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Tony Genna proprietary informationTony Genna proprietary information
Tony Genna proprietary information
Systems Engineering Reference Material
Tony Genna proprietary information
Systems Engineering Reference Material
Tony Genna proprietary information
Tony Genna Resume:
- BS Space Technology, Florida Institute of Technology
- MSEE, Syracuse University
- Inertial Navigation Technician, USAF, Okinawa (4 years)
- Hughes Aircraft, Boeing Company, General Electric,
- Independent Research and Development (10 years)
- Mgmt & Development of Complex Navy Sonar Systems (24 years)
- Instructor: Systems Engineering, UCSD since 2003 (14+ years)
Instructor Experience
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Understanding the Systems Engineering Process
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Systems Engineering
A Corporate View
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WHAT IS "SYSTEMS ENGINEERING"?
• PART I: A Process for the Management and Execution of Any Technical Product Development Enterprise
• PART II: A Process for the Development and Delivery of a Productthat meets Customer Needs and Objectives.
Defining Systems Engineering
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Unwritten Rules:
Program Management (PM): To protect and ensure that Project Managementhas all the tools to complete the product development activity.
Project Engineering Management (PEM): To ensure that the product meets all the requirements for the intended use of the end user.
* What is the Cultural Impact of the above statements?
Defining Systems Engineering
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Importance of The Product Development Process
Example of Good Process &
Organizational Structures
Example of Poor Process &
Organizational Structures
Mistakes are not failures, they are how we learn.
Ignoring or denying mistakes is how we fail
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Understanding Organizational Structures
MarketingProgram
ManagementEngineering
Human
ResourcesContracts Purchasing
Division
Manager
Project Development - 1
Hardware
Engineering
Software
Engineering
R/M/A
Engineering
Quality
Assurance
Systems
Engineering
Production LegalIR&D Facilities
Test &
Evaluation
Focus is on How and
Why and Not Just
“Textbook What it is”!
Consider :
Requirements Driven Management
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• Engineering Development Skill Mix – Math
– Physics
– Chemistry
– Mechanical Engineering
– Electrical Engineering
– Computer Science
– Industrial Design
– Process Engineering & Management
How Do We Communicate ?
Selecting Project Team Members
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ORG CHART TEMPLATE 3
PM - Finance Mgr. (Billing)
- Business Mgr. (Cost)
- Procurement (BOM)
- Contracts (CDRL’s)
- Risk Management
- Chief Scientist
- Technical Director
- Systems Architect
- Config. Management
- SRR - SSS
- PDR - SRD
- CDR - SSDD
EM
(Proj Mgr)
(CAM)
Most
ImportantPosition
SensorSystem(IPT/Lead)
DataProcessing(IPT/Lead)
SignalProcessing(IPT/Lead)
DisplayProcessing(IPT/Lead)
Integration& Test(IPT/Lead)
SystemsEngineering(IPT/Lead)
- IR&D ORG
- POP/Pre- FSED ORG- Production ORG
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•Limited Resources
to Manage, Design
and Develop Final
Product (SME’s)
(so what do you do?)
Incomplete Knowledge
of Customer Requirements
Engineering Team’s Desire to Support
Customer Requirements
Project Manager’s Dilemma
Cost Drivers
Vague Language in
Contract or SOW
Understanding Project Manager’s Dilemma
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Proposal and Contract Award Process
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Proposal and Contract Award Process
RequestFor Proposal
(RFP)
Proposals
DraftSOW
ProposalsProposals
Proposals
SourceSelection
Contract’s(SOW)
Gov’tContracts
AWARD
Gov’t/Cont.Negotiations
PM
ENG
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SOW-1
Relationship Between Development Products
CDDOT
RFP
SOW_2
PROPOSALSSS
DT
Technical
Cost
Management
ENGINEERING
Did you
review theproposal?
Dev
IMP/IMS
SSS
DT
Development
Products
Is This all
you see?
SEMP
12
34
5
6
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Risk Mitigation: Dealing with REALITY
➢ Which risks are unacceptable?
➢ Can we avoid or mitigate these?
➢ What resources are required to mitigate the risk?
➢ How is program risk mitigation built into the program schedule?
Can we live with what we can’t fix?Will the mitigation strategy work?
• Mitigate Risk• Avoid Risk• Assume Risk• Transfer Risk
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- Importance of Performance Objectives
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Importance of Performance Objectives
•ACCELERATION•TOP SPEED•ENDURANCE
? ?
DID YOU GET WHATYOU DESIRED?
.
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.
