Agenda for Manage Activity

7. Manage 1

Agenda for Manage Activity

1. Objectives 2. People 3. Cost and schedule 4. Risks and TPPs 5. Issues and action items 6. Life cycle plan 7. Facilities, tools, and capital 8. Library and communications 9. Configurations, changes, and problems 10. Legal 11. Homework

7. Manage 2

1.Objectives

Manage activity Product-based activities Products used to control Completion criteria

1. Objectives

7. Manage 3

Manage Activity

The manage activity establishes the development environment and controls development of the product

1. Objectives

7. Manage 4

Manage Tasks

Control cost & schedule

schedule budget

Generate life cycle plan

life cycle plan

Control risk risks, TPPs

Providestaff

Provideenvironment

Control change

configurationschangesproblems

Resolve issues & actions

issuesactions

facilitiestools

capitalcommunications

library

people

1. Objectives

7. Manage 5

Completion Criteria

Complete when the product is sold to the customer

1. Objectives

7. Manage 6

Pseudo-Completion Criteria

None

1. Objectives

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2. People

Good people are the most important asset for successful product development

2. People

7. Manage 8

Example -- Key People (1 of 2)

Technologist -- knows the principles of what is to be designed

Designer -- knows how product can be build Builder -- makes the product work Customer interface -- interacts with customer

2. People

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Example -- Key People (2 of 2)

Tester -- tests the product Contract and administrative -- handles technical

contract and money issues Environmental expert -- knows requirements imposed

by environment Specialty expert -- knows reliability and maintainability Supportability expert - knows supportability

2. People

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3. Cost and Schedule

Work breakdown structure (WBS) Events Tasks and level of effort (LOE) Resources Schedules Cost/schedule control system

3. Cost and schedule

7. Manage 11

Cost and Schedule Control

Events

Work breakdown structure

Tasks & LOE

ScheduleCost &

schedule control

Resources

Contract -- price -- scheduleSOWCDRLs


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Work Breakdown Structure (WBS)

A product-oriented family tree composed of hardware, software, services, and data that completely defines a product

Usually applied at the top level (project level) Defines the products to be produced and relates

work to be accomplished to the end product


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WBS Government Approach

MIL-STD-881A defines approach to WBS Customer

Uses WBS to compare proposals against guidelines to determine if proposals are reasonable

Sometimes specifies the WBS Requires cost and schedule to be managed

with respect to the WBS


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WBS Types

Contract WBS (CWBS) -- Complete WBS applicable to a particular contract or procurement action

Project WBS -- Contains all WBS elements related to the development or production of an item; formed by combining all CWBSs in a program


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WBS Example

Aircraft system

Air vehicle

System ILS

System test

System I&T

Program management

Aircraft Avionics Mgt SE

This example is typical of a MIL-ST-881A WBS, but it does not align well with hierarchy of products


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Events

Events are important occurrences Examples include

Start of program Reviews Build completions Test completions Sell off


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Event Characterization

Characterized by a set of entry and exit criteria Examples of entry criteria include

Specification and interfaces complete Design complete

Examples of exit criteria include Agreement that design is adequate Consensus that testing is adequate


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Tasks and Level of Effort (LOE)

A task -- a piece of work. Cost and schedule control systems prefer the use of tasks as opposed to level of effort

Level of effort (LOE) -- work that is performed assuming one person produces a fixed amount of work


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Resources

Work and material assigned to a task The amount of work assigned is determined

using cost estimating techniques similar to those used to make the original proposal for the work


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Estimating Cost

Process of assigning resources to each task and each level of effort activity


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Techniques for Estimating Cost

Actual experience by the contractor Rules of thumb such as $xx per line of code Standard cost estimating guidelines like the Air

Force guideline LS-24 for predicting cost of documentation


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Schedule

Gantt Chart PERT IMS/SEMS IMP/SEDS


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Gantt Chart

A simple schedule that shows events Vs time May show interconnectivity of events

Buy material

Dig holes

String wire

Install gate

1 2 3 4

Day3. Cost and schedule

7. Manage 24

PERT (1 of 2)

A task based schedule with interconnectivity shown

Usually computerized to allow easy adjustment of events and durations.

