineering activities associated with the
design, development, and operation of the MCSS over the life cycle of the program. These
activities include the testing of manufactured items. Activities related to items on the T&E
activities will comply with requirements specified in the MCSS System Requirements
Document (SRD) Section 5. Test and evaluation plans which specify actions to be taken in
implementing test and evaluation at the project level, will be prepared by project manager.
1.3 Assumptions
This section lists assumptions that are specific to the test planning.
Table 1. 1 T&E Assumptions
Assumptions ID Description
T&E
Budgeting
BA.01
BA.02
• The project manager will be responsible for reviewing all
cost/budget changes for this project.
• Sufficient capital will be available to fund the MCSSRP.
1 Test and evaluation is an integral part of the systems engineering process. Key aspects of the systems
engineering process, more fully described in the SEMP, are discussed in this TEMP to illustrate how T&E
supports the overall systems engineering process. Bell, David.W and Brown, David.C. Systems Engineering and
Test and Evaluation—The Integrated Process. ITEA Journal 2010; 31: 57–62
2
T&E
Schedule
TA.01
TA.02
TA.03
• The critical path method (CPM) schedule and milestone list that
details the timeframes and deadlines for the completion of T&E
activities are given based on fixed time estimation.
• No resource limitations for T&E (i.e, resource personnel) and all the
resources currently available for this project.
• The project will be conducted with resources from a matrixed
organization structure.
T&E Staff SA.01
SA.02
• Personnel will be properly trained on the tools and techniques
needed to support this effort.
• Upon completion of each T&E activities in project phase, staff will
transition to the next phase of the project, return to their previous
work on a full time basis.
Testing QA.01
QA.02
• Testing environments will be stable during execute the system test
• Users will commit adequate resources to User Acceptance Testing
1.4 References
This section lists all the documents referenced in the TEMP.
Table 1. 2 Document Reference
Doc
No Document Name
1
An Enhanced Framework for the Management of Information Technology Projects, PPTO-
TM-002 Project Plan Template, Chief Information Officer Branch, Treasury Board of
Canada Secretariat January 2000.
2 MSOCC MCSS Systems Engineering Management Plan (SEMP). Presented in Session 8.
3 Defence Acquisition University Press. Test and Evaluation Management Guide 5th Edition.
FORT BELVOIR, VA, January 2005.
4 NASA/GSFC, Multi-Satellite Operations Control Center (MSOCC) Communications
Switching System (MCSS) System Requirements Document, 511-4SRD/0489.
5 Processes for Engineering a System, Electronic Industries Alliance (EIA) Standard 632,
ANSI/EIA-632-1998.
6
Systems Engineering – System Life Cycle Processes, International Organization for
Standardization (ISO)/International Electrotechnical Commission (IEC) 15288, ISO/IEC
15288:2002
3
1.5 Definitions
This section contains definitions for any specific terminology or acronyms used in this plan.
ACRONYM DESCRIPTION
CI Configuration Item
COTS Commercially available Off-The-Shelf
DOD Department of Defense
DRR Delivery Readiness Review
GSFC Goddard Space Flight Center
IRR Implementation Readiness Review
ISO International Organization for Standardization
MCSS MSOCC Communications Switching System
MCSSRP MCSS Replacement Project
MSOCC Multi Satellite Operations Control Center
NASCOM NASA Communications Network
NASA National Aeronautics and Space Administration
PDR Preliminary Design Review
PM Project Manager
QA Quality Assurance
RAM Reliability, Availability and Maintainability
SEMP System Engineering Management Plan
SOW Statement Of Work
SRD System Requirement Document
SRR System Requirement Review
T&E Test and Evaluation
TEMP Test and Evaluation Master Plan
TRR Test Readiness Review
V&V Verification and Validation
4
2. DESCRIPTION
2.1 MCSS Mission Description
The MSOCC uses a switching system to route special synchronous RS-422-A type digital
data within the MSOCC and between the National Aeronautics and Space Administration
(NASA) Communications Network (Nascom) and the computer equipment within MSOCC.
The mission is to replace the data switch that routed signals from multiple low earth orbit
(LEO) satellites to data processing computers without loss of LEO satellite scientific data2.
2.2 MCSS System Description
The need were recognized for a single switch to replace the three existing switches with at
least twice the capability of the three switches combined. The switch will be controlled by the
DOCS, will handle data at rates of up to 6.312 Mbps, and will have a capacity of 255 full-
duplex connections (see Figure 2.1). The new switch system will henceforth be referred to as
MCSS. The MCSS function requirements are grouped into 4 subsystems which are:
1) Switch Matrix
2) Switch Control
3) Timing Generator and
4) Test And Monitoring.
Figure 2. 1 Switch configuration
2 Kasser, J. E. and Mirchandani, C. J., ―The MSOCC Data Switch Replacement: A Case Study in Elicitating and
Elucidating Requirements‖, proceedings of the 15th International Symposium of the International Council on
Systems Engineering (INCOSE), Rochester, NY, 2005. Page 2-3
Replace
5
From the result of the preliminary discussions with potential switch vendors have shown that
many of the MCSS requirements can be met by COTS switch available in the market. The
requirements not met by the purchase would be taken care of by inhouse development.
Therefore, the decision is to purchase a standard industry switch which will be modified to
meet the design requirements. The Timing Generator subsystem and Test and Monitoring
subsystem will be developed in-house.
6
3. PROGRAM SUMMARY
3.1 Test and Evaluation Objectives
Test and evaluation is an integral part of the systems engineering process that is used to attain
system objectives. T&E objectives have been derived to support the systems engineering
process. Two general objectives of the T&E program for MCSS are:
(1) to support system design and development, and
(2) to verify compliance with requirements3.
To ensure conformance with requirements contained in the System Requirements Documents
(SRD), following Table 3.1 described the example of Requirements Verification Matrix for
each subsystems to be performed during test execution.
Table 3. 1 Requirements Verification Matrix
Req No Description Priority WBS
Reference
5.2 SWITCH MATRIX
5.2.1 The MCSS shall contain 255 ports
High Q101, Q201 5.2.2 The MCSS shall switch binary digital signals
5.2.3 The MCSS shall switch serial signals
5.2.4 This subsystem shall switch Data and Timing as signal pairs
5.3 SWITCH CONTROL
5.3.1 This subsystem shall be the MCSS operator’s control interface
High Q301
5.3.2 This subsystem shall require the use of passwords to control, assign or
modify switch connections.
5.3.3 This subsystem shall perform a self test on the MCSS upon power up
5.3.4 This subsystem shall provide the capacity to allow the control interface to
select the active switch control unit
5.4 TIMING GENERATOR
5.4.1 This subsystem shall contain identical primary and backup Terminal Timing
signal generators High Q302
5.4.2 This subsystem shall distribute Terminal Timing signals to a minimum of
255 ports
5.5 TEST AND MONITORING
5.5.1 This subsystem shall not affect the signals being monitored
High Q303 5.5.2 This subsystem shall contain at least 10 NBG’s
5.5.3 The NGB shall be able to generate predefined valid Nascom blocks at the
timing frequencies identified
3 In the MCSS T&E integration, verification and validation will takes place over the systems engineering
lifecycle to show that the systems meets the objectives of each phase are satisfied. INCOSE., ―System
Engineering Handbook Version 2.0‖, Seattle, 2000
7
3.2 Test and Evaluation Methodology
The approach used to conduct T&E is based on achieving the T&E objectives described
above.Test approach defined in the MCSS SRD will involve Development Team and
Transition Team. Operations personnel, the Development Team and Transition Team will be
involved in testing the MCSS at MSOCC.
Test procedures will develop to perform the test in four categories; factory acceptance test,
site acceptance test, integration acceptance test and final acceptance test. Thus, each of T&E
activity will deliver the documents as described in Table 3.2.
Table 3. 2 T&E Document Deliverables
Phase ID Document Deliverables Due Date
Preliminary
Design F100 Test Plan Document 31 January 2011
Detailed
Design F200 Test Procedures Document
28 February
2011
Development
and Integration F300 Final Subsystem Test Report 30 March 2011
Qualification
and Installation F400
Final Test Acceptance Report Document
(Verification and Validation) 30 April 2011
Closeout F500 Project Final Report 14 May 2011
MCSS T&E will start from the subsystems development until the subystem installation is
replace the current MSOCC switching system. The T&E activity except the Purchased Switch
Test is interdependence and can be illustrated by using a Vee model4 in the project lifecycle
as described in Figure 3.1.
As we bought the COTS Industry Switch from the market, those purchase switch should have
immediately test for immediate feedback result and will be served as independent testing. The
4 The Vee model illustrate here is only for the purpose the interdependence testing; not all of the phases in the
Vee-model (especially validation phase) according to the MCSS System Engineering Management Plan would
be partof this document. Vee model was adapted from 1204 Test and Evaluation lecture notes and modified for
MCSS from Forsberg, K., Mooz, H. and Cotterman, H., Visualising Project Management, John Wiley & Sons,
Inc., 3rd edition, 2005. Page 145
8
black box in the Vee model indicated that the phase is already tested in the beginning and will
not be incorporate in this TEMP.
Figure 3. 1 MCSS T&E Vee Model
The Test Pass and Fail criteria for each T&E activity will be develop according to the MCSS
System Requirement Document in Section 4. This Test Pass and Fail criteria will be
explained more detail in the Test Plan work packages following IEEE 829-1998 Standard for
Software Test Documentation5.
3.3 Management Organization and Responsibilities
3.3.1 External Interfaces
This section describe the organizational between the project and external entities6.The
external interfaces for the MCSSRP project would be the members of the project committee
(Computer Sciences Corporation), MCSSRP project manager, Ford Aerospace
(subcontractor) and NASA Goddard Space Flight Center who is the stakeholder for this
project.
5 MCSS T&E Work Packages will adapted the Test Plan format which contain: How the testing will be done,
Who will do it, What will be tested, How long it will take and What the test coverage. IEEE 829-1998 Standard
for Software Test Documentation. 6 With identifying project external interfaces it would covers the significance of stakeholders to project success.
Forsberg, K., Mooz, H. and Cotterman, H., Visualising Project Management, John Wiley & Sons, Inc., 3rd
edition, 2005. Page 12
Identify User Needs
and Test Concept
Document
Develop Test and
Evaluation Master Plan
Expand performance
specifications into
―design-to‖ Subsystem
Evolve ―design-to‖ into
documentation and
implementation plan
Validate components
against ―build-to‖
documentation
Assemble configuration
item and subsystem and
perform verification
Integrate system and
verifify to performance
specifications
Demonstarate and
validate system
capability
Fabricate, Assemble
and Code to ―build-to‖
documentation
Subsystem
Test Plan and
Procedure
Integration
Test Plan and
Procedure
Acceptance
Test Plan and
Procedure
Requirement
specification
System
specification
Preliminary
design
Detailed
design
Handover
Acceptance
test
Integration
Test
Subsystem
Test
9
Figure 3. 2 MCSSRP External Interfaces
3.3.2 Internal Interfaces
This section describe the internal structure of the MCSS T&E project organization to include
the interfaces among the units of the development team. The matrix organization7 will be use
to create succesful implementation of the T&E activities and provide efficient project
execution environment with emphasis on the functionality of each discipline8.
The organizational interfaces between the MCSS T&E project and organizational entities that
provide supporting processes, such as quality assurance, and verification and validation, will
be specified in support T&E and system engineering process. Organizational charts in Figure
3.3 and Figure 3.4 described the lines of authority, responsibility, and communication within
the project.
7 As MCCSRP is considered medium tech project with low risk involved, matrix organization would be
appropriate for describe the internal structure of the project. Shenhar, A. J. and Bonen, Z., ―The New Taxonomy
of Systems: Toward an Adaptive Systems Engineering Framework‖, IEEE Transactions on Systems, Man, and
Cybernetics – Part A: Systems and Humans, Vol. 27 (1997), no. 2, 137 – 145 8 Under the matrix organization, all project tasks in WBS are assigned to each discipline through work packages.
This is what we will applied in this TEMP. Ichiro Koshijima and Tomio Umeda. Human Resource Allocation in
Project Management. Management Science Approach.
http://www.sba.muohio.edu/abas/2001/brussels/Koshijima_Koshijima-Umeda.pdf
MCSSRP
Project
Manager
Vendor of
MCSS
switches
External
Environment
Project Team
Major
stakeholder –
NASA - GSFC
Project Sponsor –
CSC Exec. Mgt
Sub-contractor -
Ford Aerospace
10
Figure 3. 3 MCSSRP Matrix Organization Structure
Figure 3. 4 MCSSRP Organization Structure
Executive Management
Build & Development Department
MCSSRP Project Manager
Test & Evaluation Department
Configuration Department
MCSS System and Development Team
MCSS Test and Evaluation Team
MCSS Configuration Team
Quality Assurance Department
MCSS Quality Assurance Team
Administrative Office
MCSSRP Project Manager
MCSS Test and Evaluation Team
MCSS Configuration Team
Quality Assurance Team
Configuration Item Test Team
Integration Test Team
Delivery Team
MCSS System and Development Team
Requirements Team
Design Team
Implementation Team
LibrarianQuality Assurance
Engineer
• System engineer
• Architecting eng• Software eng• Hardware eng
• System eng• Software eng• Hardware eng
• System engineer• CM Specialist
• Logistic engineer
• System eng• Senior Test
Engineer• Test Engineer
11
3.3.2.1 Project Manager (PM)9
1) Internal responsibilities:
a. Approve all cost and schedule-related planning documents.
b. Approve all organizational work and WBS.
c. Control of all organizational resources.
d. Monitor and report all project performance
e. Evaluate trade-offs prior to major decisions and approve any deviations to approved
plans.
f. Monitor and assure that all corrective actions are completed in the specified time.
2) External responsibilities: The PM is the principal point of contact for maintaining
liaison with the Computer Science Corporation, coordinating and supporting meetings,
conducting program reviews, approving all deliverables and managing all subcontractor
(Ford Aerospace) activity.
3.3.3 Project Team Roles and Responsibilities
This section identify the organizational units or project team that are responsible for T&E
processes and activities. The Maturity Model10
will be use for assessment of competency in
allocating the resources in each work activity. Next table describe the roles and
responsibilities and basic unit rate for each team organization who is responsibles for T&E
activities.
9 Project Manager has roles in three different arena; the customer’s, executive management’s, and the project
team’s. Project Manager is like a conductor of orchestra, providing the guidance for all project teams to achieve
common goal. Forsberg, K., Mooz, H. and Cotterman, H., Visualising Project Management, John Wiley & Sons,
Inc., 3rd edition, 2005. Page181 – 195. 10 The Maturity Model will helps to allocate the human resources more efficient in the MCSSRP project based
on assesment of Type of Engineers (Type I, Type II, Type III, Type IV, and Type V).Joseph E. Kasser and Moti
Frank, 2010. A Maturity Model for the Competency of Systems Engineers. Proceedings of the 20th International
Symposium of the INCOSE, Chicago, IL.
Table 3. 3 Roles and Responsibilities of organization team for T&E activities
Position Roles and Responsibilities Staff and Resources Code Type of
Engineers WBS Activities Status Organization Unit
MCSSRP Project
Manager
Provides testing management oversight.
Responsibilities:
provide technical direction
acquire appropriate resources
provide management reporting
Project Manager (R1) Type V
M101, M102, M201,
M202, M301, M302,
M401, M402, M403
Full Time MCSSRP Project
Manager
MCSS Test and
Evaluation (T&E)
Team
An organizational team, responsible for CI
and Integration T&E, who reports to the
Project Manager .
