how a systems engineer starts……?
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How A Systems Engineer Starts……?. Two Practitioners Speaking for Themselves, ergo the ‘A’. Herm MigliorePortland State University International Council on Systems Engineering (INCOSE) 1977 - 1997Mechanical Engineering Senior Design Projects - PowerPoint PPT PresentationTRANSCRIPT
How A Systems Engineer Starts……?
Two PractitionersSpeaking for Themselves, ergo the ‘A’
Herm Migliore Portland State UniversityInternational Council on Systems Engineering (INCOSE)
1977 - 1997Mechanical Engineering Senior Design Projects1997 – Present Advisor to Systems Engineering Masters Projects
• Small to Medium Sized, Wide Variety of Companies & Agencies• Often Not an End -- Always a Beginning
John Blyler Editorial Director at Extension MediaEditor in Chief, ‘Chip Design’ and ‘Embedded Intel ‘ magazinesIEEE
1993 – 1996 Systems Engineer, HanfordAdvisor & Prof Hardware-Software Integration
Systems Engineering Management
Starts…? What ?
Project? consisting of a team and project manager?• systems engineer is part of team• or, may not be a ‘systems engineer’ on team
Process? what steps for developing an engineered system• includes implementation • development of product, process, or service
Method? how do we perform steps in development process• tailored to the project/product
Thinking? about Fuzzy-Front-End• ‘as-is’ situation is troubling• stakeholders vision on use of new system• before functions, before requirements
Systems Engineering? What’s That?
is the practice of creating
the means of performing useful functions through
the combination of two or more interacting elements
Norm Augustineretired Chairman and CEO, Lockheed Martin CorpINCOSE “INSIGHT” Oct 2009 Vol 12 Issue 3
Systems Engineering
Systems Engineering focuses 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: Operations --Performance -- Test-- Manufacturing -- Cost &
Schedule--Training & Support--Disposal. 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 technical needs of all stakeholders with the goal of
providing a quality product that meet the users needs.
International Council on Systems Engineering (INCOSE)
Twelve Systems Engineering RolesSarah Sheard
Requirements Owner System Designer System Analyst Validation/Verification Engr. Logistics/Ops Engineer Glue Among Subsystems Customer Interface Technical Manager Information Manager Process Engineer Coordinator of DisciplinesClassified Ads SE – software systems
Systems Engineering Principles and PracticeKossiakoff and Sweet Wiley Interscience 2003
Cost Control Project Management
TechnicalSpecialties
Systems Engineering
THE INTERFACEbetween PM and
Engineers
Stakeholders?????CustomerSponsor
UserAll Responsible and Affected Parties
Cost Control
Project Management
Technical Support
Systems Engineering
Sponsor
Science
SystemRequirements
HW-SWRequirements
HW-SWDesign
HW-SWImplementation
UnitTesting
IntegrationTesting
HW-SWTesting
SystemTesting
system test plan
HW-SW test plan
integration plan
unit plan
ProductRelease
time
UserNeed
Program Life Cycle – Vee Model
VerifyArchitecture
Assessand
Select
Analyze
Problem
CUSTOMER REQUIREMENTS
Technical Process
Specification-Requirements
Product System
Plans &Direction
Outcomes&
Decisions
PRODUCT DEFINITION
Management Process
SEMP –Systems Engineering Management Plan
Process System
SynthesizeArchitecture
Assessand
Select
SynthesizeActivities
VerifyPlanning
AnalyzeOrganization
Brian W. Mar, Emeritus Professor UofW
Bernard G. Morais, Synergistic Applications
Differences Between PM and Systems Engineering
Program/Project Management Cost, schedule, organization, business-sidePolicy decisionsProgram risk managementAllocate programmatic resourcesTrained in Organization/Management TheoryProject Management Institute, Etc
Systems EngineeringOwner of Requirements and Architecture (high level design)Interface between PM-technical specialistsUses process to design, build, test and other product life cycle activitiesTechnical resource allocationTechnical risk managementTrained as an EngineerINCOSE, IEEE, NASA, DOD, Etc
“The Engineering of Complex Systems”, Morais and Mar, 1997
Function-Requirements-Architecture-Test
FRAT Method May Be Combined with Other Process Models
Proposal / Marketing
Development Objectives
Preliminary Design
Detailed Design / Manufacturing
Heading Down Pyramid – Maturity of Development
Upper Level FRAT Data ProvidesScope For Next Level
Lower Level Must Roll - Upand Map to Upper Level
Each Level of FRAT Establishesa BASELINE
One Level: F R A T and FR ANext Level: F F1, F2, F3; Differences in Timing, Dependencies and Utility
R R1, R2, allocate/assign to A
Eye of the Stakeholder?
