2018

SOME TOOLS FOR USE IN

PROGRAM/PROJECT MANAGEMENT
AND
SYSTEMS ENGINEERING
INTEGRATION

Robert Halligan
FIE Aust CPEng IntPE(Aus)

Copyright Project Performance International. Reproduce only in

PPI-007001-1 original form without change.
 Robert J Halligan, FIE Aust CPEng IntPE (Aus)

Managing Director Past Member of the INCOSE

Project Performance International Board of Directors

Content Contributor Past President

to EIA/IS-632, EIA 632, IEEE 1220, Systems Engineering Society of
ISO/IEC 15288 SE standards Australia

Past INCOSE Head of Delegation Consultant/Trainer

to ISO/IEC SC7 on Software and to BAE Systems, Mitsubishi, Airbus,
Systems Engineering Thales, Raytheon, General Electric,
Boeing, Lockheed, General
Dynamics, OHB, Nokia, AREVA,
BHP Billiton, Rio Tinto, Embraer,
Halliburton and many other leading
enterprises on six continents
rhalligan@ppi-int.com

Copyright Project Performance International. Reproduce only in

PPI-007001-1 original form without change.
 THE THREE KEY
SE – SEM PM/SE
– PM ROLES
RELATIONSHIPS

COMMISSIONING

SYSTEMS
ENGINEERING
!
MANAGEMENT
(SEM) COMMISSIONING
MANAGEMENT
• Requirements Management
SYSTEMS • Design Management

ENGINEERING • Interface Management

Tailoring the technical processes
(SE) •
• Management of technical processes
• Requirements Analysis
• Leading the engineering team
• Architectural & detail design – physical
• SE Planning PROJECT
Architectural & detail design – logical
•
• SE Assessment & Control (Performance management) MANAGEMENT
• Trade-off Studies ! (PM)
• SE Decision Management
• Specification Writing
• SE Schedule Management • Managing the rest of the scope of the
• Specialty Engineering project for which the management is
• SE/Product Cost Management
• System Integration not delegated.
• Configuration Management • Managing the
• Verification & Validation
• SE Data Management managers
• SE Knowledge Management
• SE Opportunity and Risk Management
• Engineering Specialty Integration PRODUCTION
• SE Stakeholder Management MANAGEMENT
• Release and Deployment Management
!

PRODUCTION

Note: The manager of the project may delegate the management of the systems engineering, and potentially other elements of
project scope, e.g., production, commissioning, contract.
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© Copyright Project Performance (Australia) Pty Ltd 2015-2016

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 THE THREE KEY PM/SE ROLES
MUST ALL BE CONVINCED
OF THE VALUE OF SYSTEMS ENGINEERING!

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SEI/AESS/NDIA 2012 STUDY RESULTS

Relationship to Performance (Gamma)

Driver
All Projects Lower challenge Higher challenge
SEC-Total – total deployed SE +0.49 +0.34 +0.62
SEC-PP – project planning +0.46 +0.16 +0.65 Gamma Relationship
SEC-REQ – reqts. developt. & mgmt. +0.44 +0.36 +0.50 -0.2 <| Gamma | ≤ 0 Weak negative
SEC-VER – verification +0.43 +0.27 +0.60 0 ≤ | Gamma | < 0.2 Weak positive

SEC-ARCH – product architecture +0.41 +0.31 +0.49 0.2 ≤ | Gamma | < 0.3 Moderate

SEC-CM – configuration management +0.38 +0.22 +0.53 0.3 ≤ | Gamma | < 0.4 Strong
0.4 ≤ | Gamma | Very strong
SEC-TRD – trade studies +0.38 +0.29 +0.43
SEC-PMC – project monitor & control +0.38 +0.27 +0.53
SEC-VAL – validation +0.33 +0.23 +0.48
http://resources.sei.cmu.ed
SEC-PI – product integration +0.33 +0.23 +0.42 u/asset_files/specialreport/
SEC-RSKM – risk management +0.21 +0.18 +0.24 2012_003_001_34067.pdf

SEC-IPT – integrated product teams +0.18 -0.12 +0.40

Source: “The Business Case for Systems Engineering Study: Results of the Systems
Engineering Effectiveness Survey”, CMU/SEI-2012-SR-009, November 2012

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SEI/AESS/NDIA 2012 STUDY RESULTS

