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Chapter 6

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Chapter 6

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Chapter 6 • Fig 6.2 shows where the SEMP fits into the

earliest program stages.

• Fig 6.5 has an example SEMP outline.

• Also see SEMP builder on the website.– Excel based and asks lots of good questions.

• My SEMP preference follows in the next several slides.

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Chapter 6 SEMP Outline

1. Scope

2. Program Management and Organization Overall organization Program management Subcontractor control Status reviews Contract Work Breakdown Structure (CWBS) Work authorization Schedule and resource (cost) management Risk management program

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Chapter 6

SEMP Outline3. System Engineering Product

System engineering approach Integrated process and product teams Interface to configuration management System engineering activities Technical Performance Measurement Interface to risk management Technical data interchange

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Chapter 6

SEMP Outline4. Integration of system engineering effort

Requirements traceability System engineering integration activities

5. Technical reviews, major milestones, decision points, and their accomplishment criteria

Program events Incremental review

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Chapter 6 SEMP Outline

6. Critical technologies and research breakthroughs Critical technology selection approach Research breakthroughs Critical technologies

7. System test IPT roles in system I & T System development integration and test flow System test documentation

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Chapter 6 SEMP Outline

• Special system test and verification considerations Subcontractor roles and responsibilities Risk mitigation through system testing

8. Additional system engineering activities Long lead time activities Human system interface Make/buy approach

• Design to cost/life cycle cost

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Chapter 6 Appendices

1. Reliability Program Plan Reliability program overview and tailoring Reliability reporting and organization Reliability schedule and milestones Program surveillance and control tasks Design and evaluation tasks Development and production testing

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Chapter 6 Appendices

2. Maintainability Program Plan Maintainability Program overview and tailoring Relationship to other plans Maintainability reporting and organization Maintainability schedule and milestones Program surveillance and control tasks Design and analysis tasks Evaluation and test

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Chapter 6 Appendices

3. Producibility engineering program plan Producibility engineering program management Producibility criteria Internal review process Producibility risk assessment Producibility tradeoffs for performance or

schedule

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Chapter 6 Appendices

4. Human engineering plan Legacy system human engineering User system interface standards Analysis and support to preliminary and detail design Prototyping Decision action diagram preparation Test and evaluation Human engineering milestones

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Chapter 6 Appendices

5. Testability program plan Organization and responsibilities Testability program schedules and milestones Testability design approach Testability analyses Testability design monitoring and control Testability verification

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Chapter 6 Appendices

6. Technical performance measurement implementation plan Technical performance measurement Technical performance measurement process Technical performance measurement parameter list Technical performance measurement parameter

dependency trees

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Chapter 6 Appendices

6. Technical performance measurement implementation plan (continued) Technical performance measurement parameter

profiles Tree parameter relationships Technical performance measurement interfaces

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Chapter 6 Appendices

7. Program plan Term definitions Program events definition System flow Major review content Program entry accomplishments and criteria Program exit accomplishments and criteria

8. Acronyms

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Chapter 6 • Figure 6.40 shows SEMP’s central role.

• Along with the SEMP comes the need for the work breakdown structure (WBS).– Breaks the work into manageable pieces.– Provides specific places to accumulate costs.

• FFP internal use.

• CPF customer and internal use.

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Chapter 6

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Chapter 6

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Chapter 6

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Chapter 6

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Chapter 6 • Statement of Work (SOW)

– Shorter is better– Make sure that the work you want to be chargeable

under the contract is included. Converse is true too!• If you are unsure and you trust your contractor then

perhaps some vagueness is prudent.

• Otherwise, frequent SOW changes, which are as ‘painful’ as contract changes, will be necessary.

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Chapter 6 • SOW (cont’d)

– CORs, DLA, and DCMA are responsible to make sure work performed is in scope.

• Fig 6.6 contains typical System Engineering tasks for a SOW.

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Chapter 6 • Program schedules, things to know.

– Based on experience and educated estimates.– When using PERT/CPM first build a network of

activities that shows the interrelated events through the life of the program

• Start at the end and work backwards.

– Next develop three estimates: the optimistic, pessimistic and the most likely times for each event.

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The WBS is the Foundation for Project SchedulingThe WBS is the Foundation for Project Scheduling

ProjectProject

Subsystem ASubsystem A

Subsystem BSubsystem B

Assembly A1Assembly A1

Assembly A2Assembly A2

CS Component B1CS Component B1

SubAssyA11

SubAssyA11

SubAssyA12

SubAssyA12

SubAssyA13

SubAssyA13

TestB1

TestB1

CodeB1

CodeB1

DesignB1

DesignB1

TestA2

TestA2

BuildA2

BuildA2

Design A2

Design A2

TestA12

TestA12

BuildA12

BuildA12

DesignA12

DesignA12

TestB1

TestB1

CodeB1

CodeB1

DesignB1

DesignB1

Design A2

Design A2

BuildA2

BuildA2

TestA2

TestA2

TestA1

TestA1

BuildA2

BuildA2

DesignA1

DesignA1

Chapter 6

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Chapter 6 • Program schedules—things to know (cont’d).

– What does the term “critical path” mean?• Longest or shortest path through the network?

• See Fig 6.19 on page 282.

– What does the term “slack” mean?– What does the term “crunch” mean?

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Chapter 6 • Cost estimates.

– Rough order of magnitude (ROM)• +/- 30% .

• Distressing when proposals are always more than ROM!

– Cost estimates are expected to be +/-5%.

• See Figure 6.27– Typically where is most the cost?

• See last paragraph page 305.

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Chapter 6

Risk

• Avoidance

• Control

• Acceptance

• TransferSee pages 138, 139 in SE Handbook.

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Technology Readiness Assessment• Why and How We Use Technology

Readiness Levels (TRL).– Technology Readiness Levels (TRL) 1-9 as

defined by NASA.– Goal is for all high-risk items to reach TRL 5/6

by PDR.– A project that reaches TRL 6 or higher by the

start of Phase C/D is likely to stay within 15% of the baseline cost estimate made at the start of Phase C/D. (NASA analysis)

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• PROJECT CYCLES• Pre-Phase A = Advanced studies = Preconceptual planning• Phase A = Concept exploration = Conceptual design =

Preliminary analysis• Phase B = Preliminary design = Product/Program

definition• Phase C = Detailed design• Phase D = Construction = Engineering and manufacturing

development• Phase E = Operations

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• Note: The line between the “technology risk factor ” and the “design and engineering risk factor” is somewhat fuzzy since both involve development. The “technology risk factor” focuses on research and developing the application while the “design and engineering risk” focuses on the detailed implementation of the end-item.

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Chapter 6 • BRASSBOARD - An experimental device (or group of devices) used to

determine feasibility and to develop technical and operational data. It normally is a model sufficiently hardened for use outside of laboratory environments to demonstrate the technical and operational principles of immediate interest. It may resemble the end item, but is not intended for use as the end item. It is normally built during Advanced Studies / Pre-Conceptual and Conceptual Design /Preliminary Analyses Phases and may be continued in the Preliminary Design Phase.

• BREADBOARD - An experimental device (or group of devices) used to determine feasibility and to develop technical data. It normally is configured only for laboratory use to demonstrate the technical principles of immediate interest. It may not resemble the end item and is not intended for use as the projected end item. It is normally built during Advanced Studies or Pre-Conceptual and Conceptual Design Phases.

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Analysis--Risk Rating MatrixChapter 6