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Agenda for Manage Activity. 1. Objectives 2. People 3. Cost and schedule 4. Risks and TPPs 5. Issues and action items 6. Life cycle plan 7. Facilities, tools, and capital 8. Library and communications 9. Configurations, changes, and problems 10. Legal 11. Homework. 1.Objectives. - PowerPoint PPT Presentation
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7. Manage 1
Agenda for Manage Activity
1. Objectives 2. People 3. Cost and schedule 4. Risks and TPPs 5. Issues and action items 6. Life cycle plan 7. Facilities, tools, and capital 8. Library and communications 9. Configurations, changes, and problems 10. Legal 11. Homework
7. Manage 2
1.Objectives
Manage activity Product-based activities Products used to control Completion criteria
1. Objectives
7. Manage 3
Manage Activity
The manage activity establishes the development environment and controls development of the product
1. Objectives
7. Manage 4
Manage Tasks
Control cost & schedule
schedule budget
Generate life cycle plan
life cycle plan
Control risk risks, TPPs
Providestaff
Provideenvironment
Control change
configurationschangesproblems
Resolve issues & actions
issuesactions
facilitiestools
capitalcommunications
library
people
1. Objectives
7. Manage 5
Completion Criteria
Complete when the product is sold to the customer
1. Objectives
7. Manage 6
Pseudo-Completion Criteria
None
1. Objectives
7. Manage 7
2. People
Good people are the most important asset for successful product development
2. People
7. Manage 8
Example -- Key People (1 of 2)
Technologist -- knows the principles of what is to be designed
Designer -- knows how product can be build Builder -- makes the product work Customer interface -- interacts with customer
2. People
7. Manage 9
Example -- Key People (2 of 2)
Tester -- tests the product Contract and administrative -- handles technical
contract and money issues Environmental expert -- knows requirements imposed
by environment Specialty expert -- knows reliability and maintainability Supportability expert - knows supportability
2. People
7. Manage 10
3. Cost and Schedule
Work breakdown structure (WBS) Events Tasks and level of effort (LOE) Resources Schedules Cost/schedule control system
3. Cost and schedule
7. Manage 11
Cost and Schedule Control
Events
Work breakdown structure
Tasks & LOE
ScheduleCost &
schedule control
Resources
Contract -- price -- scheduleSOWCDRLs
3. Cost and schedule
7. Manage 12
Work Breakdown Structure (WBS)
A product-oriented family tree composed of hardware, software, services, and data that completely defines a product
Usually applied at the top level (project level) Defines the products to be produced and relates
work to be accomplished to the end product
3. Cost and schedule
7. Manage 13
WBS Government Approach
MIL-STD-881A defines approach to WBS Customer
Uses WBS to compare proposals against guidelines to determine if proposals are reasonable
Sometimes specifies the WBS Requires cost and schedule to be managed
with respect to the WBS
3. Cost and schedule
7. Manage 14
WBS Types
Contract WBS (CWBS) -- Complete WBS applicable to a particular contract or procurement action
Project WBS -- Contains all WBS elements related to the development or production of an item; formed by combining all CWBSs in a program
3. Cost and schedule
7. Manage 15
WBS Example
Aircraft system
Air vehicle
System ILS
System test
System I&T
Program management
Aircraft Avionics Mgt SE
This example is typical of a MIL-ST-881A WBS, but it does not align well with hierarchy of products
3. Cost and schedule
7. Manage 16
Events
Events are important occurrences Examples include
Start of program Reviews Build completions Test completions Sell off
3. Cost and schedule
7. Manage 17
Event Characterization
Characterized by a set of entry and exit criteria Examples of entry criteria include
Specification and interfaces complete Design complete
Examples of exit criteria include Agreement that design is adequate Consensus that testing is adequate
3. Cost and schedule
7. Manage 18
Tasks and Level of Effort (LOE)
A task -- a piece of work. Cost and schedule control systems prefer the use of tasks as opposed to level of effort
Level of effort (LOE) -- work that is performed assuming one person produces a fixed amount of work
3. Cost and schedule
7. Manage 19
Resources
Work and material assigned to a task The amount of work assigned is determined
using cost estimating techniques similar to those used to make the original proposal for the work
3. Cost and schedule
7. Manage 20
Estimating Cost
Process of assigning resources to each task and each level of effort activity
3. Cost and schedule
7. Manage 21
Techniques for Estimating Cost
Actual experience by the contractor Rules of thumb such as $xx per line of code Standard cost estimating guidelines like the Air
Force guideline LS-24 for predicting cost of documentation
3. Cost and schedule
7. Manage 22
Schedule
Gantt Chart PERT IMS/SEMS IMP/SEDS
3. Cost and schedule
7. Manage 23
Gantt Chart
A simple schedule that shows events Vs time May show interconnectivity of events
Buy material
Dig holes
String wire
Install gate
1 2 3 4
Day3. Cost and schedule
7. Manage 24
PERT (1 of 2)
A task based schedule with interconnectivity shown
Usually computerized to allow easy adjustment of events and durations.