Low PC High PC

100% 100%
8%
90% 23% 23% 90%
26%
80% 80% 23%
70% 52% 70% 62%
60% 60%
45% 35%
50% 58% 50%
40% 40%
69% 12%
30% 36% 30%
20% 20% 39%
32% 27%
10% 19% 10%
12%
0% 0%
Lower SEC Middle SEC Higher SEC Lower SEC Middle SEC Higher SEC
(n=22) (n=26) (n=25) (n=26) (n=23) (n=26)
Gamma = 0.34 p-value = 0.029 Gamma = 0.62 p-value < 0.001

Figure 3: Project PerformanceLegend:

vs. Total PC Project Challenge
SE Capability controlled by Project Challenge

Source:The
“Thechart on the right
Business Caseside
forofSystems
Figure 3 Engineering
shows a very strong
Study:relationship
Results ofbetween SEC-Total
the Systems and
Engineering
Perf for those projects with
Effectiveness higher PC.
Survey”, The percentage of projects
CMU/SEI-2012-SR-009, delivering2012
November higher performance
increased from 8% to 26% to 62% as SEC-Total increased from lower to middle to higher. Addi-
tionally, the percentage of projects delivering lower performance decreased from 69% to 39% to
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27% as SEC-Total increased.
 PMs ARE (OR SHOULD BE) SEs

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SOME TOOLS TOWARDS PM/SE INTEGRATION

• Project/Work Breakdown Structure (PBS/WBS)

• Use of Integrated Product Teams with Vertical Integtation

• Give Engineers Responsibility, Authority and Accountability For Cost And Schedule

• Build, Communicate and Use a Project Effectiveness Model

• Technical Performance Measurement

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 BUILD, COMMUNICATE AND USE A
PROJECT/WORK BREAKDOWN STRUCTURE
(PBS/WBS)

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 Project (Work) Breakdown Structure (PBS/WBS)
as a Framework for Project Definition, Costing, Scheduling, Risk Analysis,
Legend: Measurement, Reporting and Organizational Design
Boundary of scope of an
Integrated Product Team
Cross-team membership
Schedule: start and finish
AF - Airframe
ECS - Environmental Control System
EWSPS - Electronic Warfare Self-Protection System Project
$
FAA - First Article Aircraft time
FO - Fitout
time time time time time time time time
FCS - Flight Control System
I&A - Integration & Assembly
ILS - Integrated Logistics Support
$ $ $ $ $ $ $ $
NAL - New Avionics Laboratory
PA - Project Administration Deliverable New 10 Air Crew Project
Flt Sim ILS Insurance
PC - Project Control Data Factory Aircraft Training Mgmt
PMIS - Project Management Information System
PP - Project Planning
PS - Propulsion System
QT - Qualification Test
SD - System Design $ $ $ $ $ $ $ $
SRA - System Requirements Analysis
WS - Weapon System 10 Prod’n New
FAA Delivery PP PA PC PMIS
WT - Wind Tunnel Aircraft Merc.

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $

NAL WT SRA SD AF PS FCS ECS WS EWSPS FO I&A Flt Test QT Cert.

Systems engineering activities populate the WBS below level 2,

or if there is only one deliverable of the project, at level 2 and below.
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© Copyright Project Performance Australia 2012-2015

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HOW A PBS/WBS FOSTERS
PM/SE INTEGRATION:

A well-constructed PBS/WBS provides a framework for:

• focus towards project outcomes in all work conducted, all money spent, from
bottom to top
• project management/engineering management/engineering integration
through a PBS/WBS-influenced team of teams structure, with the project
manager a member of the team responsible for each major project deliverable

• specifying, measuring and controlling the quality, cost and schedule attributes
of the intermediate products and work tasks from which the project
deliverables are to be realized
• estimating, accumulating to the level of project outcomes, tracking over time
and reporting project risk and its origins.

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DEVELOPMENT LOGIC FOR A PROJECT WITH
TWO OR MORE DELIVERABLES
The level 1 element is the project.
To define level 2 elements:
1. What products (physical/software/data) are required to be delivered by the project?
2. What services are required to be delivered by the project?
3. What services are necessary, internal to the project, to deliver the project outputs and outcomes, that are not needed uniquely to
create (for physical/software/data product) or deliver (for a service) just a single element from questions 1 and 2?
One answer to this last question is always “Project Management”
4. What products, if any, internal to the project, that involve project cost or other resources in their realization, are necessary to
deliver the project outputs and outcomes, that are not needed uniquely to create (for a physical/software/data product) or deliver
(for a service) just a single element from questions 1, 2 and 3?
To define sub-elements below level 2, the questions for a product element are:
5-1. What products are to be integrated to create this product element?
5-2. In addition to the products from question 5-1, what services are to be performed to create this product element, that are not
needed uniquely to create just a single sub-element from question 5-1?
5-3. In addition to the products and services from questions 5-1 and 5-2 respectively, what products are necessary, that involve project
cost or other resources in their realization, to create this product element, that are not needed uniquely to create (for
physical/software/data product) or perform (for a service) just a single sub-element from questions 5-1 and 5-2 respectively?
To define sub-elements below level 2, the questions for a service element are:
6-1. What services are to be integrated to perform this service element?
6-2. In addition to the services from question 6-1, what products are necessary to perform this service element, that involve project
cost or other resources in their realization, and that are not needed uniquely to perform just a single service sub-element from
question 6-1?

