Systems Engineering Guideline Development Overview 15 September 2005
Mar 27, 2015
Systems Engineering GuidelineDevelopment Overview
Systems Engineering GuidelineDevelopment Overview
15 September 2005
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The Environment
Acquisition streamlining of the 90’s The Good, the Bad, & the Ugly
Nature abhors a vacuum ISO-15288, IEEE-1220, EAI-632
Maj. Gen. Craig Cooning, the Air Force's Director of Space Acquisition at the Pentagon "We walked away from some of the things that served us very well.
When you did away with that, you did away with the common language that engineers spoke. So, what we are trying to do is to reinstate those processes that served us well--not to go overboard--but to do it selectively." (21 October 2004)
MIL-STD 499C in draft
Like DoD, NASA tossed out many processes & procedures in the 90’s, only to regret those actions.
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Background: NASA System Engineering Issues
Failure Review Boards have consistently pointed to lack of SE Space Shuttle Columbia Accident
“Organizational causes of this accident … cultural traits … detrimental to safety … allowed to develop including: …reliance on past success as a substitute for sound engineering practices …” -CAIB, Executive Summary
Mars Climate orbiter (MCO) “…., the root cause was not caught by the processes in place in the MCO
project …” -MCO Mission failure Investigation Board
Other Recent NASA Projects: CDR was too high level to adequately assess design…too little time to
perform an adequate assessment ….Although training was widely available, poor requirements are still
common “… likely cause for the failure of the parachute system was a faulty design
…switches … improperly installed on a circuit board” “ the mishap occurred mainly because of failures in NASA’s SE
process….This issue is recognized within the directorate.. and is known to be the cause of several recent failures”
Keep repeating the same SE problems.
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Response: Establish a Common Framework for Systems Engineering
Consistent approach at all levels
Advanced tools and methods to achieve greater efficiency,
and effectiveness
Experienced, well trained engineers in application of concepts, processes, tools, and methods
Continuous improvement
through assessment at the
personal and organizational
level
Knowledge& Skill of
Workforce
Concepts and Processes
Tools &Methods
Capab
ility
Capab
ility
Multi-Dimensional problem requires 3-D solution
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Response: Concepts & Processes
Develop a NASA Systems Engineering Guideline to: Provide consistency across agency Advance practice in agency
Take advantage of lesson’s learned from other organizations
Address findings and results from numerous studies and FRB’s/Mishaps
CAIB/Diaz NIAT
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Key Strategies in NASA SE Policy
Recognize differences in types of NASA projects.
Define a standard design review approach within a common life cycle definition.
Standard SE process that can be applied to any system regardless of scope & scale.
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Background: Approach
Develop Requirements for NASA Policy for Engineering of Systems Detailed research into the Failure Review Board Reports, NIAT, etc… Analyzed results of the Pre-Assessment study
Primary recommendation NPR required to solve major issues
Review SE at other organizations such as LMI, Boeing, RAYCO, N-G, NGA, DoD, SMC, NRO, USAF, USN, INCOSCE, NDIA….
