Chapter 2: Overview of Essentials ISE 443 / ETM 543 Fall 2013.

Chapter 2: Overview of Essentials

ISE 443 / ETM 543

Fall 2013

First, let’s look at the essentials of PM

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Upon receipt of the RFP (request for proposal) or internal statement of project requirements, planning begins …

1. Needs, goals, objectives, and requirements

2. Task statements, a statement of work (SOW), and a work breakdown structure (WBS)

3. The technical approach to the project

4. A project schedule

5. Organization, staffing, and a task responsibility matrix (TRM)

6. The project budget

7. Risk analysis

The seven project plan elements provide the input to the organizing function ...

Work activities1. The tasks, SOW, and WBS

2. The technical approach

3. The schedule

4. The task responsibility matrix (TRM) Staff activities

1. The project organization, and

2. The project staffing

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TABLE 1.1

The organizing function is normally followed by the directing function ...

1. Team building

2. Clarifying assignments for various team members

3. Articulating project and team procedures

4. Executing both periodic and special team meetings

5. Carrying out situation analyses, as a team

6. Problem solving when the inevitable problems occur

7. Implementing corrective actions

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FIGURE 1.2

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This is followed by the steady-state monitoring function ...

1. MBWA (management by walking around)

2. Formal and periodic schedule, cost, and performance reviews (some of which are attended by upper management and the customer)

3. Risk assessment

4. Problem detection

Note the feedback loop when problems are encountered ... This feedback, and the previous functions, are carried out in

the context of and support by a corporate environment:1. The supervisor (boss) of the project manager

2. The support departments (e.g., finance/accounting, contracts, and human resources)

3. The matrixed functional managers (if resources are to be obtained in a matrix situation)

4. Facilities to be provided by the corporate entity, ranging from office space to computers to special test equipment

5. Project management/management information system (MIS) tools and systems

6. Training that might (or might not) be provided in both technical and management disciplines

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The essentials of SE follow from PM ...

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As with PM, the process starts with the customer Statements of needs, goals, objectives, and requirements

feed the development of the project plan elements of mission engineering requirements analysis and allocation

Functional analysis and allocation forms the basis for the design/synthesis of the system architecture

Definition of a preferred system architecture Iteration between the synthesis and analysis elements implicit high-level trade-offs

Validation of the architecture life-cycle costing risk analysis

Much of SE is supported by other system considerations, including:

1. Technical performance measurement (TPM)

2. Evaluation criteria

3. Integrated logistics support (ILS)

4. Reliability-maintainability-availability (RMA)

5. Preplanned product improvement (P3I)

6. Schedules

7. Integration

8. Test and evaluation

9. Configuration management

10. Specialty engineering (e.g., safety or security)

11. Quality assurance

12. Training

13. Interface control and compatibility, and others

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FIGURE 1.4

The architecture design allows for a more complete definition of the system in the form of a specification

A written specification is necessary before beginning the process of subsystem design the detailed selection of components embodied in

hardware, software, and human parts of the system alternatives are analyzed, and traded off, in order to

select the best mix of components that will cost-effectively carry out the prescribed system functions

parallels the iterative analysis and design/synthesis activities that are an integral part of architectural design

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(pg. 16)

When the subsystem design has been completed, the team is ready tobegin the formal building of the system... Each “build” must be tested to assure that it meets the

requirements and specifications. Combinations of builds are tested as an upward process

of integration occurs. Progressive integration of components, configuration

items (CIs), and builds all require testing in order to verify the performance of the system. Many cycles of this “integration and test” will be carried out as the

system is constructed. As the top levels of the system are constructed, formal

top-level “test and evaluation” procedures are employed.

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Both PM and SE are part of what is more generally known as the “systems acquisition” process

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Both the specifics of the SA process and the applicable standards are determined by the customer Commonalities in the SA process include the role of the acquisition

agent 1. Restatement of needs/goals/objectives (of that phase)

2. Reiteration of requirements

3. Preparation of tasks statements, statements of work (SOWs), and work breakdown structures (WBSs)

4. Key schedule milestones

5. Budget limitations and constraints

6. Project reviews

and the requirement for formal review1. The system requirements review(s) (SRR)

2. The system design review (SDR)

3. The preliminary design review (PDR)

4. The critical design review (CDR)

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HOMEWORK:1. Review the attached description of a project to

incorporate technology in a new hospital. Identify specific examples from this project for each of the boxes in the PM process (note: you will have to make some assumptions.)

2. Question 2.8 from your textbook. (Note: your answer should be typed on a word processor and printed out.)

NOTE: we will begin this in groups in class if we have time, but the final product must be an individual effort.

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