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Systems Engineering Reference Material


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


Understanding the Systems Engineering Process


Systems Engineering

A Corporate View


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


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?



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


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


• 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

http://www.amazon.com/exec/obidos/ASIN/0760316414/cardesign


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


•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


Proposal and Contract Award Process


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


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


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


- Importance of Performance Objectives


Importance of Performance Objectives

•ACCELERATION•TOP SPEED•ENDURANCE

? ?

DID YOU GET WHATYOU DESIRED?

.

http://affiliates.allposters.com/link/redirect.asp?aid=154140&item=251994

http://affiliates.allposters.com/link/redirect.asp?aid=154140&item=251994


.

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,


• 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


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



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)

http://www.wirelessimaging.com/mbc1104.html

http://www.tigerdirect.com/applications/SearchTools/item-details.asp?EdpNo=1697095&Sku=W10-8500


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


Test and Evaluation Overview

Understanding the Test and Evaluation Process


How does it all fit together ?

ScheduleDrivers

CostDrivers

ValidationVerification

?

Verification and Validation (V&V)

Operational RISK ?


V&V Decision Process

V&V Activity can

help identify bad

program decisions


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


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


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


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).


Introduction to

Systems Thinking


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


Systems

ThinkingIt’s the sum of the

parts working

together

11/11/2017 Tony Genna Systems Thinking 34Tony Genna proprietary information


“Maybe pushing on that wall to the right will give some space.”

“Should you trust what you can’t see.”

Systems Thinking


“Maybe pushing on that wall to the right will give some space.”

“Should you trust what you can’t see.”

Delay

Systems Thinking


Systems Thinking

Events, Patterns and Structures


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


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


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 !


End Of SE Overview

(Summary)

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