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 USE INTEGRATED PRODUCT TEAMS AS
MAJOR PROJECT BUILDING BLOCKS, WITH
PROJECT MANAGEMENT PARTICIPATION IN
THE LEAD IPTs FOR MAJOR PROJECT
DELIVERABLES.

MATCH KNOWLEDGE, SKILLS AND

ATTITUDES TO ROLES.

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PBS/WBS AND INTEGRATED PRODUCT
TEAMS (IPTS) RELATED

• An Integrated Product Team (IPT) is a multi-disciplinary team tasked and

empowered to take a product from requirements to delivery. It has
stakeholder participation, and works on a consensus basis of decision-
making.

• Integrated Product Team (IPT) structure and PBS/WBS should be

closely related, down to the level(s) below which IPTs are not
beneficial.

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A GROUP VERSUS A TEAM

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KSF - CREATE AN ENVIRONMENT THAT
DEVELOPS:

Trust Empowerment

Open Dedication
Communication

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KSF - GROW LEADERS FROM TOP TO BOTTOM
OF THE ORGANIZATION

Team leadership: the ability of the team leader to inspire, motivate and develop the
team and its members. The team leader is the lead coach and the team members’
greatest supporter.

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KSF – SHARED VISION

Shared Vision: the commitment in words and action of the stakeholders, team
leader and other team members to an explicitly stated common goal.

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KSF – COMMITMENT TO THE APPROACH

Commitment to Approach: the existence of a common understanding of, and

agreement to, by all, the method of approach of the team to do the job.

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KSF – TEAM MEMBER COLLABORATION

Team Member Collaboration: an approach of working involving mutual support in

pursuit of team goals without hidden agenda or power games.

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KSF – EMPOWERMENT

Empowerment: the authority of team members and of the team to make decisions
within the scope of performance of the designated IPT task, and within defined
constraints.

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KSF – TEAM LEARNING

PPI J

Team Learning: When a team is first formed, managers, team leaders and other team
members rarely have the complete set of skills, knowledge and attitudes necessary for
the team to perform well. Mental models of the world differ between individuals.
Successful teams incorporate mechanisms for development of a shared mental model,
and other aspects of team learning, and exist in an environment in which shared learning
is fostered.

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KSF - STAKEHOLDER FEEDBACK

Stakeholder Feedback: teams are most effective when team performance is

continuously being verified and improved by feedback from project
management, customers of the team's products, and from all other external
stakeholders to which the team owes allegiance.

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KSF – GOOD UNDERSTANDING OF RISK
& OPPORTUNITY

Understanding of risk and opportunity: Both planning and product

development are about making decisions in the presence of uncertainty.
Consistently good decision-making requires a good understanding of risk
and opportunity, and the basis of decision making in their presence.

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KSF – EXCELLENCE IN NEEDED KNOWLEDGE,
SKILLS AND ATTITUDES

Knowledge, Skills and Attitudes well matched to roles: No amount of soft

skills will make up for incompetence in management or engineering.

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TO RECAP - MAJOR FACTORS IN ENGINEERING
TEAM PERFORMANCE:

• A coaching style of team leadership

• Personal qualities of the team leader and team members

• Well-defined, outcomes-oriented success criteria associated with a shared

vision

• Empowerment – delegated authority to make decisions within defined

constraints

• A consensus-basis of team decision-making

• A good understanding by team members of risk and opportunity

• Excellence in the necessary, role-related Knowledge, Skills and Attitudes

(KSAs) of team members

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 SYSTEMS ENGINEERING MANAGEMENT
KSAs - KNOWLEDGE

• Broad, but not necessarily detailed, knowledge of the technologies involved

in the engineering activities being managed, and related methods

• Deep knowledge of the principles and methods of systems engineering

• Deep knowledge of the principles and methods of project management and

systems engineering management

• Deep knowledge and understanding of risk and opportunity

• Substantial knowledge of human psychology and related behavior

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 SYSTEMS ENGINEERING MANAGEMENT
KSAs - SKILLS

