systems engineering and project management

7/29/2019 Systems Engineering and Project Management

1/37

Baltimore Chapter

Systems Engineering (SE)&

Project Management

Nick Clemens, PMPEngineering Management & Integration Inc. (EMI)

585 Grove Street, Herndon, VA 20170 703-742-0585

www.em-i.com


2/37

Baltimore Chapter

Legal Notice

Images of PMI material such as the PMBok and the use of related logos and trademarked terms such as

OPM3 or PMP are the property of The Program Management Institute. All rights are reserved

by The Program Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299,

USA, www.pmi.org, 610-356-4600.

INCOSE material when used is noted in the brief and remains the property of the International Council on

Systems Engineering, 2150 N. 107th St., Suite 205, Seattle, Washington, 98133-9009,

www.incose.org, 800-366-1164

Other material is sourced as noted and the originating author(s) maintain full rights where appropriate.


3/37

Baltimore Chapter

The Talk

PMI Standards and Documentation

OPM3 (PMIs Project Management MaturityModel)

Role of the Project Manager and SystemsEngineer

Impact of Evolutionary Acquisition

Questions and Discussion


4/37

Baltimore Chapter

Heritage of SE Standards

Dod-Std-2167A

Dod-Std-7935A

SoftwareEngineering

SystemsEngineering

Others ...

Dod-Std-1703

Mil-Std-498

EIA/IS 731SE Capab Model

1998

ISO/IEC

15288

2002

1987

1988

1988

1994

ISO/IEC12207

1995

IEEE/EIA12207

1996

IEEE 1498/EIA 640

1995

(Draft)

Mil-Std-499

Mil-Std-499A

Mil-Std-499B

EIA/IS632

IEEE1220

1969 1974 1994

1994

1994 1998

(Trial Use)

EIA/IEEE

J-Std-016

1995

(Interim)

(Interim)

INCOSE SE

Handbook V2

2000

NAVAIR

SE Guide

2003

CMMI

ANSI/EIA632

1998

Referenced In

Based On

DSMC/DMU

SE Fundamentals

IEEE1220

1999

V2A

2004 2005

V3

Source: INCOSE Handbook


5/37

Baltimore Chapter

The SE Body of Knowledge

(SEBok) A comprehensive resource for understanding the extent of the

practice of Systems Engineering for a spectrum of users

Accomplished systems engineers may seek more in-depth information in aparticular area of the discipline

Program managers may seek support for just-in-time performance

Other engineering disciplines may be asked to perform systems engineering tasks

An interested neophyte or potential consumer of systems engineering services

may wish to learn more about the discipline

The supporting body of work referenced in the guide is

referred to as the "systems engineering body of knowledge

The guide does not create extensive new work; it provides organization and

context for the information

The processes, lessons learned, products and standards have been developedsince the 1930s

The guide is helpful in understanding systems engineering, and the roles that

INCOSE and its members play in promoting the discipline of systems engineering

Potential basis for future SE certification


6/37

Baltimore Chapter

PMBok Evolution

20001987

200519961983


7/37

Baltimore Chapter

PMI Documents

Organizations

PeopleProjects


8/37

Baltimore Chapter

PMBoK

Published December2000

Adopted By The

American NationalStandard Institute

(ANSI) as ANSI/PMI

99-001-2000

Next Update Due NLT

2005


9/37

Baltimore Chapter

PM Competency

Framework

Published September2002

Focus is on the

IndividualProfessional

Not for Personnel

Assessments Some Unresolved

Issues


10/37

Baltimore Chapter

Government Extensions

Published 2002 Applies to National

State/Provincial and

Local Governments Internationally Based

US DoD ExtensionAlso


11/37

Baltimore Chapter

Other Extensions

Construction Extension

Automotive Extension Earned Value

Management Standard

ConfigurationManagement Standard

Scheduling Standard

WBS Standard

Portfolio ManagementStandard

Combined Standard

Glossary


12/37

Baltimore Chapter

OPM3

Published December2003

Global Standard

Looks at theOrganization

Specific Levels Not

Defined (Continuum)


13/37

Baltimore Chapter

OPM3 Standard Elements

The essence for OPM3 is the blending of knowledge,

assessment, and improvement.


14/37

Baltimore Chapter

OPM3 Standard ElementsA Best Practice is an

optimal way to achieve an

objective

A set ofCapabilities

supports the achievement of

a Best Patrice

An Outcome is a result of

applying a Capability

A Key PerformanceIndicator (KPI) represents

the means to measure an

outcome via a metric


15/37

Baltimore Chapter

How it Stacks Up

BP Name: Use Team Work

BP Description: Cross functional teams carry out theOrganizations activities

Capability Descriptions:Develop Integrated Program and Project teams

Develop Cross Functional Teams

Organize project work by functional area


16/37

Baltimore Chapter

Categorizing Best

Practices & Capabilities The Capabilities are categorized by the Process Groups -

Initiating, Planning, Executing, Controlling and Closing

Processes (IPECC)

Best Practices are categorized according to the

Organizational Project Management Domains - Project,Program, Portfolio (PPP)

Best Practices are also categorized by the Stages of

Process Improvement - Standardize, Measure, Control,

continuously Improve (SMCI)


