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Missile Systems Engineering: Is It Rocket Science? Systems Engineering Best Practices

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Missile Systems Engineering: Is It Rocket Science? Systems Engineering Best Practices March 3, 2009 Greg Wildman Joint Attack Munition Systems Project Office – PowerPoint PPT presentation

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Title: Missile Systems Engineering: Is It Rocket Science? Systems Engineering Best Practices


1
Missile Systems EngineeringIs It Rocket
Science?Systems Engineering Best Practices
March 3, 2009
Greg Wildman Joint Attack Munition Systems
Project Office
DISTRIBUTION A Approved for public release
distribution is unlimited.
2
What Is a Best Practice?
  • A best practice is

Any practice, knowledge, know-how, or experience
that has proven to be valuable or effective
within one organization that may have
applicability to other organizations.
  • Levels of best practices
  • Good idea
  • Good practice
  • Local best practice
  • Industry best practice

Attributed to Chevron Corporation in If Only We
Knew What We Know, ODell et al (1998)
3
Purpose
  • Present systems engineering practice, experience,
    and ideas from the Joint Attack Munition Systems
    (JAMS) Project Office
  • To
  • Inform and inspire you to apply these principles
    to further the practice of systems engineering in
    your organization and facilitate program success

4
Topics
  • Organization and Staffing
  • Processes
  • Practices

5
Organization
  • In a balanced organization, working towards a
    common objective, there is success.
  • Sir Arthur Helps
  • The trouble with organizing a thing is that
    pretty soon folks get to paying more attention to
    the organization than to what they're organized
    for.
  • Laura Ingalls Wilder

6
Joint Attack Munition Systems
  • Project office within the US Army Program
    Executive Office, Missiles and Space
  • Mission
  • World-class life-cycle management of the joint
    warfighters air-launched rocket, missile,
    launcher systems and Viper Strike

7
JAMS Family of Products
15 Hellfire Variants
2.75-inch Hydra Rocket System
Missiles
Rockets
Small Guided Munitions
M279 Launcher
Viper Strike
UAS Launchers (repackaged M299 w/ 2 rails)
Launcher Test Station
AN/AVM-101A TSGMS
AN/TSM-205 Test Set
M260/M261 Rocket Launchers
Support Equipment
Launchers
HUTS
8
JAMS Supported andFuture Platforms
MH-60 Blackhawk
OH-58D Kiowa Warrior
AH-64A/C Apache
AH-64D Apache Longbow
AH-1 Cobra
F/A-18 Hornet
SH-60 Seahawk
MQ-1B Armed Predator
UAV ER/MP Warrior UAV
9
JAMS Organization Chart
PROJECT MANAGER
DEPUTY PROJECT MANAGER
Logistics Directorate
Business Management Directorate
Performance Management Directorate
Systems Engineering Directorate
Product Managers
JAGM System
JAGM System
Security Office
International Office
HELLFIRE System
HELLFIRE System
Small Guided Munitions
Structures Ordnance
Small Guided Munitions
Platform Integration Launchers
Aviation Rockets
Systems Engineering Management
Software/ Simulation
10
Organization
  • Systems Engineering Directorate
  • Product system divisions (e.g., Hellfire or JAGM)
  • Headed by product Lead Systems Engineer (LSE)
  • Single technical focal point responsible for
    technical management and execution of
    performance, cost, and schedule
  • Supported by cross-functional IPTs, typically via
    a Systems Engineering Integration Team (SEIT)
  • Systems Engineering Management Division
  • Provides systems engineering (SE) support to the
    product LSE

Hybrid product/functional SE organization
provides coordinated technical management and SE
of each product
11
SE Management Division
  • Mission
  • To ensure that the systems engineering (SE)
    approach is applied to the development,
    production, and operations/support phases of the
    JAMS project office family of products
  • Acts as the SE conscience for the product
    systems engineer
  • Serves as subject matter expert (SME) for SE
    processes

SE Management provides support to LSE to ensure
SE processes are not pushed to the back burner in
the daily press of technical performance/cost/sch
edule management activities
12
Staffing
  • The old adage People are your most important
    asset is wrong. People are not your most
    important asset. The right people are.
  • Whether someone is the right person has more to
    do with character traits and innate capabilities
    than with specific knowledge, background, or
    skills.
  • Good to Great, Collins (2001)

13
Systems Engineering Traits
  • Embrace SE as a way of thinking
  • Systems thinking
  • Critical thinking
  • Integrate across the organization
  • Connect the dots both horizontally and
    vertically
  • Focus on process
  • But not just for the sake of process
  • See the big picture
  • Yet be able to work the details
  • Be a team player
  • IPTs
  • Communication
  • Collaboration

