A Little CM Neglect

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Technical & Management Consultants

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A Little CM Neglect…

The BP Gulf Oil Rig Disaster

Doc No: AP07‐97‐000001_Rev05



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Executives Need Baseline MgtEspecially when partnerships are formed…

Oil Spill: BP Had Wrong Diagram to Close Blowout PreventerMaria Recio, Dave Montgomery and Mark Washburn | McClatchy NewspapersJune 14, 2011 07:52:28 AM

WASHINGTON — In the days after an oil well spun out of control in the Gulf of Mexico, BP engineers tried to activate a huge piece of underwater safety equipment but failed because the device had been so altered that diagrams BP got from the equipment's owner didn’t match the supposedly failsafe device's configuration, congressional investigators said Wednesday. Who ordered the alterations in the blowout preventer, the 500,000-pound mass of gears and hydraulic valves that sits atop and underwater well and is intended to snap the pipe if disaster threatens, was the subject of dispute at Wednesday's hearing.

Transocean, the owner of the blowout preventer and of the sunken Deepwater Horizon rig, said any alterations would have come at BP's instigation; BP, which owns the well and hired Transocean to drill it, said it had never sought the changes.

Rep. Bart Stupak, D-MI, chairman of the House Energy and Commerce Committee’s Subcommittee on Oversight and Investigations, said the changes prevented BP's engineers from activating a "variable bore ram" intended to close tight around the pipe and seal it. "When they investigated why their attempts failed to activate the bore ram," Stupak said of BP engineers, “they learned that the device had been modified.” A useless test ram – not the variable bore ram – had been connected to the socket that was supposed to activate the variable bore ram.

"An entire day’s worth of precious time had been spent engaging rams that closed the wrong way.” Stupak said that BP officials told subcommittee investigators that “after the accident, they asked Transocean for drawings of the blowout preventer. Because of the modifications, the drawings they received didn’t match the structure on the ocean floor,” Stupak said. “BP said they wasted many hours figuring this out.”

A failed pressure test caused [Congress] to question the work of a third company, Halliburton, which was contracted to pour concrete around the well's pipe and cap it. Frank Patton, a drilling engineer for the government's Mineral Management Service, which oversees offshore drilling, told a separate inquiry in Kenner, LA, that drilling mud "is the most important thing in safety for your well.” He said that any alteration to the blowout preventer would have required both BP and MMS approval.



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Corporate Traffic Cops

Three Ways to Instill Corporate Discipline:Three Ways to Instill Corporate Discipline:

1. Configuration ManagementIf you don’t pay CM for product lifecycle management (PLM)…

2. Quality AssuranceIf you don’t pay QA for total quality management (TQM)…

3. LegalYou will pay lawyers and plaintiffs in a court of law.

Executives Have 3 Options for Corporate Discipline…



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CM Is Cost Effective

Eleven (11) People From DyingBP’s $7 Billion Rig Loss and Cleanup CostsBP’s $40 Billion Lawsuit Against TransoceanBP’s Corporate Black EyePresident Obama’s Political Black EyeBP’s Tainted ReputationBP Chairman’s ReplacementGulf Coast Businesses DestroyedGulf Wildlife and Marshland Destroyed

But, It Doesn’t Show Up on Balance Sheets – You Have to Sell It…

Proper QA & CM Would Have Prevented:Proper QA & CM Would Have Prevented:

When investigators look to ascribe blame for acquisition lifecycle issues, CM processes are audited first. Auditors know that CM is the unseen glue that binds product lifecycle management. Likewise, source selection committees look for robust CM resident within a corporation prior to selecting a winning bid.



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A “Little” CM Is Not EnoughIt’s not like cheese on a salad…

Lacking robust CM or QA rarely equates to a tragedy the scale of BP’s oil rig or NASA’s two Shuttle disasters.

What happens to most system or product acquisition programs is a compounding of baseline errors and neglect that quickly add up to thousands of wasted man‐hours.

Robust CM is a huge selling‐point when submitting your proposal for open bids!



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Paper Drives Parts

The one constant in life is The one constant in life is Change.Change.

Reliability, Maintainability and Availability (RMA) for parts needs Configuration Management (CM) processes on paper.

Not the other way around…



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Is It Documented?Never be afraid to ask, “Where is that written?”

A A RequirementRequirement Without DocumentationWithout Documentation……

……Is A Is A RumorRumor

“If you can't describe what you are doing as a process, you don't know what you are doing.” W. Edwards Deming (Founder of TQM)

“If you don't document your process, you're not formally communicating it to others.” Vincent C. Guess (Founder of CMII)



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What Is Configuration Mgt?Simplest Definition…

CM is a CM is a corecore‐‐businessbusiness capability that capability that maintains the integrity of baselines by maintains the integrity of baselines by ensuring conformance to requirements.ensuring conformance to requirements.



