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Renewing, Rebuilding, Reinvesting 1
APTA Transit CEOs XChange February 11, 2013
David M. Springstead Senior Director of Engineering and Development
Renewing, Rebuilding, Reinvesting
Topics
• What is Systems Engineering (SE)?
• Why It Matters?
• Example of SE in Action
2
Renewing, Rebuilding, Reinvesting
Systems Engineering
3
What it is not … expertise in a single
technical discipline.
What it is … a structured approach
that increases the likelihood
of success.
Renewing, Rebuilding, Reinvesting
Systems Engineering (formal definitions)
Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem…
...Systems engineering integrates all the disciplines and specialty groups into a team effort forming a structured development process that proceeds from concept to production to operation. Systems engineering considers both the business and the technical needs of all customers with the goal of providing a quality product that meets the user needs.”
5
Renewing, Rebuilding, Reinvesting
Systems Engineering (basic definition)
• interdisciplinary approach
• under a structured development process
• focused on defining customer needs
• focused on required functionality (early)
• focused on best performance at lowest cost of ownership
• business and technical needs fully understood
• documenting those requirements
• proceeding with design synthesis
• verifying and validating performance
• implementing, operating & sustaining
6
Renewing, Rebuilding, Reinvesting
3 Key Front-end Elements
7
Challenge: • Right Delivery Method
• Organizational Readiness
• Deliverability & Capacity
• Challenge: • Right Solution
• Solves the Problem
• Business Process Understood
• Desired Outcomes – Optimizes
Challenge: Understanding what
end users require
• Operator
• Maintainer
• Customer
• Support units
• Integrator
• Supplier
Need Definition
Understand Required
Functionality
Strategic Project Design
Renewing, Rebuilding, Reinvesting 8
WIIFM Operations
WIIFM Customer
Service
WIIFM Finance
WIIFM CEO
WIIFM Maintenance
Renewing, Rebuilding, Reinvesting 9
AGENCY ASSETS
Vehicles Facilities &
Stations Maintenance
of Way Systems
Asset Categories
Non Asset
Bus Vehicles & On Board Systems
(AVL, APC)
Rail Vehicles & On Board Systems
(FIMS)
Bus Facilities & Equipment
Rail Facilities & Equipment
Buildings/Offices & Equipment
Parking Lots & Decks
Track/Trackway
Special Equipment
Track Structures Transit Planning
Environmental Sustainability
Performance Management
Customer Service Paratransit (Lifts, AVL)
Paving, Structures & Drainage
Roofing & Skylights
Underground Storage Tanks
Non-Revenue (Police, Maintenance)
Electrical Power & Equipment
Automatic Train Control
Lighting
Tunnel Ventilation
Fire Protection
Elevators & Escalators
Radio/ Communications
Revenue Collection
IT Hardware/Software
Fuel Systems
Safety & Regulatory
Finance
Design Criteria/Standards
Stations
Ferry Boats & Systems
FTA
MAP-21
Renewing, Rebuilding, Reinvesting
People Process Product
11
Governance
Champions
Enablers
Production
Competency & Capacity
Stakeholders
Customers
The Right Approach
Business Processes
As-Is vs. To Be
Keep, Update or Toss
Value Added
Overall benefit
Good Reason For It
Product Impact:
Agency
Customer
Partners
Renewing, Rebuilding, Reinvesting
Transit Relevance in Technology Markets
12
• New Products are Largely Driven by Commercial Markets
• New Products are Not Often Designed for Transit Use
• Transits are Unique and Complex Systems
• Customer Expectations are Higher Than Ever
No Longer About Getting from Point A to Point B
• Time Management - Access to Information (Wireless)
• Less Funding Available - Get the Most for Your Investment
• Many Transit Business Processes are Outdated
• Very Traditional Procurement Methods & Standards
• Technical Specifications are Obsolete & Lack Integration
• Technology Purchases are Not Optimized
• Transits - New, Middle Aged, Legacy, Small, Medium & Large
Renewing, Rebuilding, Reinvesting
To Remain Competitive…Transit Must Adapt to New & Emerging Technology
13
Perfect Application for Systems Engineering
• Selecting the Right People to implement your projects
• Selecting a Proven Technology to Meet Your Needs
• Selecting the Best Delivery Method, Minimizing Risk & Cost
• Introducing Non-Traditional Methods - when needed
Ex: CSI vs. Systems Specification (Building vs. System)
• Verifying & Validating Performance
• Understanding Organizational Readiness
• Understanding Whole Life Cycle Management
Renewing, Rebuilding, Reinvesting 14
Goal: increase the likelihood
of a successful outcome
“Catch it early!”
“Get it right the first time!”
“Try not to miss anything important!”
“Get what you asked for!”
“Get your monies worth!”
Renewing, Rebuilding, Reinvesting
Pay Me Now or Pay Me Later!
15
Project Changes
Cost High
Medium
Lowest
Early On Midways Late in the Game
Renewing, Rebuilding, Reinvesting
Private & Public Sectors - Get It!
16
Transit Needs to Get on Board !!!
Renewing, Rebuilding, Reinvesting
You Are Not Alone! (There’s a Body of Knowledge Out There)
Industry Resources and Talent
• Look within your own Agency!
• APTA - Systems Engineering Sub-Committee
• INCOSE - International Council of Systems Engineers
• Peer Agencies (MARTA, NYCT, BART…)
• International Peers (UK – London Underground)
• Outside Transit (Aviation, Medical, Telecom…)
• Consultant Support - wealth of knowledge
• Supply Chain - vendor community
17
Renewing, Rebuilding, Reinvesting 18
Example: $200M+ Project, Two Contracts 1) Integrated Operations Center (IOC) 2) Train Control & SCADA Upgrade (TCSU)
Renewing, Rebuilding, Reinvesting
Define the Problem: Rail Operation Challenges
• MARTA began combined bus and rail service in 1979.