Assess Systems Engineering best practices Evaluate Systems Engineering at NASA Integrate the best SE practices for NASA Modeled after 7120.5C, 8700 series and SW NPR
Process Conduct four workshops Hold Technical exchanges and conduct Reviews (internal and external)
Products NPR Document as well as others as required, …
Do it right up-front, the first time…instead of “heroes saving the day”Do it right up-front, the first time…instead of “heroes saving the day”
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NPD 7120.4
NPR 7120.5
NPR 71xx.x
CenterDirectives
Program/Project Management
Program and Project Management
Processes and Requirements
Systems EngineeringProcesses and Requirements
MPGs, MWIs
Agency SE Handbook, SP-6105Lessons LearnedBest Practices
NASA Body of Knowledge
For SE
PM/SE HandbookMSFC-HDBK-3173
SE HandbookMSFC-HDBK-1912
Verification HandbookMSFC-HDBK-2221
Center Guide(s)For SE
Agency Policy Hierarchy
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Workshop I
7 Feb OCE approval Workshop I, Feb 22-24: Senior group of
Government and Industry experts Captured valuable nuggets
DoD and Industry are developing robust SE processes Enforced and supported by leadership
NASA has many disconnected pockets Each center has their own way But, similarities and commonalities
NASA needs a top-down directed approach An Enterprise (OCE) Architecture Crucial for development of complex
systems Converging on a new enterprise process
framework and consistent processes across NASA represents significant culture change Change of this magnitude takes time and
persistence It is important that PM, software and systems
engineering be well integrated
WS I AttendeesWS I Attendees• OSD - Mark SchafferOSD - Mark Schaffer• USAF - Col. Mike HolbertUSAF - Col. Mike Holbert• NRO- Rob KlotzNRO- Rob Klotz• USAF SMC - Col. Rocky DewanUSAF SMC - Col. Rocky Dewan• NSSO- Capt. MarsdenNSSO- Capt. Marsden• USN - Zig RafalekUSN - Zig Rafalek• Raytheon/NDIA- Robert RossaRaytheon/NDIA- Robert Rossa• Lockheed- Paul RobatailleLockheed- Paul Robataille• Boeing- Dev BanerjeeBoeing- Dev Banerjee• Northrop-Grumman- James van GaasbeekNorthrop-Grumman- James van Gaasbeek• INCOSE- John SnoderlyINCOSE- John Snoderly• NASA HQ (OCE) - Rex GevedenNASA HQ (OCE) - Rex Geveden• NASA ESMD - Ellen StigbergNASA ESMD - Ellen Stigberg• NASA HQ (OSMA) - Wilson HarkinsNASA HQ (OSMA) - Wilson Harkins• NASA Stennis - Christine PowellNASA Stennis - Christine Powell• NASA HQ (SMD) - Stan Fishkind NASA HQ (SMD) - Stan Fishkind • NASA Goddard - Jim AndaryNASA Goddard - Jim Andary• NASA LaRC - Al MotleyNASA LaRC - Al Motley• NASA MSFC - Herb ShiversNASA MSFC - Herb Shivers• NASA JSC - Linda BromleyNASA JSC - Linda Bromley• NASA NESC- Peggy ChunNASA NESC- Peggy Chun• NASA APIO- Steve CavanaughNASA APIO- Steve Cavanaugh• USAH Col Mike HolbertUSAH Col Mike Holbert• Consultants- Jerry Lake/SMi, Jalal Mapar/SAICConsultants- Jerry Lake/SMi, Jalal Mapar/SAIC
WS I AttendeesWS I Attendees• OSD - Mark SchafferOSD - Mark Schaffer• USAF - Col. Mike HolbertUSAF - Col. Mike Holbert• NRO- Rob KlotzNRO- Rob Klotz• USAF SMC - Col. Rocky DewanUSAF SMC - Col. Rocky Dewan• NSSO- Capt. MarsdenNSSO- Capt. Marsden• USN - Zig RafalekUSN - Zig Rafalek• Raytheon/NDIA- Robert RossaRaytheon/NDIA- Robert Rossa• Lockheed- Paul RobatailleLockheed- Paul Robataille• Boeing- Dev BanerjeeBoeing- Dev Banerjee• Northrop-Grumman- James van GaasbeekNorthrop-Grumman- James van Gaasbeek• INCOSE- John SnoderlyINCOSE- John Snoderly• NASA HQ (OCE) - Rex GevedenNASA HQ (OCE) - Rex Geveden• NASA ESMD - Ellen StigbergNASA ESMD - Ellen Stigberg• NASA HQ (OSMA) - Wilson HarkinsNASA HQ (OSMA) - Wilson Harkins• NASA Stennis - Christine PowellNASA Stennis - Christine Powell• NASA HQ (SMD) - Stan Fishkind NASA HQ (SMD) - Stan Fishkind • NASA Goddard - Jim AndaryNASA Goddard - Jim Andary• NASA LaRC - Al MotleyNASA LaRC - Al Motley• NASA MSFC - Herb ShiversNASA MSFC - Herb Shivers• NASA JSC - Linda BromleyNASA JSC - Linda Bromley• NASA NESC- Peggy ChunNASA NESC- Peggy Chun• NASA APIO- Steve CavanaughNASA APIO- Steve Cavanaugh• USAH Col Mike HolbertUSAH Col Mike Holbert• Consultants- Jerry Lake/SMi, Jalal Mapar/SAICConsultants- Jerry Lake/SMi, Jalal Mapar/SAIC
A change in culture is required that promotes A change in culture is required that promotes and works towards using a systems and works towards using a systems approach by all disciplines -- not just approach by all disciplines -- not just
systems engineers!systems engineers!
