Much of Chap 5 and 6 varies depending on the contract type'

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Chapter 5

• Much of Chap 5 and 6 varies depending on the
  contract type.
• Two major types are important so well digress to
  Contracting 101 for a few charts.
• If interested in more details see Chapter 6 of
  text.

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Chapter 5
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Chapter 5

• The two types of contracts are Firm Fixed Price
  (FFP) and Cost Plus Fee (CPF).
• FFP contracts are used when
• Producing product is low risk.
• Making off the shelf purchases.
• Potential willing bidders exist.
• There is little, perhaps no, customer involvement
  during the execution of FFP contracts.

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Chapter 5

• CPF contracts are used when
• Producing system is perceived as high risk.
• Potential bidders wont bid on a FFP.
• There is much customer involvement in the
  execution of CPF contracts.
• Design reviews
• Production reviews
• Testing
• ETC.

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Chapter 5

• Why is there so much customer involvement in the
  execution of CPF contracts?
• Only have a target cost. If the costs exceed
  target customer still pays.
• The system is so new and challenging its hard to
  know the requirements well, at the beginning.
• This partially explains requirements creep.

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Chapter 5
FFP Firm Fixed Price CS Cost
Sharing FFP/EPA Firm Fixed Price CR Cost
Reimbursement w/Economic Price
Adjustments CPIF Cost Plus Incentive Fee FPIF
Fixed Price Incentive Firm CPAF Cost Plus
Award Fee FPR Fixed Price Redeterminable CPFF
Cost Plus Fixed Fee TM Time and
Materials L/H Labor Hour
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Chapter 5

• Design review general considerations
• Customer involvement not required in an FFP
  contract.
• From a SE perspective no less important!
• Event driven.
• All the lead-up work complete else postpone!
• Should be a phase culminating event.
• Actual event should be anticlimactic.

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Chapter 5

• Figure 5.1 shows the authors view of how design
  reviews, both formal and informal, fit into the
  process.
• Next slide shows a government view.
• Design reviews are gating functions.
• Next phase doesnt officially start until
  successful.
• Design reviews fit into a bigger review picture
  as depicted in the second slide from here.

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Chapter 5
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Chapter 5
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Chapter 5

• Informal reviews are the many mini reviews
  (discussions) without the senior management or
  customer.
• This is where the work is done to make sure the
  various design teams are ready for the formal
  reviews.

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Chapter 5

• Formal reviews at the system level cover items
  like those listed in Figure 5.4.
• Typically every program has at least 3
• SRR
• PDR
• CDR
• Look at Figure 5.6 for an example of tracking
  TPMs through the review process.

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Chapter 5
Conceptual Design Review also called SDR or SRR
includes

• Operational requirements
• Draft A spec
• Functional Analysis (block diagrams)
• Feasibility analysis (trade study results)
• Maintenance concept

• SEMP
• TEMP
• Draft TPMs
• Conceptual design drawings
• Output is baseline functional design
• May consume as much as a week.

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Chapter 5
Preliminary Design Review (PDR) includes

• Subsystems specs
• Draft Assembly specs
• ilities reports
• TPM analyses
• Engineering models/ prototypes
• Lab test results presented
• Supplier data

• Allocated baseline
• Test plans reviewed
• May consume the equivalent of a weeks time for
  each subsystem
• 15 of the production drawings available

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Chapter 5
Critical Design Review (CDR) includes

• Evaluates all Cis
• Evaluates product baseline
• Prelude to actual building and coding of system

• Product baseline
• Test plans reviewed
• May consume the equivalent of a weeks time for
  each assembly
• 85 of the production drawings available

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Chapter 5

• For PDRs and CDRs the formal events will
  necessarily be capstone or summary events.
• Action items are brought forward and results
  adjudicated.
• From previous reviews.
• From TIMs.
• Sometimes reviews are given a pass to continue
  design, with a ? review scheduled to finish the
  review some time in the future.
• ? reviews are for a few specific action items.

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Chapter 5

• Whenever we have a baseline what happens?
• For some good (?) reason someone wants to change
  it!
• Change control is a big issue from the beginning
  and gets bigger as time goes on.
• More drawings that may need to change.
• More drawings or products impacted if there is a
  change.
• Remember, change control is required because of
  changes!

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Chapter 5

• Configuration management comprises
• Identification
• Control
• Status accounting
• Audits

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Chapter 5

• Identification
• Selection of CIs.
• Determine types of documentation.
• Documenting the functional and physical
  characteristics.
• Establish interface management procedures.
• Issuing numbers and identifiers.

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Chapter 5

• Control
• Engineering change proposals.
• Class 1- Form, fit, function changes.
• Requires customer approval.
• Class 2 - All other changes.
• Configuration Control Board.
• Request for deviation.

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Chapter 5

• Status accounting
• Lists of approved documents.
• Status of proposed changes.
• Implementation status.
• Configuration of all units.

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Chapter 5

• Audits
• Functional Configuration Audit (FCA)
• Verifies actual performance of each CI meets
  specification.
• Physical Configuration Audit (PCA)
• Verifies as-built matches technical data package.

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Chapter 5

• Look at the 2 paragraphs on page 263 right before
  section 5.5.
• Another illustration that later is more costly.