role of systems engineers · core competencies of msi the core competencies of the msi are as...
TRANSCRIPT
Terry Stevenson
Chief Technology Officer02 November 2009
Unclassified
Copyright © 2009 Raytheon Australia. All rights reserved.Customer Success Is Our Mission is a registered trademark of Raytheon Company.
The Role and Development of Systems Engineers
A Defence IndustryPerspective
11/10/2009 Page 2
Objectives of Presentation
Doug Roser has asked me to discuss the following:
1. The Role of Systems Engineers in defence Projects and operations.
2 Is there a need for Systems Engineers to specialise in particularsystems or do they just require generic competencies which can beapplied to all systems?
3. The role for Systems Engineers in the services, DMO and industry?
4. How does industry obtain them, are they recruited with the requiredskills? If not how do they receive the training to develop the requiredcompetencies and how are these competencies accredited?
11/10/2009 Page 3
Some Definitions(As we all speak a different
language!)
11/10/2009 Page 4
System Definition
A system is a set of functional elements organized to satisfy user needs. These functional elements include hardware, software, people, facilities, data, and services. A system includes the product design, and the facilities, equipment, special tooling, or processes for establishing the manufacturing, test, distribution, training, support, operations, and disposal capabilities. Typically, a system is the major deliverable from a project.
From: On Line IPDS Glossary, Rev 0.9, April 2001
11/10/2009 Page 5
What is Systems Engineering?
� Systems Engineering is a multi-faceted discipline, involving human, organizational, and various technical variables that work together to create complex systems.
� At Raytheon, the entire process of developing a system –from initial user need, through design, development, delivery, and eventual disposal – are part of the Systems Engineering function.
11/10/2009 Page 6
What is a Systems Engineer?
• A Systems Engineer performs one or more of the roles which formspart of the System Engineering function.
• The Systems Engineers sphere of influence is different from otherEngineering disciplines. Systems Engineers are concerned with theentire life cycle of a system. This means that you must understandall aspects of the life cycle from original concept to eventualretirement and disposal of the system.
• A role is a logical grouping of tasks that are performed by a SystemsEngineer. A single Systems Engineer or several Systems Engineersmay perform a single role.
• Systems Engineering is naturally a broad field. No one personwill perform all roles at once and many engineers will never performall roles even over an entire career.
11/10/2009 Page 7
The System – It’s All About Perspective!
ComponentCheck-valve, Screws, Washers
ProductComponentPump Device, Hoses, Clamps
SystemProductComponentWater Pump
SystemProductEngine
SystemAutomobile
Company 3Water Pump
Supplier
Company 2Engine
Supplier
Company 1Automobile
Manufacturer
Item
11/10/2009 Page 8
Example: Global Hawk – What is the System?
48” Ku-BandWidebandSATCOMAntenna
Enhanced Integrated Sensor
Suite (EISS)
PressurizedPayload/AvionicsCompartments
GraphiteCompositeEmpennage
GraphiteComposite
Wing
ConventionalAluminumFuselage
Allison AE-3007Turbofan Engine
11/10/2009 Page 9
Observation� Raytheon regards Systems Engineering as a Discipline!
� Engineers Australia and many other Engineering Societies do not regard Systems Engineering as a Discipline (Fact).
� To many organisations Systems Engineering is seen as a Process (Opinion).For Example, Engineers Australia does not have a College of Systems Engineering but there is a Technical Society: Systems Engineering Society of Australia; SESA.
� IEEE and IET have a similar approach.
Non System Engineers undertake Systems Engineering activities.
11/10/2009 Page 10
Systems Engineering Overview
11/10/2009 Page 11
How Engineering is Organised
Engineering Director
Mission Support
Integrated Solutions
Systems Engineering
Functional Manager
Integrated Solutions
Software Engineering
Functional Manager
Integrated Solutions
Hardware Engineering
Functional Manager
Manufacturing/
Maintenance
Discipline Lead
ILS
Discipline LeadDiscipline Leads responsible for the conduct of activities within their
discipline across all business areas. Selected by ETC Executive (CTO
plus Engineering Directors).