Not everyone is cut out to be an effective
Systems Engineer!
14
Systems Engineering Skills
  • Experience
  • Breadth over depth
  • IPT/team/technical project lead roles
  • Can be a challenge to guide employees into
    candidate job experiences
  • Always be on the lookout for the right people
  • Training
  • Education Bachelors/Masters/Doctorate
  • DAWIA certification including SPRDE-PSE for
    LSEs
  • INCOSE Systems Engineering Professional
    Certification
  • Other systems engineering certificates (e.g.,
    UAHuntsville)

A variety of formal training and on-the-job
opportunities are available to develop
employees abilities in SE processes
15
Process
  • Efficiency is doing things right effectiveness
    is doing the right things.
  • Peter Drucker
  • If you cant describe what you are doing as a
    process, you dont know what youre doing.
  • W. Edwards Deming

16
SE Processes
Systems Engineering Management
Technical Reviews
Technical Controls
Technical Baseline Management
Decomposition and Definition
Integration and Verification
Risk Management
Technical Planning
Implementation
Systems Engineering Vee
Systems Engineering Management comprises a set of
processesthat are enablers for systems
engineering success on programs
17
Processes Technical Planning
  • Technical plans such as
  • Systems Engineering Plan (SEP) typically a
    government document
  • Systems Engineering Management Plan (SEMP)
    typically a contractor document
  • Requirements Management Plan
  • Program plans such as
  • Risk Management Plan
  • Integrated Master Plan

Plan the work and work the plan.If you fail to
plan, you plan to fail.
18
Processes Technical Baseline Management
  • Includes
  • Requirements management
  • Requirements documentation (e.g., specifications)
  • Configuration management
  • Change control
  • Interface management (e.g., ICDs, ICWG)
  • Reviews and audits

19
ProcessesTechnical Reviews
  • Reviews (e.g., PDR, CDR) conducted between the
    government and the contractor to assist in
    assessing
  • Technical maturity of the design
  • Technical progress of the program
  • Readiness to proceed to the next phase of the
    program

20
ProcessesTechnical Controls
  • Technical measures to determine program progress,
    risk, and status. May be common with
    programmatic controls. Include
  • Technical performance measures (TPMs)
  • Critical technical parameters (CTPs)
  • Software development metrics
  • Integrated master schedule (IMS)
  • Earned value data

21
ProcessesRisk Management
  • Integrated program management and systems
    engineering process to address future adverse
    outcomes
  • Includes
  • Risk identification
  • Risk analysis
  • Risk mitigation planning
  • Risk mitigation plan implementation
  • Risk tracking
  • Assesses likelihood and consequence of technical
    performance, cost, and schedule risks

22
ProcessesSummary
  • SE Processes
  • Technical planning
  • Technical baseline management
  • Technical reviews
  • Technical controls
  • Risk management
  • Process must not lose sight of outcomes

High mileage SE processes for the JAMS project
office SE Management organization owns these
processes to facilitatetheir accomplishment for
program success
23
Practices
  • Knowing is not enough we must apply. Willing is
    not enough we must do.
  • Goethe
  • When it comes to getting things done, we need
    fewer architects and more bricklayers.
  • Colleen C. Barrett, Southwest Airlines

24
Putting Process into Practice
  • Examples of how to implement these systems
    engineering processes on a program
  • Most of these practices are in use on JAMS
    programs

25
Practices Technical Planning
  • Planning must be specific to the program
  • Dont just do it the same as the last program
  • Tailor planning to address the technical risks of
    the program, consistent with the acquisition
    strategy
  • Assign senior personnel to develop plans
  • Conduct SE WIPT with OSD to assist with SE
    planning
  • Write a SEP even if its not required
    (non-oversight program)
  • Contractor SEMP should integrate with and expand
    upon government SEP documents a shared view of
    technical planning for the program
  • Include notional IMP in the request for proposal
  • Use IMP to aid in defining technical review entry
    criteria
  • Consider evaluation of offerors proposed SEMP,
    IMP, and risk management plan during source
    selection

Dont write shelfware ensure plans are being
followed if theyre not, maybe they need to be
revised
26
Practices Technical Baseline Management
  • Implement typical configuration management
    practices (CCB, audits, etc.)
  • Use interface controls as applicable (e.g., ICDs,
    ICWG)
  • Require disciplined, structured requirements
    management process
  • Seriously consider use of a database tool (e.g.,
    DOORS, CORE)
  • Include traceability of requirements, rationale
    for requirements allocation and flowdown
  • Trace from top-level customer requirements down
    to component requirements include ICDs as well
    as specifications
  • Trace from requirements to verification of those
    requirements link to test planning
    documentation
  • Link to trade studies, design analyses, and
    architectures

