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9. Implementation 1
Implementation of Product-Based Approach
1. Optimization of product development 2. Allocation of familiar tasks
9. Implementation 2
1. Optimization of Product Development
Adapting the process Performing an activity once Omitting activities Using one group of people Rolling up information Embedding tasks Doing what people do naturally Avoiding duplication Avoiding low-value concepts Avoiding events that are OBE Avoiding over-run
1. Optimization of product development
9. Implementation 3
Adapting the Process
Adapt process by Using PBD activities as template Adapting PBD activities to the program
1. Optimization of product development
9. Implementation 4
Performing an Activity Once in a Program
Perform the following tasks once at the program level
Processes Tools Communications and library Life cycle plan IMP, SEMP, SDP
1. Optimization of product development
9. Implementation 5
Performing an Activity Once in an Enterprise
Work the following only once at the enterprise level
People Facilities Capital Tools
1. Optimization of product development
9. Implementation 6
Omitting Activities
Examples of products not needing the acquire activity Software Providing a service Products having no lower products
Example of product not needing activities after design Studies
Example of products not needing verify activity Program that move all testing to the highest level
1. Optimization of product development
9. Implementation 7
Using One Group of People (1 of 2)
Using a common group of people for each of the following across all products
Reliability Maintainability Safety Supportability Training Test planning
1. Optimization of product development
9. Implementation 8
Rolling Up Information
Maintain the following at the product level but roll results to top
Schedule Budget TPPs
1. Optimization of product development
9. Implementation 9
Embedding Tasks
Embed the following as indicated Processes into PBD activities Plans into the schedule Trade studies and analysis into requirements,
design, and verification Validation into requirements and design Testability, supportability, reliability, and
maintainability into design
1. Optimization of product development
9. Implementation 10
Doing What People Do Naturally
Productivity can be increased by asking people to do things they do naturally
People resist doing work the hard way Examples
Using familiar tools Avoiding change of focus Avoiding unuseful work
1. Optimization of product development
9. Implementation 11
Using Familiar Tools
Allowing people to use familiar tools improves productivity
People prefer using tools they’re use to For example, people prefer using Word, Excel,
and PowerPoint rather than data base tools like RTM, SLATE, or DOORS
1. Optimization of product development
9. Implementation 12
Allowing people to focus on one area at a time improves productivity
People resist frequent changes of focus
Avoiding Change of Focus
1. Optimization of product development
9. Implementation 13
Example 1 -- Writing
Focuses -- Content, grammar, and spelling Desirable -- Check each once per document Undesirable -- Check each once per sentence
1. Optimization of product development
9. Implementation 14
Example 2 -- Requirements Management
Focuses -- Content, VM, and tracing Desirable -- Check each once per document Undesirable -- Check each once per requirement
1. Optimization of product development
9. Implementation 15
Example 3 -- Documentation of Studies
Focuses -- Content and documentation Desirable -- Check each once per study Undesirable -- Check each once per update
1. Optimization of product development
9. Implementation 16
Avoiding Duplication
Avoid duplication in the following areas Requirements between levels in the product hierarchy Requirements between requirements, design, and
verification descriptions Tutorial information such as product descriptions Designs between levels of product hierarchy Analyses and trade studies resulting from having lost earlier
versions
1. Optimization of product development
9. Implementation 17
Avoiding Low-Value Concepts
Error paths in processes Iteration in processes Studies without objectives
Editorial
1. Optimization of product development
9. Implementation 18
Avoiding Error Paths in Processes
Assume a success-oriented attitude; and if an obstacle presents itself, find a way around the obstacle.