Chief Technology
Officer
Terry Stevenson
Engineering Director
Integrated Solutions
Primary Roles of Discipline Lead are to:
control who is authorised to perform work within their discipline
(Competency Framework and assessment validation)
define the process to be followed when performing this work
(process and design guidance), and
assist personnel managers with career development planning for
those within their discipline.
Engineering Director
Integrated Solutions
Software Engineering
Discipline Lead
Systems
Engineering
Discipline Lead
Electrical / Electronic
Discipline Lead
Structural /
Mechanical
Discipline Lead
l
Drafting
Discipline Lead
CM / DM
Discipline Lead
Discipline Leads
ETC Executive
Mission Support
Engineering System
Manager
Mission Support
Logistics System
Manager
Integrated Solutions
CM/DM
Functional Manager
Program Engineering
Managers (Various)
Program Engineering
Managers / Technical
Leads (Various)
Mission Support
Maintenance System
Manager
Production
Engineering
Discipline Lead
Engineering Director
AWD
Systems Safety
Engineering
Discipline Lead
Mission Support
Configuration
Management Lead
Mission Support
Aeroskills Training
Advisor
Engineering Director
11/10/2009 Page 12
Engineering Disciplines - OrganisationSystems(21%)
Software(7%)
Electrical / Electronic(47%)
Sustaining(7%)
Structural / Mechanical(6%)
IT(4%)
Technical Managers(4%)
Technical Drafting(1%)
CM(4%)
Mature capability in disciplines that support business
11/10/2009 Page 13
Defining a System/Product Breakdown Structure
11/10/2009 Page 14
Standard Life Cycle Model
11/10/2009 Page 15
System Life Cycle & IPDPAdapted from “The Creation of Systems and Software Standards by an Evolutionary Process” by Brook, Arnold, Barnes, and Stevens, 1996
User System Requirements
SystemSystem
ProductProduct
ComponentComponent
System System Integration & Verification
SystemLevel
System Validation
CompletedTestedSystem
Completed
CompletedComponents
CompletedOperational
System
Design + Derivation Activities
Architectural
DerivedRequirements
DerivedRequirements
FeasibilityEvaluation
DerivedRequirements
DerivedRequirements
Products
Product Product Integration & Verification
Design & DevelopmentDesign & Development
ComponentLevel
ProductLevel
FeasibilityEvaluation
FeasibilityEvaluation
FeasibilityEvaluation
Component Component Integration & Verification
IPDP Stage 3 IPDP Stage 5
IPDP Stage 4
RequirementsActivities
RequirementsActivities
RequirementsActivities
Design + Derivation Activities
Architectural
Design + Derivation Activities
Architectural
11/10/2009 Page 16
Requirements & Architecture Development
11/10/2009 Page 17
System Requirements Definition
11/10/2009 Page 18
System Architecture Development
11/10/2009 Page 19
System Functional Architecture Development Process - IPDP
11/10/2009 Page 20
System Physical Architecture Development Process - IPDP
CI = Configuration Item
System Requirements
Technical Requirements
System Physical Architecture Description
(Product Baseline)
• Evaluate Candidates
• Validate Requirements
• Assess Risk
• CI Definitions Specifications
• Interface Specifications
• Preliminary System Design
• Detailed Design
Functional Definition
Interfaces
Synthesis
• CI definition
• Requirements Flow-down
Systems Analysis and Trades
Systems Analysis and Trades
Design Loop
• Select Solutions from Alternatives
Functional Architecture
Functional Analysis
11/10/2009 Page 21
Gate 6 System
Functional Review (SFR)
Part of Development FlowIPT members and peer / SME
review of individual work products
Maturity evaluated by independent team, e.g.,
Program Level / Milestone (Next Phase Readiness)
System and Product requirements and architecture ready to support preliminary design activities?