• Skills to apply knowledge to planning, organizing resources, motivating

people, measuring performance and applying corrections where
necessary

• Very good decision-making skills in the presence of incomplete

information and uncertainties as to outcomes

• Skills to manage outwards, engendering confidence in the engineering

from the stakeholders

• Very good communication skills

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 SYSTEMS ENGINEERING MANAGEMENT
KSAs - ATTITUDES

• Respect for technical expertise

• Results orientation

• Where subordinates are performing the engineering, willingness to delegate

• Issues focus, not personalities focus

• Patience

• A personality type that gains satisfaction from enabling others to succeed

• No blame

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 EXAMPLE ENGINEERING ROLE:
REQUIREMENTS ANALYSIS KSAs - KNOWLEDGE

• Knowledge of the history of projects and the role of requirements in

project outcomes

• Knowledge of the information parameters that define the problem domain

• General understanding of risk

• Deep knowledge of the principles and methods of requirements analysis

• At least basic familiarity with the application domain for the item which is to
be the subject of the requirements analysis

• At least base level knowledge of systems engineering principles and

methods

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 REQUIREMENTS ANALYSIS KSAs - SKILLS

• Deep skills in applying the knowledge of the principles and methods of

requirements analysis

• Skills in identifying defects in requirements

• Skills to distinguish between, and switch thinking between, problem

domain and solution domain

• Skills in measuring requirements quality

• Deep skills in human communication

• Skills in writing individual requirements, in applicable language(s)

• Skills in the development of verification requirements

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REQUIREMENTS ANALYSIS KSAs - ATTITUDES

• Respect for the right of the owners of requirements to decide what they
require

• Desire to address requirements issues in terms of outcomes for the

stakeholders, not in terms of competencies of the requirements owner/writer -
“being on their side”

• Willingness to accept approximation and incompleteness in requirements,

and related requirements analysis tasks - “adequacy” not “perfection”

• Subject to the “adequacy” criterion, attention to detail

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 EXAMPLE ROLE: PHYSICAL DESIGN KSAs –
KNOWLEDGE

• General knowledge of the problem domain, i.e. the area of application

• Deep knowledge of the relevant solution technologies

• Knowledge of basic problem solving, involving problem definition, candidate

solution identification, and solution selection

• General understanding of risk

• Understanding that design creates requirements on solution elements

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PHYSICAL DESIGN KSAs – SKILLS

• Skill to distinguish between, and switch thinking between, problem

domain and solution domain

• Deep creative and innovative skills in relating understanding of the

problem and knowledge of relevant solution technologies to develop
candidate solutions to the problem

• Skills in explaining design, verbally and in writing

• Skills in creating through sound design decisions sound requirements

on elements of the solution

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PHYSICAL DESIGN KSAs – ATTITUDES

• Respect for the right of owners of the requirements to define the

problem that is to be solved

• Attention to detail

• Willingness to accept and respond constructively to questioning, and to

criticism, of the design

• Focus on maximization of value to the stakeholder(s) whom the design is

to serve, normally the employer

• Willingness to raise requirements issues with stakeholders when defects

in requirements are discovered, rather than unilaterally deciding, or
assuming, or guessing

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SELF-ORGANIZING TEAMS

Most high-performance teams are self-organizing teams

Where are high-performance teams found?

Numbers of high-
performance teams

am am am am
te te te te
le
d ed in
g ng
r- ag iz rni
e n n ve
ag m
a ga go
an l f- -or l f -
M Se lf
Se Se
Source: SteveDenning.com

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INTEGRATED PRODUCT TEAMS

Customer, Project
Manager & Other
Stakeholder Reps
IPT Sub-team
Leader Leaders
Stake- Solution to
holder to stake-
needs Functional holders
Area Specialty
Reps Engineers
Other IPT
Members

• A multi-disciplinary, cross-functional, stakeholder-focussed team solely responsible

for taking a product from need to delivery.
• Knowledge, skills and attitudes of the team members are complementary

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IPT MEMBERSHIP:

Membership of a Lead IPT could include:

• Project Manager
• Team leaders of subordinate IPTs
• Specialists including specialty engineers
• Functional representative - engineering
• Functional representative - HR
• Functional representative - production
• Functional representative - purchasing
• Functional representative - marketing
• Functional representative - finance The number of people on the IPT
will depend on the nature of the
• Functional representative - quality IPT and its environment
• Functional representative - IT
• Representatives - interfacing WBS elements
• IPT Leader

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BUILD, COMMUNICATE AND USE A PROJECT
EFFECTIVENESS MODEL

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 MEASURES OF EFFECTIVENESS (MOES)

• Beyond requirements (must be met) ….