• Many of our assets are “original”
• Last major system upgrade to software and hardware was prior to the 1996 Olympic Games.
• Wake-up call July 4th, 2009 - MARTA experiences multiple RSCC server
failures during one of the busiest days of the year (Peachtree Road Race, Fireworks, Braves Game and several other events); required immediate system wide support; invisible to the riding public.
• RSCC Stabilization Project initiated – life support services for the RSCC until MARTA could complete a multi-year project, Train Control & SCADA Upgrade (TCSU) Project, which was in the early stages.
• Despite these challenges Rail On-Time Performance ≈ 98%, a testament to a very talented staff.
Renewing, Rebuilding, Reinvesting
Project: Designed to Optimize Our Operation
Flexibility, Growth and Regional Opportunities
• Rare opportunity to design and build an industry leading, combined Integrated Control Center (IOC) and Emergency Operations Center (EOC), housing Rail, Bus and Police control and communications staff.
• MARTA existing automatic train control system is nearly driverless technology; one of the most sophisticated systems in the US.
• Scalable design, open theatre, universal work stations, customizable display board, training center, and room for regional expansion & partners.
• This project is more about a successful business transformation than it is a technology upgrade!
Renewing, Rebuilding, Reinvesting
Program
Project
Definition
Know Your End Game
Establish Scope & Expectations
Leadership &
Stakeholders Users/Owners = Sponsors/Drivers
High Performance Project team
The “A” Team – our best staff
Program
Management
Strategy and Roadmap
Team Structure and Leadership
Risk Management
Higher Quality Product
Change
Management
Beyond a Technology Upgrade
Transform the Agency and Inefficient Business Practices
Increase Accountability & Performance Monitoring
Better Customer Service
Workforce Development
Select the
Right Vendor
Right Partner
Right Solution
Sustainability & Support
Learn from
Peers
& Industry
Lessons Learned
Lots of Options
What to Expect?
Program Approach
Renewing, Rebuilding, Reinvesting
Industry Participation (Vendors, Peers and Stakeholders)
MARTA
Intueor
BART
Toronto Transit
Montreal Metro
SEPTA
MBTA
WMATA
PAAC
NYCT
MARTA Staff Rail Operations
Rail Maintenance
Technology
Systems Engineering
Safety and Quality
Training
Union Leaders/Members
MATC
Denotes Program Team Members
Denotes Peer Agencies Visited and Providing Expert Advice
Denotes Potential Vendors Offering TCSU Solutions
Siemens
Alstom
US&S
Thales
GE ARINC
Renewing, Rebuilding, Reinvesting
The “Classic V diagram” Project Life-Cycle
23
Requirements:
• Commercial Off
the Shelf (COTS)
• Moderate Design
• Major Design
• Bleeding Edge
• Science Project
You
Are
Here
Renewing, Rebuilding, Reinvesting
Train
Status
Data Points
Message
Records
Escalator & Elevator SCADA
Vital/Non-Vital Relays
Yard Tower Management
Train – Wayside Communication
Encroachment Detection System
Single Platform for Integrated Systems
Train Control & SCADA
System
Fire
Monitoring
System
Status Incident Report/
Service Req./
Work Order
ITS MARTA
Track Allocation System
MARTA Data Warehouse
Trapeze
AVIS
Auto/Ad Hoc
Audio-Visual
Announcements
AVIS
Server
$60M investment
$30M investment $55M investment
$38M investment
$185M investment
$100M+ investment
Renewing, Rebuilding, Reinvesting
Train Control & SCADA Upgrade - Systems RFP - Business Process Re-Engineering (BPR) - Organizational Change Management (OCM)
25
Renewing, Rebuilding, Reinvesting
Business Side - The Non-Technical Stuff
26
• Who does new technology impact?
• What is driving the change?
• What is the extent of the change?
• How do we change behaviors?
• Who should be trained at what level?
• What is the training content?
• How will effectiveness be measured?
• What are the delivery channels?
• How will the positions change
(type, number, skills, etc.)
• What capabilities are required?
• How will labor resources be re-
tasked? • Who are the stakeholders (internal & external)?
• How can we effectively communicate with stakeholders?
• How will the relationships with stakeholders be managed?
• What are the key themes & messages
to communicate?
• When should they be communicated?
• What are the appropriate channels of
communication?
Change
Management
Stakeholder
Management
Workforce
Planning
Communications
Management
Business Process
Re-engineering
Training
Organization
Readiness
• What processes will change?
• How will they change?
• Who is impacted?
• How will transition be executed?
Renewing, Rebuilding, Reinvesting
IOC Building Design (Renovation) Traditional Invitation For Bid (IFB)
28
Renewing, Rebuilding, Reinvesting
Unique Elements of the Project • Comprehensive “systems approach” with detailed industry,
stakeholder and user-driven requirements
• Highly focused on Organizational Change Management, Business Process Re-engineering and Training
• Multi-step and detailed procurement and negotiation methods aimed at reducing risk and cost perceived by proponents
• Built in 5 Yr. & 10 Yr. hardware and software refresh
• Single, Collaborative Project Office: MARTA, Consultants, and Vendor staff on property
• Multiple complex, large scale, system-wide projects simultaneously at a fully operational transit agency with virtually no impact to the Customer.
Renewing, Rebuilding, Reinvesting
Worth the Price of Admission?
30
“I don’t know about this
systems thing. Sounds
expensive!” “What value!
What a concept! Why
didn’t we think of that?
“I need to learn more about
Systems Engineering.”