Peer ReviewPeer ReviewPeer Reviews SRR, SAR, PRR, PAR
Independent Review (IR-6)
Independent Review (IR-6) & Gate-6System Functional Review (SFR)
Customer Review
(if required)
Gate 6 focus on “Big” Questions• System requirements and architecture
development maturity assessment • Planning details and resources in place to
successfully execute the Stage 4 tasks? • What are the “major” technical, cost, and
schedule risks and opportunities?
Gate 6 focus on Gate 6 focus on ““BigBig”” QuestionsQuestions• System requirements and architecture
development maturity assessment • Planning details and resources in place to
successfully execute the Stage 4 tasks? • What are the “major” technical, cost, and
schedule risks and opportunities?
Note: A Successful Customer SFR does NOT satisfy the IPDS requirement for Peer Reviews, IR-6 and Gate 6 Review.
11/10/2009 Page 22
Integrated Product Teams (IPT)
Cross Product Teams
• Systems Engineering• CM/DM• Facilities• Production
• Quality/Safety• Field Service• Manufacturing
Program Office• Project Director• Chief Engineer• Program Manager• Deputy Program Manager• Customer
Business Management Team
• Contracts• Subcontracts• Security• Financial Administration• Procurement
TechnicalIPT #1
• Hardware• Software
TechnicalIPT #2
• Hardware• Software
TechnicalIPT #N
• Hardware• Networks
11/10/2009 Page 23
Biggest Change in last 5 years
(Architecture and Integration!)
11/10/2009 Page 24
Raytheon Mission Architecture Program
� Approach– Institutionalize architecture within
our processes across Raytheon
– Make architecting capabilities available to variety of stakeholders� Architects, Systems Engineers,
Business Developers, Program Managers
– Insert architecting early in program development
� Tasks– Define processes and Coordinate all architecture activities across Raytheon
– Develop Reference Architectures and Architecture Tools– Run the Corporate Architecture Review Board
– Develop Certified Architects (RCAP)
– Provide Leadership in Standards Bodies
RayMAP Integrates all of Raytheon Architecting Activities
11/10/2009 Page 25
� Raytheon’s company-wide, formal certification program for systems & enterprise architects
� Six criteria areas– Training – provided by internal and external experts– External certifications – The Open Group and SEI
– Leadership and communication skills
– System lifecycle experience
– Contributions to the architecture discipline (within and outside Raytheon)– Orals before a Certification Review Board
� Current status– More than 200 participants currently in program– IDS, IIS, NCS, RMS, RTSC, SAS
– Engineering, IT/IS, Manufacturing
– United States, Australia, United Kingdom
� Governed by Raytheon’s Corporate Architecture Review Board
Elements of RayMAP:Raytheon Certified Architect Program
11/10/2009 Page 26
Elements of RayMAP:Raytheon Enterprise Architecture Process
� Raytheon’s company-wide, standards-based architecting process
� Unification of government & industry architecture standards– Department of Defense Architecture Framework (DoDAF)– Federal Enterprise Architecture Framework (FEAF)– Zachman Framework for Enterprise Architecture– The Open Group Architecture Framework (TOGAF)– Architecture Tradeoff Analysis Method (ATAM®)
� Systems architecting process extended with enterprise architecting support
� Updated annually� Governed by Raytheon’s Corporate Architecture Review Board
Process that integrates the best practices from across the industry
REAP
11/10/2009 Page 27
Elements of RayMAP:Architecture Collaboration Tool
Components
� Architecture Repository
� Architecture Tools
� Architecture Community
Web based portals that link to standard commercial tools
11/10/2009 Page 28
Elements of RayMAP:Architecture Standards Collaboration
� Office of the Secretary of Defense Networks and Information Integration (OSD/NII)– DoDAF 2.0 Working Group– DoD Certified Architect program (upcoming)
� The Open Group– Architecture Forum, Real-Time Embedded Systems Forum
� International Council on Systems Engineering (INCOSE)– Architecture Working Group
� Object Management Group (OMG)– Systems Modeling Language (SysML)– UML Profile for DoDAF & MODAF (UPDM)