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What Is A Baseline?Simplest Definition…

A baseline is the current A baseline is the current approvedapproveddocumentation of configuration items that documentation of configuration items that

make up a product, system or service.make up a product, system or service.

Graphic Source: Institute of Configuration Mgt



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What Is A Configuration Item?Simplest Definition…

A configuration item (CI) is any entity that A configuration item (CI) is any entity that needs to be uniquely identified for needs to be uniquely identified for traceability or change control.traceability or change control.




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Hierarchies of CIsAn approved baseline requires linked documentation…

CM recognizes two separate hierarchies of configuration items (CIs):1. Administrative2. Physical

Therefore, CIs can be parts, software, documents, forms, and records.




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CIs Linked to BaselinesFor Traceability and Change Control…




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A History of CM GuidanceThe Military Created CM to Replicate Weapons Systems…

DoD CM Standards and Specs were released…



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MIL‐STD‐480 DefinitionsBaselineBaselines, plus approved changes, constitute the current approved configuration.For CM purposes, there are 3 baselines established sequentially, as follows:

• Functional Baseline (high‐level system)• Allocated Baseline (separate developmental segments or CIs)• Product Baseline (as‐built)

Configuration IdentificationThe selection of documents to comprise the baseline for the system and CIs and the numbers and other identifiers affixed to items and documents.

Configuration ControlThe systematic proposal, justification, evaluation, coordination, approval or disapproval of proposed changes in the configuration of a CI after formal establishment of its baseline.

Configuration ManagementA discipline applying technical and administrative direction and surveillance to

(a) identify and document the physical and functional characteristics of CIs,(b) audit CIs to verify conformance to documented requirements,(c) control changes to CIs and their related documentation and(d) record and report the status of proposed changes and the implementation status

of approved changes.



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Five CM CapabilitiesTraditionally recognized CM activities for baselines…

1.1. Requirements PlanningRequirements PlanningFormulate Processes and Procedures

2.2. IdentificationIdentificationIdentifying Configuration Items (CIs)

3.3. Change ControlChange ControlManaging Changes to CIs (Parts, Software, Artifacts)

4.4. Status Accounting Status Accounting Keeping Real‐Time Data on Changing Baselines

5.5. Verification (Audits) Verification (Audits) Comparing Functionality or Production to Reqm Docs



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CM #1:CM #1:CM Reqm Planning



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Product Lifecycle MgtCM touches all acquisition phases and lifecycles…

Configuration Mgt Ensures that configurations conform to released requirements

Requirements Mgt Ensures that documented requirements are clear, concise and valid

Release Mgt Ensures that documents are authorized and released prior to use

Change Mgt Keeps released documents and data up to date

Data Mgt Ensures data bases are accurate and deliverable data is secure

Records Mgt Retains traceability of work and proof that work products conform

Document Library Control Protects knowledge assets and prevents unauthorized changes

Enabling Software Tools Serve to enhance overall process reliability and efficiency

CM should always attend program requirement meetings and kick‐offs to help plan for lifecycle deliverables and milestones related to baselines.




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CM #2:CM #2:CI Identification



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Naming Convention

Standardized naming and numbering conventions are used to identify and describe physical items and control interchangeability.

Proper relationships between the physical items, documents, forms and records are displayed in the following illustration:




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CM #3:CM #3:Change Control



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Corrective Action Mode

It is generally assumed that the purpose of corrective action is to fix mistakes and that mistakes are made by "workers." This is wrong. The primary causes of corrective action are inadequate requirements and/or conformance measurements.

Clear, concise and valid requirements are prerequisites for achieving consistent conformance and eliminating corrective action.

The root causes for corrective action remain hidden because eachdeficiency, in itself, is often insignificant:

A word was misspelled. A number was transposed. A document was misfiled. The wrong revision was issued. A procedure is not clear.

Such incidents are common and, though not intentional, expected.Some say it is the “nature of our business” or “the world is not perfect.” Such defects are assumed to be harmless, but they wield tremendous power if allowed to multiply.




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Fix the Root Causes

The ultimate solution imposes the following rules:The ultimate solution imposes the following rules:(1) Documents must be validated prior to release.(2) Documents must be released prior to use.(3) Any detected deficiencies are corrected prior to reuse.(4) Results must conform to requirements in every case.

Many professionals are shocked at the idea of working to such rules. They say their organization would be shut down. Many of those same professionals rely on deviations and waivers to get through each day.