Tools that support PERT include Primavera Microsoft Project
3. Cost and schedule
7. Manage 25
PERT (2 of 2)
Allows computing metrics such as critical path and amount of slack (float)
Stands for program evaluation and review technique
3. Cost and schedule
7. Manage 26
PERT Events
Can be added to PERT to fix points in time Examples are
Start date End date Fixed milestones
3. Cost and schedule
7. Manage 27
PERT Tasks
Represent blocks of labor Normally have a duration Are linked to a predecessor task or an event May be involved in multiple links
3. Cost and schedule
7. Manage 28
PERT Linkages
Event Event
Event Event
Event
Event
Event
Event
Start-to-finish
Finish-to-start
Start-to-start
Finish-to-finish
3. Cost and schedule
7. Manage 29
PERT Definitions (1 of 2)
Total slack -- Amount of time by which a task can be delayed without delaying project completion
Free slack -- Amount of time by which a task can be delayed without delaying another task
Float -- Same as free slack
3. Cost and schedule
7. Manage 30
PERT Definitions (2 of 2)
Critical path -- The path, or sequence, of tasks that must be completed to finish project on time
Constraint -- A limitation placed on the start or finish of a task
Dependency relationship -- The relationship between a dependent task and its predecessor
Resource allocation -- Assignment of quantifiable amount of work to a task
3. Cost and schedule
7. Manage 31
PERT Task Constraints (1 of 2)
As soon as possible -- unconstrained As late as possible -- delay without holding up project Start no later than -- start on or before designated date Must start on -- start on designated date
3. Cost and schedule
7. Manage 32
PERT Task Constraints (2 of 2)
Start no earlier than -- start on or after designated date
Finish no later than -- finish on or before designated date
Must finish on -- finish on designated date Finish no later than -- finish on or after
designated date
3. Cost and schedule
7. Manage 33
IMP/SEMS (1 of 2)
Integrated master plan (IMS) -- US Air Force System engineering master schedule (SEMS) -- US
Navy A list of major events with entry and exit criteria
3. Cost and schedule
7. Manage 34
IMP/SEMS (2 of 2)
Maps events, accomplishments, and entry and exit criteria to teams, SOW, work breakdown structure (WBS), and contract line items
IMP and SEMS are major tools for obtaining early agreement with customer about what constitutes successful completion of an event
A key element of customer oversight
3. Cost and schedule
7. Manage 35
IMP/SEMS Example
Activity Event Team SOW WBS CDRL
Number Accomplishment
Entry criteria
F Preliminary design review 3.4.2 1.8.1.2
F01 Requirements established Dsgn
F0101 Spec written Dsgn 3.4.4 1.8.1.2 B021
F0102 I/Fs written Dsgn 3.4.4 1.8.1.2 B022
3. Cost and schedule
7. Manage 36
IMP/SEMS Guidelines (1 of 4)
Agree on technical and management approach before starting
Take advantage of similarity. For example, many products will have exactly the same events, accomplishments, and criteria.