Error paths in processes appear to give completion since they represent the path to be taken in case of an undesired outcome
Error paths clutter process diagrams, require time to obtain agreement on their design and are almost never tracked in processes
1. Optimization of product development
9. Implementation 19
Avoiding Iteration in Processes
Avoid iteration in processes Iteration and recursion in process diagrams reflect a
common practice The common practice is to try to do something; and
then if unsuccessful, try again. Like error paths, iteration and recursion require time to
obtain agreement on their design and are almost never tracked in processes
1. Optimization of product development
9. Implementation 20
Simpler Approach
Just do the task and not document ways of failing to reach the goal
1. Optimization of product development
9. Implementation 21
Avoiding Studies without Objectives
Give objectives to trade studies and analysis Treat as tools and use them when needed Avoid performing them for their own sake
1. Optimization of product development
9. Implementation 22
Avoiding Events that are OBE (1 of 2)
Cost can be saved by not dwelling on work that has been overcome by events (OBE)
There are two main sets of management objects in developing a product
1. Management objects 2. Objects involving design, lower product
requirements and interfaces, test specs, and test procedures
1. Optimization of product development
9. Implementation 23
Avoiding Events that are OBE (2 of 2)
Objects that are in one of these two main sets are easier to maintain
Objects not in one of these two sets are ignored and become obsolete
Examples are Plans Studies Justifications Traces
1. Optimization of product development
9. Implementation 24
Avoiding Over-Run (1 of 2)
Productivity can be improved by ensuring that the product engineering staff doesn’t get over-run by development of lower products
Lower products depend upon receiving requirements from a higher product
1. Optimization of product development
9. Implementation 25
Avoiding Over-Run (2 of 2)
If the higher product don’t provide the requirements needed by the lower product, then the lower products will pass the higher product and ignore its direction.
A priority of product engineering is to provide product design that results in specifying the requirements for the lower product.
1. Optimization of product development
9. Implementation 26
2. Allocation of Familiar Tasks
There are a large number of tasks that appear in literature relating to developing products
The allocation given in the following vugraphs show where these tasks can fit into the product-based development approach
2. Allocation of familiar tasks
9. Implementation 27
Objective of Allocation
Reduce the number of separate tasks into the maintenance of the much smaller set of management objects used in the PBD approach
2. Allocation of familiar tasks
9. Implementation 28
Allocation to Manage (1 of 4)
Life cycle plan Life cycle plan
Schedule and budget Budget Schedule WBS C/SCS plan Financial control plan Contracts plan
2. Allocation of familiar tasks
9. Implementation 29
Allocation to Manage (2 of 4)
Reviews Technical audit plan
Risks Risk management plan
Technical performance measurements (TPPs) TPPs
Issues, problems, and actions Problem notification system Action item system
2. Allocation of familiar tasks
9. Implementation 30
Allocation to Manage (3 of 4)
Configurations and changes Configuration management plan Spec control plan Documentation plan Drafting plan Data management plan
People Staffing plan
2. Allocation of familiar tasks
9. Implementation 31
Allocation to Manage (4 of 4)
Facilities, tools, and capital Space and facilities plan Capital plan Security plan
Communications and library CALS implementation plan
Legal Contracts plan
2. Allocation of familiar tasks
9. Implementation 32
Allocation to Understand Customer
Requirements spec Traceability plan
2. Allocation of familiar tasks
9. Implementation 33
Allocation to Design (1 of 3)
Design guide Requirements spec Traceability plan Technology plan Spec tree
2. Allocation of familiar tasks
9. Implementation 34
Allocation to Design (2 of 3)
Integrated diagnostics plan EMC plan Maintainability program plan Reliability program plan System safety program plan Human engineering program plan
2. Allocation of familiar tasks
9. Implementation 35
Allocation to Design (3 of 3)
Logistics support analysis plan Integrated support plan Testability program plan Hazardous material management plan Training plan DTC/LCC plan
2. Allocation of familiar tasks
9. Implementation 36
Allocation to Acquire Products
Material team Subcontracts management team
2. Allocation of familiar tasks
9. Implementation 37
Allocation to Build
Test equipment and factory test plan Parts control Software quality program plan Hardware quality engineering plan Producibilty plan
2. Allocation of familiar tasks
9. Implementation 38
Allocation to Verify
Test plan Test and evaluation master plan Test engineering automation plan
2. Allocation of familiar tasks
9. Implementation 39
Allocation to Sell-Off
Warranty plan
2. Allocation of familiar tasks
9. Implementation 40
Allocation Vs Management Plans
The preceding allocations didn’t show accumulation plans
Examples are Integrated management plan (IMP) System engineering management plan (SEMP) Software development plan (SDP) Hardware management plan (HDP)
2. Allocation of familiar tasks
9. Implementation 41
Conclusion of Allocation
Maintaining a few documents focused into a few areas is easier than maintaining a large number of documents that are not related
2. Allocation of familiar tasks