SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

1

What is the Systems EngineeringCapability Model (SECM)?

EIA Interim Standard 731: SECM

SE

CA

T

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

2

Can a Capability Maturity ModelHelp You?

n Is your company successful at learning from past mistakes?n Are you confident in your ability to deliver a product on time and

within budget?n Do you know if you’re spending your limited improvement

resources effectively?n Does everyone agree which problems within the organization

are the highest priority issues that need to be fixed first?n Are you successfully deploying organizational standard

processes, having gained quick acceptance from programpersonnel?

Unless you’re exceptional, your answer to most of the questions is “no”and a Capability Maturity Model can help you

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

3

What is the Problem the SECM Solves?

Capability

Costs Current process Improved process

Currentcost

Current capability

Reducedcost

Reducedcapability forlower cost

Improvedcapabilityat lower cost

Will include the costof process improvement

Source: Merle Whatley, Texas Instruments, Inc..

Dow

nsiz

ing

Process Improvement

Options dependingupon business goals

The SECM is designed to improve repeatability of processes and make the evaluationand improvement of process effectiveness easier

1

Uncertainty

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

4

n Include definition and description of theapplicable domain

n Provide a logical sequence for implementingstructured management

n Lead to better processes

n Allow you to prioritize process improvementefforts and measure their effectiveness

n Strong return on investment shown for CMMswhere historical data exists

Primary Benefits of Using AnyMaturity Model

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

5

SECM Return on Investment

n Insufficient data available with SECM toquote return-on-investment figures

– No pilot assessment performed to date– INCOSE evaluating becoming data repository for

SECM

n Correlation between SECM capabilitylevels and CMM for Software maturitylevels

– 5:1 Return on investment (SEI Report ‘95)

– 8:1 Return on investment (Motorola ‘98 report)» summary of financial benefits of CMMs can be found

at http://www.secat.com

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

6

Who Developed the SECM?

ProjectLeader

EIAG-47 Committee

SE-CMMauthors

SECAMauthors

G-47 Committeeauthors

Member companiesprovided key reviewers

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

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SECM Architecture

VerifySystem

DefineSolution

IntegrateSystem

DefineStakeholder& Sys Level

Rqmnts

Assess &Select

ValidateSystem

DefineTechnicalProblem

ManageConfigura-

tions

ManageRisk

EnsureQuality

Monitor &Control

Plan &Organize

Define & Improve SE

Process

ManageSupport

Environment

ManageCompetency

ManageTechnology

Level 0: Initial

Level 1: Performed

Level 2: Managed

Level 3: Defined

Level 4: Measured

Level 5: Optimizing

Focus Areas Capability LevelsTechnical

Management

Environment

Coordinatewith

Suppliers

IntegrateDisciplines

ManageData

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

8

How Can the SECM be Used?

n Guidance– develop documented or undocumented

processes

n Measurement– benchmark (TBD by INCOSE CAWG)– baseline an organization

– measure improvement

n Prioritization– prioritize initiatives using assessment data

and/or capability levels

n Risk Reduction– criteria in source selection

1

2

3

4

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

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Result of an SECM Assessment

n Score each Focus Area thatwas assessed

– some Focus Areas may notbe applicable

– goals of assessment mayaffect Focus Areas selectedfor assessment

n Score ranges from 0 to 5 foreach Focus Area

Not a realistic profile- for discussion purposes only

Define Stakeholder & Sys Level RqmntsDefine Technical Problem

Define SolutionAssess & Select

Integrate SystemVerify System

Validate System

Manage Risk

Plan & Organize

Manage Data

Monitor & ControlIntegrate Disciplines

Coordinate with Suppliers

Manage ConfigurationsEnsure Quality

Define & Improve SE ProcessManage Competency

Manage Technology

1 2 3 4 5

Foc

us A

reas

Capability Level

Manage SE Support Env.

SECAT LLCSystems Engineering CapabilityAssessment & Training

© 1999 SECAT LLC

10

SECM Capability Levels Comprised ofGeneric Practices & Generic Attributes

CapabilityLevel 1

CapabilityLevel 2

CapabilityLevel 3

CapabilityLevel 4

CapabilityLevel 5

Generic Practices: none

Effectiveness Attribute: marginal benefit resulting from the effort

Value Attribute: not clear that products are of use

Generic Practices: planning & tracking project effort

Effectiveness Attribute: reasonable benefit resulting from the effort

Value Attribute: products are generally used by product customers

Generic Practices: defining & deploying standard processes

Effectiveness Attribute: obvious benefit resulting from the effort

Value Attribute: products are avidly sought out & used

Generic Practices: quantitative process goals & management

Effectiveness Attribute: effort & benefit are measured & found significant

Value Attribute: benefits of products are measured & found significant

Generic Practices: quantitative optimization of processes & products

Effectiveness Attribute: achieving the maximum benefit for the effort

Value Attribute: products are of maximum utility