Tools that support PERT include Primavera Microsoft Project


7. Manage 25

PERT (2 of 2)

Allows computing metrics such as critical path and amount of slack (float)

Stands for program evaluation and review technique


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PERT Events

Can be added to PERT to fix points in time Examples are

Start date End date Fixed milestones


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PERT Tasks

Represent blocks of labor Normally have a duration Are linked to a predecessor task or an event May be involved in multiple links


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PERT Linkages

Event Event

Event Event

Event

Event

Event

Event

Start-to-finish

Finish-to-start

Start-to-start

Finish-to-finish


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PERT Definitions (1 of 2)

Total slack -- Amount of time by which a task can be delayed without delaying project completion

Free slack -- Amount of time by which a task can be delayed without delaying another task

Float -- Same as free slack


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PERT Definitions (2 of 2)

Critical path -- The path, or sequence, of tasks that must be completed to finish project on time

Constraint -- A limitation placed on the start or finish of a task

Dependency relationship -- The relationship between a dependent task and its predecessor

Resource allocation -- Assignment of quantifiable amount of work to a task


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PERT Task Constraints (1 of 2)

As soon as possible -- unconstrained As late as possible -- delay without holding up project Start no later than -- start on or before designated date Must start on -- start on designated date


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PERT Task Constraints (2 of 2)

Start no earlier than -- start on or after designated date

Finish no later than -- finish on or before designated date

Must finish on -- finish on designated date Finish no later than -- finish on or after

designated date


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IMP/SEMS (1 of 2)

Integrated master plan (IMS) -- US Air Force System engineering master schedule (SEMS) -- US

Navy A list of major events with entry and exit criteria


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IMP/SEMS (2 of 2)

Maps events, accomplishments, and entry and exit criteria to teams, SOW, work breakdown structure (WBS), and contract line items

IMP and SEMS are major tools for obtaining early agreement with customer about what constitutes successful completion of an event

A key element of customer oversight


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IMP/SEMS Example

Activity Event Team SOW WBS CDRL

Number Accomplishment

Entry criteria

F Preliminary design review 3.4.2 1.8.1.2

F01 Requirements established Dsgn

F0101 Spec written Dsgn 3.4.4 1.8.1.2 B021

F0102 I/Fs written Dsgn 3.4.4 1.8.1.2 B022


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IMP/SEMS Guidelines (1 of 4)

Agree on technical and management approach before starting

Take advantage of similarity. For example, many products will have exactly the same events, accomplishments, and criteria.


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Be wise in choosing events accomplishments, and criteria

Choose meaningful criteria that contractor can control success of

Choose measurable and achievable criteria Limit the number of criteria to essentials


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Use IMP/SEMS to optimize the program. For example, some but not all products may have

multiple build or prototypes Choose a standard numbering system that

encompasses activities, accomplishments, entry criteria, and exit criteria


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Automate to ensure quality of IMP/SEMS Use company standards if available; seek

experienced help


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IMS/SEDS

Integrated master schedule (IMS) -- US Air Force System engineering detailed schedule (SEDS) --

US Navy A PERT built around IMS/SEMS events Includes resources Shows optimized schedule with no negative slack


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Cost and Schedule Control System

Requirements Performance measurements


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Requirements

DFAR clause 52.234-7001 Required description of C/SCS Requires customer review Requires access to all related records


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Performance Measurements (1 of 3)

Scheduled work -- budget representing the way work is scheduled. Also called budgeted cost of work scheduled (BCWS)

Performed work -- the value of the work actually completed. Also called budgeted cost of work performed (BCWP)

Actual cost of work -- The cost of doing the work completed. Also called actual cost of work performed (ACWP)