3. Cost and schedule
7. Manage 37
IMP/SEMS Guidelines (2 of 4)
Be wise in choosing events accomplishments, and criteria
Choose meaningful criteria that contractor can control success of
Choose measurable and achievable criteria Limit the number of criteria to essentials
3. Cost and schedule
7. Manage 38
IMP/SEMS Guidelines (3 of 4)
Use IMP/SEMS to optimize the program. For example, some but not all products may have
multiple build or prototypes Choose a standard numbering system that
encompasses activities, accomplishments, entry criteria, and exit criteria
3. Cost and schedule
7. Manage 39
IMP/SEMS Guidelines (4 of 4)
Automate to ensure quality of IMP/SEMS Use company standards if available; seek
experienced help
3. Cost and schedule
7. Manage 40
IMS/SEDS
Integrated master schedule (IMS) -- US Air Force System engineering detailed schedule (SEDS) --
US Navy A PERT built around IMS/SEMS events Includes resources Shows optimized schedule with no negative slack
3. Cost and schedule
7. Manage 41
Cost and Schedule Control System
Requirements Performance measurements
3. Cost and schedule
7. Manage 42
Requirements
DFAR clause 52.234-7001 Required description of C/SCS Requires customer review Requires access to all related records
3. Cost and schedule
7. Manage 43
Performance Measurements (1 of 3)
Scheduled work -- budget representing the way work is scheduled. Also called budgeted cost of work scheduled (BCWS)
Performed work -- the value of the work actually completed. Also called budgeted cost of work performed (BCWP)
Actual cost of work -- The cost of doing the work completed. Also called actual cost of work performed (ACWP)
3. Cost and schedule
7. Manage 44
Performance Measurements (2 of 3)
Budget at complete (BAC) -- total planned work Estimate at complete (EAC) -- actual cost to date
plus estimate of work to be performed
3. Cost and schedule
7. Manage 45
Performance Measurements (3 of 3)
Schedule performance index (SPI) BCWPcum/BCWScum >1 ahead of schedule <1 behind schedule
Cost performance index (CPI) -- BCWPcum/ACWPcum >1 ahead of schedule (over run) <1 behind schedule (under run)
3. Cost and schedule
7. Manage 46
Example 1 -- Scheduled Work
Day 1 Day 2 Day 3 Day 4
Planned work Buy mat'l
Dig holes
String wire
Install gate
Scheduled work BCWP $300 $200 $300 $200BCWScum $300 $500 $800 $1,000Sched @ complete BAC $1,000 $1,000 $1,000 $1,000
3. Cost and schedule
7. Manage 47
Example 2 -- Work Performed (1 of 2)
Day 1 Day 2 Day 3 Day 4Actual work Buy
mat'l Dig
holes & string
1/3 wire
String 2/3 wire & install gate
Done
Scheduled work BCWS $300 $200 $300 $200BCWScum BCWScum $300 $500 $800 $1,000Performed work BCWP $300 $300 $400 $0BCWPcum BCWPcum $300 $600 $1,000 $1,000Schedule variance SV $0 $100 $100 ($200)SVcum SVcum $0 $100 $200 $0Sched perf index SPIcum 1.00 1.20 1.25 1.00
3. Cost and schedule
7. Manage 48
Example 2 -- Work Performed (2 of 2)
Performed
Scheduled
SVcum
3. Cost and schedule
7. Manage 49
Example 3 -- Actual Cost of Work (1 of 2)
Day 1 Day 2 Day 3 Day 4Performed work BCWP $300 $300 $400 $0BCWPcum BCWPcum $300 $600 $1,000 $1,000Actual cost of work ACWP $300 $250 $350 $0ACWPcum ACWPcum $300 $550 $900 $900
Cost variance CV $0 $50 $50 $0CVcum CVcum $0 $50 $100 $100Cost perf index CPI 1.00 1.09 1.11 1.11Est at complete EAC $1,000 $950 $900 $900
3. Cost and schedule
7. Manage 50
0
200
400
600
800
1000
0 1 2 3 4
Example 3 -- Actual Cost of Work (2 of 2)
Work performed
Actual cost
CVcum
3. Cost and schedule
7. Manage 51
C/SCS Work Packages
Define increments of work Should align with natural boundaries About 3 months long
3. Cost and schedule
7. Manage 52
C/SCS Milestones
Events that indicate work being accomplished; e.g. complete document, build board
Should be no more than a month apart
3. Cost and schedule
7. Manage 53
C/SCS Techniques
Milestones -- work claimed by achieving milestone
Level of effort (LOE) work claimed based on interval of time
3. Cost and schedule
7. Manage 54
4. Risks and TPPs
Definitions Significant areas of risk Elements of risk management
4. Risk and TPPs
7. Manage 55
Definitions
Risk -- Things that could go wrong and cause us a lot of trouble
Risk management -- A means of comforting ourselves about these risks so that we can sleep at night