� Software Engineering Institute (SEI)– Architecture Competency Growth– Software Architecture and Product Line areas
� Zachman Institute for Framework Advancement (ZIFA)– Mission analysis approaches– Zachman synergies with other frameworks
Processes and Methods Built on International Standards
11/10/2009 Page 29
RayMAP Summary
� RayMAP : a suite of architecting enablers to…– Develop highly complex next-generation, net-centric systems for the Global
Information Grid and beyond
– Grow Raytheon’s business as a Mission Systems Integrator
– Enter new markets of business opportunity
RayMAP: Enabling Mission Success – Leading the Industry
11/10/2009 Page 30
Raytheon Australia Role
(Mission System Integrator (MSI))
11/10/2009 Page 31
Raytheon Australia Role as MSI
� The Mission System Integrator:– Specifies the System;– Undertakes CAIV Analysis;– Architects the system and defines the Integration Strategy;– In conjunction with the customer, selects the appropriate technology;– In conjunction with the customer, through the use of Trade Studies
and Make/ Buy/ Reuse processes, selects Subsystems, Products andComponents;
– Integrates the System/ Subsystems, Products and Components;– Verifies System Requirements at all levels;– Supports Validation against the Users requirements;– Provides evolutionary and technology upgrades through Life of Type.
Note: The MSI designs for Support but is not the Support Function There is a separate Mission Support Function
Note: The MSI designs for Support but is not the Support Function There is a separate Mission Support Function
11/10/2009 Page 32
Core Competencies of MSI
� The Core Competencies of the MSI are as follows:– Systems Engineering.– Program Management.– Through-Life Support (Acquisition Phase).– Contract Management. In the case of the MSI this is a larger role than
in other circumstances.
Program Management and Systems Engineering are thedominant core competencies; all core competencies are
co-dependent.
Program Management and Systems Engineering are thedominant core competencies; all core competencies are
co-dependent.
11/10/2009 Page 33
Systems Engineering – Core Competency
Processes and Tools• Doors• Tau Architect• Systems Architect• Enterprise Architect• MATLAB• Criterium DecisionPlus• Matrix• etc
TechnologyDomain Specific (Comms, Combat System )
• Active Phased Arrays• Digital Signal Processing• Composite structures• Embedded Real Time Systems• FPGA’s• Data Fusion• Nano technology• etc
SkillsSystems Engineering Competencies:• Chief Engineer• Lead Systems Engineer• System Architect• Requirements Engineer• Systems Analyst• Integration Engineering• Verification & Validation
Engineering• Speciality Engineering• Systems Process Engineering
11/10/2009 Page 34
Individual Systems Engineering Roles
11/10/2009 Page 35
Systems Engineering RolesChief Engineer
System Architect
Integration Engineer
Systems Analyst
Lead Systems Engineer
RequirementsEngineer
Verification&
Validation Engineer
Speciality Engineer• Reliability• Maintainability• Safety / Environment• Human Factors /HIS• Supportability• Security
System ProcessingEngineer
Skills are generally not transferrable between some roles
11/10/2009 Page 36
Overseas various specialty engineering tasks, such as, reliability, maintainability, supportability and human engineering.
Speciality Engineer
Facilitates the deployment of the Integrated Development System (IPDS)
System Process Engineer
Ensures that the delivered product meets all system requirements and satisfies the needs of the end-user.
Verification & Validation Engineer
Ensures that the delivered product functions as designed.Integration Engineer
Determines how well a system can perform its intended function, and expresses results in terms that are quantitative and
objective.
System Analyst
Transforms the architectural description into a system design.System Architect
Ensures that every requirement is identified and assigned to someone, all requirements are accounted for, the integrity and
parent / child traceability(links), versions are maintained, and all changes are tracked and controlled.
Requirements Engineer
Acts as principal Systems Engineer for a program.Lead System Engineer
Oversee all technical aspects of a major program or business area.
