How Much is Enough?How Much is Enough?Applying the Discipline of Applying the Discipline of

Systems Engineering to Systems Engineering to Small, FastSmall, Fast--Paced ProjectsPaced Projects

NASA Project Management Challenge 2007 NASA Project Management Challenge 2007 Michael Hazen Michael Hazen

Jacobs EngineeringJacobs Engineering

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Safety MomentSafety Moment

Little things can cause big problemsLittle things can cause big problems““True Systems Engineering is about minimizing True Systems Engineering is about minimizing the unintended consequences of a designthe unintended consequences of a design””–– Michael Griffin, NASA PM Challenge 2006Michael Griffin, NASA PM Challenge 2006

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AgendaAgenda

Small FastSmall Fast--Paced Project DescriptionPaced Project DescriptionHow Much Systems Engineering is Enough?? How Much Systems Engineering is Enough?? Too Much??Too Much??Methodology & EnablersMethodology & EnablersJSC Initiatives and Case StudiesJSC Initiatives and Case StudiesDiscussionDiscussion

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Small FastSmall Fast--Paced Project AttributesPaced Project Attributes

Typically one person will wear several hatsTypically one person will wear several hatsNo time to philosophize on potential methodologies No time to philosophize on potential methodologies once the project is kicked off once the project is kicked off No money for anything that is not essential and No money for anything that is not essential and explicitly requiredexplicitly requiredThese attributes often apply to larger scale projectsThese attributes often apply to larger scale projects

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Systems Engineering AttributesSystems Engineering Attributes

Broad variations in what Systems Engineering and Broad variations in what Systems Engineering and Systems Engineers are perceived to be.Systems Engineers are perceived to be.

Book manager, collection of tools, project team Book manager, collection of tools, project team ““visitorvisitor””? ? http://www.incose.org/atlanta/Library/Presentations/Why_SE_Doesnhttp://www.incose.org/atlanta/Library/Presentations/Why_SE_Doesnt_Work.pptt_Work.ppt

Michael Griffin commentsMichael Griffin commentsProject Management and Systems Engineering are opposite Project Management and Systems Engineering are opposite sides of the same coin. Systems Engineering must be the sides of the same coin. Systems Engineering must be the technical conscience of the program.technical conscience of the program.Lead systems engineers must not be too busy to look at the Lead systems engineers must not be too busy to look at the big picture.big picture.

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NPR 7123.1 NASA Systems Engineering ProcessesNPR 7123.1 NASA Systems Engineering Processes and and RequirementsRequirementsSystems engineering at NASA requires the application of a Systems engineering at NASA requires the application of a systematic, disciplined engineering approach that is quantifiablsystematic, disciplined engineering approach that is quantifiable, e, recursive, recursive, iterativeiterative, and repeatable for the development, , and repeatable for the development, operation, maintenance, and disposal of systems; integrated intooperation, maintenance, and disposal of systems; integrated intoa whole a whole throughout the life cyclethroughout the life cycle of a project or program. The of a project or program. The emphasis of systems engineering is on safely achieving emphasis of systems engineering is on safely achieving stakeholder, functional, physical, and operational performance stakeholder, functional, physical, and operational performance requirements in the intended use environments over the system's requirements in the intended use environments over the system's planned life within cost and schedule constraints. planned life within cost and schedule constraints.

http://nodis3.gsfc.nasa.gov/displayDir.cfm?Internal_ID=N_PR_7http://nodis3.gsfc.nasa.gov/displayDir.cfm?Internal_ID=N_PR_7123_0001_&page_name=Chapter1123_0001_&page_name=Chapter1

Systems EngineeringSystems Engineering

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How Much is Enough??How Much is Enough??

KEY POINT: KEY POINT: ““How much is enough?How much is enough?”” should should focus on HOW you address SE process focus on HOW you address SE process elements as opposed to IF you will address these elements as opposed to IF you will address these elements.elements.