4. Risk and TPPs
7. Manage 56
References (1 of 2)
DoD 4245.7-M Transition to Production -- Provides a mechanism for identifying risks in
transition to production. Covers risks in design, test, production,
facilities, logistics, and management
4. Risk and TPPs
7. Manage 57
References (2 of 2)
NAVSO P-6071 Best Practices -- How to Avoid Surprises in the World’s Most Complicated Technical Process -- The Transition from Development to Production --
A Navy complement to DoD 4245.7-M. Gives traps in each area Shows best and current practices, benefits,
escapes, alarms, and consequences
4. Risk and TPPs
7. Manage 58
Significant Areas of Risk (1 of 2)
Performance at the limits of the state of the art Manufacture by a subcontractor Manufacture in house Software coding
4. Risk and TPPs
7. Manage 59
Significant Areas of Risk (2 of 2)
Software throughput and memory Weight, power, and cooling Cost Reliability Quality
4. Risk and TPPs
7. Manage 60
Elements of Risk Management
Identifying risks Monitoring risks Controlling risks
4. Risk and TPPs
7. Manage 61
Identifying Risks
Often risks are defined by a committee to smooth variations among the ways that different people look at risks
Risks are identified for each product A risk may be carried to higher products if the
risk is significant at the higher level
4. Risk and TPPs
7. Manage 62
Number of Risks
The number of risks tracked for any product is often limited to 10-20 so that dealing with them is practical
Identification may be based on prior experience, use of templates from documents such as
DoD 4245.7-M Transition to Production, Risk Management: Concepts and Guidance by
the Defense Systems Management College
4. Risk and TPPs
7. Manage 63
Monitoring Risks
Watch list Risk summary TPPs
4. Risk and TPPs
7. Manage 64
Watch List
The list of risks Identification of the type of risk
Technical Cost Schedule
Level of risk as low, moderate, or high Monitoring method for each risk Control methods to mitigate each risk Criteria for triggering each control method
4. Risk and TPPs
7. Manage 65
Risk Summary
High
Significant
Moderate
Slight
Low
Low Moderate HighSlight Significant
Probability of occurrence
Impact of occurrence
Tech Cost Schedule
4. Risk and TPPs
7. Manage 66
TPPs (1 of 2)
A collection of technical performance measurements (TPPs) that are monitored to ensure product success
Each TPP is maintained on a separate graph Each TPP graph shows acceptable and
unacceptable ranges for the parameter Each TPP graph shows requirement and goal for
parameter
4. Risk and TPPs
7. Manage 67
TPPs (2 of 2)
Each TPP shows a plot of parameter value Vs time over the product development life
Not all risks can be monitored by TPPs Example -- ability of a subcontractor to produce a
new hardware assembly
4. Risk and TPPs
7. Manage 68
Example 1-- Possible TPPs (1 of 2)
Performance Weight Power Cooling MTBF
4. Risk and TPPs
7. Manage 69
Example 1-- Possible TPPs (2 of 2)
Unit production cost Life cycle cost Computer throughput Computer memory Staffing Build and test schedule
4. Risk and TPPs
7. Manage 70
Example 2 -- Computer Throughput
50
100
Throughput
SRR PDR CDR Delivery
History
Acceptable
Unacceptable
Requirement
4. Risk and TPPs
7. Manage 71
Controlling Risks
Methods Avoidance Prevention Assumption Transfer Knowledge
Goal -- each risk should be low by critical design review
4. Risk and TPPs
7. Manage 72
Avoidance
Avoid the risk by choosing the product concepts conservatively
Not all risks can be avoided Avoiding a risk in one area may transfer it to
another
4. Risk and TPPs
7. Manage 73
Prevention
Develop alternative lower risk solutions Example -- develop two mother boards for an
electronic unit to allow use of a second design if the first doesn’t work
Any alternative must be achievable within the time needed for the product development
4. Risk and TPPs
7. Manage 74
Assumption
Acknowledge that the risk exists but be willing to accept the consequences if something goes wrong
Example -- using a lower product in product build and test before the lower product has been tested
4. Risk and TPPs
7. Manage 75
Transfer
Transfer risk from customer to contractor by warranties, performance incentives, cost incentives, and fixed price contracts
Contractor bears consequences of failure