Responsibilities:
execute tests, log results
recover from errors, document change
requests
System Engineer (R2)
Senior System Engineer (R3)
Senior Test Engineer (R4)
Test Engineer (R5)
Logistic Engineer (R6)
Type II
Type III
Type V
Q101, Q102, Q103,
Q104, Q201, Q202,
Q203, Q204, Q205,
Q301, Q302, Q303,
Q304, Q305, Q401,
Q402, Q403, Q404
Full Time
Part Time
Test and Evaluation
Department
Configuration
Item Test Team Engineering staff responsible for CI Testing.
System Engineer (R2)
Senior System Engineer (R3)
Type III
Type V
Q101, Q103, Q203,
Q205, Q302, Q303 Part Time
Configuration
Department
Integration Test
Team
Engineering staff responsible for
CI/Hardware Configuration Item (HWCI)
Testing.
Senior Test Engineer (R4)
Test Engineer (R5)
Type V
Type III Q204, Q304, Q305 Full Time
Test and Evaluation
Department
Delivery Team Engineering staff responsible for on-site
deliveries, training, and testing.
Test Engineer (R5)
Logistic Engineer (R6)
Type III
Type II
Q401, Q402, Q403,
Q404
Full Time
Part Time
Test and Evaluation
Department
Quality Assurance
(QA) Team
An organizational team, responsible for QA
functions, that reports to the Project
Manager.
Responsibilities:
decide on the scope of the Q/A testing in
agreement with Project Manager
verification and validation
QA Engineer (R7) Type III
Q101, Q103, Q203,
Q205, Q302, Q303,
Q204, Q304, Q305,
Q401, Q402, Q403,
Q404
Full-Time Quality Assurance
Department
Table 3. 4 Basic rate of project team cost
R1 Project Manager (R1) V $500
R2 System Engineer (R2) III $250
R3 Senior System Engineer (R3) V $350
R4 Senior Test Engineer (R4) V $350
R5 Test Engineer (R5) III $250
R6 Logistic Engineer (R6) II $200
R7 QA Engineer (R7) III $150
Resource
CodeLabor Category Type
Unit Rate/Day
(8 hours)
3.3.4 Documentation
The MCSS TEMP is the top-level test and evaluation planning document. Project manager
will be responsible for developing test and evaluation plan. Documents11
will be produced by
using microsoft word and spread sheet. Test and evaluation plan documents will identify the
following:
Table 3. 5 T&E Documentation
Documents Section
The methodology to be used for implementing test and evaluation. Section 3 Page 7
The organizational structure and responsibilities for implementing T&E. Section 3 Page 8
An integrated T&E schedule depicting major project milestones and T&E
activities in support of those milestones. Section 4 Page 17
An basic work packages of each of the major T&E phases including
identification of the subsystem being tested, test objective, and scope of
the test.
Appendix 1 Page 50-97
A summary of the T&E resources required for execution of the T&E
program. Section 3 Page 14-15
Documentation to be developed and maintained, including traceability and
conformance verification matrices. Section 3 Page 6
11 Good engineering documents are critical to the cost effectiveness of systems engineering. Reducing the cost of
preparing effective documents is an approach that applied in any organization and will reduce the cost of the
SDLC (systems development life cycle). Kasser, J. E., ―Improving the Systems Engineering Documentation
Production Process‖, proceedings of the 5th Annual International Symposium of the INCOSE, 1995, pages 6-9.
14
3.4 Resources Summary
This section provide a summary of the schedule, budget and staff resources for the T&E
activities.
3.4.1 Integrated Test Master Schedule and Budget Summary
Master Schedule as depicted in Figure 3.5. Budget allocations are contained in Table 3.6 and
Figure 3.5. The supporting Work Breakdown Structure (WBS), cost, schedule, and staffing
requirements for the each increment of the Master Schedule are contained in Section 4.
Week
WBS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
100
200
300
400
500
January February March April May
SRR PDR IRR TRR DRR Closeout
Figure 3. 5 Integrated T&E Master Schedule
Table 3. 6 Total budget allocations
1 Labor Cost Unit Rate/Day Working Days Subtotal
Project Manager $500 52 $26,000
System Engineer $250 8 $2,000
Senior System Engineer $350 10 $3,500
Senior Test Engineer $350 12 $4,200
Test Engineer $250 88 $22,000
Logistic Engineer $200 3 $600
QA Engineer $150 44 $6,600
$64,900
2 Material Cost Features Quantity
Nascom Block Generator (NBG) MCSS 10 $10,000
Block Error Detector (BED) MCSS 10 $10,000
Oscilloscope MCSS 2 $14,800
Test Rigs Test and Monitoring 5 $5,000
288 Ports Switch Matrix Switch Matrix 1 $360,000
$399,800
$464,700
$46,470
Total Budget
Fixed Fee Contract (10% )
Total Labor Cost
Total Material Cost
15
SRR-PDR PDR-IRR IRR-TRR TRR-DRRProject
Closeout
Cost $12,950 $12,800 $19,050 $15,100 $5,000
Cumulative Cost $12,950 $25,750 $44,800 $59,900 $64,900
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
MCSS T&E Manpower Cost
Figure 3. 6 Summary T&E Manpower Cost
The T&E activities total budget cost is $464,700 and fixed fee contract $46,470
3.4.2 Staff Resource Summary
Required staffing allocations by development phase are defined in Table 3.7. The table
provides guidance for staff allocations for the overall T&E activities.
Table 3. 7 Staff allocations per development phase
Labor CategoryPreliminary
Design
Detailed
Design
Development
and
Integration
Qualification
and
Installation
Closeout
Project Manager 1 1 1 1 1
System Engineer 1 0 0 1 0
Senior System Engineer 1 1 1 1 0
Senior Test Engineer 1 3 0 0 0
Test Engineer 2 2 6 2 0
Logistic Engineer 0 0 0 1 0
QA Engineer 1 1 3 1 0
Subtotals 7 8 11 7 1
16
3.5 Test Location and Equipment
The T&E activity other than Site Acceptance Test will be performed in in–house
Development Lab. The Site Acceptance Test is done at the first delivered location (EDF). The
in-house Development Lab has a sufficient facility and equipment for running the required
Test. However some of the equipment is not available and purchased independently in System
Requirement Phase. The complete listing of the Equipment used in the MCSS T&E is given
below.
Frequency counters, serial data analyzer, logic analyzer
Oscilloscope
Block Error Detector (BED)
Nascom Block Generator (NBG)
Test Rigs
Software test programs
17
4. Test and Evaluation Process Plan
4.1 Work Planning
This section specify specify the work activities, schedule, resources, and budget details for the
MCSS T&E activities. Work packages for each work activity, necessary resources, estimated
duration, work products to be produced, acceptance criteria for the work products, and
predecessor and successor T&E work activities are contained in Appendix 1.
4.1.1 Test and Evaluation Work Breakdown Structure (WBS)
System Life Cycle Processes ISO/IEC 15288 would be adopted in support of WBS T&E
activities. Detail of the phases will describe in next section. The MCSS project phases after
SRR is divided into 5 phases, they are:
1) Preliminary Design (SRR-PDR)
2) Detailed Design (PDR-CDR)
3) Development and Integration (CDR-IRR)
4) Qualification and Installation (IRR-DRR)
5) Project close out phase
The WBS will use the Top-Down approach12
which identifies the needed tasks, resource
allocations, and cost estimates. Figure 4.1 described the WBS of T&E and coding scheme.
4.1.1.1 Work Breakdown Structure Dictionary
To better understand the nature of the work required to satisfy each element, a complete WBS
dictionary13
will be use in MCSS T&E activities. Table 4.1 described the WBS dictionary of
this project.
12 Top-Down approach of work breakdown structure (WBS) will be use to explained the test planning from the
highest level into the lowest level for each phase. By using WBS the Project Manager could identifying the
implications of WBS to budgeting, scheduling, risk assessment, and cost collection during planning of MCSS
T&E activities. Forsberg, K., Mooz, H. and Cotterman, H., Visualising Project Management, John Wiley &
Sons, Inc., 3rd edition, 2005. 13 By using WBS dictionary it will help clarify the distinctions between WBS elements. Practice Standard for
Work Breakdown Structures (Second Edition), published by the Project Management Institute, ISBN
1933890134, page 8
Figure 4. 1 Work Breakdown Structure for T&E activities
MCSS T&E
100
Preliminary Design
Management
M101-Technical direction and
acquire resources
M102-Risk identification and
management
Testing
Q101 Execute purchased switch
test
Q102 Prepare modified switch matrix test plan
Q103 Prepare integration test plan
and procedure
Q104 Introductory training
200
Detailed Design
Management
M201 Technical direction and management
reporting
M202 Risk management
Testing
Q201 Execute modified switch
matrix test
Q202 Prepare modified Switch Control test plan
Q203 Prepare Timing Generator
test plan
Q204 Prepare Test and Monitoring test
plan
Q205 MCSS Subsystem design
RAM analysis
300
Development and Integration
Management
M301 Technical direction and management
reporting
M302 Risk management
Testing
Q301 Execute Switch Control test
Q302 Execute Timing Generator
test
Q303 Execute Test and Monitoring test
Q304 Finalize whole subsystem integration test
Q305 MCSS integration test
(verified)
400
Qualification and Installation
Management
M401 Handing over documentation
M402 Risk management
M403 Test and Evaluation
completion review
Testing
Q401 Final MCSS subsystem
operational test
Q402 Final MCSS subsystem factory
acceptance test
Q403 Final MCSS subsystem site acceptance test
Q404 Final MCSS subsystem customer
acceptance test
500
Project closeout
Management
M501 Perform client closeout
M502 Perform organizational
closeout
M503 Conduct subcontractor
closeout
M504 Write the project final report
M505 Conduct team closeout
Table 4. 1 WBS Dictionary of T&E activities
WBS ID Work Package Name Description Milestones
M101Technical direction and
acquire resources
To facilitate a smooth running of T&E activities including required
resources at SRR-PDRSRR-PDR
M102Risk identification and
management
This element include how to identify and conduct risk management at
each T&E activities at SRR-PDRSRR-PDR
Q101Execute purchased Switch
testTo test whether Purchased Switch is meet the requirements MCSS SRD SRR-PDR
Q102Prepare modified Swith
Matrix test planPlanning the Modified Switch Matrix Test Plan SRR-PDR
Q103Prepare integration test
plan and procedureTo provide a MCSS integration test pland and procedure for the tester SRR-PDR
Q104Implement Introductory
training
To train the manpower who will performed in the T&E with the MCSS
system to maintain the Test Quality SRR-PDR
M201Technical direction and
management reporting
To facilitate a smooth running of T&E activities including management
report at PDR-IRRPDR-IRR
M202 Risk managementThis element include how to conduct risk management at each T&E
activities at PDR-IRRPDR-IRR
Q201Execute modified Switch
Matrix test
To test whether the Modified Switch Matrix is meet the requirements in
System requirements Document Section 5PDR-IRR
Q202Prepare modified Switch
Control test planPlanning the Modified Switch Control Test Plan PDR-IRR
Q203Prepare Timing Generator
test planPlanning the Modified Timing Generator Test Plan PDR-IRR
Q204Prepare Test and
Monitoring test planPlanning the Modified Test and Monitoring Test Plan PDR-IRR
Q205MCSS Subsystem RAM
analysis
Assurance that design maturity is sufficient to begin detailed design and
review the status including achieved resultsPDR-IRR
M301Technical direction and
management reporting
To facilitate a smooth running of T&E activities including management
report at IRR-TRRIRR-TRR
M302 Risk managementThis element include how to conduct risk management at each T&E
activities at IRR-TRRIRR-TRR
Q301 Execute Switch Control testTo test whether the Modified Switch Control is meet the requirements in
System requirements Document Section 5IRR-TRR
Q302Execute Timing Generator
test
To test whether the Modified Timing Generator is meet the requirements
in System requirements Document Section 5IRR-TRR
Q303Execute Test and
Monitoring test
To test whether the Modified Test and Monitoring Test is meet the
requirements in System requirements Document Section 5IRR-TRR
Q304Finalize whole subsystem
integration testCombined 4 separate review subsystems integration test IRR-TRR
Q305MCSS subsystem
integration test (verified)
Verified combined 4 separate review subsystems integration test meet
the requirementsIRR-TRR
M401Handing over
documentation
The purpose of this document is to assist a smooth handover for the
customerTRR-DRR
M402 Risk managementThis element include how to conduct risk management at each T&E
activities at TRR-DRRTRR-DRR
M403Test and Evaluation
completion reviewTo review project completion and identify any lesson learnt TRR-DRR
Q401Final MCSS subsystem
operational test
A Factory Acceptance Test witnessed by the transition test to test
whether each subsystems of the integrated MCSS is meet the requirement
in SRD section 5 and can operate as expected by customer
TRR-DRR
Q402Final MCSS subsystem
factory acceptance test
Review the result of the test documented in the Factory Acceptance Test
Report for verification and validation of the MCSSTRR-DRR
Q403Final MCSS subsystem site
acceptance test
To ensure reliable performance of MCSS subsystem and minimum impact
to the MSOCCTRR-DRR
Q404Final MCSS subsystem
customer acceptance test
To test fully integrated MCSS after being installed but before Final
Acceptance Test by NASA to be considered fully operationalTRR-DRR
20
4.1.2 T&E Schedule Allocation Plan
This section provide scheduling relationships among MCSS T&E work activities. Techniques
will be use for depicting schedule relationships in activities include activity Gantt charts,
critical path networks14
, and PERT chart15
. Bottom-Up approach16
will be use to estimate the
project time. Thus the schedule plan will follow one iteration of the Waterfall system and
system development lifecycle (SDLC) in T&E activities and fit within a timeline of 16 weeks.
Following section describe of the schedule plan fot each phase.
4.1.2.1 Preliminary Design (SRR-PDR)
The schedule for SRR-PDR phase will be start on 01 January 2011. This phase will cover the
technical direction for T&E activities, risk identification, test plans, resources and
introductory training.
TASK
IDACTIVITY 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M101Technical direction and
acquire resources
M102Risk identification and
management
Q101Execute purchased Switch
test
Q102Prepare modified Swith
Matrix test plan
Q103Prepare integration test
plan and procedure
Q104Implement introductory
training
Week 1 Week 2 Week 3 Week 4
Figure 4. 2 Preliminary Design T&E schedule
14 A good project network is very useful to determine the critical path and slack time, and a good start to project
resource scheduling. Larson,Eriik W, and Gray,Clifford F.,Project Management, McGraw-Hill ., 5th Edition,
2011. Page 188 15 PERT chart can shows the dependencies between the various tasks and activities unlike Gantt Chart. Howard
Eisner, Essentials of Project and Systems Engineering Management, John Wiley & Sons, Inc., 2nd Edition,
2002, Page 91 - 122 16 The Bottom-up (micro) approach is suitable in MCSSRP project, where the cost and time is important
Larson,Eriik W, and Gray,Clifford F.,Project Management, McGraw-Hill ., 5th Edition, 2011. Page 188
21
4.1.2.2 Detailed Design (PDR-IRR)
The schedule for PDR-IRR phase will be start on 01 February 2011. This phase will cover the
management reporting (budget and schedule review), Reliability Avalilability and
Maintainability subsystem designs, test plan and procedures, and execute subsystem test.