Chief Engineer
DescriptionSystem Engineering Role
System Engineering Roles
11/10/2009 Page 37
Business Strategy Planning & Execution – IPDS Stage 1
� LSE responsibilities: – Finalize technical organization
– Develop and manage staffing plan
– Implement Systems Engineering Management Plan (SEMP)
– Coordinate and integrate activities among all engineering disciplines
– Direct & coordinate preparation of system documentation
– Ensure technical integrity of system/product/services
– Assure specialty engineering support inserted at right stage
Raytheon Australia IPDS 3.1.0 Structure
5- Integration, Test, Verification
and Validation
4 - Product Design and Development3 - Requirements and
Architecture Development
1 - Business Strategy Execution
GATE 1 INTEREST /
NO INTEREST
GATE 2 PURSUE / NO
PURSUE
GATE 3
BID / NO BID
GATE 4
BID /
PROPOSAL
REVIEW
PROGRAM CAPTURE / PROPOSAL
PROJECT
PLANNING
GATE 5
START-UP
REVIEW
PROJECT
MANAGEMENT
AND CONTROL
PROJECT
TRANSITION AND
SHUTDOWN
GATE 11
TRANSITION
AND
CLOSURE
REVIEW
GATE 6
SYSTEM
FUNCTIONAL
REVIEW
ARCHITECTURE
DEVELOPMENT
COMPONENT
BUILD &
VERIFICATION
GATE 7
PRELIMINARY
DESIGN
REVIEW
GATE 8
CRITICAL
DESIGN
REVIEW
GATE 9
TEST
READINESS
REVIEW
GATE 10
PRODUCTION
READINESS
REVIEW
PRODUCTION &
DELIVERY
O & S
MANAGEMENT
MISSION
SUPPORT AND
SERVICES
Planning
Planning
PRELIMINARY
DESIGN
DETAILED
DESIGN
PRODUCTION
PLANNING
INTEGRATION
VERIFICATION
AND
VALIDATION
6 - Production and Deployment
7 - Operations and Support
IBR TRRDDRPDRSFRSRR PRR PCAFCASystem
Reviews
REQUIREMENTS
DEFINITION
REQUIREMENTS
MANAGEMENT
2 – Program Leadership,
Management and Control
11/10/2009 Page 38
Requirements & Architecture Development –IPDS Stage 3
� LSE responsibilities: – Develop and verify functional
architecture for the system– Develop, verify and assess a
physical solution based on functional architecture
– Establish functional and physical architectures by allocating requirements to product and component levels
Raytheon Australia IPDS 3.1.0 Structure
5- Integration, Test, Verification
and Validation
4 - Product Design and Development3 - Requirements and
Architecture Development
1 - Business Strategy Execution
GATE 1
INTEREST /
NO INTEREST
GATE 2
PURSUE / NO
PURSUE
GATE 3
BID / NO BID
GATE 4
BID /
PROPOSAL
REVIEW
PROGRAM CAPTURE / PROPOSAL
PROJECT
PLANNING
GATE 5
START-UP
REVIEW
PROJECT
MANAGEMENT
AND CONTROL
PROJECT
TRANSITION AND
SHUTDOWN
GATE 11
TRANSITION
AND
CLOSURE
REVIEW
GATE 6
SYSTEM
FUNCTIONAL
REVIEW
ARCHITECTURE
DEVELOPMENT
COMPONENT
BUILD &
VERIFICATION
GATE 7
PRELIMINARY
DESIGN
REVIEW
GATE 8
CRITICAL
DESIGN
REVIEW
GATE 9
TEST
READINESS
REVIEW
GATE 10
PRODUCTION
READINESS
REVIEW
PRODUCTION &
DELIVERY
O & S
MANAGEMENT
MISSION
SUPPORT AND
SERVICES
Planning
Planning
PRELIMINARY
DESIGN
DETAILED
DESIGN
PRODUCTION
PLANNING
INTEGRATION
VERIFICATION
AND
VALIDATION
6 - Production and Deployment
7 - Operations and Support
IBR TRRDDRPDRSFRSRR PRR PCAFCASystem
Reviews
REQUIREMENTS
DEFINITION
REQUIREMENTS
MANAGEMENT