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NPR 7123.1 SE EngineNPR 7123.1 SE Engine

http://nodis3.gsfc.nasa.gov/displayDir.cfm?Internal_ID=N_PR_7123http://nodis3.gsfc.nasa.gov/displayDir.cfm?Internal_ID=N_PR_7123_0001_&page_name=Chapter3_0001_&page_name=Chapter3

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Systems engineering is a fractal processSystems engineering is a fractal process

The systems engineering process is applied at levels of greater and greater detail. It is applied to the system, then to the subsystems, then to the components, etc. Similarly for the fractal pattern on the right, the same algorithm was applied at the large structural level, then at the medium-scale level, then at the fine-detail level, etc.

http://www.sie.arizona.edu/sysengr/

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The Pirates CodeThe Pirates Code

““Everything has to be adapted to the project of Everything has to be adapted to the project of interestinterest””Dr. Joel Sercel, Director of CaltechDr. Joel Sercel, Director of Caltech’’s Laboratory for s Laboratory for Spacecraft and Mission DesignSpacecraft and Mission Design

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MethodologyMethodology

Can I afford systems engineering?Can I afford systems engineering?Organizational prerequisitesOrganizational prerequisitesEnablers you can use nowEnablers you can use now

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Organizational PrerequisitesOrganizational Prerequisites

Know your SE Know your SE Process(esProcess(es))Characterize YOUR small fast paced projects Characterize YOUR small fast paced projects Decide in advance (before the clock starts Decide in advance (before the clock starts ticking) how you plan to execute Systems ticking) how you plan to execute Systems Engineering on small projects (preEngineering on small projects (pre--tailor your tailor your processes)processes)

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Small, fastSmall, fast--paced project definition paced project definition http://cio.energy.gov/documents/SEM3_1231.pdfhttp://cio.energy.gov/documents/SEM3_1231.pdf

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Process Tailoring ExamplesProcess Tailoring Examples

Adapting the lifecycle (exhibit 2.2Adapting the lifecycle (exhibit 2.2--1, p. 30)1, p. 30)

Specifying (in advance) work products required for specific projSpecifying (in advance) work products required for specific project sizes ect sizes Planning (Exhibit 3.0Planning (Exhibit 3.0--1, p. 51)1, p. 51)Requirements Definition (Exhibit 4.0Requirements Definition (Exhibit 4.0--1, p. 114)1, p. 114)Functional Analysis (Exhibit 5.0Functional Analysis (Exhibit 5.0--1, p. 157)1, p. 157)System Design (Exhibit 6.0System Design (Exhibit 6.0--1, p. 192)1, p. 192)Construction (Exhibit 7.0Construction (Exhibit 7.0--1, p. 223)1, p. 223)Integration and Test (Exhibit 8.0Integration and Test (Exhibit 8.0--1, p. 249)1, p. 249)Installation and Acceptance (Exhibit 9.0Installation and Acceptance (Exhibit 9.0--1, p. 262)1, p. 262)

Tailoring example (Exhibit 2.4Tailoring example (Exhibit 2.4--1, p. 41)1, p. 41)

http://cio.energy.gov/documents/SEM3_1231.pdfhttp://cio.energy.gov/documents/SEM3_1231.pdf

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Enablers you can use nowEnablers you can use now

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NPR 7123.1 ChecklistsNPR 7123.1 Checklists

Two checklists (entrance criteria and success criteria) Two checklists (entrance criteria and success criteria) provided for major milestone reviews: provided for major milestone reviews:

Mission Concept Mission Concept Test Readiness Test Readiness Systems Requirements Systems Requirements System Acceptance System Acceptance Mission Definition Mission Definition Flight Readiness Flight Readiness System Definition System Definition Operational Readiness Operational Readiness Preliminary Design Preliminary Design Decommissioning Decommissioning Critical Design Critical Design

http://nodis3.gsfc.nasa.gov/displayDir.cfm?Internal_ID=N_http://nodis3.gsfc.nasa.gov/displayDir.cfm?Internal_ID=N_PR_7123_0001_&page_name=AppendixGPR_7123_0001_&page_name=AppendixG

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TipsTips

Can start using these checklists anywhere in the Can start using these checklists anywhere in the lifecycle.lifecycle.To get away from vague To get away from vague ““yesyes”” answers to each answers to each question, add columns to record the specific product / question, add columns to record the specific product / deliverable associated with the yes and another column deliverable associated with the yes and another column for completeness / maturity.for completeness / maturity.Readiness reviews (based on the NPR 7123.1 Readiness reviews (based on the NPR 7123.1 checklists) a few weeks before an actual lifecycle review checklists) a few weeks before an actual lifecycle review can make a big difference in the success of the review.can make a big difference in the success of the review.Do not make the checklist a Do not make the checklist a ““surprisesurprise””. Make sure . Make sure projects know what they should be considering during projects know what they should be considering during each life cycle phase.each life cycle phase.

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Entry Checklist Usage ExampleEntry Checklist Usage Example

g. Preliminary system requirements allocation to the next lower level system.

f. Baselined Systems Engineering Management Plan (SEMP).

e. Updated mission requirements, if applicable.

d. Updated concept of operations.

c. System software functionality description.

b. System requirements document.

a. System Architecture.

