1 Agenda for processes r1. Organizations r2. Integrated product teams (IPTs) r3. Integrated process teams r4. Processes r5. Process work products.

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Agenda for processes

1. Organizations2. Integrated product teams (IPTs)3. Integrated process teams 4. Processes5. Process work products

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1. Organizations

NumberTypes of groupingsTypes of project organizationsDetermining organizationAdapting to organization

1. Organizations

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Number

Large number of organization types are possibleMore than one type may be present on a project

at one time

1. Organizations

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Types of groupings (1 of 3)

Project -- The grouping of people to accomplish the project

Company --The grouping of people by companiesAdministrative -- The grouping of people within a

company for personal development

1. Organizations

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Project organization advantages• Less project cost control because people come

and stay• Greater probability of success because of better

focus and ownership• More flexibility in assigning defining tasks

1. Organizations

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Functional organization advantages• Better project cost control because people

can come an go• Less probability of success because of

better focus and ownership• Tasks tend to be better defined• Can support people talents better

1. Organizations

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Types of project organizations (1 of 4)

Functional -- The grouping of people is along functional lines

Product -- The grouping of people is by product and process

Combination -- The grouping of people is a combination of functional and product

1. Organizations

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management

businessI&T development

1. Organizations

Example of functional project organizationExample of functional project organization

system engineering

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level 1product team

level 2product team 1





1. Organizations

Example of product project organizationExample of product project organization

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Types of project organizations (4 of 4)management

businessprocesseslevel 1

product team






Example of combined project organizationExample of combined project organization

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Determining organization

Determined by forces that are often above product engineering• Customer• Teaming• Contract• Reuse• Personalities

1. Organizations

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Adapting to organization

Organization may be less than optimumBetter to work within non-optimum

organization than to create a virtual organization that isn’t acknowledged by management

Work with management objects and ensure a person or group is assigned RAA for each

1. Organizations

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2. Integrated product teams (IPTs)

DefinitionIPT organizationOrganization guidelinesOrganization limitationsSize of IPTsCommunication among IPTs

2. Integrated product teams

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Definition

Team responsible for productHave the capability to do a turn-key job in

producing a productHave work teams and resources

• Work teams are dedicated teams devoted to the product

• Resources are people who may provide services to several IPTs

• Organization is usually functional


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IPT organization

productmanagement

businesselectrical engineering

system engineering

mechanical engineering

configurationmanagement

reliability manufacturingquality

computer engineering

work teams

resources


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Organization guidelines

Organize teams in the same way as the spec treeAssign RAA for any one product to a single IPT OK for an IPT to have RAA for multiple products Don’t give multiple IPTs RAA for a single productReduce coupling between IPTs


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Organization limitations

Organization may be chosen for economic, personnel, or other reasons.

Organization may not be optimum for executionRegardless of the organization, the product engineers

have RAA to make the product work


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Size of IPTs

5-20 peopleEnsure stakeholders satisfaction


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Communications among IPTs

IPTs need to agree upon information communicated between products• Description, schedule, and RAA for items to be

sent between IPTs• Communication between engineers on common

issues


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3. Integrated process teams

DefinitionProcess teams and IPTsProcess team domainProcess team typesProcess team reporting optionsSources of confusion


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Definition

Team dedicated to ensure work is done in a correct manner

Ensures that the same processes are used across multiple integrated product teams


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Process teams and IPTs




system engineering

mechanical engineering

electrical engineering

software engineering


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Process team domain

May span the whole project including all IPTs and their work teams

Alternately, may be more than one set of process teams


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Process team types (1 of 4)

Types• Company -- All IPTs at one company have different

processes than the IPTs at another company• Location-- All IPTs at one location have different

process teams than at another location• Project -- Each IPT defines its own processes, and

there is no independent set of process teams


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one process team for all

company 1

company 2

location 1location 2

process team per company

process team per location

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Advantages of single teams• Presents a uniform picture• Allows functions such as CM to span whole

project• Simplifies communications among product

teams


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Advantages of multiple teams• Allows teams to use tools such as

computers that they have been trained on• Allows teams to use techniques learned on

previous projects• Promotes improvement of quality by seeing

the same process applied over multiple projects


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Process team reporting options

management

level 1 product team

process teams

management

level 1 product team

process teams

Vsindependent process team

process team integrated with product


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Sources of confusion

Confusion can emerge in areas such as• I&T• System engineering• Configuration management• Sharing work -- what hat am I wearing?