2 – Program Leadership,
Management and Control
11/10/2009 Page 39
Product Design & Development – IPDS Stage 4
� LSE responsibilities: – Revise program plans as needed
– Finalize customer requirements
– Evaluate and reduce risk– Develop a design concept
(CONOPS)– Identify configuration items
– Conduct requirements and design reviews
– Validate design meets spec requirements
– Develop integration and verification plans/strategies
Raytheon Australia IPDS 3.1.0 Structure
5- Integration, Test, Verification
and Validation
4 - Product Design and Development3 - Requirements and
Architecture Development
1 - Business Strategy Execution
GATE 1
INTEREST /
NO INTEREST
GATE 2
PURSUE / NO
PURSUE
GATE 3
BID / NO BID
GATE 4
BID /
PROPOSAL
REVIEW
PROGRAM CAPTURE / PROPOSAL
PROJECT
PLANNING
GATE 5
START-UP
REVIEW
PROJECT
MANAGEMENT
AND CONTROL
PROJECT
TRANSITION AND
SHUTDOWN
GATE 11
TRANSITION
AND
CLOSURE
REVIEW
GATE 6
SYSTEM
FUNCTIONAL
REVIEW
ARCHITECTURE
DEVELOPMENT
COMPONENT
BUILD &
VERIFICATION
GATE 7
PRELIMINARY
DESIGN
REVIEW
GATE 8
CRITICAL
DESIGN
REVIEW
GATE 9
TEST
READINESS
REVIEW
GATE 10
PRODUCTION
READINESS
REVIEW
PRODUCTION &
DELIVERY
O & S
MANAGEMENT
MISSION
SUPPORT AND
SERVICES
Planning
Planning
PRELIMINARY
DESIGN
DETAILED
DESIGN
PRODUCTION
PLANNING
INTEGRATION
VERIFICATION
AND
VALIDATION
6 - Production and Deployment
7 - Operations and Support
IBR TRRDDRPDRSFRSRR PRR PCAFCASystem
Reviews
REQUIREMENTS
DEFINITION
REQUIREMENTS
MANAGEMENT
2 – Program Leadership,
Management and Control
11/10/2009 Page 40
Systems Integration, Verification, & Validation (IV&V) – IPDS Stage 5
� Documents Produced (integration plans, verification procedures, test reports, user guides, courses, installation plans, etc.)
� LSE oversees/monitors the following:– Hardware and software testing
– Development of manuals– Systems Integration
– Systems Verification
– Systems Validation– Installation preparations
Raytheon Australia IPDS 3.1.0 Structure
5- Integration, Test, Verification
and Validation
4 - Product Design and Development3 - Requirements and
Architecture Development
1 - Business Strategy Execution
GATE 1
INTEREST /
NO INTEREST
GATE 2
PURSUE / NO
PURSUE
GATE 3
BID / NO BID
GATE 4
BID /
PROPOSAL
REVIEW
PROGRAM CAPTURE / PROPOSAL
PROJECT
PLANNING
GATE 5
START-UP
REVIEW
PROJECT
MANAGEMENT
AND CONTROL
PROJECT
TRANSITION AND
SHUTDOWN
GATE 11
TRANSITION
AND
CLOSURE
REVIEW
GATE 6
SYSTEM
FUNCTIONAL
REVIEW
ARCHITECTURE
DEVELOPMENT
COMPONENT
BUILD &
VERIFICATION
GATE 7
PRELIMINARY
DESIGN
REVIEW
GATE 8
CRITICAL
DESIGN
REVIEW
GATE 9
TEST
READINESS
REVIEW
GATE 10
PRODUCTION
READINESS
REVIEW
PRODUCTION &
DELIVERY
O & S
MANAGEMENT
MISSION
SUPPORT AND
SERVICES
Planning
Planning
PRELIMINARY
DESIGN
DETAILED
DESIGN
PRODUCTION
PLANNING
INTEGRATION
VERIFICATION
AND
VALIDATION
6 - Production and Deployment
7 - Operations and Support
IBR TRRDDRPDRSFRSRR PRR PCAFCASystem
Reviews
REQUIREMENTS
DEFINITION
REQUIREMENTS
MANAGEMENT
2 – Program Leadership,
Management and Control