Organizations that fear such rules have something in common — theirchange process is excessively slow and cumbersome.

After several change process improvement cycles, their revised processcontinues to be a source of frustration for all parties.



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Enterprise Change Control

With an enterprise Configuration Control Board (CCB), baselines and all associated design and process‐related documents are upgraded with each approved change. Such "moving" baselines are always current, and any previous version can be retrieved at any time. Few deviations and waivers are needed.




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Adjudicating Changes

Approved ECPs that impact one or more of the same documents and that share the same effectivity are implemented as one ECP. Documents are fully upgraded and validated by designated users in every case. Documents must lead and physical items must fully conform. There are few deviations or waivers.

This way, Executives and Senior Managers make quick business decisions at the higher CCB, which result in most changes being implemented on a “fast‐track” basis by the ECP author at a lower CCB, with configuration status accounting (CSA) being reported along the way.



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Typical Program CCBConfiguration Control Board (CCB)…

Deputy PM Logistics

Contracts Business Operations

Data Manager

Quality Assurance

Configuration Manager

SE Director

Information Assurance

Systems Engineering ProcurementSoftware

Engineering

ProgramManager

Program C C BProgram C C BThursdays, 1:30pm ESTDial-In: 888-xxx-xxxx Access: 123456#

Chairperson• Veto Authority

CCB Members (or Designee) Responsibilities Include:Make Core‐Business Decisions for ECPsAuthorize Contractual, Cost and Schedule ImpactsAuthorize the Logistics and Filed Implementation:

PM Engineering and/or ISEAApplicable Testing / Test BenchesReliability, Maintainability, AvailabilityField Implementation by Maintainer or Integrator



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O&M Documentation


For O&M tasks to be performed properly, there must be provisions for clear, concise and valid documentation, especially related to training.

Why? Because docs normally used in production are not included when end‐items are delivered or deployed – User’s Manuals are provided instead. Such manuals are intended to provide basic information needed to perform O&M activity.

The negative reputation commonly associated with user and vendor manuals is widely known. It is a reputation that has been well‐earned. CM principles are capable of transforming the full spectrum of manuals and drawings into superb documents.

Operations & Maintenance…



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ILS – Bridging Information

Those who work in O&M environments are jacks‐of‐all‐trades. The range of work is extensive and some tasks are highly complex. The obvious preference is to have the right skills in the right place at the right time, all the time. This option is not economically feasible. A better option is to have the right skills in the right place at the right time most of the time and be able to respond appropriately at other times. Resources to support the latter option are allocated as shown below. Actual resources in each category are derived from past experience.


Integrated Logistics Support…



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CM #4:CM #4:Status Accounting



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Automated CM Tools

Distribution Statement: Unclassified Data

PLM software tools used for archiving, retrieving and reporting baseline data are universal now. Baseline reports include:

• Change Status• Event Milestones• CDRLs, Deliverables• Audit Reports

The capability of automated programs has become increasingly robust since the advent of commercial‐off‐the shelf web‐based tools.

CM administers Product Lifecycle Mgt (PLM) tools…



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CM #5:CM #5:Verification Audits



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Technical Review Events

The Segment / System Specification (SSS) is typically finalized following the Systems Requirements Review (SRR). The functional baseline (FBL) is established at the Systems Functional Review (SFR). The Allocated Baseline (ABL) is typically established at the Preliminary Design Review (PDR). The government may choose to take control of the ABL which would normally occur following a system Functional Configuration Audit (FCA) or the System Verification Review (SVR).

The Development Baseline (DBL) is initiated at the Critical Design Review (CDR), sometimes known as “Pilot Production.” The Acquirer certifies the Product Baseline (PB) following the Physical Configuration Audit (PCA), which verifies a Technical Data Package (TDP) and accompanies the transfer of Change Control Authority (CCA) to the Acquirer for all changes.

Typical Systems Engineering (SE) Model…



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CM Verifies Product Baselines

Product Baseline audits compare the “as‐designed” documents with the “as‐built”configuration to verify accurate information and compliant functional performances.

The Government typically takes possession of a system after a Physical Configuration Audit (PCA) is conducted. CM coordinates FCAs and PCAs for Product Baselines.



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Functional & Physical Audits

MILMIL--HDBKHDBK--61A Criteria:61A Criteria:



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Timothy R. Ferguson, CMIIPTimothy R. Ferguson, CMIIPSr. Configuration and Data ManagerSr. Configuration and Data Manager

ARTIS Professionals, LLCARTIS Professionals, LLC5877 Little Road5877 Little Road

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