TASK
IDACTIVITY 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M201Technical direction and
management reporting
M202 Risk management
Q201Execute modified Switch
Matrix test
Q202Prepare modified Switch
Control test plan
Q203Prepare Timing Generator
test plan
Q204Prepare Test and
Monitoring test plan
Q205MCSS Subsystem RAM
analysis
Week 5 Week 6 Week 7 Week 8
Figure 4. 3 Detailed Design T&E schedule
4.1.2.3 Development and Integration (IRR-TRR)
The schedule for PDR-IRR phase will be start on 01 March 2011. This phase will cover the
management reporting (budget and schedule review), risk management, final design, execute
susbystem test and verified subsystem integration test.
TASK
IDACTIVITY 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M301Technical direction and
management reporting
M302 Risk management
Q301Execute Switch Control
test
Q302Execute Timing Generator
test
Q303Execute Test and
Monitoring test
Q304Finalize whole subsystem
integration test
Q305MCSS subsystem
integration test (verified)
Week 9 Week 10 Week 11 Week 12
Figure 4. 4 Development and Integration T&E schedule
22
4.1.2.4 Qualification and Installation (TRR-DRR)
The schedule for PDR-IRR phase will be start on 01 April 2011. This phase will cover the
handing over documentation, risk management, final MCSS subystem test results and delivery
final MCSS subsystem to the customer.
TASK
IDACTIVITY 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M401Handing over
documentation
M402 Risk management
M403Test and Evaluation
completion review
Q401Final MCSS subsystem
operational test
Q402Final MCSS subsystem
factory acceptance test
Q403Final MCSS subsystem
site acceptance test
Q404Final MCSS subsystem
customer acceptance test
Week 13 Week 14 Week 15 Week 16
Figure 4. 5 Qualification and Installation T&E schedule
4.1.2.5 Critical Path Preliminary Design (SRR-PDR)
The T&E Critical Path (CP) 17
during SRR-PDR phase is the longest path of the expected time of the T&E activity. The time metrics is a
week which is 5 working days. Critical Path for SRR-PDR phase = M101+Q101+Q1012+Q103+Q104 = 5+4+3+3+5 = 20 Days
Figure 4. 6 PERT-CPM Preliminary Design.
17 By using the Critical Path analysis, the Project Manager will easy to identify the minimum length of time needed to complete a project and reducing project risk.
Larson,Eriik W, and Gray,Clifford F.,Project Management, McGraw-Hill ., 5th Edition, 2011. Chapter 6-Developing Project Plan.
24
4.1.2.6 Critical Path Detailed Design (PDR-IRR)
The T&E Critical Path (CP) during PDR-IRR phase is the longest path of the expected time of the T&E activity. The time metrics is a week
which is 5 working days. Critical Path for PDR-IRR phase = M201+Q201+Q203+Q205 = 7+4+3+4 = 18 Days
Figure 4. 7 PERT-CPM Detailed Design
25
4.1.2.7 Critical Path Development and Integration (IRR-TRR)
The T&E Critical Path (CP) during SRR-PDR phase is the longest path of the expected time of the T&E activity. The time metrics is a
week which is 5 working days. Critical Path for IRR-TRR phase = M301+Q302+Q304+Q305 = 7+5+3+5 = 20 Days
Figure 4. 8 PERT-CPM Development and Integration
26
4.1.2.8 Critical Path Qualification and Installation (TRR-DRR)
The T&E Critical Path (CP) during SRR-PDR phase is the longest path of the expected time of the T&E activity. The time metrics is a
week which is 5 working days. Critical Path for TRR-DRR phase = M403+Q401+Q402+Q403 = 5+4+4+4 = 20 Days
Figure 4. 9 PERT-CPM Qualification and Installation
4.1.3 T&E Staff Resources Allocation Plan
This section provide a detailed itemization of the resources allocated to each major work
activity in the MCSS T&E work breakdown structure. Resources18
include the numbers and
required skill levels of personnel for each work activity. Required staffing allocations by
development phase are defined in the following section. The tables and figures represents
number of resource required to complete each work package. It shows the types of personnel
by Maturity Model and project roles.
4.1.3.1 Preliminary Design Phase (SRR-PDR)
TASK
IDACTIVITY RES DUR ES LF TS 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M101Technical direction and
acquire resources1 5 0 5 0 1 1 1 1 1
M102Risk identification and
management1 2 0 2 0 1 1
Q101Execute purchased
Switch test3 4 5 9 0 3 3 3 3
Q102Prepare modified Swith
Matrix test plan1 3 9 12 0 1 1 1
Q103Prepare integration test
plan and procedure1 3 12 15 0 1 1 1
Q104Implement Introductory
training1 5 15 20 0 1 1 1 1 1
2 2 1 1 1 3 3 3 3 1 1 1 1 1 1 1 1 1 1 1
Week 1 Week 2 Week 3 Week 4
Total Resource Load
0 1 2 3
Project Manager (R1)
System Engineer (R2)
Senior System Engineer (R3)
Senior Test Engineer (R4)
Test Engineer (R5)
Logistic Engineer (R6)
QA Engineer (R7)
SRR-PDR Staff Allocation
0
1
2
3
4
I II III IV V
Engineers Type
Figure 4. 10 Resource allocation Preliminary Design Phase
18 In this MCSS T&E activities, scheduling would allocates resources personnel to jobs (tasks) in order to
minimize total lateness. Project Management Institute A Guide to the Project Management Body of Knowledge,
Third Edition, 2004 Project Management Institute, Inc. ISBN 193069945X
28
4.1.3.2 Detailed Design Phase (PDR-IRR)
TASK
IDACTIVITY RES DUR ES LF TS 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M201Technical direction and
management reporting1 7 0 7 0 1 1 1 1 1 1 1
M202 Risk management 1 3 4 7 0 1 1 1
Q201Execute modified Switch
Matrix test3 5 7 12 0 3 3 3 3 3
Q202Prepare modified Switch
Control test plan1 3 12 15 0 1 1 1
Q203Prepare Timing Generator
test plan1 3 12 15 0 1 1 1
Q204Prepare Test and
Monitoring test plan1 3 12 15 0 1 1 1
Q205MCSS Subsystem RAM
analysis1 4 15 19 0 1 1 1 1
1 1 1 1 2 2 2 3 3 3 3 3 3 3 3 1 1 1 1
Week 5 Week 6 Week 7 Week 8
Total Resource Load
0 1 2 3 4
Project Manager (R1)
System Engineer (R2)
Senior System Engineer (R3)
Senior Test Engineer (R4)
Test Engineer (R5)
Logistic Engineer (R6)
QA Engineer (R7)
PDR-IRR Staff Allocation
0
1
2
3
4
5
6
I II III IV V
Engineers Type
Figure 4. 11 Resource allocation Detailed Design Phase
29
4.1.3.3 Development and Integration Phase (IRR-TRR)
TASK
IDACTIVITY RES DUR ES LF TS 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M301Technical direction and
management reporting1 7 0 7 0 1 1 1 1 1 1 1
M302 Risk management 1 3 4 7 0 1 1 1
Q301Execute Switch Control
test3 5 7 12 0 3 3 3 3 3
Q302Execute Timing Generator
test3 5 7 12 0 3 3 3 3 3
Q303Execute Test and
Monitoring test3 5 7 12 0 3 3 3 3 3
Q304Finalize whole subsystem
integration test1 3 12 15 0 1 1 1
Q305MCSS subsystem
integration test (verified)3 5 15 20 0 3 3 3 3 3
1 1 1 1 2 2 2 9 9 9 9 9 1 1 1 3 3 3 3 3
Week 10 Week 11 Week 12
Total Resource Load
Week 9
0 1 2 3 4 5 6 7
Project Manager (R1)
System Engineer (R2)
Senior System Engineer (R3)
Senior Test Engineer (R4)
Test Engineer (R5)
Logistic Engineer (R6)
QA Engineer (R7)
IRR-TRR Staff Allocation
0
1
2
3
4
5
6
7
8
9
10
I II III IV V
Engineers Type
Figure 4. 12 Resource allocation Development and Integration Phase
30
4.1.3.4 Qualification and Installation (TRR-DRR)
TASK
IDACTIVITY RES DUR ES LF TS 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
M401Handing over
documentation1 3 0 3 0 1 1 1
M402 Risk management 1 3 0 3 0 1 1 1
M403Test and Evaluation
completion review1 5 0 5 0 1 1 1 1 1
Q401Final MCSS subsystem
operational test3 4 5 9 0 3 3 3 3
Q402Final MCSS subsystem
factory acceptance test3 4 9 13 0 3 3 3 3
Q403Final MCSS subsystem
site acceptance test3 4 13 17 0 3 3 3 3
Q404Final MCSS subsystem
customer acceptance test1 3 17 20 0 1 1 1
3 3 3 1 1 3 3 3 3 3 3 3 3 3 3 3 3 1 1 1
Week 13 Week 14 Week 15 Week 16
Total Resource Load
0 1 2 3 4 5 6 7
Project Manager (R1)
System Engineer (R2)
Senior System Engineer (R3)
Senior Test Engineer (R4)
Test Engineer (R5)
Logistic Engineer (R6)
QA Engineer (R7)
IRR-TRR Staff Allocation
0
1
2
3
4
5
6
7
8
9
10
I II III IV V
Engineers Type
Figure 4. 13 Resource allocation Qualification and Installation Phase
4.1.4 Budget Allocation Plan
This section provides a detailed breakdown of necessary resource budgets for each of the
major work activities in the work breakdown structure. The activity budget will estimated the
cost for activity personnel where the type of cost is price contract19
. The estimating project
19 In this MCSS, as there is low risk involved (using mostly existing technology), the cost contract for personnel
could be awarded as a fixed price contracts. Howard Eisner, Essentials of Project and Systems Engineering
Management, John Wiley & Sons, Inc., 2nd Edition, 2002, Page 91 - 122
31
cost will use the Bottom-Up approach20
21
. Required budget allocations by development phase
are defined in the following section.
4.1.4.1 Preliminary Design Phase (SRR-PDR)
Below is a listing work packages from SRR-PDR. The amount allocated for each is
determined by the daily rate (8 hours), and the number of people assigned to each work
package . Total manpower cost from is $12.950.
Table 4. 2 Budget allocation Preliminary Design Phase
Code Activities Description
100 Preliminary Design Phase Engineers Type Number Unit
Rate/day
M101Technical direction and
acquire resources$6,000 $6,000
M101.1 Resources plan for T&E Project Manager Type V 1 $500 5 $2,500
M101.2 Cost and schedule plan Project Manager Type V 1 $500 5 $2,500
M101.3 Subsystem test direction Project Manager Type V 1 $500 2 $1,000
M102Risk identification and
managementProject Manager Type V 1 $500 2 $1,000 $1,000 $7,000
1) Test Engineer Type III 2 $250 4 $2,000
2) QA Engineer Type III 1 $150 4 $600
Q102Prepare modified Swith Matrix
test plan
Senior Test
EngineerType V 1 $350 3 $1,050 $1,050 $10,650
Q103Prepare integration test plan
and procedure
Senior System
EngineerType V 1 $350 3 $1,050 $1,050 $11,700
Q104Implement Introductory
trainingSystems Engineer Type III 1 $250 5 $1,250 $1,250 $12,950
Sub-total $12,950 $12,950
Manpower
cost
High level
sub-total
cost
Cumulative
cost
Manpower resourcesWorking
days
$2,600 $9,600Q101 Execute purchased Switch test
20 In the MCSSRP project, every phase or milestones have applied WBS packages. Which component of WBS
packages has contain, budget, schedule, resource. Bottom-Up approach can serve as a check on cost elements in
the WBS by rolling up the work packages and associated cost accounts to major deliverables at the work package
level. Larson,Eriik W, and Gray,Clifford F.,Project Management, McGraw-Hill ., 5th Edition, 2011. Chapter 5.
Page 126-155 21 In addition Bottom-Up approach could provide accurate estimate of the cost during product life cycle. Hari,
A., Shoval, S. and Kasser, J. E., ―Conceptual Design to Cost: A new systems engineering tool‖, proceedings of
the 18th International Symposium of the INCOSE, Utrecht, Holland, 2008.
32
M101 M102 Q101 Q102 Q103 Q104
High level sub-total cost $6,000 $1,000 $2,600 $1,050 $1,050 $1,250
Cumulative cost $6,000 $7,000 $9,600 $10,650 $11,700 $12,950
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
Preliminary DesignPhase
Figure 4. 14 Budget accumulative Preliminary Design Phase
4.1.4.2 Detailed Design Phase (PDR-IRR)
Below is a listing work packages from PDR-IRR. The amount allocated for each is
determined by the daily rate and the number of people assigned to each work package . Total
manpower cost is $12.800.
Table 4. 3 Budget allocation Detailed Design Phase
Code Activities Description
200 Detailed Design Phase Engineers Type Number Unit
Rate/day
M201Technical direction and
management reporting$3,500 $3,500
M201.1 Resource plan review Project Manager Type V 1 $500 3 $1,500
M201.2 Budget and schedule review Project Manager Type V 1 $500 2 $1,000
M201.3 Subsystem integration test
directionProject Manager Type V 1 $500 2 $1,000
M202 Risk management Project Manager Type V 1 $500 3 $1,500 $1,500 $5,000
1) Test Engineer Type III 2 $250 5 $2,500
2) QA Engineer Type III 1 $150 5 $750
Q202Prepare modified Switch
Control test plan
Senior Test
EngineerType V 1 $350 3 $1,050 $1,050 $9,300
Q203Prepare Timing Generator test
plan
Senior Test
EngineerType V 1 $350 3 $1,050 $1,050 $10,350
Q204Prepare Test and Monitoring
test plan
Senior Test
EngineerType V 1 $350 3 $1,050 $1,050 $11,400
Q205MCSS Subsystem RAM
analysis
Senior System
EngineerType V 1 $350 4 $1,400 $1,400 $12,800
Sub-total $12,800 $12,800
Cumulative
cost
$8,250$3,250
Manpower resourcesWorking
days
Manpower
cost
High level
sub-total
cost
Q201Execute modified Switch Matrix
test
33
M201 M202 Q201 Q202 Q203 Q204 Q205
High level sub-total cost $3,500 $1,500 $3,250 $1,050 $1,050 $1,050 $1,400
Cumulative cost $3,500 $5,000 $8,250 $9,300 $10,350 $11,400 $12,800
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
Detailed Design Phase
Figure 4. 15 Budget accumulative Detailed Design Phase
4.1.4.3 Development and Integration Phase (IRR-TRR)
Below is a listing work packages from IRR-TRR. The amount allocated for each is
determined by the daily rate and the number of people assigned to each work package . Total
manpower cost is $19.050.