11/10/2009 Page 41
Product Deployment/Operation & Support – IPDS Stage 6� LSE oversees the following:
– Production schedules
– Readiness Reviews (internal/external)
– System IV&V installation
– Site system tasks (installations, validation, maintenance, operation) � Site integration and verification
– Introduce modifications and system improvements
– Support equipment, spare parts, training, technical documentation, and technical services
Raytheon Australia IPDS 3.1.0 Structure
5- Integration, Test, Verification
and Validation
4 - Product Design and Development3 - Requirements and
Architecture Development
1 - Business Strategy Execution
GATE 1
INTEREST /
NO INTEREST
GATE 2
PURSUE / NO
PURSUE
GATE 3
BID / NO BID
GATE 4
BID /
PROPOSAL
REVIEW
PROGRAM CAPTURE / PROPOSAL
PROJECT
PLANNING
GATE 5
START-UP
REVIEW
PROJECT
MANAGEMENT
AND CONTROL
PROJECT
TRANSITION AND
SHUTDOWN
GATE 11
TRANSITION
AND
CLOSURE
REVIEW
GATE 6
SYSTEM
FUNCTIONAL
REVIEW
ARCHITECTURE
DEVELOPMENT
COMPONENT
BUILD &
VERIFICATION
GATE 7
PRELIMINARY
DESIGN
REVIEW
GATE 8
CRITICAL
DESIGN
REVIEW
GATE 9
TEST
READINESS
REVIEW
GATE 10
PRODUCTION
READINESS
REVIEW
PRODUCTION &
DELIVERY
O & S
MANAGEMENT
MISSION
SUPPORT AND
SERVICES
Planning
Planning
PRELIMINARY
DESIGN
DETAILED
DESIGN
PRODUCTION
PLANNING
INTEGRATION
VERIFICATION
AND
VALIDATION
6 - Production and Deployment
7 - Operations and Support
IBR TRRDDRPDRSFRSRR PRR PCAFCASystem
Reviews
REQUIREMENTS
DEFINITION
REQUIREMENTS
MANAGEMENT
2 – Program Leadership,
Management and Control
11/10/2009 Page 42
RequirementsArchitectureSystem EffectivenessReliability MaintainabilityIntegration, Test & EvaluationSupportability
Example System Structure
� Systems Engineering is essential for complex systems– Large Numbers of Subsystems (Segments and Elements)
� Effective Systems Engineering Integrates the Activities across the subsystems by tying the IPTs together
Integrating the 80% of the Team who are not Systems Engineers
Vehicle Control Actuation Support
TechnicalLeadership
Computing Sensors
Integrated Product TeamsSystems Engineering
ProgramLeadership
Cross Product Teams
11/10/2009 Page 43
Training and Development
11/10/2009 Page 44
How we train our Systems Engineers
Principlesof
SystemsEngineering
Requirements
Integration, V&V
SystemsEngineeringTechnical
DevelopmentProgram
ArchitectingMethods
Raytheon CertifiedArchitect Program
Elements ofArchitecture
ArchitectCertification
Process
Introduction to Systems Architecture
Art and Science of Systems Architecture
Mission Systems Integration Podcasts
Systems Engineering Symposiums
RLI elearning Offerings• Fundamentals of Systems Planning• Fundamentals of Test and Evaluation• Fundamentals of EVM• Program Management Tools• ……..
Core Training
Optional
Trade Studies
SpecialistTraining
11/10/2009 Page 45
PoSE History
� In 2002 Raytheon’s Systems Engineering Council (SEC) partnered with the Raytheon Learning Institute’s (RLI’s) Engineering Institute to design and develop a new course for the enterprise.