4. Risk and TPPs
7. Manage 76
Knowledge
Simulation and prototyping to understand the risk and find ways to offset it
Early development or test to uncover problems in time to deal with them
4. Risk and TPPs
7. Manage 77
5. Issues and Action Items
Issue A major question to be resolved Important in keeping on top of concerns that
don’t fall clearly within anyone’s RAA Action item
Question that needs to be answered or a task that needs to be done
Often a result of a meeting
5. Issues and action items
7. Manage 78
Issue and Action Item Process
1. Open 2. Assign
3. Hold 4. Reject
5. Define stakeholders
7. Agree 8. Capture 9. Communicate 10. Close
Note: It is important to get buy-in of the process from all stakeholders
6. Solve
5. Issues and action items
7. Manage 79
6. Life cycle plan
Life cycle Product life cycle Develop phase Post develop phase
Definition of a plan Typical plans Making plans useful
6. Life cycle planning
7. Manage 80
Product Life Cycle
Phases
Time
Pre-develop
Post-develop
Develop
6. Life cycle planning
7. Manage 81
Develop Phase
Sub phases
Time
Understand customer
Design
Acquire products
Build
Verify
Sell off
6. Life cycle planning
7. Manage 82
Post-Develop PhaseSub-phases
Time
Train
Produce
Upgrade
Maintain
Operate
Dispose
Field test and validate
Support
6. Life cycle planning
7. Manage 83
Definition of a Plan
A plan is a statement of what we’re going to do Design is a plan, but designs are not treated as
plans here
6. Life cycle planning
7. Manage 84
Thoughts on Planning
“Plans are nothing, planning is everything.” -- General Dwight D. Eisenhower
“Planning is nothing, executing the plan is everything.” -- editorial
“Plan what we do and do what we plan” -- unknown
6. Life cycle planning
7. Manage 85
Timeline
build verify
field test and validate
train
operate
maintain
support
produce
upgrade
dispose
Timeline uncovers design and support issues
6. Life cycle planning
7. Manage 86
Example Plans (1 of 10)
Manage activity People: staffing plan Budget and schedule: cost/schedule control
plan Risks and TPPs: risk management plan Facilities: facilities plan
6. Life cycle planning
7. Manage 87
Example Plans (2 of 10)
Tools: tools plan Capital: capital plan Communications and library: information
control plan, documentation plan, drafting plan Configurations, changes, and problems:
configuration management plan Development: product development plan
6. Life cycle planning
7. Manage 88
Example Plans (3 of 10)
Understand customer activity Legal: contracts plan, warranty plan Requirements: requirements management plan
6. Life cycle planning
7. Manage 89
Example Plans (4 of 10)
Design activity Design: design guides Cost: DTC/LCC plan Safety: safety plan, hazardous material plan EMC: EMC plan Reliability: reliability plan Quality: software quality plan, hardware
quality plan Human engineering: human engineering plan Producibility: producibility plan
6. Life cycle planning
7. Manage 90
Example Plans (5 of 10)
Acquire products activity Acquisition: subcontracting plan, material
plan, parts control plan Build activity
Build: Build plan
6. Life cycle planning
7. Manage 91
Example Plans (6 of 10)
Test activity Test: test plan
Sell-off activity Sell-off: contract close-out plan
6. Life cycle planning
7. Manage 92
Example Plans (7 of 10)
Field test and evaluate activity Validation: test evaluation master plan
Training activity Training: training plan
6. Life cycle planning
7. Manage 93
Example Plans (8 of 10)
Operate activity Operation: mission profile
Maintain activity Maintenance: maintainability plan
6. Life cycle planning
7. Manage 94
Example Plans (9 of 10)
Support activity Logistics: logistics support analysis plan,
integrated support plan Produce activity
Production: transition to production plan
6. Life cycle planning
7. Manage 95
Example Plans (10 of 10)
Upgrade activity Upgrade: planned product performance
improvement (P3I) Dispose activity
Dispose: disposal plan
6. Life cycle planning
7. Manage 96
Plan Elements
A plan answers the following questions What are we going to do How are we going to do it? When are we going to do it? How will we know we are done? Who has RAA? Who are the stakeholders -- especially the
users What resources do we need and who needs to
help us?