Table 4. 4 Budget allocation Detailed Design Phase
Code Activities Description
300Development and Integration
PhaseEngineers Type Number
Unit
Rate/day
M301Technical direction and
management reporting$3,500 $3,500
M301.1 Resource plan review Project Manager Type V 1 $500 3 $1,500
M301.2 Budget and schedule review Project Manager Type V 1 $500 2 $1,000
M301.3 MCSS subsystem integration
test direction (verified)Project Manager Type V 1 $500 2 $1,000
M302 Risk management Project Manager Type V 1 $500 3 $1,500 $1,500 $5,000
1) Test Engineer Type III 2 $250 5 $2,500
2) QA Engineer Type III 1 $150 5 $750
1) Test Engineer Type III 2 $250 5 $2,500
2) QA Engineer Type III 1 $150 5 $750
1) Test Engineer Type III 2 $250 5 $2,500
2) QA Engineer Type III 1 $150 5 $750
Q304
Prepare finalize whole
subsystem integration test
procedure
Senior System
EngineerType V 1 $350 3 $1,050 $1,050 $15,800
1) Test Engineer Type III 2 $250 5 $2,500
2) QA Engineer Type III 1 $150 5 $750
Sub-total $19,050 $19,050
$19,050
Cumulative
cost
$8,250
$11,500
$14,750
$3,250
Working
days
Manpower resourcesManpower
cost
High level
sub-total
cost
$3,250
$3,250
$3,250Q305MCSS subsystem integration
test (verified)
Q301 Execute Switch Control test
Q302 Execute Timing Generator test
Q303Execute Test and Monitoring
test
34
M301 M302 Q301 Q302 Q303 Q304 Q305
High level sub-total cost $3,500 $1,500 $3,250 $3,250 $3,250 $1,050 $3,250
Cumulative cost $3,500 $5,000 $8,250 $11,500 $14,750 $15,800 $19,050
$0
$5,000
$10,000
$15,000
$20,000
$25,000
Development and Integration Phase
Figure 4. 16 Budget accumulative Development and Integration Phase
4.1.4.4 Qualification and Installation (TRR-DRR)
Below is a listing work packages from TRR-DRR. The amount allocated for each is
determined by the daily rate and the number of people assigned to each work package . Total
manpower cost is $11.950.
Table 4. 5 Budget allocation Qualification and Installation Phase
Code Activities Description
400Qualification and Installation
PhaseEngineers Type Number
Unit
Rate/day
M401 Handing over documentation System Engineer Type III 1 $250 3 $750 $750 $750
M402 Risk management Project Manager Type V 1 $500 3 $1,500 $1,500 $2,250
M403Test and Evaluation
completion review$2,500 $4,750
M403.1 Budget and schedule review Project Manager Type V 1 $500 3 $1,500
M403.2 Project completed review Project Manager Type V 1 $500 2 $1,000
1) Test Engineer Type III 2 $250 4 $2,000
2) QA Engineer Type III 1 $150 4 $600
1) Test Engineer Type III 2 $250 4 $2,000
2) QA Engineer Type III 1 $150 4 $600
1) Test Engineer Type III 2 $250 4 $2,000
2) QA Engineer Type III 1 $150 4 $600
Logistic Engineer Type II 1 $200 3 $600 $600 $13,150
1) Test Engineer Type III 2 $250 3 $1,500
2) QA Engineer Type III 1 $150 3 $450
Sub-total $15,100 $15,100
$7,350
$9,950
$12,550
Cumulative
cost
$2,600
$2,600
$2,600
Q401
Q402
Q403
Final MCSS subsystem
operational test
Final MCSS subsystem factory
acceptance test
Final MCSS subsystem site
acceptance test
Manpower resourcesWorking
days
Manpower
cost
High level
sub-total
cost
Final MCSS subsystem
customer acceptance testQ404
$1,950 $15,100
35
M401 M402 M403 Q401 Q402 Q403 Q404
High level sub-total cost $750 $1,500 $2,500 $2,600 $2,600 $2,600 $2,550
Cumulative cost $750 $2,250 $4,750 $7,350 $9,950 $12,550 $15,100
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
Qualification and Installation Phase
Figure 4. 17 Budget accumulative Qualification and Installation Phase
4.2 Test and Evaluation Control Plan
This section will specify the metrics, and control procedures necessary to measure the
requirements, schedule, budget, and the quality of work processes and work products22
.
The control plan will place at each project milestones23
. Project Manager, will develop
detailed plans based on established work assignments for T&E activities. The Management
Control System (MCS)24
tools will be used to document and track the work against major
program milestones. Table 4-6 identifies the primary tools that support T&E control plan.
22 The purpose of the Control function is to provide adequate visibility into actual project progress to allow
effective management action when the project performance deviates significantly from the plans. Forsberg, K.,
Mooz, H. and Cotterman, H., Visualising Project Management, John Wiley & Sons, Inc., 3rd edition, 2005.
Chapter 14 Project Control Page 254 – 277 23 Project control process should be in place at all level of the project. So that any deviation from planned events
can be quickly corrected. Kezsbom, D. S., Schilling, D. L . and Edward, K.A., Dynamic Project Management. A
practical guide for Managers and engineers, John Willey and Sons, New York, 1989. 24 Management control system is an integrated technique for collecting and using information to evaluate
performance. The MCS tools, supported by the WBS, cost, schedule, requirements and quality to be reviewed at
any T&E activities phase. Horngren, C., Sundem, G. and Stratton, W., 2005. Introduction to Management
Accounting, New Jersey, Pearson. Page 404.
36
Table 4. 6 T&E Management Control System
Tool Description SRR-PDR PDR-IRR IRR-TRR TRR-DRR
Bottom-Up Cost Estimating x x x x
Bottom-Up Time Estimate x x x x
Earned Value
Analysis
Schedule
Controlx x x x
Earned Value
AnalysisBudget Control x x x x
Verification
and ValidationQuality Control x x x x
Microsoft
Word
Reporting and
Communicationx x x x
Microsoft
WordDocumentation x x x x
4.2.1 Budget and Schedule Control
Project Manager is responsible for monitoring cost and schedule for the activities and for
estimating cost to complete and schedule completion on a monthly basis. The PM shall take
immediate corrective actions necessary to minimize project deviation from cost and schedule
baselines.
Using Earned Value Analysis (EVA)25
for each product component, the PM generates
variance analysis reports by comparing Actual Cost of Work Performed (ACWP), Budgeted
Cost of Work Scheduled (BCWS), Budgeted Cost of Work Performed (BCWP), and Estimate
at Completion. In addition, the Critical Path Method (CPM) will be used to control the
activities most crucial to completion of the project on-schedule.
The critical path illustrated in the section 4.1.2.5 shall receive special attention with respect to
completion on schedule26
. Following Table 4.7 sub lower level work packages depict the
budget and schedule control performed by Project Manager.
25 Earned Value Analysis (EVA) is used to assess the current cost situation as a function of performance to date.
Three cumulative cost curves (budgeted cost of work scheduled – BCWS, budgeted cost of work performed –
BCWP, Actual cost of work performed – ACWP) are shown from project initiation time to current reporting
time. HE: Eisner, H., Essentials of Project and Systems Engineering Management, 3rd Edition Page103 26 Failure to complete these activities within their allotted time will cause slippage of the entire schedule. HE:
Eisner, H., Essentials of Project and Systems Engineering Management, 3rd Edition Page103
37
Table 4. 7 Sub lower level work packages budget and schedule control
WBS ID Work Package Name Description Milestones
M101.2Cost and schedule
plan
To plan estimating cost tocomplete and schedule completion for the
T&E activitiesSRR-PDR
M201.2Cost and schedule
review
To monitor cost and schedule for the activities and for estimating cost
to complete and schedule completion on a monthly basis at PDR-IRRPDR-IRR
M301.2Cost and schedule
review
To monitor cost and schedule for the activities and for estimating cost
to complete and schedule completion on a monthly basis at IRR-TRRIRR-TRR
M403.1Cost and schedule
review
To monitor cost and schedule for the activities and for estimating cost
to complete and schedule completion on a monthly basis at TRR-DRRTRR-DRR
4.2.2 Quality Control
This section specifies the mechanisms to be used to measure and control the quality of the
work processes and the resulting work products. Verification and validation27
will be use as
quality control mechanisms.
The Quality Assurance team under the direction of the QA Manager provides the Project
Manager with the assurance that all quality and control requirements are being accomplished.
In performing these duties, the QA Manager monitors adherence to all processes, procedures,
and plans through the delegation of responsibilities to the QA Team.
Following Table 4.8 work packages depict the quality control mechanism performed by
Quality Assurance team.
27 Verification: proof of compliance with specifications ―Was the solution built right?‖ Validation: proof that the
user(s) is satisfied ―Was the right solution built?‖ This Is a whole life-cycle process - V & V must be applied at
each stage in the system process. Forsberg,K.,Mooz,H., and Cotterman,H., Visualising Project Management,
John Wiley & Sons,Inc., 3rd Edition, 2005. Pages 361
Table 4. 8 Work packages depict the quality control process
WBS ID Work Package Name Verification and Validation DescriptionVerification
TechniquesValidation Techniques
Responsible
TeamMilestones
Q101Execute purchased
Switch test
Verification and Validation of preliminary design to ensure it meet
requirementsAnalysis
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamSRR-PDR
Q201Execute modified Switch
Matrix test
Verification and Validation of MCSS to ensure the specifications
and requirements of the subsystems entities are metTesting
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamPDR-IRR
Q301Execute Switch Control
test
Verification and Validation of MCSS to ensure the specifications
and requirements of the subsystems entities are metTesting
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamIRR-TRR
Q302Execute Timing Generator
test
Verification and Validation of MCSS to ensure the specifications
and requirements of the subsystems entities are metTesting
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamIRR-TRR
Q303Execute Test and
Monitoring test
Verification and Validation of MCSS to ensure the specifications
and requirements of the subsystems entities are metTesting
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamIRR-TRR
Q305MCSS subsystem
integration test (verified)
Verification and Validation of MCSS to ensure the requirements of
the integration of subsystems are metTesting
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamIRR-TRR
Q401Final MCSS subsystem
operational test
Verification and Validation of MCSS integrated system to ensure
the system requirements are metDemonstration
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamTRR-DRR
Q402Final MCSS subsystem
factory acceptance test
Verification and Validation of MCSS integrated system to ensure
the system requirements are metDemonstration
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamTRR-DRR
Q403Final MCSS subsystem
site acceptance test
Verification and Validation of MCSS integrated system to ensure
the system requirements are metDemonstration
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamTRR-DRR
Q404Final MCSS subsystem
customer acceptance test
Verification and Validation of MCSS integrated system to ensure
the system requirements are metDemonstration
Phase reviews with end user to ensure
the user satisfaction is achieved
Quality
Assurance teamTRR-DRR
4.2.3 Reporting and Communication
This section specifies the reporting mechanisms and information flows to be used in
communicating the status of the project. The methods and techniques of communication will
be specified in this section.
Reporting Plan: The PM provides monthly progress reports to the stakeholders summarizing
work completed, a financial report, issues, and meetings.
Communication Plan28
: The PM holds progress reviews at least every week for the purpose
of monitoring internal progress towards milestones, reviewing problems encountered,
presenting proposed resolutions, presenting near-term plans, reviewing risks and mitigation
plans, and presenting a financial review using Earned Value data (performance report).
During project team meeting, STALL29
approach is adopted to regulate matters.
Table 4. 9 Communication matrix
Communication
Type Objective Frequency Audience Owner Deliverables
WBS
Reference
Project Team
Meetings
Review status of the
project Weekly Project Team
Project
Manager
Minutes
Meeting
M101,M201
M301,M403
Technical
design meeting
Discuss technical problems
raised in the
implementation
As needed Project Team Project
Manager
Minutes
Meeting M201,M301
Project status
meetings
Reports on the status of the
project to the management Monthly
Executive
Management
Project
Manager
M101,M201
M301,M403
Project status
reports
Report of the status of the
project (activities progress) Monthly
Project
Sponsor, Sub
contractor
Project
Manager
Project
Status
reports
M101,M201
M301,M403
Project closeout Report of the final project Once
Project
Sponsor, Sub
contractor,
Executive
Management,
Project Team
Project
Manager
Final project
report
Signed
acceptance
M501,M502
M503,M504
M505
28 To make project communication effective, we go directly to the most likely problem solver, regardless of
organization structure. Project communication can be represented by Participants, Techniques, Environment,
Language = Communications. Project participants encompass a wide array of stakeholders. (e.g. team members,
management, policy makers, contractor, customers, users). Forsberg, K., Mooz, H. and Cotterman, H.,
Visualising Project Management, John Wiley & Sons, Inc., 3rd edition, 2005. Page 48 – 68. 29 STALL is an acronym for (Stay calm, Think, Ask questions and analyse, Listen, Listen). The key element in
bridging the communications gap between systems and software engineers is to use active listening enhanced by
―pattern matching‖ during discussions. Kasser, J. E., A Framework for Understanding Systems Engineering,
Booksurge Ltd, 2007, ISBN 978-1-4196-7315-3. Page 62-70
40
4.3 Risk Management Plan
This section specify the risk management plan30
for identifying, analyzing, and prioritizing
project risk factors. The PM, in the role of Risk Manager, analyzes risk-related measurements,
reviews individual database entries as needed at weekly status meetings with the project team
members, and holds a review of the database on monthly schedule with the sponsor and other
senior management. Table 4.10 work packages depict the risk management performed by
Project Manager team in overall life cycle phases31
.
Table 4. 10 Work packages of risk management plan
WBS ID Work Package Name Description Milestones
M102Risk identification
and management
This element include how to identify and conduct risk management at
each T&E activities at SRR-PDRSRR-PDR
M202 Risk managementThis element include how to conduct risk management at each T&E
activities at PDR-IRRPDR-IRR
M302 Risk managementThis element include how to conduct risk management at each T&E
activities at IRR-TRRIRR-TRR
M402 Risk managementThis element include how to conduct risk management at each T&E
activities at TRR-DRRTRR-DRR
4.3.1 Risk Identification
An identified risk will be categorized in the table format which will be maintained by the
project manager for the duration of the project. This table will list the potential project risks,
and the indicators that determine the rating (High, Medium, Low). The risk categorization
table will produce ―Top 10 Risks‖32
which will be reviewed at monthly project status
meetings (see Appendix II).
4.3.2 Risk Mitigation
The resolution approach, and responsibility assignment will be included in risk mitigation
efforts. Following tables shows the risk identification and mitigation which would be incur on
T&E activities at each life cycle phases.
30 The process will concemed with conducting risk management planning, identification, analysis, responses, and
monitoring and control on a project. A Guide to the Project Management Body of Knowledge (PMBOK" Guide),
Project Management Institute, Upper Darby, PA, 2004 31 Opportunity and risk is ongoing that is we have to perform the risk management activities in every phase of
MCSS T&E. Forsberg, K., Mooz, H. and Cotterman, H., Visualising Project Management, John Wiley & Sons,
Inc., 3rd edition, 2005. Page223 – 253 32 Top 10 risk factor was adapted from the most failure of IT systems development projects. Tesch, Debbie;
Kloppenborg, Timothy J; Frolick, Mark N. IT Project Risk Factors: The Project Management Professionals
Perspective. The Journal of Computer Information Systems. July 1 2007.
Table 4. 11 SRR-PDR Initial Risk Identification and Mitigation
WBS ID Work Package Name Risk ID ProbabilityRisk
ExposureMitigation Action by
Action
when
Overall
Risk
M101Technical direction and
acquire resources
R7, R17,
R18Likely Low (L)
Monitor progress and accelerate agency staff training and other
support measures as needed.
Project
ManagerAs needed
Q101Execute purchased Switch
test
R14, R16,
R19, R22May
Medium
(M)
Evaluate system integrator proposals for ability to address
unforeseen problems
Project
Manager
As per
plan
Q102Prepare modified Swith
Matrix test plan
R12, R20,
R21, R26Probably Low (L)
Plan a staged implementation, seek additional funds, during
system integrator selection consider cost and benefits of off-the-
shelf solutions
Project
ManagerAs needed
Q103Prepare integration test
plan and procedure
R12, R20,
R21, R26Probably Low (L)
Plan a staged implementation, seek additional funds, during
system integrator selection consider cost and benefits of off-the-
shelf solutions
Project
ManagerAs needed
Q104Implement Introductory
trainingR25 May
Medium
(M)
Arrange staffing and their training well in advance, ensure
concept of operations is realistic.