� The SEC and business units provided the subject matter experts (SMEs); RLI has provided the course developers and the funding.
� 17 SMEs from 5 different business and 13 sites joined 5 course developers for a design blitz in November, 2002 to kick off the design and development effort.
Clearly defined Roles and Standard Processes for Systems Engineering
11/10/2009 Page 46
PoSE Course Framework
Module 6 - Trade Studies
Module 10 - Technical Planning and Management
Module 1
Introduction to Systems Engineering
Module 9 - Risk Management
Module 7 - Systems Analysis, Modeling, and Simulation
Module 8 - Specialty Engineering
Module 4
System
Architecture
and System
Design
Module 2
Requirements
Development
Module 5
Integration,
Verification,
and Validation
Module 3
Functional
Analysis &
Requirements
Allocation
11/10/2009 Page 47
Certification of Systems Engineers
� INCOSE and some other organisations do have a certification process.
� In Australia certification has not really progressed and is not seen as a requirement (Opinion).
� Raytheon Australia has a competency model for all disciplines, including Systems Engineering, but does not certify Systems Engineers.
11/10/2009 Page 48
Engineer Career Road Map – Discipline / Competency Based
Level 1(eg
ESEE1)
Level 2(eg ESEE2
Level 3(EG
ESEE3)
Level 4(eg
ESEE4)
Level 5(eg
ESESN)
Level 6(eg
ESEPR)
(eg ESEFL)
(eg ESEFS)
Engineering & Technology Stream
Technical Manager or
Project Engineer(EEMEM)
Functional Manager(EEMFM)
Engineering Director(EEMDR)
Chief Technology
Officer(QEXEX)
Principal Engineer Engineering Fellow
Senior Engineering
Fellow
Engineer Experienced Engineer
Senior Engineer
Selection based onRaytheon (US)
criteria
Engineering & Technology Management Stream
ProfessionalAssociationrecognition
(CPEng)
Lead Engineer
11/10/2009 Page 49
How are they recruited and trained?
� There is a general movement of Systems Engineers around the industry based on where the programs are being executed.
� Each company has their own flavour of Systems Engineering and generally baselines new recruits on company processes and procedures.
� Each company generally has its own development path for Systems Engineers.
� There are accreditation Programs, such as INCOSE, however, industry has mixed views on these. Some companies have internal accreditation programs.
11/10/2009 Page 50
Summary
� A system is a group of interacting elements that is organized and works together to perform specific tasks and satisfy user needs.
� Systems Engineers define, develop, and deploy systems.
� Systems Engineering is a multi-faceted discipline, involving human, organizational, and various technical variables that work together to create complex systems.
� Systems Engineers are involved throughout the entire product life cycle.
� There are currently nine defined Systems Engineering roles within a Project. These roles can be performed by an individual or a group of individuals.
11/10/2009 Page 51
Summary
� IPDS is a collection of business process and tools that supports the Systems Engineering process
� An Integrated Product Team (IPT) is a cross-functional team of developers and other supporting roles involved in developing and producing an integrated product
� The major elements of Systems Engineering are integrated into the project life cycle
� An efficient, orderly Systems Engineering process for defining and developing large systems is critical to Raytheon's business
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Some Final Observations� Very few Universities in Australia teach System Engineering at the
undergraduate level.� Undergraduate training in System Engineering overseas is quite common.� There is limited Post Graduate training in System Engineering in
Australia.� Each company has its own approach to System Engineering and there is
general alignment with DMO.� Raytheon does all Systems Engineering training internally to ensure
alignment with company processes.� Raytheon invites the customer, stakeholders and SME’s to internal
training.� The EIA-632 Standard appears to be the most favoured approach to the
‘Engineering of Systems’ by DMO.� Network Centric Systems and System of Systems has raised an
awareness of System Engineering.� A joint DMO/DSTO initiative, DSI-TA is looking at System Engineering
training within the defence sector.