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Budget at complete (BAC) -- total planned work Estimate at complete (EAC) -- actual cost to date

plus estimate of work to be performed


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Schedule performance index (SPI) BCWPcum/BCWScum >1 ahead of schedule <1 behind schedule

Cost performance index (CPI) -- BCWPcum/ACWPcum >1 ahead of schedule (over run) <1 behind schedule (under run)


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Example 1 -- Scheduled Work

Day 1 Day 2 Day 3 Day 4

Planned work Buy mat'l

Dig holes

String wire

Install gate

Scheduled work BCWP $300 $200 $300 $200BCWScum $300 $500 $800 $1,000Sched @ complete BAC $1,000 $1,000 $1,000 $1,000


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Example 2 -- Work Performed (1 of 2)

Day 1 Day 2 Day 3 Day 4Actual work Buy

mat'l Dig

holes & string

1/3 wire

String 2/3 wire & install gate

Done

Scheduled work BCWS $300 $200 $300 $200BCWScum BCWScum $300 $500 $800 $1,000Performed work BCWP $300 $300 $400 $0BCWPcum BCWPcum $300 $600 $1,000 $1,000Schedule variance SV $0 $100 $100 ($200)SVcum SVcum $0 $100 $200 $0Sched perf index SPIcum 1.00 1.20 1.25 1.00


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Example 2 -- Work Performed (2 of 2)

Performed

Scheduled

SVcum


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Example 3 -- Actual Cost of Work (1 of 2)

Day 1 Day 2 Day 3 Day 4Performed work BCWP $300 $300 $400 $0BCWPcum BCWPcum $300 $600 $1,000 $1,000Actual cost of work ACWP $300 $250 $350 $0ACWPcum ACWPcum $300 $550 $900 $900

Cost variance CV $0 $50 $50 $0CVcum CVcum $0 $50 $100 $100Cost perf index CPI 1.00 1.09 1.11 1.11Est at complete EAC $1,000 $950 $900 $900


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0

200

400

600

800

1000

0 1 2 3 4

Example 3 -- Actual Cost of Work (2 of 2)

Work performed

Actual cost

CVcum


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C/SCS Work Packages

Define increments of work Should align with natural boundaries About 3 months long


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C/SCS Milestones

Events that indicate work being accomplished; e.g. complete document, build board

Should be no more than a month apart


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C/SCS Techniques

Milestones -- work claimed by achieving milestone

Level of effort (LOE) work claimed based on interval of time


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4. Risks and TPPs

Definitions Significant areas of risk Elements of risk management

4. Risk and TPPs

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Definitions

Risk -- Things that could go wrong and cause us a lot of trouble

Risk management -- A means of comforting ourselves about these risks so that we can sleep at night

4. Risk and TPPs

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References (1 of 2)

DoD 4245.7-M Transition to Production -- Provides a mechanism for identifying risks in

transition to production. Covers risks in design, test, production,

facilities, logistics, and management

4. Risk and TPPs

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References (2 of 2)

NAVSO P-6071 Best Practices -- How to Avoid Surprises in the World’s Most Complicated Technical Process -- The Transition from Development to Production --

A Navy complement to DoD 4245.7-M. Gives traps in each area Shows best and current practices, benefits,

escapes, alarms, and consequences

4. Risk and TPPs

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Significant Areas of Risk (1 of 2)

Performance at the limits of the state of the art Manufacture by a subcontractor Manufacture in house Software coding

4. Risk and TPPs

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Significant Areas of Risk (2 of 2)

Software throughput and memory Weight, power, and cooling Cost Reliability Quality

4. Risk and TPPs

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Elements of Risk Management

Identifying risks Monitoring risks Controlling risks

4. Risk and TPPs

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Identifying Risks

Often risks are defined by a committee to smooth variations among the ways that different people look at risks

Risks are identified for each product A risk may be carried to higher products if the

risk is significant at the higher level

4. Risk and TPPs

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Number of Risks

The number of risks tracked for any product is often limited to 10-20 so that dealing with them is practical

Identification may be based on prior experience, use of templates from documents such as