Project
ManagerAs needed
Low (L)
Table 4. 12 PDR-IRR Initial Risk Identification and Mitigation
WBS ID Work Package Name Risk ID ProbabilityRisk
ExposureMitigation Action by
Action
when
Overall
Risk
M201Technical direction and
management reporting
R7, R17,
R18Likely Low (L)
Monitor progress and accelerate agency staff training and other
support measures as needed.
Project
ManagerAs needed
Q201Execute modified Switch
Matrix test
R14, R16,
R19, R22May
Medium
(M)
Evaluate system integrator proposals for ability to address
unforeseen problems
Project
Manager
As per
plan
Q202Prepare modified Switch
Control test plan
R12, R20,
R21, R26Probably Low (L)
Plan a staged implementation, seek additional funds, during
system integrator selection consider cost and benefits of off-the-
shelf solutions
Project
ManagerAs needed
Q203Prepare Timing Generator
test plan
R12, R20,
R21, R26Probably Low (L)
Plan a staged implementation, seek additional funds, during
system integrator selection consider cost and benefits of off-the-
shelf solutions
Project
ManagerAs needed
Q204Prepare Test and
Monitoring test plan
R12, R20,
R21, R26Probably Low (L)
Plan a staged implementation, seek additional funds, during
system integrator selection consider cost and benefits of off-the-
shelf solutions
Project
ManagerAs needed
Q205MCSS Subsystem RAM
analysisR11 May
Medium
(M)
Evaluate system for ability to address unforeseen problems,
coordinate with agencies on plans for systems requirements
Project
Manager
As per
plan
Low (L)
42
Table 4. 13 IRR-TRR Initial Risk Identification and Mitigation
WBS ID Work Package Name Risk ID ProbabilityRisk
ExposureMitigation Action by
Action
when
Overall
Risk
M301Technical direction and
management reporting
R7, R17,
R18Likely Low (L)
Monitor progress and accelerate agency staff training and other
support measures as needed.
Project
ManagerAs needed
Q301 Execute Switch Control testR14, R16,
R19, R22May
Medium
(M)
Evaluate system integrator proposals for ability to address
unforeseen problems
Project
Manager
As per
plan
Q302Execute Timing Generator
test
R14, R16,
R19, R22May
Medium
(M)
Evaluate system integrator proposals for ability to address
unforeseen problems
Project
Manager
As per
plan
Q303Execute Test and
Monitoring test
R14, R16,
R19, R22May
Medium
(M)
Evaluate system integrator proposals for ability to address
unforeseen problems
Project
Manager
As per
plan
Q304Finalize whole subsystem
integration testR11 Probably
Medium
(M)
Evaluate system integrator proposals for stability and delivery
track record.
Project
Manager
As per
plan
Q305MCSS subsystem
integration test (verified)R11 Probably
Medium
(M)
Evaluate system integrator proposals for stability and delivery
track record.
Project
Manager
As per
plan
Medium
(M)
Table 4. 14 TRR-DRR Initial Risk Identification and Mitigation
WBS ID Work Package Name Risk ID ProbabilityRisk
ExposureMitigation Action by
Action
when
Overall
Risk
M401Handing over
documentationR8, R13 Likely Low (L) Monitor progress and other support measures as needed.
Project
ManagerAs needed
M403Test and Evaluation
completion review
R7, R17,
R18Likely Low (L) Monitor progress and other support measures as needed.
Project
ManagerAs needed
Q401Final MCSS subsystem
operational test
R14, R15,
R19May
Medium
(M)
Evaluate system for ability to address unforeseen problems,
allow time for dealing with the unexpected, have a process ready
for dealing with the unexpected.
Project
Manager
As per
plan
Q402Final MCSS subsystem
factory acceptance testR14, R23 May
Medium
(M)
Evaluate system integrator proposals for ability to address
unforeseen problems, coordinate with agencies on plans for
node systems, plan backup communication links.
Project
Manager
As per
plan
Q403Final MCSS subsystem
site acceptance test
R14, R15,
R19May
Medium
(M)
Evaluate system for ability to address unforeseen problems,
allow time for dealing with the unexpected, have a process ready
for dealing with the unexpected.
Project
Manager
As per
plan
Q404Final MCSS subsystem
customer acceptance testR4, R19 Probably
Medium
(M)
Evaluate system for ability to address unforeseen problems,
coordinate with customer to ensure requirements are met
Project
Manager
As per
plan
Medium
(M)
4.4 Project Closeout Plan33
This section describes the nature of the activities that will be used to closeout the project when
it is completed. Project Manager will be fully involved in the approval of project closeout.
4.4.1 Post Performance Analysis
Upon termination of the entire project due to the objectives being met, there are a number of
closure activities that will be performed before the project is considered closed. Project
participants will be gathered for the purpose of a Post- Performance Analysis (PPA)34
.
4.4.2 Project Closeout Schedule Allocation
The schedule for project close out will be start on 01 May 2011. This closeout cover the client
closeout, organizational closeout, subcontractor closeout, final report and team closeout.
TASK
IDACTIVITY 1 2 3 4 5 1 2 3 4 5
M501 Perform client closeout
M502Perform organizational
closeout
M503Conduct subcontractor
closeout
M504Write the project final
report
M505 Conduct team closeout
Week 17 Week 18
Figure 4. 18 Project closeout schedule
4.4.3 Project Closeout Critical Path
The time metrics is a week which is 5 working days. Critical Path for Close out phase =
M501+M502+M503+M504+M505 = 2+2+2+2+2 = 10 Days
33 In this MCSS T&E the closeout work packages to be performed during the execution phase were listed in the
work breakdown structure (WBS) section 4.1.1. The only difference between the usual work packages and the
closeout work packages is that the latter are usually short in duration because they are small in duration. Guy L.
De Furia. Project Management Recipes for Success. CRC Press, December 2008, ISBN 10: 1420078240. Page
207-208 34 The PPA allows data to be gathered about their performance and experiences so that project processes may be
tuned to improve performance on future projects. Robert T. Futrell; Donald F. Shafer; Linda I. Safer. Quality
Software Project Management. Prentice Hall, January 2002, ISBN 10: 0-13-091297-2. Page 1090-1092
44
Figure 4. 19 PERT-CPM Project Closeout Phase
4.4.4 Project Closeout Resource Allocation
Project Manager will be fully involved in handle project close out. Detailed itemization below
shows of the PM (Type V) allocated to perform major closeout activity in the MCSS T&E
work breakdown structure.35
TASK
IDACTIVITY RES DUR ES LF TS 1 2 3 4 5 1 2 3 4 5
M501 Perform client closeout 1 2 0 2 0 1 1
M502Perform organizational
closeout1 2 2 4 0 1 1
M503Conduct subcontractor
closeout1 2 4 6 0 1 1
M504Write the project final
report1 2 6 8 0 1 1
M505 Conduct team closeout 1 2 8 10 0 1 1
1 1 1 1 1 1 1 1 1 1
Week 13 Week 14
Total Resource Load
Figure 4. 20 Resource allocation of Project Closeout Phase
35 Since the Project Closeout only perform by Project Manager which is in Management stream activities
therefore, the graph of Engineers Type and Type of Labor not included in this section.
45
4.4.5 Project Closeout Budget Allocation
Total manpower cost is for perform project closeout is $5000.
Table 4. 15 Budget allocation Project Closeout Phase
Code Activities Description
500 Project Closeout Engineers Type Number Unit
Rate/day
M501 Perform client closeout Project Manager Type V 1 $500 2 $1,000 $1,000 $1,000
M502 Perform organizational closeout Project Manager Type V 1 $500 2 $1,000 $1,000 $2,000
M503Conduct subcontractor
closeoutProject Manager Type V 1 $500 2 $1,000 $1,000 $3,000
M504 Write the project final report Project Manager Type V 1 $500 2 $1,000 $1,000 $4,000
M505 Conduct team closeout Project Manager Type V 1 $500 2 $1,000 $1,000 $5,000
Sub-total $5,000 $5,000
Manpower resourcesWorking
days
Manpower
cost
High level
sub-total
cost
Cumulative
cost
M501 M502 M503 M504 M505
High level sub-total cost $1,000 $1,000 $1,000 $1,000 $1,000
Cumulative cost $1,000 $2,000 $3,000 $4,000 $5,000
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
Project Closeout Phase
Figure 4. 21 Budget accumulative Project Closeout Phase
46
5. LESSON LEARNED
This section describe and discuss the lessons learned session which incorporate in the TEMP.
ID SESSIONS LESSON LEARNED
01 An introduction to Project Management
and Systems Engineering
Defined the types of activities performed in the development of
a TEMP
Defined the SPARK element as part of Project Plan to
incorporate in the TEMP
02 Modern project management
Construct work packages for the processes of TEMP
Applied the monitor progress through incorporate in the work
packages.
03 Project Selection and Strategy
Applied the five types of engineer-leaders to allocate the
human resources more efficient in the TEMP process.
Introduced the difference between a role (job) and an activity
to be performed in the TEMP
Used the Waterfall view as the basis for the work performed
between each of the 4 formal major milestones in the TEMP.
04 Project Organisation Able to applied and defended choice of matrix organization as
management structure for the MCSSRP TEMP
05 Project Planning
Able to applied the essential elements of a project plan
(SPARK) in the TEMP
Understand how to create and use a Work Breakdown
Structure (WBS) by using Top-Down approach which
identifies the needed tasks, resource allocations, and cost
estimates.
06 Scheduling
Able to developed scheduling estimates to T&E activities by
using Bottom-Up approach to estimate the project time
Able to develop the project network, the critical path and its
importance.
Applied resource allocation to schedule T&E activities
07 Cost Estimating
Able to applied the methods for estimating project times and
costs. Bottom-Up approach is used in the TEMP.
Able to applied different types of cost contracts for work
activities in the work breakdown structure. The activity budget
estimated the cost for activity personnel where the type of cost
is price contract
09 Performance Monitoring Able to applied the project control process tools to incorporate
in the work activities to mitigate and prevent project failure
10 Project Leadership Able to defined the scope of the project manager for the
TEMP.
47
11 Project Teams Able to defined the human element in the TEMP process and
managing personnel skills and competencies, conflict and
communications through perform in the work activities.
12 Constraint Management Applied risk management process through work activities to
mitigate and prevent project risks.
14 Project Audit and Closeout Able to applied project closure activities to be performed and
evaluate project personnel by using Post Perfomance Analysis
method.
In overall the TEMP documentation keep the project controlled, standardized the T&E
process and improve the communication and the understanding of the T&E process. Using
Vee model and System Approach for Test and Evaluation can prevent a big loss and improve
the system development, since the failure detected earlier, not after the production of the
MCSS system. Milestone is needed as a correction control across the project and also for
verification and validation of the MCSS system.
48
6. BIBLIOGRAPHY
1. A Guide to the Project Management Body of Knowledge (PMBOK" Guide), Project
Management Institute, Upper Darby, PA, 2004
2. Bell, David.W and Brown, David.C. Systems Engineering and Test and Evaluation—The
Integrated Process. ITEA Journal 2010
3. Eisner, H., Essentials of Project and Systems Engineering Management, 3rd
Edition,
Wiley Interscience, 2008, ISBN 978-0-470-12933-3
4. Forsberg, K., Mooz, H. and Cotterman, H., Visualising Project Management, John Wiley
& Sons, Inc., 3rd edition, 2005.
5. Gray, C., and Larson, E., Project Management, 4th Edition, McGraw H ill, 2007, ISBN
978-0-07-1228751-7.
6. Gregory S. Parnell, Patrick J. Driscoll, Dale L. Henderson (2011). Decision Making in
Systems Engineering and Management, Second Edition. John Wiley & Sons, Inc.
7. Guy L. De Furia. Project Management Recipes for Success. CRC Press, December 2008,
ISBN 10: 1420078240.
8. Hari, A., Shoval, S. and Kasser, J. E., ―Conceptual Design to Cost: A new systems
engineering tool‖, proceedings of the 18th International Symposium of the INCOSE,
Utrecht, Holland, 2008.
9. Horngren, C., Sundem, G. and Stratton, W., 2005. Introduction to Management
Accounting, New Jersey, Pearson.
10. Ichiro Koshijima and Tomio Umeda. Human Resource Allocation in Project
Management. Management Science Approach.
http://www.sba.muohio.edu/abas/2001/brussels/Koshijima_Koshijima-Umeda.pdf
11. INCOSE., ―System Engineering Handbook Version 2.0‖, Seattle, 2000
12. Kasser, J. E. and Frank, M., ―A Maturity Model for the Competency of Systems
Engineers‖, proceedings of the 20th International Symposium of the INCOSE, Chicago,
IL., 2010.
13. Kasser, J. E. and Hitchins, D. K., ―Unifying the different systems engineering processes‖,
proceedings of Conference on Systems Engineering Research, Hoboken, NJ., 2010.
14. Kasser, J. E. and Mirchandani, C. J., ―The MSOCC Data Switch Replacement: A Case
Study in Elicitating and Elucidating Requirements‖, proceedings of the 15th International
Symposium of the International Council on Systems Engineering (INCOSE), Rochester,
NY, 2005.
15. Kasser, J. E., ―Improving the Systems Engineering Documentation Production Process‖,
proceedings of the 5th Annual International Symposium of the NCOSE, 1995
16. Kasser, J. E., ―The Hitchins-Kasser-Massie (HKM) Framework for Systems
Engineering‖, proceedings of the 17th International Symposium of the INCOSE, San
Diego, CA., 2007.
49
17. Kasser, J. E., A Framework for Understanding Systems Engineering, Booksurge Ltd,
2007, ISBN 978-1-4196-7315-3
18. Kasser, J. E., Applying Total Quality Management to Systems Engineering, Artech
House, Boston, 1995, Chapter 10.
19. Kasser, J. E., Frank, M. and Zhao, Y. Y., ―Assessing the competencies of systems
engineers‖, proceedings of the 7th biannual European Systems Engineering Conference
(EuSEC), Stockholm, Sweden, 2010.
20. Kasser, J. E., Hitchins, D. and Huynh, T. V., ―Reengineering Systems Engineering‖,
proceedings of the 3rd Annual Asia-Pacific Conference on Systems Engineering
(APCOSE), Singapore, 2009.
21. Kezsbom, D. S., Schilling, D. L. and Edward, K. A., Dynamic Project Management. A
practical guide for managers and engineers, John Wiley & Sons, New York, 1989.
22. Kossiakoff, A. & Sweet, W. N. (2003). Systems Engineering Principles and Practice.
Hoboken: John Wiley ISBN: 0-471-23443-5.
23. Practice Standard for Work Breakdown Structures (Second Edition), published by the
Project Management Institute, ISBN 1933890134
24. Project Management Institute A Guide to the Project Management Body of Knowledge,
Third Edition, 2004 Project Management Institute, Inc. ISBN 193069945X
25. Robert T. Futrell; Donald F. Shafer; Linda I. Safer. Quality Software Project
Management. Prentice Hall, January 2002, ISBN 10: 0-13-091297-2.
26. Shenhar, A. J. and Bonen, Z., ―The New Taxonomy of Systems: Toward an Adaptive
Systems Engineering Framework‖, IEEE Transactions on Systems, Man, and Cybernetics
– Part A: Systems and Humans, Vol. 27 (1997), no. 2, 137 – 145.
27. Tesch, Debbie; Kloppenborg, Timothy J; Frolick, Mark N. IT Project Risk Factors: The
Project Management Professionals Perspective. The Journal of Computer Information
Systems. July 1 2007.
50
7. APPENDIX 1. WORK PACKAGES DESCRIPTION
Appendix A: Preliminary Design (SRR-PDR)
Task ID 100
Name of Activity Preliminary Design (SRR-PDR)
Priority High
Narrative of activity Start of the project, after requirement has been given and up to when the
preliminary design is chosen.