17/37

Baltimore Chapter

OPM3 Construct


18/37

Baltimore Chapter

Assessment Diagrams


19/37

Baltimore Chapter

OPM3 Continuum


20/37


21/37

Baltimore Chapter

Program Manager

Responsibilities

Source: Defense Acquisition University (DAU)


22/37

Baltimore Chapter

Systems Engineering

Focus (Traditional)


23/37

Baltimore Chapter

System Definition

Definition: A system is a construct or collection of different

elements that together produce results not obtainable by theelements alone

The elements, or parts, can include people, hardware, software, facilities,policies, and documents; that is, all things required to produce systems-level results

The results include system level qualities, properties, characteristics,functions, behavior and performance

The value added by the system as a whole, beyond that contributedindependently by the parts, is primarily created by the relationshipamong the parts; that is, how they are interconnected (Rechtin, 2000)

A Consensus of the INCOSE Fellows


24/37

Baltimore Chapter

Systems Engineering

Definition

Definition: Systems Engineering is an engineering discipline

whose responsibility is creating and executing aninterdisciplinary process to ensure that the customers andstake-holder's needs are satisfied throughout a system's entirelife cycle.

High quality Trustworthy

Cost efficient and

Schedule compliant

A Consensus of the INCOSE Fellows


25/37

Baltimore Chapter

A Systems Engineering

ProcessThe systems engineering process typically comprises seven tasks

State the problem

Investigate alternatives

Model the system Integrate

Launch the system

Assess performance, and

From A. T. Bahill and B. Gissing, Re-evaluating systems engineering concepts usingsystems thinking, IEEE Transaction on Systems, Man and Cybernetics, Part C:

Applications and Reviews, 28 (4), 516-527, 1998

Re-evaluate


26/37

Baltimore Chapter

Traditional SE Process

Linier Acquisition ProcessProject Start Project End

DeploymentProductionDevelopment

A B

E l ti f MIL STD


27/37

Baltimore Chapter

Evolution of MIL STD

499B to ANSI/EIA 632

Source: Defense Acquisition University (DAU)


28/37


29/37

S E i i


30/37

Baltimore Chapter

Systems Engineering

Focus

T diti l O ti l Z


31/37

Baltimore Chapter

Traditional Optimal Zone

For Design Changes

Conceptual BreadthDetail Available

Cost to Resolve C4I Support Issues

time

Optimal Zone for

Issue Identification

MS- A MS - B MS - CMS- A MS - B MS - C

Source: Clemens, CCRTS 2004

E l ti l A i iti


32/37

Baltimore Chapter

Evolutional Acquisition

Change ZonesConceptual Breadth

Detail Available


time

MS 0

MNS

MS I

ORD

MS II

Engineering/

Manufacturing

MS III

Production/

Fielding

Optimal Zone for




time

MS 0

MNS

MS I

ORD

MS II

Engineering/

Manufacturing

MS III

Production/

Fielding

Optimal Zone forIssue Identification

Cluster 2

Cluster x



time

MS 0

MNS

MS I

ORD

MS II

Engineering/

Manufacturing

MS III

Production/

Fielding

Optimal Zone for


Cross Cluster Optimal Zones for-


Technology Insertion

System Enhancements

Role of the JPO

Manage across clusters and over time to smoothly

enhance system capabilities in support of near, mid and

long term program objectives and requirements

Shape the JTRS Program

Manage the Program

Support JV 2020

Cluster 1

Source: Clemens, CCRTS 2004

N D D SE P li 20


33/37

Baltimore Chapter

New DoD SE Policy 20

February 2004 All programsshall apply a robust SE approach that

balances total system performance and total ownership

costs

System Engineering Plan (SEP) required for MDA

approval in conjunction with each MS review

Interim Guidance Provided in a March 30th Memorandum

SE is to be integrated into a programs IPT Structure

SE process will be tailored in each phase of a program

The systems technical baseline will be managed and metricsdeveloped to show progress

Technical Reviews will assess maturity risk and support program

decisions.

Source: DoD USD AT&L


34/37

The Role of the Systems


35/37

Baltimore Chapter

The Role of the Systems

Engineer Every systems engineering project should have one

Provide the glue to pull all the sometimes diverse system elements together

Assist the Program/project manager in the managing the technical effort Handles myriad of daily activities of coordination between system elements

Maintain good overall perspective of the system

Define, clarify, and document requirements

Perform the necessary parametric analysis and tradeoffs

Recognize when interface impacts might occur and take early action to avoid

problems

Act as technical interface between subsystem teams and project management

Role in development phase considered most important

Approximately 80% - 90% of development cost of a large system is predetermined

by the time only 5% - 10% of the development effort has been completed

Source: INCOSE Systems Engineering Handbook


36/37

Baltimore Chapter

The Project Manager

Provides the glue that holds the Project

Together

Responsible to Stake Holders and ProjectAdvocate

Cost

Schedule

Performance (Capabilities)

Scope

Responsible to the Customer for Delivery


37/37

Baltimore Chapter

Questions

Nick Clemens, PMP

President, Baltimore Chapter

www.pmibaltimore.org

[email protected]@em-i.com

703-588-1427 / 703-742-0585