DoD 4245.7-M Transition to Production, Risk Management: Concepts and Guidance by

the Defense Systems Management College

4. Risk and TPPs

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Monitoring Risks

Watch list Risk summary TPPs

4. Risk and TPPs

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Watch List

The list of risks Identification of the type of risk

Technical Cost Schedule

Level of risk as low, moderate, or high Monitoring method for each risk Control methods to mitigate each risk Criteria for triggering each control method

4. Risk and TPPs

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Risk Summary

High

Significant

Moderate

Slight

Low

Low Moderate HighSlight Significant

Probability of occurrence

Impact of occurrence

Tech Cost Schedule

4. Risk and TPPs

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TPPs (1 of 2)

A collection of technical performance measurements (TPPs) that are monitored to ensure product success

Each TPP is maintained on a separate graph Each TPP graph shows acceptable and

unacceptable ranges for the parameter Each TPP graph shows requirement and goal for

parameter

4. Risk and TPPs

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TPPs (2 of 2)

Each TPP shows a plot of parameter value Vs time over the product development life

Not all risks can be monitored by TPPs Example -- ability of a subcontractor to produce a

new hardware assembly

4. Risk and TPPs

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Example 1-- Possible TPPs (1 of 2)

Performance Weight Power Cooling MTBF

4. Risk and TPPs

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Example 1-- Possible TPPs (2 of 2)

Unit production cost Life cycle cost Computer throughput Computer memory Staffing Build and test schedule

4. Risk and TPPs

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Example 2 -- Computer Throughput

50

100

Throughput

SRR PDR CDR Delivery

History

Acceptable

Unacceptable

Requirement

4. Risk and TPPs

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Controlling Risks

Methods Avoidance Prevention Assumption Transfer Knowledge

Goal -- each risk should be low by critical design review

4. Risk and TPPs

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Avoidance

Avoid the risk by choosing the product concepts conservatively

Not all risks can be avoided Avoiding a risk in one area may transfer it to

another

4. Risk and TPPs

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Prevention

Develop alternative lower risk solutions Example -- develop two mother boards for an

electronic unit to allow use of a second design if the first doesn’t work

Any alternative must be achievable within the time needed for the product development

4. Risk and TPPs

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Assumption

Acknowledge that the risk exists but be willing to accept the consequences if something goes wrong

Example -- using a lower product in product build and test before the lower product has been tested

4. Risk and TPPs

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Transfer

Transfer risk from customer to contractor by warranties, performance incentives, cost incentives, and fixed price contracts

Contractor bears consequences of failure

4. Risk and TPPs

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Knowledge

Simulation and prototyping to understand the risk and find ways to offset it

Early development or test to uncover problems in time to deal with them

4. Risk and TPPs

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5. Issues and Action Items

Issue A major question to be resolved Important in keeping on top of concerns that

don’t fall clearly within anyone’s RAA Action item

Question that needs to be answered or a task that needs to be done

Often a result of a meeting

5. Issues and action items

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Issue and Action Item Process

1. Open 2. Assign

3. Hold 4. Reject

5. Define stakeholders

7. Agree 8. Capture 9. Communicate 10. Close

Note: It is important to get buy-in of the process from all stakeholders

6. Solve

5. Issues and action items

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6. Life cycle plan

Life cycle Product life cycle Develop phase Post develop phase

Definition of a plan Typical plans Making plans useful

6. Life cycle planning

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Product Life Cycle

Phases

Time

Pre-develop

Post-develop

Develop


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Develop Phase

Sub phases

Time

Understand customer

Design

Acquire products

Build

Verify

Sell off


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Post-Develop PhaseSub-phases

Time

Train

Produce

Upgrade

Maintain

Operate

Dispose

Field test and validate

Support


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Definition of a Plan

A plan is a statement of what we’re going to do Design is a plan, but designs are not treated as

plans here


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Thoughts on Planning

“Plans are nothing, planning is everything.” -- General Dwight D. Eisenhower

“Planning is nothing, executing the plan is everything.” -- editorial

“Plan what we do and do what we plan” -- unknown


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Timeline

build verify

field test and validate

train

operate

maintain

support

produce

upgrade

dispose

Timeline uncovers design and support issues


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Example Plans (1 of 10)