Reason of activity [CONOPS] To plan for the testing & evaluation activities of the new MCSS according to
the requirement and agreed by stakeholders.
Schedule (+accuracy) 20 days (90% accuracy)
Product F100: Test Plan Document
Acceptance criteria of product Reviewed and approved during customer review meeting
Prerequisites Pre-System Requirement Review (Approved)
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
R2:System Engineer (Type III) x 1 (Part Time)
R3:Senior System Engineer (Type V) x 1 (Part Time)
R4:Senior Test Engineer (Type V) x 1 (Part Time)
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
MS Office
MS Project
Estimated cost $12,950
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably, Low risk, M101, Q101, Q102, Q103, Q104
Internal key milestones SRR-PDR
Decision points Plan approved by SRR meetings
Assumptions None
Lower level work packages ID M101, M102, Q101, Q102, Q103, Q104
51
Task ID M101
Name of Activity Technical direction and acquire resources
Priority High
Narrative of activity To provide a plan for activities to be conducted, assigned required resources
and provide technical direction and guidance for the T&E activities
Reason of activity [CONOPS] To facilitate a smooth running of T&E activities including required resources
at SRR-PDR
Schedule (+accuracy) 5 days (90% accuracy)
Product F101: Resources, Schedule and Cost Plan
F102: Methodology for Testing and Validation
Acceptance criteria of product Reviewed and approved during review meeting
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $6000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones SRR-PDR
Decision points Plan approved by Project Manager
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03, SA.01, SA.02
Lower level work packages ID M101.1, M101.2, M101.3
52
Task ID M101.1
Name of Activity Resources plan for T&E
Priority High
Narrative of activity
Allocated resources to each major work activity in the T&E work breakdown
structure. Resources include the numbers and required skill levels of
personnel.
Reason of activity [CONOPS] To assure that the necessary resources are made available when required
Schedule (+accuracy) 5 days (90% accuracy)
Product F101.1 : Resources Plan Document
Acceptance criteria of product Reviewed and approved by PM
Prerequisites None
Resources
Resources
R1:Project Manager (Full Time)
Equipment MS Office
MS Project
Estimated Cost $2500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones SRR-PDR
Decision points Plan approved by Project Manager
Assumptions TA.02, TA.03, SA.01, SA.02
Lower level work packages ID None
53
Task ID M101.2
Name of Activity Cost and Schedule Plan
Priority High
Narrative of activity Plan a detailed breakdown of necessary resource budgets and schedule for
each of the major work activities in the work breakdown structure.
Reason of activity [CONOPS]
To allocate resource budgets for each of the major work activities in order to
minimize the over cost during execution of the task and to ensure the
necessary resources schedule are allocate properly.
Schedule (+accuracy) 5 days (90% accuracy)
Product F101.2 : Cost and Schedule Plan Document
Acceptance criteria of product Reviewed and approved by PM
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $2500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones SRR-PDR
Decision points Plan approved by Project Manager
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03
Lower level work packages ID None
54
Task ID M101.3
Name of Activity Subsystem test direction
Priority High
Narrative of activity Planning guidance for subsystem test to be performed in testing stream work
activities.
Reason of activity [CONOPS] To provide detailed planning and direction of the test program are in order36
Schedule (+accuracy) 2 days (90% accuracy)
Product F101.3 : Subsystem Test Guidance
Acceptance criteria of product Reviewed and approved by PM
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $1000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones SRR-PDR
Decision points Plan approved by Project Manager
Assumptions None
Lower level work packages ID None
36 Subsystem direction planning is needed to encountered the faults during execution of individual subsystem test
which will have greater potential impact on overall program cost and schedule. Kossiakoff, A. & Sweet, W. N.
(2003). Systems Engineering Principles and Practice. Hoboken: John Wiley ISBN: 0-471-23443-5. Chapter 10:
Integration and Evaluation Page 292
55
Task ID M102
Name of Activity Risk identification and management
Priority High
Narrative of activity To document initial risk assesment and risk mitigation efforts at major work
activity in the T&E work breakdown structure,
Reason of activity [CONOPS] To identify and mitigate risk at major work activity in the T&E work
breakdown structure37.
Schedule (+accuracy) 2 days (90% accuracy)
Product F103: Risk Management Plan
Acceptance criteria of product Approved by Project Manager
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
Estimated Cost $1000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones SRR-PDR
Decision points Plan approved by Project Manager
Assumptions Project Manager act as a role of Risk Manager
Lower level work packages ID None
37 Opportunity and risk is ongoing that is we have to perform the risk management activities in every phase of
MCSS T&E and depicted in the work packages. Forsberg, K., Mooz, H. and Cotterman, H., Visualising Project
Management, John Wiley & Sons, Inc., 3rd edition, 2005. Page223 – 253
56
Task ID Q101
Name of Activity Execute purchased Switch test38
Priority High
Narrative of activity
The Purchased Switch Test is performed following the Test Procedure
document. Test has to satisfy the Test Pass/Fail criteria defined in the MCSS
SRD including Verification and Validation of preliminary design to ensure it
meet requirements.
Reason of activity [CONOPS] To test whether the Purchased Switch is meet the requirements. To learn
if the Purchased Switch exceeds the system requirement.
Schedule (+accuracy) 4 days (90% accuracy)
Product F104: Purchased Switch Test Report
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites M101.3 Subsystem test direction
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
288 Ports Switch Matrix
Estimated Cost $2600
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones SRR-PDR
Decision points Test approved by Project Manager
Assumptions QA.01
Lower level work packages ID None
38 As we bought the COTS Industry Switch from the market, those purchase switch should have immediately test
for immediate feedback result and will be served as independent testing. This decision eliminated a major risk,
and determined that the requirements for the replacement switch would be feasible, and achievable within
budget. Kasser, J. E. and Mirchandani, C. J., ―The MSOCC Data Switch Replacement: A Case Study in
Elicitating and Elucidating Requirements‖, proceedings of the 15th International Symposium of the International
Council on Systems Engineering (INCOSE), Rochester, NY, 2005. Page 7
57
Task ID Q102
Name of Activity Prepare modified Swith Matrix test plan and procedure39
Priority High
Narrative of activity
Planning the Modified Switch Matrix Test. This is including the Test
Objective, Test Methodology, and Test Pass/Fail Criteria for the Modified
Switch Matrix
Reason of activity [CONOPS] To modify COTS switch components in step by step to meet the requirements
and interface of MCSS to the MSOCC
Schedule (+accuracy) 3 days (90% accuracy)
Product F105: Modified Switch Matrix Test Plan Document
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites MCSS System Requirement Document
Resources Resources
R4:Senior Test Engineer (Type V) (PartTime)
Estimated Cost $1050
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably and Low risk
Internal key milestones SRR-PDR
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
39 Before designing the test equipment it is important fully to define the test procedures, so as to avoid later
redesign to achieve compatibility between test equipment and the component or subsystem under test. This again
emphasizes the importance of early and comprehensive test planning. Kossiakoff, A. & Sweet, W. N. (2003).
Systems Engineering Principles and Practice. Hoboken: John Wiley ISBN: 0-471-23443-5. Chapter 10:
Integration and Evaluation Page 283
58
Task ID Q103
Name of Activity Prepare integration test plan and procedure40
Priority High
Narrative of activity
Planning the MCSS Integration Test Plan and Procedure. This is including the
Test Objective, Test Methodology, and Test Pass/Fail Criteria for the
Purchased Switch Test.
Reason of activity [CONOPS] To provide a test plan and procedure of MCSS for the tester
Schedule (+accuracy) 3 days (90% accuracy)
Product F106: MCSS Integration Test Plan and Procedure Document
Acceptance criteria of product Test Pass/Fail criteria based on MCSS System Requirement Document and
the test procedure is according to the Test Plan.
Prerequisites MCSS System Requirement Document
Resources Resources R3:Senior System Engineer (Type V) (PartTime)
Estimated Cost $1050
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably and Low risk
Internal key milestones SRR-PDR
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
40 Integration test plan and procedure is needed to translate requirements into a description of each test even and
to develop detailed test procedure for each event. The integration of a subsystem from its components parts is
normally a stepwise assembly and test process. Kossiakoff, A. & Sweet, W. N. (2003). Systems Engineering
Principles and Practice. Hoboken: John Wiley ISBN: 0-471-23443-5. Chapter 10: Integration and Evaluation
Page 281-288
59
Task ID Q104
Name of Activity Implement Introductory training
Priority High
Narrative of activity
The System Engineer will be introduced to the MCSS System
Requirement. The Senior Test Engineer will be trained for developing the
test plan and procedure and familiarize with the Test Equipment.
The Test Engineer and Quality Engineer will be trained to perform the
Test in MCSS system and be familiarized with the MCSS nature and
requirement.
Reason of activity [CONOPS]
To familiarize the manpower who will performed in the T&E with the
MCSS system, Test Methodology and Test Equipment to maintain the
Test Quality standard and to prevent defect in T&E activity
Schedule (+accuracy) 5 days (90% accuracy)
Product F106: MCSS Integration Test Plan and Procedure Document
Acceptance criteria of product Test Pass/Fail criteria based on MCSS System Requirement Document and
the test procedure is according to the Test Plan.
Prerequisites MCSS System Requirement Document
Resources Resources R3:System Engineer (Type III) (PartTime)
Estimated Cost $1250
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones SRR-PDR
Decision points Approved by Project Manager
Assumptions SA.01
Lower level work packages ID None
60
Appendix B: Detailed Design (PDR-IRR)
Task ID 200
Name of Activity Detailed Design (PDR-IRR)
Priority High
Narrative of activity
Choosing a single preliminary design which has been approved and purchase
the COTS products, the in-house engineering team will build the MCSS and
the test team will plan for the testing & evaluation of the integrated MCSS
and to test the subsystems in a stand-alone manner
Reason of activity [CONOPS]
To document consensus that a single preliminary design is chosen from a
range of options, document decision to move to construction phase and
moving on to construction phase as well as stand-alone testing of the
subsystems
Schedule (+accuracy) 20 days (90% accuracy)
Product F200: Test Procedures Document
Acceptance criteria of product Meet requirement and the MCSS subsystems pass the stand-alone test
requirements
Prerequisites Preliminary Design Review
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
R3:Senior System Engineer (Type V) x 1 (Part Time)
R4:Senior Test Engineer (Type V) x 1 (Part Time)
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment MS Office
MS Project
Estimated cost $12,800
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably, Low risk, M201, Q201, Q202, Q203, Q204, Q205
Internal key milestones PDR-IRR
Decision points Plan approved by PDR meetings
Assumptions None
Lower level work packages ID M201, M202, Q201, Q202, Q203, Q204, Q205
61
Task ID M201
Name of Activity Technical direction and management reporting
Priority High
Narrative of activity Monitor progress and accelerate agency staff training and other support
measures as needed.
Reason of activity [CONOPS] To provides monthly progress reports to the stakeholders summarizing work
completed, a financial report, issues, and meetings.
Schedule (+accuracy) 7 days (90% accuracy)
Product F201: Resources, Schedule and Cost Review Report
F202: Methodology for Integration Testing
Acceptance criteria of product Reviewed and approved during review meeting
Prerequisites F101 Baseline Schedule, Cost and Resources.
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $3500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones PDR-IRR
Decision points Approved by the Stakeholders
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03, SA.01, SA.02
Lower level work packages ID M201.1, M201.2, M201.3
62
Task ID M201.1
Name of Activity Resources plan review
Priority High
Narrative of activity
Allocated resources plan to each major work activity in the T&E work
breakdown need to be review in monthly. Resources include the numbers and
required skill levels of personnel.
Reason of activity [CONOPS]
To review allocated resources of each major work activity which has been
performed in the T&E work breakdown structure to ensure that the resources
are available during execution of the task.
Schedule (+accuracy) 3 days (90% accuracy)
Product F201.1 : Resources Review Plan Document
Acceptance criteria of product Reviewed and approved during project meeting
Prerequisites None
Resources
Resources
R1:Project Manager (Full Time)
Equipment MS Office
MS Project
Estimated Cost $1500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones PDR-IRR
Decision points Plan approved by Project Manager
Assumptions TA.02, TA.03, SA.01, SA.02
Lower level work packages ID None
63
Task ID M201.2
Name of Activity Cost and Schedule review
Priority High
Narrative of activity
Plan a detailed breakdown of necessary resource budgets and schedule for
each of the major work activities in the work breakdown structure need to be
review in monthly status.
Reason of activity [CONOPS] To monitor cost and schedule for the activities and for estimating cost to
complete and schedule completion on a monthly basis.
Schedule (+accuracy) 2 days (90% accuracy)
Product F201.2 : Cost and Schedule Review Document
Acceptance criteria of product Reviewed and approved during project meeting
Prerequisites None
Resources
Resources
R1:Project Manager (Full Time)
Equipment MS Office
MS Project
Estimated Cost $1000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones PDR-IRR
Decision points Plan review approved by Project Manager
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03
Lower level work packages ID None
64
Task ID M201.3
Name of Activity Subsystem integration test direction
Priority High
Narrative of activity Defining guidance plans for integration and system testing
Reason of activity [CONOPS] To provide detailed planning and direction of the integration test program are
in order41
Schedule (+accuracy) 2 days (90% accuracy)
Product F201.3 : Subsystem Test Guidance
Acceptance criteria of product Reviewed and approved by PM
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $1000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones PDR-IRR
Decision points Plan approved by Project Manager
Assumptions None
Lower level work packages ID None
41 In this MCSS T&E, the PM provides guidance for successful implementation of integration subsystem testing.
The success of the integration is highly dependent on the advance planning and preparation for this effort that
was accomplished during the previous phases. Kossiakoff, A. & Sweet, W. N. (2003). Systems Engineering
Principles and Practice. Hoboken: John Wiley ISBN: 0-471-23443-5. Chapter 10: Integration and Evaluation
Page 273
65
Task ID M202
Name of Activity Risk management
Priority High
Narrative of activity To monitor risk assesment and risk mitigation efforts which would be occur
at major work activity in the T&E work breakdown structure.
Reason of activity [CONOPS] To identify and mitigate risk at major work activity in the T&E work
breakdown structure.
Schedule (+accuracy) 3 days (90% accuracy)
Product F203: Risk Management Plan
Acceptance criteria of product Approved by Project Manager
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
Estimated Cost $1500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones PDR-IRR
Decision points Monitor by Project Manager
Assumptions Project Manager act as a role of Risk Manager
Lower level work packages ID None
66
Task ID Q201
Name of Activity Execute modified Switch Matrix test
Priority High
Narrative of activity
The Modified Switch Matrix Test is performed following the Test
Plan document. Test has to satisfy the Test Pass/Fail criteria defined in the
MCSS SRD including Verification and Validation of MCSS to ensure the
specifications and requirements of the subsystems entities are met.
Reason of activity [CONOPS] To test whether the Modified Switch Matrix is meet the requirements in
System requirements Document Section 5.