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4. Processes

DefinitionPurpose of a processTypes of processes Problems

4. Processes

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Definition

Process - a particular method of doing something

4. Processes

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Purpose of Process

Bring the customer onto the project team

• Include customer in the process

• Give confidence that we know what we’re doingCause harmony among stakeholdersImprove the use of tools & trainingPromote reusability from project to projectImprove the way we do things

4. Processes

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Types of processes (1 of 8)

Basic processDevelopment -- developing an itemAgreement -- agreeing on an itemChange -- changing an itemControl -- controlling statePhase -- completing a phaseConduct -- conducting an activity

4. Processes

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control

understand design acquire do verify sell off

Basic process: All processes can be model as donein product development

Basic process: All processes can be model as donein product development

4. Processes

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define stakeholders

kick-offdevelop

stakeholdersitem

agreementdocument

start

Development process: Development involves definingstakeholders developing an item, agreement on and capture of the development, and then agreement to start using what was developed. The development process might be used to create a process, develop

requirements, create a design, or make a change

Development process: Development involves definingstakeholders developing an item, agreement on and capture of the development, and then agreement to start using what was developed. The development process might be used to create a process, develop

requirements, create a design, or make a change

4. Processes

agree capture

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agree among team 1

stakeholders

agree among team 2

stakeholders

agree between points ofcontacts

local agreements

Agreement process: Agreement among teams involves stakeholders working out details but then directing results through the point of contact for the team.

This process is used in tasks such as document reviews, and development of interface

Agreement process: Agreement among teams involves stakeholders working out details but then directing results through the point of contact for the team.

This process is used in tasks such as document reviews, and development of interface

team 1 consensus

team 2 consensus

agreement

4. Processes

define stakeholders

&points ofcontact

stakeholders &points of contact

stakeholders &points of contact

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1. open 2. assign

3. hold 4. reject

5. define stakeholders

7. agree 8. capture 9. communicate 10. close

6. solve

identification assignment stakeholders solution

agreement documentation messages closure

hold reject

Change sub-process: This sub-process is used to modify an agreement. It might be used to update the

configuration or to process action items

Change sub-process: This sub-process is used to modify an agreement. It might be used to update the

configuration or to process action items4. Processes

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observe current

state

observe desired

state

generate correction

predict future

desired state

stimulus

current

desired

correctionfuture

desired

Example stimuli: periodic, degree of change, scheduled events

Control sub-process: This process is used to force the current state to the desired state. It might be used

to control cost, schedule, and risk

Control sub-process: This process is used to force the current state to the desired state. It might be used

to control cost, schedule, and risk4. Processes

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Phase processes are outlined in discussion with the specific phase• Design• Acquire products• Build• Test• Sell-off

Phase processes: These processes are specific to the corresponding PBDA activities

Phase processes: These processes are specific to the corresponding PBDA activities

4. Processes

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Checklists Corresponds more to methods than to processExample -- meetings

• Purpose • Type (e.g. information, brain storming, consensus

building)• Agenda• Time keeper and agenda enforcement• Documentation and propagation of decisions

Conduct sub-processes: These are often checklistsConduct sub-processes: These are often checklists4. Processes

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Problems (1 of 5)

active use

ignoreprocess

on the shelf

4. Processes

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Problems (2 of 5)

Barriers to process acceptance• Management doesn’t support a process• People don’t know that a process has been started• Process doesn’t match what people do • Process steps cost more than the value they bring• Process doesn’t have measurable steps• There’s no incentive to execute the process

4. Processes

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Problems (3 of 5)

Methods for overcoming barriers• Obtain and publish management acceptance• Include stakeholders in development of process• Make each step clear, measurable, and useful• Assign RAA for each step• Hold kick-off meeting to start using the process• Embed process in daily activities

4. Processes

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Problems (4 of 5)

Methods for embedding process• Incorporate process into the use of a tool • Enforce process by committees • Incorporate process steps into schedule

4. Processes

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Problems (5 of 5)

Expense• Process may become expensive

• Cost is easier to assess than benefit• Benefit may be less than cost

• Examples• Are there too many process steps• Are the processes used or useful• Are minutes to meetings worth the effort put

into them

4. Processes

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5. Process work products

ProcessMinutesMetricsImprovements


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Process

Processes are discussed in this modulesDirectives give enterprise directionsPlans give design and schedule for procedureProcedure provide repeatable steps


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Minutes

ISO-9000 requirementProvide historyProvide indirect objective evidence


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Metrics

Define completionMay point to improvements


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Improvements

Making products better and less expensiveCaptured in enterprise process assets library


1 Agenda for processes r1. Organizations r2. Integrated product teams (IPTs) r3. Integrated process teams r4. Processes r5. Process work products.

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