6. Life cycle planning
7. Manage 97
Making Plans Useful (1 of 2)
Obtain agreement from stakeholders -- especially users -- that they will use the plan
Sometimes, the customer will specify the content and format of the plan
Embed the plan into schedules, processes, and tools. Ideally, the plan can then be retired.
6. Life cycle planning
7. Manage 98
Making Plans Useful (2 of 2)
Use plans to define what each activity is to do Eliminate duplication among plans Avoid putting frequently changing information
such as schedules, organizations, requirements, and design descriptions into plans
6. Life cycle planning
7. Manage 99
System Engineering Management Plan
The System Engineering Management Plan (SEMP) is the top-level technical management document for integrating engineering activities
Typically contains Technical program planning and control System engineering process Engineering specialty integration
6. Life cycle planning
7. Manage 100
Context for the SEMP
In the context used here, it duplicates the plans already listed
Often, the SEMP is part of the contract, it is developed without inputs from a majority of stakeholders, and is not widely used because of these two factors
6. Life cycle planning
7. Manage 101
7. Facilities, Tools, and Capital
Facilities -- space, utilities, furniture Tools -- computers, software, build and test tools Capital -- equipment falling under special
provisions. Also government furnished equipment
7. Facilities, tools, and capital
7. Manage 102
8. Library and Communications
Library Communications
8. Library and communications
7. Manage 103
Library
Definition Example -- contents of a library Techniques
8. Library and communications
7. Manage 104
Definition
The collection of information shared by the project personnel
8. Library and communications
7. Manage 105
Example -- Contents of a Library (1 of 4)
Manage Staffing Budget and schedule Risks and TPPs Issues and action items Plans Configurations, changes, and problems Communications Processes
8. Library and communications
7. Manage 106
Example --Contents of a Library (2 of 4)
Understand Customer SOW, spec, interfaces, reviews
Design Concept and design Lower SOWs, specs and interfaces Studies Reviews
8. Library and communications
7. Manage 107
Example --Contents of a Library (3 of 4)
Acquire Products Lower test specs and results Lower budgets and schedules Lower risks and TPPs Lower issues and actions Lower plans and reviews Lower SOW deliverables and sell-off agreement
8. Library and communications
7. Manage 108
Example --Contents of a Library (4 of 4)
Build Build plan and steps Build steps
Verification Test plan, spec, procedures Verification results Reviews
Sell Off Agreement and SOW deliverables Audits
8. Library and communications
7. Manage 109
Techniques
Paper
Files within a
file manager
Data base
Files within an intranet
Understandable 10 9 7 8Electronic no yes yes yesEasy to enter data 7 10 7 10Easy to view data 10 9 3 10Easy to keep current 3 10 7 9Easy to correct 3 10 7 10Easy to navigate 6 8 3 10Easy to capture design 5 10 3 10Acceptability 10 9 5 8
Library needs to be easy to get information into and out of. Several method exist. Intranet is becoming popular
Method
7. Manage 110
Communications
Definition Paper E-mail Video
8. Library and communications
7. Manage 111
Definition
Information exchanged among people
8. Library and communications
7. Manage 112
Paper
Allows low cost Limits communications to being slower Requires more space to store
8. Library and communications
7. Manage 113
E- Mail Benefits
Promotes rapid communications Allows replies and forwarding Allows electronic capture of communications Allows electronic scheduling and status of
facilities such as conference rooms
8. Library and communications
7. Manage 114
E- Mail Requirements
Requires common set of tools for attachments Requires discipline in address lists to ensure
only proper people receive messages Requires discipline to avoid having an e-mail
battle
8. Library and communications
7. Manage 115
Video
Cuts travel expenses Requires high capacity transmission lines Requires discipline in meetings (use of mute,
camera, and split-screen) Requires scheduling to handle ad hoc meetings
8. Library and communications
7. Manage 116
9. Configurations, Changes, & Problems
Configurations Changes Problems
9. Configurations, changes, and problems
7. Manage 117
Configurations
Purpose Baselines Strategies
9. Configurations, changes, and problems
7. Manage 118
Purpose
Configurations allow us to identify and control what we have specified, designed, acquired, built, tested, and sold
Without controlled configurations, working together on an evolving product can become confusing
9. Configurations, changes, and problems
7. Manage 119
Strategies
Establish configuration management at the top-level product
Establish configuration management at each product
9. Configurations, changes, and problems
7. Manage 120
Configured Baselines
Configuration baselines plus approved changes from those baselines constitute the current configured baseline.