Manage activity People: staffing plan Budget and schedule: cost/schedule control

plan Risks and TPPs: risk management plan Facilities: facilities plan


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Tools: tools plan Capital: capital plan Communications and library: information

control plan, documentation plan, drafting plan Configurations, changes, and problems:

configuration management plan Development: product development plan


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Understand customer activity Legal: contracts plan, warranty plan Requirements: requirements management plan


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Design activity Design: design guides Cost: DTC/LCC plan Safety: safety plan, hazardous material plan EMC: EMC plan Reliability: reliability plan Quality: software quality plan, hardware

quality plan Human engineering: human engineering plan Producibility: producibility plan


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Acquire products activity Acquisition: subcontracting plan, material

plan, parts control plan Build activity

Build: Build plan


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Test activity Test: test plan

Sell-off activity Sell-off: contract close-out plan


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Field test and evaluate activity Validation: test evaluation master plan

Training activity Training: training plan


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Operate activity Operation: mission profile

Maintain activity Maintenance: maintainability plan


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Support activity Logistics: logistics support analysis plan,

integrated support plan Produce activity

Production: transition to production plan


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Upgrade activity Upgrade: planned product performance

improvement (P3I) Dispose activity

Dispose: disposal plan


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Plan Elements

A plan answers the following questions What are we going to do How are we going to do it? When are we going to do it? How will we know we are done? Who has RAA? Who are the stakeholders -- especially the

users What resources do we need and who needs to

help us?


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Making Plans Useful (1 of 2)

Obtain agreement from stakeholders -- especially users -- that they will use the plan

Sometimes, the customer will specify the content and format of the plan

Embed the plan into schedules, processes, and tools. Ideally, the plan can then be retired.


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Making Plans Useful (2 of 2)

Use plans to define what each activity is to do Eliminate duplication among plans Avoid putting frequently changing information

such as schedules, organizations, requirements, and design descriptions into plans


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System Engineering Management Plan

The System Engineering Management Plan (SEMP) is the top-level technical management document for integrating engineering activities

Typically contains Technical program planning and control System engineering process Engineering specialty integration


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Context for the SEMP

In the context used here, it duplicates the plans already listed

Often, the SEMP is part of the contract, it is developed without inputs from a majority of stakeholders, and is not widely used because of these two factors


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7. Facilities, Tools, and Capital

Facilities -- space, utilities, furniture Tools -- computers, software, build and test tools Capital -- equipment falling under special

provisions. Also government furnished equipment

7. Facilities, tools, and capital

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8. Library and Communications

Library Communications

8. Library and communications

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Library

Definition Example -- contents of a library Techniques


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Definition

The collection of information shared by the project personnel


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Example -- Contents of a Library (1 of 4)

Manage Staffing Budget and schedule Risks and TPPs Issues and action items Plans Configurations, changes, and problems Communications Processes


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Example --Contents of a Library (2 of 4)

Understand Customer SOW, spec, interfaces, reviews

Design Concept and design Lower SOWs, specs and interfaces Studies Reviews


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Acquire Products Lower test specs and results Lower budgets and schedules Lower risks and TPPs Lower issues and actions Lower plans and reviews Lower SOW deliverables and sell-off agreement


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Build Build plan and steps Build steps

Verification Test plan, spec, procedures Verification results Reviews

Sell Off Agreement and SOW deliverables Audits


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Techniques

Paper

Files within a

file manager

Data base

Files within an intranet

Understandable 10 9 7 8Electronic no yes yes yesEasy to enter data 7 10 7 10Easy to view data 10 9 3 10Easy to keep current 3 10 7 9Easy to correct 3 10 7 10Easy to navigate 6 8 3 10Easy to capture design 5 10 3 10Acceptability 10 9 5 8

