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E M S P R O J ECT M A N A GEMENT E X C E LLENCEC A L T E C H CE NT E R F O R T E CHNO L O G Y

AND M ANAG E M E NT E DUCAT I O N

Rightsizing your Process: How to Balance Affordability and Project Success

INCOSE-LA Speaker Meeting - May 2013

Rick Hefner, Ph.D. - rhefner@caltech.edu

Caltech Center for Technology and Management Education

http://ctme.caltech.edu

©2013 Caltech

Background

One of the enablers for project success is robust systems engineering and project management processes, using proven industry best practices

We are consistent asked to "lean" our processes, to make them more affordable.

Are there meaningful ways to achieve both objectives?

This presentation contains excerpts from the INCOSE-LA tutorial to be held 1 June – see INCOSE-LA website for details/registration

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What is a “Process”?

Set of interrelated or interacting activities which transforms inputs into outputs

INCOSE Systems Engineering Handbook v. 3.2.2

Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.

BusinessDictionary.com

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Examples

ISO/IEC 15288:2008 4

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What is the Value of a Process (Description)?

To an individual? To a project? To a organization? To a profession?

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Underlying Principles of Process Definition

Conscious choices lead to better processes Process discipline leads to predictable project

performance• Say what you do; do what you say• Communicate them to the performers and supporters• Audit to ensure the process is followed

Organizational learning improves project performance• Keep what works, change what doesn’t• Learn from measures across projects

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How Do the Industry Best Practices (in a Process) Add Value?

Performance – the practice directly reduces cost and or schedule through either increased efficiency, increased effectiveness, or lowered rework

Quality – the practice produces higher quality products, by either preventing or uncovering defects

Insight – the practice helps explain current process or project behaviors, enabling action

Communications – the practice helps everyone understand expected behavior, or provides insight leading to better decisions

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Why Does a Process Need Rightsizing?

Tailor in/out unneeded activities

Balance discipline and bureaucracy

Ensure usability

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Rightsizing Profession/Discipline

Organizations

Projects

People

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Dimensions of Rightsizing

Tailor in/out unneeded activities• Scope of activities

Balance discipline and bureaucracy• Agile – easy it is to change• Lean – little waste (time, effort, etc.)• Affordability – adjust the costs to fit

Ensure usability• Level of guidance• Structure of guidance – eliminate the need to tailor

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Documenting Choices in Plans

Policies identify what must happen Process descriptions and procedures describe the steps to be performed Plans describe how the process is instantiated

Policy

The fence shall be painted each spring.

Process

1. Wash fence2. Sand fence3. Apply primer4. Apply paint

Plan

RickSaturday morningFine sandpaperWhite paint

5.Clean brushesProcedure: Clean brushes1. Xxxxx2. Xxxxx3. Etc. 11

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What Might Be Included in a Plan?CMMI GP 2.2 Plan the ProcessEstablish and maintain the plan for performing the process.The plan for performing the process typically includes the following: Process description Standards and requirements for the work products and services of the process Specific objectives for the execution of the process and its results (e.g., quality, time scale, cycle

time, use of resources) Dependencies among the activities, work products, and services of the process Resources (e.g., funding, people, tools) needed to perform the process Assignment of responsibility and authority Training needed for performing and supporting the process Work products to be controlled and the level of control to be applied Measurement requirements to provide insight into the execution of the process, its work

products, and its services Involvement of relevant stakeholders Activities for monitoring and controlling the process Objective evaluation activities of the process Management review activities for the process and the work products

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What Might Be Included in a Process Description?CMMI GP 3.1 Establish a Defined Process Establish and maintain the description of a defined process. Examples of critical attributes include the following: Process roles Applicable standards Applicable procedures, methods, tools, and resources Process performance objectives Entry criteria Inputs Verification points (e.g., peer reviews) Outputs Interfaces Exit criteria Product and process measures

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©2013 Caltech

Summary One of the enablers for project success is robust systems

engineering and project management processes, using proven industry best practices

We are consistent asked to "lean" our processes, to make them more affordable.

Are there meaningful ways to achieve both objectives?

This presentation contains excerpts from the INCOSE-LA tutorial to be held 1 June – see INCOSE-LA website for details/registration

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