9. Configurations, changes, and problems
7. Manage 121
Types of Baselines
Functional -- Normally placed under control at DEM/VAL
Allocated --Normally established at PDR -- no later than CDR
Performance -- Established after PCA. There is a product baseline for each configuration item
9. Configurations, changes, and problems
7. Manage 122
Changes
Purpose Change process
9. Configurations, changes, and problems
7. Manage 123
Purpose
Changes occur throughout the development of a product
Configuration management documents each configuration, controls changes, and records the changes
9. Configurations, changes, and problems
7. Manage 124
Change Process
1. Open 2. Assign
3. Hold 4. Reject
5. Define stakeholders
7. Agree 8. Capture 9. Communicate 10. Close
The configuration management change process can have the same structure as other changes processes -- such as the
process for handling action items and issues
6. Solve
9. Configurations, changes, and problems
7. Manage 125
Problems
Purpose Problem notification Problem notification process
9. Configurations, changes, and problems
7. Manage 126
Purpose
Problems occur throughout product development A problem notification system captures each
problem and manages the problem to solution
9. Configurations, changes, and problems
7. Manage 127
Problem Notification
Priorities -- assigning each problem a priority separates problems that must be fixed quickly from problems that needed to be monitored or just noted
No penalty for problems -- people should be encouraged to get problems identified for solution and the project shouldn’t be penalized for identifying problems
Number of problems as a metric -- Using the number of problems as a metric is valuable but can appear to be a penalty for identifying problems
9. Configurations, changes, and problems
7. Manage 128
Problem Notification Process
1. Open 2. Assign
3. Hold 4. Reject
5. Define stakeholders
7. Agree 8. Capture 9. Communicate 10. Close
Another example of a change process using the same steps
6. Solve
9. Configurations, changes, and problems
7. Manage 129
10. Legal
Legal exists to handle contractual and other issues and is often done with cooperation of a contracts person or lawyer
10. Legal
7. Manage 130
11. Homework (1 of 3)
1. For the bathroom installation tasks on the following page
a. Label each task as one or more of the seven PBD activities and label as either task or LOE
b. Draw a Gantt chart showing the tasks c. Show the PERT connectivity among the tasks d. List at least one entry and exit criterion for each
inspection Note: assume each task is done by one person and
assume that no task partial completes before waiting for a following task
11. Homework
7. Manage 131
Homework (2 of 3)
Task Man hoursSupervise installation 5Design bathroom 4Buy foundation plumbing materials 1Buy finishing plumbing materials 1Buy framing materials 1Buy cabinets 1Buy finishing material 1Buy electrical material 1Install foundation plumbing 8Install finishing plumbing 4Install electrical 2Install cabinets 4Install framing 4Finish bathroom 8Complete foundation plumbing inspection 1Complete finishing plumbing inspection 1Complete electrical inspection 1Complete framing inspection 1Complete final inspection 1
7. Manage 132
Homework (3 of 3)
2. Determine BCWP, BCWS, ACWP, CV, EAC, CPI, SV, and SPI at the end of each day for the following problem.
Planned duration of task -- 4 days Actual duration is five days Planned spending rate per day -- $1000 Actual spending rate per day -- $700, $800,
$1000, $1250, $1000 Percentage of total job completed per day --
15%, 20%, 20%, 25%, 20%
11. Homework