Schedule (+accuracy) 5 days (90% accuracy)
Product F204: Modified Switch Matrix Report
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites Q102 Modified Switch Matrix Test Plan and Procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Estimated Cost $3250
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones PDR-IRR
Decision points Test approved by Project Manager
Assumptions QA.01
Lower level work packages ID None
67
Task ID Q202
Name of Activity Prepare modified Switch Control test plan and procedure
Priority High
Narrative of activity
Planning the Modified Switch Control Test. This is including the Test
Objective, Test Methodology, and Test Pass/Fail Criteria for the Modified
Switch Control
Reason of activity [CONOPS] To prepare switch control components to meet the requirements and interface
of MCSS to the MSOCC
Schedule (+accuracy) 3 days (90% accuracy)
Product F205: Modified Switch Control Test Plan Document
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites MCSS System Requirement Document
Resources Resources
R4:Senior Test Engineer (Type V) (PartTime)
Estimated Cost $1050
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably and Low risk
Internal key milestones PDR-IRR
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
68
Task ID Q203
Name of Activity Prepare Timing Generator test plan and procedure
Priority High
Narrative of activity
Planning the Timing Generator Test. This is including the Test Objective,
Test Methodology, and Test Pass/Fail Criteria for the Modified Switch
Control
Reason of activity [CONOPS] To prepare timing generator meet the requirements and interface of MCSS to
the MSOCC
Schedule (+accuracy) 3 days (90% accuracy)
Product F206: Timing Generator Test Plan Document
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites MCSS System Requirement Document
Resources Resources
R4:Senior Test Engineer (Type V) (PartTime)
Estimated Cost $1050
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably and Low risk
Internal key milestones PDR-IRR
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
69
Task ID Q204
Name of Activity Prepare Test and Monitoring test plan and procedure
Priority High
Narrative of activity
Planning the Test and Monitoring test. This is including the Test Objective,
Test Methodology, and Test Pass/Fail Criteria for the Modified Switch
Control
Reason of activity [CONOPS] To prepare test and monitoring components meet the requirements and
interface of MCSS to the MSOCC
Schedule (+accuracy) 3 days (90% accuracy)
Product F207: Test and Monitoring Test Plan Document
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites MCSS System Requirement Document
Resources Resources
R4:Senior Test Engineer (Type V) (PartTime)
Estimated Cost $1050
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably and Low risk
Internal key milestones PDR-IRR
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
70
Task ID Q205
Name of Activity MCSS Subsystem RAM analysis42
Priority High
Narrative of activity
The reliability data, in terms of MTBF will be evaluated for each individual
subsystem. The reliability of the system is refering to MCSS SRD.
Maintainability is defined according to MCSS SRD.
Reason of activity [CONOPS] To ensure subsystem design components meet the operational requirements
and interface of MCSS to the MSOCC
Schedule (+accuracy) 4 days (90% accuracy)
Product F208: RAM Analysis Report
Acceptance criteria of product Test is performed according to the MCSS SRD Operational Test
Prerequisites MCSS System Requirement Document
Resources Resources
R4:Senior Test Engineer (Type V) (PartTime)
Estimated Cost $1400
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones PDR-IRR
Decision points Approved by PM
Assumptions QA.01
Lower level work packages ID None
42 In MCSS T&E, the RAM analysis is performed to ensure the subsystem process operates properly for a
specified amount of time (design life) under stated use conditions without failure. What constitutes failure for a
component, subsystem, system, or process must be clearly defined as the item or process is developed. Gregory
S. Parnell, Patrick J. Driscoll, Dale L. Henderson (2011). Decision Making in Systems Engineering and
Management, Second Edition. John Wiley & Sons, Inc. Chapter 8 Page 228
71
Appendix C: Development and Integration (IRR-TRR)
Task ID 300
Name of Activity Development and Integration (IRR-TRR)
Priority High
Narrative of activity To install and integrate the new and tested MCSS into the existing system
and to finalize the final acceptance test plan
Reason of activity [CONOPS] To ensure that the MCSS is installed and integrated and to plan for the final
acceptance test
Schedule (+accuracy) 20 days (90% accuracy)
Product F300: Final Subsystem Test Report
Acceptance criteria of product The integrated MCSS can function and the Final acceptance test plan will test
the MCSS according to requirement and to the satisfaction of the client
Prerequisites Integration Readiness Review
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
R3:Senior System Engineer (Type V) x 1 (Part Time)
R5:Test Engineer (Type III) x 6 (Full Time)
R7:QA Engineer (Type III) x 3 (Full Time)
Equipment MS Office
MS Project
Estimated cost $19,050
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk, M301, Q301, Q302, Q303, Q304, Q305
Internal key milestones IRR-TRR
Decision points Plan approved by IRR meetings
Assumptions None
Lower level work packages ID M301, M302, Q301, Q302, Q303, Q304, Q305
72
Task ID M301
Name of Activity Technical direction and management reporting
Priority High
Narrative of activity Monitor progress and accelerate agency staff training and other support
measures as needed.
Reason of activity [CONOPS] To provides monthly progress reports to the stakeholders summarizing work
completed, a financial report, issues, and meetings.
Schedule (+accuracy) 7 days (90% accuracy)
Product F301: Resources, Schedule and Cost Review Report
F302: Methodology for Integration Testing
Acceptance criteria of product Reviewed and approved during review meeting
Prerequisites F101 Baseline Schedule, Cost and Resources.
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $3500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones IRR-TRR
Decision points Approved by the Stakeholders
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03, SA.01, SA.02
Lower level work packages ID M301.1, M301.2, M301.3
73
Task ID M301.1
Name of Activity Resources plan review
Priority High
Narrative of activity
Allocated resources plan to each major work activity in the T&E work
breakdown need to be review in monthly. Resources include the numbers and
required skill levels of personnel.
Reason of activity [CONOPS]
To review allocated resources of each major work activity which has been
performed in the T&E work breakdown structure to ensure that the resources
are available during execution of the task.
Schedule (+accuracy) 3 days (90% accuracy)
Product F301.1 : Resources Review Plan Document
Acceptance criteria of product Reviewed and approved during project meeting
Prerequisites None
Resources
Resources
R1:Project Manager (Full Time)
Equipment MS Office
MS Project
Estimated Cost $1500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones IRR-TRR
Decision points Plan approved by Project Manager
Assumptions TA.02, TA.03, SA.01, SA.02
Lower level work packages ID None
74
Task ID M301.2
Name of Activity Cost and Schedule review
Priority High
Narrative of activity
Plan a detailed breakdown of necessary resource budgets and schedule for
each of the major work activities in the work breakdown structure need to be
review in monthly status.
Reason of activity [CONOPS] To monitor cost and schedule for the activities and for estimating cost to
complete and schedule completion on a monthly basis.
Schedule (+accuracy) 2 days (90% accuracy)
Product F301.2 : Cost and Schedule Review Document
Acceptance criteria of product Reviewed and approved during project meeting
Prerequisites None
Resources
Resources
R1:Project Manager (Full Time)
Equipment MS Office
MS Project
Estimated Cost $1000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones IRR-TRR
Decision points Plan review approved by Project Manager
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03
Lower level work packages ID None
75
Task ID M301.3
Name of Activity MCSS subsystem integration test direction (verified)
Priority High
Narrative of activity Defining guidance plans for integration overall subsystem testing
Reason of activity [CONOPS] To provide detailed planning and direction of the integration test program are
in order
Schedule (+accuracy) 2 days (90% accuracy)
Product F301.3 : MCSS Subsystem Test (Verified) Guidance
Acceptance criteria of product Reviewed and approved by PM
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $1000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones IRR-TRR
Decision points Plan approved by Project Manager
Assumptions None
Lower level work packages ID None
76
Task ID M302
Name of Activity Risk management
Priority High
Narrative of activity To monitor risk assesment and risk mitigation efforts which would be occur
at major work activity in the T&E work breakdown structure.
Reason of activity [CONOPS] To identify and mitigate risk at major work activity in the T&E work
breakdown structure.
Schedule (+accuracy) 3 days (90% accuracy)
Product F303: Risk Management Plan
Acceptance criteria of product Approved by Project Manager
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
Estimated Cost $1500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones IRR-TRR
Decision points Monitor by Project Manager
Assumptions Project Manager act as a role of Risk Manager
Lower level work packages ID None
77
Task ID Q301
Name of Activity Execute modified Switch Control test
Priority High
Narrative of activity
The Modified Switch Control Test is performed following the Test
Plan document. Test has to satisfy the Test Pass/Fail criteria defined in the
MCSS SRD including Verification and Validation of MCSS to ensure the
specifications and requirements of the subsystems entities are met.
Reason of activity [CONOPS] To test whether the Modified Switch Control is meet the requirements in
System requirements Document Section 5.
Schedule (+accuracy) 5 days (90% accuracy)
Product F304: Modified Switch Control Report
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites Q202 Modified Switch Control Test Plan and Procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Estimated Cost $3250
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones IRR-TRR
Decision points Test approved by Project Manager
Assumptions QA.01
Lower level work packages ID None
78
Task ID Q302
Name of Activity Execute modified Timing Generator test
Priority High
Narrative of activity
The Modified Timing Generator Test is performed following the Test
Plan document. Test has to satisfy the Test Pass/Fail criteria defined in the
MCSS SRD including Verification and Validation of MCSS to ensure the
specifications and requirements of the subsystems entities are met.
Reason of activity [CONOPS] To test whether the Modified Timing Generator is meet the requirements in
System requirements Document Section 5.
Schedule (+accuracy) 5 days (90% accuracy)
Product F305: Modified Timing Generator Report
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites Q203 Modified Timing Generator Test Plan and Procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Estimated Cost $3250
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones IRR-TRR
Decision points Test approved by Project Manager
Assumptions QA.01
Lower level work packages ID None
79
Task ID Q303
Name of Activity Execute modified Test and Monitoring test
Priority High
Narrative of activity
The Modified Test and Monitoring Test is performed following the
Test Plan document. Test has to satisfy the Test Pass/Fail criteria defined in
the MCSS SRD including Verification and Validation of MCSS to ensure the
specifications and requirements of the subsystems entities are met.
Reason of activity [CONOPS] To test whether the Test and Monitoring is meet the requirements in System
requirements Document Section 5.
Schedule (+accuracy) 5 days (90% accuracy)
Product F306: Test and Monitoring Report
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites Q204 Modified Test and Monitoring Test Plan and Procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
NBG
BED
Estimated Cost $3250
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones IRR-TRR
Decision points Test approved by Project Manager
Assumptions QA.01
Lower level work packages ID None
80
Task ID Q304
Name of Activity Prepare finalize the whole subsystem integration test
Priority High
Narrative of activity Finalization preparation of the whole subsystem integration test performed
following the integration Test Plan document.
Reason of activity [CONOPS] To test whether the final assembly of whole subsystem is meet the
requirements in System requirements Document Section 5.
Schedule (+accuracy) 3 days (90% accuracy)
Product F307: Assembly Subsystem Integration Test Report
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites Q103 Subsystem Integration Test Plan and Procedure
Resources Resources R3:Senior System Engineer (Type V) x 1 (Part Time)
Estimated Cost $1050
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably and Medium risk
Internal key milestones IRR-TRR
Decision points Test approved by Project Manager
Assumptions None
Lower level work packages ID None
81
Task ID Q305
Name of Activity Final MCSS subsystem integration test (verified)
Priority High
Narrative of activity
The Final Whole Subsystem Integration Test is performed following the
Assembly Subsystem Integration Plan document. Test has to satisfy the Test
Pass/Fail criteria defined in the MCSS SRD including Verification and
Validation of MCSS to ensure the specifications and requirements of the
subsystems entities are met.
Reason of activity [CONOPS]
To test whether the final assembly of whole subsystem is meet the
requirements in System requirements Document Section 5 and to ensure the
whole final assembly subsystem are verified to be test on on-site test.
Schedule (+accuracy) 5 days (90% accuracy)
Product F308: Final Assembly Subsystem Integration Test Report
Acceptance criteria of product Test is performed according to the guidance provide by the PM.
Prerequisites Q304 Assembly Subsystem Integration Test
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Block Error Detector
Nascom Block Generator
Estimated Cost $3250
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Probably and Medium risk
Internal key milestones IRR-TRR
Decision points Test approved by Project Manager
Assumptions QA.01
Lower level work packages ID None
82
Appendix D: Qualification and Installation (TRR-DRR)
Task ID 400
Name of Activity Qualification and Installation (TRR-DRR)
Priority High
Narrative of activity To conduct the final acceptance test for the MCSS and to prepare for the
handing over/delivery of the MCSS to the client
Reason of activity [CONOPS] To document consensus that the final product is tested, defect free and is
ready to be delivered
Schedule (+accuracy) 20 days (90% accuracy)
Product F400: Final Acceptance Test Report
Acceptance criteria of product Products meet requirements and pass the final acceptance testing
Prerequisites Test Readiness Review
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
R2:System Engineer (Type V) x 1 (Part Time)
R5:Test Engineer (Type III) x 6 (Full Time)
R6: Logistic Engineer (Type II) x 1 (Part Time)
R7:QA Engineer (Type III) x 3 (Full Time)
Equipment
MS Office
MS Project
Estimated cost $15,100
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk, M401, M403, Q401, Q402, Q403, Q404
Internal key milestones TRR-DRR
Decision points Plan approved by TRR meetings
Assumptions None
Lower level work packages ID M401, M402, M403, Q401, Q402, Q403, Q404
83
Task ID M401
Name of Activity Handing over final document
Priority High
Narrative of activity Handing over/delivery of the MCSS document to the client
Reason of activity [CONOPS] To document consensus that the final product is tested, defect free and is
ready to be delivered
Schedule (+accuracy) 3 days (90% accuracy)
Product F401: Final MCSS Document Report
Acceptance criteria of product Products meet requirements and pass the final user acceptance testing
Prerequisites None
Resources Personnel R2:System Engineer (Type V) x 1 (Part Time)
Estimated cost $750
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones TRR-DRR
Decision points Plan approved by TRR meetings
Assumptions None
Lower level work packages ID None
84
Task ID M402
Name of Activity Risk management
Priority High
Narrative of activity To monitor risk assesment and risk mitigation efforts which would be occur
at major work activity in the T&E work breakdown structure.
Reason of activity [CONOPS] To identify and mitigate risk at major work activity in the T&E work
breakdown structure.
Schedule (+accuracy) 3 days (90% accuracy)
Product F402: Risk Management Plan
Acceptance criteria of product Approved by Project Manager
Prerequisites None
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
Estimated Cost $1500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones TRR-DRR
Decision points Monitor by Project Manager
Assumptions Project Manager act as a role of Risk Manager
Lower level work packages ID None
85
Task ID M403
Name of Activity Test and Evaluation completion review
Priority High
Narrative of activity Review the test and evaluation work activities has satisfy the requirements to
indicate project status and schedule
Reason of activity [CONOPS] To ensure the test and evaluation work activities performed at the entire
system life cycle.
Schedule (+accuracy) 5 days (90% accuracy)
Product F403: Schedule and Cost Completion Review Report
F404: Completion Report
Acceptance criteria of product Reviewed and approved during review meeting
Prerequisites F101 Baseline Schedule, Cost and Resources.
Resources
Resources R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $2500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones TRR-DRR
Decision points Approved by the Stakeholders
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03
Lower level work packages ID M403.1, M403.2
86
Task ID M403.1
Name of Activity Cost and Schedule review
Priority High
Narrative of activity
Plan a detailed breakdown of necessary resource budgets and schedule for
each of the major work activities in the work breakdown structure need to be
review in monthly status.
Reason of activity [CONOPS] To monitor cost and schedule for the activities and for estimating cost to
complete and schedule completion on a monthly basis.