Library needs to be easy to get information into and out of. Several method exist. Intranet is becoming popular

Method

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Communications

Definition Paper E-mail Video


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Definition

Information exchanged among people


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Paper

Allows low cost Limits communications to being slower Requires more space to store


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E- Mail Benefits

Promotes rapid communications Allows replies and forwarding Allows electronic capture of communications Allows electronic scheduling and status of

facilities such as conference rooms


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E- Mail Requirements

Requires common set of tools for attachments Requires discipline in address lists to ensure

only proper people receive messages Requires discipline to avoid having an e-mail

battle


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Video

Cuts travel expenses Requires high capacity transmission lines Requires discipline in meetings (use of mute,

camera, and split-screen) Requires scheduling to handle ad hoc meetings


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9. Configurations, Changes, & Problems

Configurations Changes Problems

9. Configurations, changes, and problems

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Configurations

Purpose Baselines Strategies


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Purpose

Configurations allow us to identify and control what we have specified, designed, acquired, built, tested, and sold

Without controlled configurations, working together on an evolving product can become confusing


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Strategies

Establish configuration management at the top-level product

Establish configuration management at each product


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Configured Baselines

Configuration baselines plus approved changes from those baselines constitute the current configured baseline.


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Types of Baselines

Functional -- Normally placed under control at DEM/VAL

Allocated --Normally established at PDR -- no later than CDR

Performance -- Established after PCA. There is a product baseline for each configuration item


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Changes

Purpose Change process


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Purpose

Changes occur throughout the development of a product

Configuration management documents each configuration, controls changes, and records the changes


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Change Process

1. Open 2. Assign

3. Hold 4. Reject



The configuration management change process can have the same structure as other changes processes -- such as the

process for handling action items and issues

6. Solve


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Problems

Purpose Problem notification Problem notification process


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Purpose

Problems occur throughout product development A problem notification system captures each

problem and manages the problem to solution


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Problem Notification

Priorities -- assigning each problem a priority separates problems that must be fixed quickly from problems that needed to be monitored or just noted

No penalty for problems -- people should be encouraged to get problems identified for solution and the project shouldn’t be penalized for identifying problems

Number of problems as a metric -- Using the number of problems as a metric is valuable but can appear to be a penalty for identifying problems


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Problem Notification Process

1. Open 2. Assign

3. Hold 4. Reject



Another example of a change process using the same steps

6. Solve


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10. Legal

Legal exists to handle contractual and other issues and is often done with cooperation of a contracts person or lawyer

10. Legal

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11. Homework (1 of 3)

1. For the bathroom installation tasks on the following page

a. Label each task as one or more of the seven PBD activities and label as either task or LOE

b. Draw a Gantt chart showing the tasks c. Show the PERT connectivity among the tasks d. List at least one entry and exit criterion for each

inspection Note: assume each task is done by one person and

assume that no task partial completes before waiting for a following task

11. Homework

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Homework (2 of 3)

Task Man hoursSupervise installation 5Design bathroom 4Buy foundation plumbing materials 1Buy finishing plumbing materials 1Buy framing materials 1Buy cabinets 1Buy finishing material 1Buy electrical material 1Install foundation plumbing 8Install finishing plumbing 4Install electrical 2Install cabinets 4Install framing 4Finish bathroom 8Complete foundation plumbing inspection 1Complete finishing plumbing inspection 1Complete electrical inspection 1Complete framing inspection 1Complete final inspection 1

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Homework (3 of 3)

2. Determine BCWP, BCWS, ACWP, CV, EAC, CPI, SV, and SPI at the end of each day for the following problem.

Planned duration of task -- 4 days Actual duration is five days Planned spending rate per day -- $1000 Actual spending rate per day -- $700, $800,

$1000, $1250, $1000 Percentage of total job completed per day --

15%, 20%, 20%, 25%, 20%

11. Homework

Agenda for Manage Activity

Documents

Transcript of Agenda for Manage Activity