• Measures that represent degrees of goodness of a product or of
a project, e.g.
• speed
• accuracy
• unit cost of production
• reliability
• aesthetic appeal
• time to market
• consequential votes in a marginal electorate!

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Document Number: P006-003868-1
© Copyright Project Performance (Australia) Pty Ltd 2007

Copyright Project Performance International. Reproduce only in

PPI-007001-1 original form without change.
 IMPLEMENT TECHNICAL PERFORMANCE
MEASUREMENT (TPM)

OR

INTEGRATED PERFORMANCE MEASUREMENT

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ALTERNATIVE STRATEGIES FOR
IMPLEMENTING PERFORMANCE TRACKING

• Technical Performance Measurement (TPM)

• Earned Value Methodology (EVM)

• Integrated Performance Measurement (IPT)

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EXAMPLE PERFORMANCE INDICATOR
PROFILE WITH ALARM THRESHOLDS

5
SDR
MTBF
4 Planned
(HRx100)
Tolerance
Proposal
Band
3 Model test
Spec
2 Current
PMR 1 PMR 2
forecast
1 Model Prototype First
data tests article

0
P1135-005186-1
D/V FSD Prod IOC

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EXAMPLE PERFORMANCE INDICATOR PROFILE

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TPM INFORMATION PLANNING
AND EXECUTION
PROBLEM ANALYSIS
PBS/WBS & CORRECTIVE
ACTIONS
SELECT ELEMENTS REPORT STATUS
TO BE SUBJECT OF
TO TPM TPMS

USE
SYSTEM
SUMMATION
MODELS
RISK
ANALYSIS
DEVELOP TPM RECORD
MASTER ACHIEVED
PARAMETER PARAMETER
LIST PROFILES

PROJECT
SCHEDULE
PARAMETER
PLAN
STATUS
PARAMETER
TRACKING &
PROFILES
FORECAST

PPI-005185-3

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 EXAMPLE TPM PARAMETERS - AIRCRAFT ENGINE

TPM PARAMETERS - AIRCRAFT ENGINE SUB-SYSTEM

MAXIMUM THRUST SEA-LEVEL STANDARD (LBS)

INTERMEDIATE THRUST SEA-LEVEL STANDARD (LBS)

INTERMEDIATE THRUST AT B-1 REFUEL (LBS)

SPECIFIC FUEL CONSUMPTION AT B-1 SUPERSONIC CRUISE (LB/HR/LB)

SM REQ'D/SM AVAIL (STATIC MARGIN)

TOTAL ENGINE WEIGHT (LBS)

RELIABILITY - MYBPL (HR) (MEAN-TIME-BETWEEN-POWER-LOSS)

MAINTENANCE MAN-HOUR RATE (MAN-HOURS/EFFECTIVE FLYING HOURS)

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EARNED VALUE METHODOLOGY INDICATORS

• An Earned Value Method provides cost and schedule variance

data, including trend data, based on the value of actual work
accomplishment (earned value).

• A Cost Performance Index (CPI) below 1 indicates cost risk. A

CPI downward trend indicates increasing cost risk.

• A Schedule Performance Index (SPI) below 1 indicates

schedule risk. A SPI downward trend indicates increasing schedule
risk.

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INTEGRATED PERFORMANCE
MEASUREMENT (IPM)

• Based on the project effectiveness model or a derivative thereof

• Each parameter in the model is assigned a Performance Improvement

(PI) profile

• Weights from the project effectiveness model are applied to the profiles
to derive a weighted utility profile for each parameter

• The component weighted utilities are summed on a periodic basis

and/or at milestones to give a baseline project effectiveness profile

• Current actuals are entered into the same model to give actual against
planned effectiveness variance

• Adverse variances flag increasing project risk

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 2018
May your project managers, engineering
managers and engineers align
in driving towards the same vision.

Thank you for your interest J

Robert J. Halligan

Email: rhalligan@ppi-int.com

PO Box 2385
Ringwood North
Victoria, 3134
Australia
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