Schedule (+accuracy) 3 days (90% accuracy)
Product F403.1 : Cost and Schedule Review Document
Acceptance criteria of product Reviewed and approved during project meeting
Prerequisites None
Resources
Resources
R1:Project Manager (Full Time)
Equipment MS Office
MS Project
Estimated Cost $1500
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones TRR-DRR
Decision points Plan review approved by Project Manager
Assumptions BA.01, BA.02, TA.01, TA.02, TA.03
Lower level work packages ID None
87
Task ID M403.2
Name of Activity Project completion review
Priority High
Narrative of activity
Project completion review is prepared by Project Manager. Project
completion report finalizes all project activities completed across all phases
of the T&E activities to formally complete the project and transfer the
completed as appropriate.
Reason of activity [CONOPS] To assess the project, ensure completion, and derive any lessons learned and
best practices to be applied to future projects.
Schedule (+accuracy) 2 days (90% accuracy)
Product F403.2 : Project Completion Report
Acceptance criteria of product Reviewed and approved during project meeting
Prerequisites None
Resources
Resources
R1:Project Manager (Full Time)
Equipment
MS Office
MS Project
Estimated Cost $1000
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) Likely and Low risk
Internal key milestones TRR-DRR
Decision points Plan approved by Project Manager
Assumptions SA.02
Lower level work packages ID None
88
Task ID Q401
Name of Activity Final MCSS subsystem operational test
Priority High
Narrative of activity
A Factory Acceptance Test witnessed by the transition test to test whether
each subsystems of the integrated MCSS is meet the requirement in section
5 and can operate as expected in user demanded simulated condition
Reason of activity [CONOPS] To assess the project, ensure completion, and derive any lessons learned and
best practices to be applied to future projects.
Schedule (+accuracy) 4 days (90% accuracy)
Product F405: Final MCSS Subsystems Operational Test Report
Acceptance criteria of product
The 4 subsystem meet the requirement MCSS SRD section 5. The
subsystem can work as expected in user demanded simulated
condition.
Prerequisites Q304 Final whole subsystem integration test plan and procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Block Error Detector
Nascom Block Generator
Estimated Cost $2600
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones TRR-DRR
Decision points Plan approved by Project Manager
Assumptions QA.01, QA.02
Lower level work packages ID None
89
Task ID Q402
Name of Activity Final MCSS subsystem factory acceptance test
Priority High
Narrative of activity Review the result of the test documented in the Factory Acceptance Test
Report for verification and validation of the MCSS
Reason of activity [CONOPS]
Test Engineer reviewed the result of the Test to verify and validate the
MCSS being tested. With this review, an Early faulty/failure can be
detected and reported during the DRR
Schedule (+accuracy) 4 days (90% accuracy)
Product F406: Final MCSS Subsystems Factory Acceptance Test Report
Acceptance criteria of product
The 4 subsystem meet the requirement MCSS SRD section 5. The
subsystem can work as expected in user demanded simulated
condition.
Prerequisites Q304 Final whole subsystem integration test plan and procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Block Error Detector
Nascom Block Generator
Estimated Cost $2600
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones TRR-DRR
Decision points Plan approved by Project Manager
Assumptions QA.01, QA.02
Lower level work packages ID None
90
Task ID Q403
Name of Activity Final MCSS subsystem site acceptance test
Priority High
Narrative of activity The integrated site acceptance test will occur before and after each transition
stage. The transition team will use designated milestone test procedure.
Reason of activity [CONOPS] To assured the usability of the MCSS at each of the transition stage during
system installation
Schedule (+accuracy) 4 days (90% accuracy)
Product F407: Final MCSS Subsystems Site Acceptance Test Report
Acceptance criteria of product
The 4 subsystem meet the requirement MCSS SRD section 5. The
subsystem can work as expected in user demanded simulated
condition.
Prerequisites Q304 Final whole subsystem integration test plan and procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Block Error Detector
Nascom Block Generator
Estimated Cost $2600
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones TRR-DRR
Decision points Plan approved by Project Manager
Assumptions QA.01, QA.02
Lower level work packages ID None
91
Task ID Q404
Name of Activity Final MCSS subsystem customer acceptance test
Priority High
Narrative of activity
The fully integrated MCSS is tested. Quality Assurance Engineer reviewed
the result of the Test to verify and validate the MCSS being tested in
customer site. Logistic Engineer ensures the reliability of all subsystems and
modifies system design accordingly to achieve customer requirements.
Reason of activity [CONOPS]
To test the fully integrated MCSS after being installed but before Final
Acceptance Test by NASA to be considered fully operational. Review the
result of the test documented in the Factory Acceptance Test Report for
verification and validation of the MCSS in the customer site before being
handled to NASA.
Schedule (+accuracy) 3 days (90% accuracy)
Product F407: Final MCSS Subsystems Customer Acceptance Test Report
Acceptance criteria of product
The 4 subsystem meet the requirement MCSS SRD section 5. The
subsystem can work as expected in user demanded simulated
condition.
Prerequisites Q304 Final whole subsystem integration test plan and procedure
Resources
Resources
R5:Test Engineer (Type III) x 2 (Full Time)
R7:QA Engineer (Type III) x 1 (Full Time)
Equipment
Test Rigs
Oscilloscope
Block Error Detector
Nascom Block Generator
Estimated Cost $2550
Accuracy of Cost Estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) May and Medium risk
Internal key milestones TRR-DRR
Decision points Plan approved by Project Manager
Assumptions QA.01, QA.02
Lower level work packages ID None
92
Appendix E: Project Closeout
Task ID 500
Name of Activity Project Closeout
Priority High
Narrative of activity
A project closeout activity is to end the project in a professional manner one
that reflects well upon the team, the organization, and especially upon the
project manager.
Reason of activity [CONOPS]
To assure that the activities will be conducted in an appropriate manner and
that the resources (people, money, and time) for the activities will also be
available at the end of the project.
Schedule (+accuracy) 10 days (90% accuracy)
Product F500: Project Final Report
Acceptance criteria of product Products meet requirements during the stakeholder meeting
Prerequisites Delivery Readiness Review
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
Equipment
MS Office
MS Project
Estimated cost $5000
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) None
Internal key milestones Closeout
Decision points Approved by Stakeholders (NASA GSFC) and Executive Management (CSC)
Assumptions None
Lower level work packages ID M501, M502, M503, M504, M505
93
Task ID M501
Name of Activity Perform client closeout
Priority High
Narrative of activity
Validate deliverable(s) submission and document that all deliverables were
accepted by the customer: If no documentation exists, write a memo to the
customer with a retained copy indicating that the deliverables were submitted
and the date of the submission.
Reason of activity [CONOPS] To ensure that all deliverables were accepted by the customer.
Schedule (+accuracy) 2 days (90% accuracy)
Product F501: Validation Deliverables of Document
Acceptance criteria of product Products accepted by customer
Prerequisites None
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
Equipment
MS Office
MS Project
Estimated cost $1000
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) None
Internal key milestones Closeout
Decision points Approved by Stakeholders
Assumptions None
Lower level work packages ID None
94
Task ID M502
Name of Activity Perform organizational closeout
Priority High
Narrative of activity
Release the project room by sending a memo to the facilities management
office stating that the room will be vacated by a certain date, and available for
other uses. Finalize financial records and funds by preparing a finance
resolution memo. In it, indicate any outstanding invoices against the project
or invoices expected, plus the balance of money that will remain after these
invoices are paid.
Reason of activity [CONOPS] To conclude the team’s use of organizational resources and to make a final
resolution of the remaining resources.
Schedule (+accuracy) 2 days (90% accuracy)
Product F502: Organizational Closeout Document
Acceptance criteria of product Products accepted by Executive Management
Prerequisites None
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
Equipment
MS Office
MS Project
Estimated cost $1000
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) None
Internal key milestones Closeout
Decision points Approved by Executive Management
Assumptions None
Lower level work packages ID None
95
Task ID M503
Name of Activity Conduct subcontractor closeout
Priority High
Narrative of activity
Determine whether subcontractors are finished: Document this in a memo for
record with a copy to finance so the subcontractor (Ford Aerospace) can be
paid.
Reason of activity [CONOPS] To ensure that all subcontractor responsibilities and work have been
completed.
Schedule (+accuracy) 2 days (90% accuracy)
Product F503: Subcontractor Closeout Document
Acceptance criteria of product Products accepted by Subcontractor
Prerequisites None
Resources
Personnel
R1:Project Manager (Type V) x 1 (Full Time)
Equipment
MS Office
MS Project
Estimated cost $1000
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) None
Internal key milestones Closeout
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
96
Task ID M504
Name of Activity Write the project final report
Priority High
Narrative of activity Write the report as the basis of a briefing. Project manager will be enhanced
by a well-organized and professional final report.
Reason of activity [CONOPS] To inform upper management of the completion of the project and to assure
these people that all aspects of the project have been properly closed.
Schedule (+accuracy) 2 days (90% accuracy)
Product F504: Project Final Report
Acceptance criteria of product Products accepted by Executive Management
Prerequisites None
Resources
Personnel R1:Project Manager (Type V) x 1 (Full Time)
Equipment MS Office
MS Project
Estimated cost $1000
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) None
Internal key milestones Closeout
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
97
Task ID M505
Name of Activity Conduct team closeout
Priority High
Narrative of activity
Conduct the final lessons learned session43: Something that the team did that
worked should be retained as a lesson learned because the next time the team
is faced with the same problem, it will want to use the action that was
successful in the past.
Reason of activity [CONOPS]
To release team members back to their functional departmentsand use the
lessons learned to get a sense of the team’s morale and shape behavior. The
result of these sessions will be to highlight, reward, and clarify desired
behavior.
Schedule (+accuracy) 2 days (90% accuracy)
Product F505: Lesson Learned Report
Acceptance criteria of product Products accepted by Project Team meetings
Prerequisites None
Resources
Personnel R1:Project Manager (Type V) x 1 (Full Time)
Equipment MS Office
MS Project
Estimated cost $1000
Accuracy of cost estimate -10%, +30% (Bottom up approach)
Risk (probability, mitigation
WP ID) None
Internal key milestones Closeout
Decision points Approved by Project Manager
Assumptions None
Lower level work packages ID None
43 A lesson learned is an incident of experience that may be used to improve performance or repeat good
performance. Guy L. De Furia. Project Management Recipes for Success. CRC Press, December 2008, ISBN 10:
1420078240. Page 210
98
8. APPENDIX 2. RISKS FACTORS CATEGORIZATION
Risk
ID
Risk Factors and
CategoriesLow Risk (L) Medium Risk (M) High Risk (H)
R1 Project team stability
Project staff are expected to
stay with for the duration of
the project
One or more key project staff
are expected to leave before
their accountabilities are met
More than three key project
staff are expected to leave
before their accountabilities
are met
R2 Project processes
All project processes are
defined and being followed
One or more important and
complex project processes not
defined or being followed
More than three important and
complex project processes not
defined or being followed
R3 Customer experience
End-users are highly
experience in similar projects,
have specific ideas on how
needs can be met
End-users have experience
with similar project and have
needs in mind
End-users have no previous
experience with similar project,
unsure of how needs can be
met
R4 Customer acceptance
End-users accept concepts
and details of system, process
is in place for end-user
approvals
End-users accept most
concepts and details of
system, process in place for
end-user approvals
End-users do not accept any
concepts or design details of
system
R5 Budget fit
Cost Variance (CV) shows that
project is in line with or under
budget
Cost Variance (CV) shows that
project is exceeding budget by
1-5%
Cost Variance (CV) shows that
project is exceeding budget by
more than 5%
R6 Cost performance
Cost Performance Indicator
(CPI) has a value of
0.95 <= CPI <= 1.1
Cost Performance Indicator
(CPI) has a value of 0.9 <= CPI
<= 1.2
Cost Performance Indicator
(CPI) has a value of 0.9 >
CPI > 1.2
R7 Cost controls Well-established, in place System in place, weak in areas System lacking or non-existent
R8 Delivery commitment Stable commitment dates Some uncertain commitmentsUnstable, fluctuating
commitments
R9 Schedule fit
Schedule Variance (SV) shows
that project is in line with or
under schedule
Schedule Variance (SV) shows
that project is exceeding
schedule by 1-5%
Schedule Variance (SV) shows
that project is exceeding
schedule by more than 5%
R10 Schedule performance
Schedule Performance
Indicator (SPI) has a value of
0.95 <= SPI <= 1.1
Schedule Performance
Indicator (SPI) has a value of
0.9 <= SPI <= 1.2
Schedule Performance
Indicator (SPI) has a value of
0.9 >SPI > 1.2
R11 System testabilitySoftware requirements easy to
test, planning underway
Some requirements hard to
test, or test plans insufficient
Most or all of the
system hard to test, or no
planning being done
R12 System dependencies
Clearly defined dependencies
of the software effort and
other parts of the system
Some elements of the system
are well-understood and
planned, others are not yet
comprehended
No clear plan or schedule for
how the whole system will
come together
R13 Documents stabilityDocuments will be available on
time and will contain few errors
Some documents may be late
and contain minor errors
Little chance of getting
documents on time, many
corrections and changes
expected
Organization management factors
Customer factors
Budget/cost factors
Schedule factors
Project content factors
99
Risk
ID
Risk Factors and
CategoriesLow Risk (L) Medium Risk (M) High Risk (H)
R14 Test capability
Modular design allows for
easy coverage test planning
and execution
Modular design aids
developing test harnesses for
unit test
No modular design or ability to
easily establish test coverage
planning
R15 Expected test effort
Good estimate available,
readily fits system acceptance
process
Rough estimate of test time,
may be a bottleneck in the
process
Poor or no estimate of test
times, definite chance of
bottleneck
R16 Functionality
Defined software product
highly functional, meets all
customer needs
Defined software product has
good functionality, meets most
customer needs
Defined software product has
little functionality, many
customer needs not met
R17 Communication
Clearly communicates goals
and status between the team
and the rest of the organization
Communicates some of the
information some of the time
Rarely communicates clearly to
the team or to other who need
to be informed of team status
R18 Project manager experience
Project manager very
experienced with similar
projects
Project manager has moderate
experience or has experience
with different types of projects
Project manager has no
experience with this type of
project or is new to project
management
R19Quality assurance
approach
QA system established,
followed, effective
Procedures established, but
not well followed or effective
No QA process or established
procedures
R20Use of defined engineering
process
Development process in place,
established, effective, followed
by team
Development process
established, but not followed
or is ineffective
No formal process used
R21Change control for work
products
Formal change control process
in place, followed, effective
Change control process in
place, not followed, or is
ineffective
No change control process
used
R22 Tools availabilityTools in place, documented,
validated
Tools available, validated,
some development needed (or
minimal documentation)
Tools invalidated,
proprietary, or major
development needed, no
documentation
R23 Vendor support
Complete support
at reasonable price and in
needed time frame
Adequate support at
contracted price, reasonable
response time
Little or no
support, high cost, and/or
poor response time
R24 Staff adherence to task
Staff in place, no turnover
expected, working on assigned
tasks, few diversions and little
fire fighting
Staff available, some turnover
expected, some conflict in time
allocation, some fire fighting
Staff not available, high
turnover expected, many
members spend much time fire
fighting
R25Training of team
Training not
required, or training plan in
place and training ongoing
Training for some areas not
available or training planned
for future
No training plan or training not
readily available
R26 Team productivity
All milestones met,
deliverables on time,
productivity high
Milestones met,
some delays in deliverables,
productivity acceptable
Productivity low, milestones
not met, delays in deliverables
R27 Support personnelIn place, experienced,
sufficient in number
Missing some areas of
expertise
Significant discipline or
expertise missing
Performance factors
Development process factors
Development environment factors
Staff factors
Maintenance factors