Community Has Problem Symptoms from As-Is Situation:Unacceptable and Preferable Aspects
Consensus on:•Problem System•Intervention Strategy•Stimulus:Response Scenario(s)•Accountabilities
Measures of Effectivenesseffects that suppressionsystem must exhibit
Standards of Acceptancevalue of as-is and could-be
Design andArchitecture
ComponentsBuy/Make
Assembly/Deploy
Assay and Adaptation
Value Generated byDeveloped/Operational system
Unacceptable Discomfort felt by Stakeholders
Consensus of All Responsible and Affected Parties:
•Problem System – generates problem symptoms•Intervention Strategy - comprehensive view of intended use•Stimulus:Response – all possible scenarios of ‘To Be’ system,that suppress (amplify?) problem symptoms, intervention system•Accountabilities- what are we/you willing to do to make problem go away Eye of
Stakeholders
Problem & Intervention Systems Will Change
Tom
As-Is Situation
•Viable recycling - Legacy hospitals•Contacts with suppliers/recyclers•Active recycling in Portland•Cost gasoline -up $4.25 down $2.50•Tom wants help with promotion•Masters student, Neil interested in
- Fuzzy Front End- ConOps
Urine Bottles and Sorting Operation
Recycling Bags
Blue wrap polypropylene film used for sterilizing surgical instruments
Existing Benefit to Legacy Hospital – Cost Avoidance
Labor Costs were small
Problem Suppression Systems – Intervention System
Neil’s Guidelines for Starting a Healthcare Recycling CenterMotivate Other Hospitals, Recyclers and Manufacturers
Tom Now a ConsultantNeil Earns Masters Degree
Synthesis - Write the story – ConOps For Stakeholders to Use Accept , Don’t Accept, Start of New Systems, But ConOps Not Same
Structure as IS
System performance upgrade
• Minimize force outages• Address the concern of the End-Users • Meet and exceed the various Standards set by the industry• Meet the needs of the organizations that regulate the day to day system
operations• Address the public outcry for loss revenue and inadequate system performance• Address the findings from an independent Technical Audit Review group• Make the evolutionary changes that will allow the system to evolve with time,
such asHuman to Man Interfaces (HMI)Machine to Man Interface (MMI)Programmable logic controller (PLC)
• Maximize the system output capacity in Megawatts and revenue • Extend the Life Cycle of the system
The tests & controls that were used to deliver the forecasted benefits are:
• Boiler nozzle calibration test & gross boiler efficiency test• Thermal Heat Rate (THR) Test • Supervisory Control and Data Acquisition (SCADA)• Programmable Logic Controller & Machine to Man Interface (MMI)
Systems Engineering
TraditionalBody of Knowledge, Handbooks, Publications, CertificationStructured and experienced development processesTechnical and OrganizationalRequirements and Interface managementTailored development processes, adaptiveStakeholders part of development and use
ThinkingDescribe not Prescribe (Herm needs a mnemonic , FRAT)Stakeholders part of problem-system-use (Jack Ring’s ConOps)Stakeholders’ knowledge and motivation will changeCombination of established and other perspectivesUncertainty and riskChange and evolution