Integration & Test
Production & Code
Detail Design
Preliminary Design
System Specifications
System Requirements
Mission Objectives
System Objectives And Requirements
• Identify project objectives and goals• Identification and allocation of requirements
The Keystone
Introduction to Systems Requirements Analysis,
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• Understand user requirements• Develop system concept plan• Develop user validation plan
• Develop performance specs.• Develop sys. verification plan
Integrate systems and performsystem verification (DT) to performance specifications
Expand performance specs. to• CI (subsystem) specifications• CI (subsystem) verification plan
Evolve “design-to-specifications”into “build-to-documentation” and Inspection plan
Inspect “build-to” Documentation
Assemble CI’s (subsystems) andPerform verification to “design-to”specifications
Fabricate, Assemble and Code Based on Build-to-Documentation
Contractor Systems Engineering
Product Development
Systems Engineering Expanded “V”
Applied to Each “CI”
View of the Development Cycle (Engineering “V”)
Customer Validation (OT)
Verification (DT)
Verification (DT)
User Demonstrates System to Validation (OT) Plan
Customer Operational Requirements
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User Needs
Objectives and
Requirements
Functional Flow
Block Diagram
(Architecture)
Functional
Decomposition
SW/HW
Specifications
HW/SW Design
(Architectures)
Development,
Test, and Delivery
Phase I: Requirements
Phase II: FFBD
Phase III: Specs/Design
Phase IV Development & Test
Defining Systems Engineering
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Image Sensor
Power Supply
AnalyzeAttributes
Sensor Control
Digitize Imagecorrelated
Image
DigitizedImage
RawImage
correlate Image
ImageAttributes
Sensor
Signal Processing
Display Processing
System Control
Data Storage
Example of Image Processing Functional Architecture
Data Control Bus
Raw image
Data bus
Illustrate Hardware Allocation
Recognition System Functional Decomposition (FFBD)
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CDD
Req #
SSS
Req #
CI
Req #
Test Description Test
Parameters
Test
Units
Test
Method
OR001 SS001 CI001 CI bandwidth shall
cover f1 – f2
f1< xxx
f2 > yyy
Hz
Hz
D
T
CI002 CI freq distortion shall
be< xxdB
x>f1,x <f2 <-72dB A
SS002 CI003 - - - -
CI004 - - - -
OR002 SS003 CI005 - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
I =Inspection, A=Analysis, T=Test, D=Demonstration
Document Requirements Traceability Matrix
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Test and Evaluation Overview
Understanding the Test and Evaluation Process
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How does it all fit together ?
ScheduleDrivers
CostDrivers
ValidationVerification
?
Verification and Validation (V&V)
Operational RISK ?
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V&V Decision Process
V&V Activity can
help identify bad
program decisions
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T&E Risk Considerations
1.T&E Development Risk: Related to technical, schedule and cost issues
2.T&E Risk Assessment: Related to “necessary” and “sufficient “
3.T&E Operational Risk: believing incorrect result to be correct
4.T&E Risk Mitigation: V&V is a key component of the risk mitigation process
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Cost & Schedule
Build a Little Test a Little (BLTL)
Early T&E Can Reduce Cost & Schedule Slips
50x
20x
175x
DT
OT
Test and Evaluation Program
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1. Scoping and planning T&E programs is an art of balancing test sufficiency, cost, schedule, and risks.
2. Complex system test programs are in most cases, undercut or overwhelmed by system development efforts or system integration complications.
3. To stay within cost and schedule constraints, program organizations make adjustments to operational procedures, training, and deployment schedules that are a challenge for most T&E organizations.
T&E Paradoxically Thinking:
To save money on a project, more money needs to be spent up front.
Early T&E Can Reduce Cost & Schedule Slips
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One View - What is V&V?
Did you build the system right?
Did you build the right system?
Verification: The process of determining that a system implementation and its associated subsystems accurately represent the customers conceptual requirements and specifications of the developer in a manufacturing environment. Verification is Development Testing (DT)
Validation: The process of determining the degree to which a system and its associated subsystems meet user needs and objectives in a real world environments. Validatioin is Operational Testing (OT).
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Introduction to
Systems Thinking
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References:
Systems Thinking- Overview
Ref 1: The Fifth Discipline. Peter M. Senge, 2006, ISBN 1990-0-385-51725-6
Ref 2: Business Dynamics, John D. Sterman, 2000, ISBN 978-0-07-231135-8
Peter M. SengeJohn D. Sterman
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Systems
ThinkingIt’s the sum of the
parts working
together
11/11/2017 Tony Genna Systems Thinking 34Tony Genna proprietary information
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“Maybe pushing on that wall to the right will give some space.”
“Should you trust what you can’t see.”
Systems Thinking
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“Maybe pushing on that wall to the right will give some space.”
“Should you trust what you can’t see.”
Systems Thinking
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“Maybe pushing on that wall to the right will give some space.”
“Should you trust what you can’t see.”
Delay
Systems Thinking
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Systems Thinking
Events, Patterns and Structures
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Events, Patterns, And Structure
Which way is Correct ….. Both Are !!
A. Sometimes we build Structures
B. Sometimes we observe Events
C. Then we determine Patterns
D. Patterns and Events help
us understand Structures
Events and Patterns Are
a Result of the Structure
Observation Comment
It is through Systems Thinking that we build Structures
that help us better understand Patterns and Events
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Understanding The System
Class Discussion
What is Systems Thinking ?
Topic for Discussion:
- Food Layout in Supermarket
What is the Objective ?
What is the Leverage Point(s) ?
• Profit
• Sales
• Old Products
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Best Rules to Remember
Rules to Remember:
- Never Say “Can’t”, rather identify domain experts who can
- Never Say “Don’t Know”, rather identify process to find out unknowns
- Never State a Problem without having a number of notional solutions
How do you eat an elephant ? One bite at a time !
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End Of SE Overview
(Summary)
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