Requirements are like children left on their
own, they may not mature into what you want them
to be
27
Practices Technical Reviews
  • Use entry criteria to determine readiness for the
    review event-driven vice schedule-driven
  • Include program-specific entry/exit criteria, not
    just generic guidance document in SEP/SEMP and
    contract
  • Use DoD risk assessment checklists to assess the
    program's technical design maturity and technical
    and programmatic risks
  • Include independent assessors/review board
    members (DoD best practice is for independent
    chairperson)
  • Include logistics and manufacturing
    considerations in all reviews, applicable to the
    phase of development

Use exit criteria as opportunities to assess
technical maturity and progress/readiness to move
to the next phase
28
Practices Technical Controls
  • The technical team needs to regularly monitor
    IMS, EVMS, TPMs, and risks
  • Integrate IMS, EVMS, TPMs, and risk
  • IMS and EVMS standard association
  • IMS and risk risk mitigation plans, schedule
    risk assessment
  • TPMs and risk assess technical maturity
  • TPMs and EVMS links technical accomplishment
    with earned value
  • Tie TPMs to key performance parameters (KPPs)

Technical controls and metrics facilitate early
identification of problems and inform appropriate
course correction but they must be used to be
effective
29
Practices Risk Management
  • Dont use the risk management process to address
    issues/problems
  • If the likelihood of occurrence is 100, its an
    issue rather than a risk
  • Conduct a risk assessment to aid in determining
    acquisition strategy and contractual requirements
  • Convene a periodic joint government-contractor
    risk review board to identify and analyze risks
    and determine mitigation plans
  • Use quarterly schedule risk assessment to assist
    in identifying schedule risks
  • Use technical review risk assessment checklists
    to assist in identifying risks

Unmanaged risks are likely to become problems
30
Summary
  • Organization
  • Conscious organizational design provides program
    technical leadership (lead systems engineer) and
    SE process expertise
  • Processes
  • SE management processes support classical SE and
    technical management functions
  • Practices
  • SE practices implement processes to meet specific
    program needs

Systems Engineering is the common sense
ofsound technical management
31
GAO Assessment of Best Practices
  • Mature technologies, stable design, and mature
    production processes demonstrated at key
    knowledge points
  • Development start (MS B) technologies, time,
    funding, and other resources match customer
    needs critical technologies mature at MS B,
    demonstrated by PDR and prototypes (addressed in
    new DoDI 5000.02 competitive prototyping and
    PDR prior to or just after MS B)
  • Design review (CDR) design performs as expected
    and is stable 90 of engineering drawings
    complete and released by CDR (DoDI 5000.02
    post-CDR assessment to enter system capability
    and manufacturing process demonstration
  • Production start (MS C) production meets cost,
    schedule, and quality targets all critical
    processes under statistical control (DoDI 5000.02
    manufacturing processes under control for
    full-rate production decision)
  • (See http//www.dtic.mil/ndia/2008systems/7070mast
    ers.pdf)

32
What Is a Best Practice?
  • Good idea
  • Good practice
  • Local best practice
  • Industry best practice

Hopefully youve been reminded of good practices
and been given ideas that you can apply to your
organization and your program
Sharing and using good ideas and practices lead
to eventual local and industry adoption as best
practices
33
Is It Rocket Science?
  • Systems engineering success isnt magic
  • Its the disciplined application of people,
    processes, and practices to define, document, and
    verify the requirements of a system and to manage
    the technical aspects of the program over the
    life cycle

Systems Engineering is the common sense
ofsound technical management
34
DoD SE Resources
  • OSD Software and Systems Engineering website
    (http//www.acq.osd.mil/sse/)
  • Defense Acquisition Guidebook
  • Systems Engineering Preparation Guide
  • Systems Engineering Guide for Systems of Systems
  • Guide for Integrating Systems Engineering into
    DoD Acquisition Contracts
  • Risk Management Guide for DoD Acquisition
  • Integrated Master Plan / Integrated Master
    Schedule Preparation and Use Guide
  • Technical Review Checklists (https//acc.dau.mil/C
    ommunityBrowser.aspx?id144143)

35
Contact Info
  • Greg Wildman
  • Joint Attack Munition Systems Project Office
  • greg.wildman_at_msl.army.mil
  • (256) 842-7028
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