3. The following technical products for hardware and software system elements are available to the cognizant participants prior to the review:

2. A preliminary SRR agenda, success criteria, and charge to theboard have been agreed to by the technical team, project manager, and review chair prior to the SRR.

1. Successful completion of the MCR (Mission Concept Review) and responses made to all RIDS (Review Item Dispositions).

Reviewer Comments

Project Manager comments/ specific location of technical products

Yes / No

Checklist Item

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Success Checklist Usage ExampleSuccess Checklist Usage Example

Not clear from documentation that we are building six units (4 to fly & 2 for training).

Yes3. High confidence exists in the product baseline, and adequate documentation exists and/or will exist in a timely manner to allow proceeding with fabrication, assembly, integration, and test.

Color coding of cable connectors is still TBD (not yet called out on drawings). System can be plugged in backwards & performance of backwards system is an unknown. No plans to investigate - just try to make it obvious what the right connectivity is.

Interfaces for the ULD and Camcorder are well defined.

Yes2. Interface control documents are appropriately matured to proceed with fabrication, assembly, integration and test, and plans are in place to manage any open items

Audio quality is a concern. PM says the pre-mod audio quality was poor. No plans to assess.

We have demonstrated a prototype to the end customer (ES) who was pleased with the results.

Yes1. The detailed design is expected to meet the requirements with adequate margins at an acceptable level of risk.

Reviewer CommentsProject Manager Comments/ Identification of related technical products

Yes / No

SDR Success Criteria

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Other Key EnablersOther Key Enablers

Stakeholder SupportStakeholder SupportCustomer CollaborationCustomer CollaborationProject management process flexibilityProject management process flexibility

Organizational Maturity (Discipline to do what Organizational Maturity (Discipline to do what needs to be done)needs to be done)

Focused Peer Reviews (Plan to DO it right, not Focused Peer Reviews (Plan to DO it right, not to see IF you DID it right)to see IF you DID it right)

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Focused Peer ReviewsFocused Peer Reviews

JSC Avionics Systems Division Inspection ProcessJSC Avionics Systems Division Inspection ProcessFocused Checklist developed directly from Document Focused Checklist developed directly from Document Template or StandardTemplate or StandardModerator & small teamModerator & small teamReview is 2 hours max (deliverables for larger projects Review is 2 hours max (deliverables for larger projects may require more than one review)may require more than one review)Typical prep time for each reviewer is no longer than Typical prep time for each reviewer is no longer than the scheduled review duration.the scheduled review duration.Reviewers must have at least 5 working days to review Reviewers must have at least 5 working days to review material.material.Author responsible for disposition of identified defectsAuthor responsible for disposition of identified defects

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Typical ASD Inspection Checklist

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CASE StudiesCASE Studies

TRAD (Tile Repair Ablator Dispenser) SDRTRAD (Tile Repair Ablator Dispenser) SDR

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Other Case StudiesOther Case Studies

Compound Specific Analyzer Compound Specific Analyzer –– Combustion Combustion Products (CSAProducts (CSA--CP) SRRCP) SRRRegenerative Environmental Control and Life Regenerative Environmental Control and Life Support Fluid Hoses (REFH) PDR/CDRSupport Fluid Hoses (REFH) PDR/CDRUltrasonic Leak Detector Impedance Adapter Ultrasonic Leak Detector Impedance Adapter Cable (ULDIAC) PDR/CDRCable (ULDIAC) PDR/CDRORU Temporary Stowage Device (OTSD) CDRORU Temporary Stowage Device (OTSD) CDRDigital EVA/IVA camera SARDigital EVA/IVA camera SAR

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What next?What next?Identify your SE process (NPR 7123.1?) Identify your SE process (NPR 7123.1?) PrePre--Tailoring for Small Fast Paced Projects Tailoring for Small Fast Paced Projects (visit this BEFORE the Project starts)(visit this BEFORE the Project starts)‘‘Project specificProject specific’’ tailoring (within predefined tailoring (within predefined constraints) constraints) –– Pirates CodePirates CodeApplication of proven high ReturnApplication of proven high Return--OnOn--Investment techniques.Investment techniques.

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Questions?Questions?

Contact InformationContact InformationMichael HazenMichael HazenJacobs EngineeringJacobs EngineeringJSC Engineering and Science ContractJSC Engineering and Science Contract281281--461461--57975797michael.hazen@escg.jacobs.commichael.hazen@escg.jacobs.com