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SE Guideline Development Summary
Preparation Briefings
SE NPRObjectives
Workshop 1: Baseline team, Define Objectives and draft annotated outline
Draft Outline
Workshop 2: Meat on the Bones
SE Process
Revised Outline
Elements for Rough Draft
75% Draft NPR
NODIS NODIS
=
Red Team/Red Team/Pre-NodissPre-Nodiss
Update Update 61056105
Update Update 61056105
Workshop 3 Partial Draft
Run Scenarios
Develop Process & Models
Updated Processes& Models
Workshop 4: Review draft
Other Products
Complete Sections, Interate Models
Updated Draft
Approved NPR
App.App.StdsStds
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ConceptStudies(P-PA)
Advanced TechnologyDevelopment (ATD)
Flight Systems and Ground Support Projects
US Public/Industry/Academia/Federal Agencies, etc.
ConceptDevel.
(A)
PrelimDesig
n.(B)
Disposal(F)
ConceptStudy
KPPEnhancements
Early Program/Project Funded BAR / ATD Studies
Institutional ProjectsPre-Formulation &
ProposalPreliminary Design / Analysis Build/Construct
/ FabricateOperations & Maintenance Disposal
FinalDesig
n.(C)
Fab/Assmb/
Test(D)
Operations
(E)
Sys &PortfolAnaly
TRLMat.
Basic and AppliedResearch (BAR)
Prep.Portf.
Mont.Perf.
Metrics
AprvProps
SelFnd
Continuous Review
Mgmt Approval
(BAR)
* Note: Timescales are not to scale, and not all interfaces are shown
CommResltsUpdt
Portf.
MonitorPerfrm.
NASA Investments & Life Cycles
A NASA project is not a NASA project.
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Flight & Ground Support System Life Cycle
Key Milestone Reviews Mission Concept Review Systems Requirements Review Systems Design Review Preliminary Design Review Critical Design Review Test Readiness Review Systems Acceptance Review Flight Readiness Review Operational Readiness Review Decommissioning Review
Formulation ImplementationPre AConcept Studies
A Concept Development
B PreliminaryDesign
C DetailDesign
D Fabrication,Assembly, Integration, & Test
E Operations & Sustainment
FDisposal
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Program
Project
Subsystem Subsystem
Component Component
Project
System of Interest
System of Interest
System of Interest
System of Interest & Hierarchy of Systems
The systems engineering process can be applied atany level of the systems hierarchy.
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System of Interest & Hierarchy of Systems
Transponder
Antenna A
Antenna B
Transponder
RF Switch
Filters
Diplexers
TransponderSystem of Interest
CommunicationsSystem of Interest
SatelliteSystem of Interest
Goal: develop a single systems engineering guideline that can be used to develop a transponder, a subsystem, or a satellite.
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The SE Process Engine
Design Processes applied to each product down and across product structure
Realization Processes applied to each product up and across product structure
Stakeholder Expectations Definition
Technical Requirements Definition
Technical Solution Definition
• Logical Decomposition• Physical Solution
Stakeholder Expectations Definition
Technical Requirements Definition
Technical Solution Definition
• Logical Decomposition• Physical Solution
Planning
Assessment
Control
DecisionAnalysis
Transition
Design Realization
Product Verification
Product Validation
Transition
Design Realization
Product Verification
Product Validation
Design ProcessesDesign Processes
Technical Management ProcessesTechnical Management Processes
Realization ProcessesRealization Processes
Design OutputDesign Output Realization InputRealization Input
Design Design InputInput
Realization Realization OutputOutput
FeedbackFeedbackIteration Iteration LoopsLoops
FeedbackFeedbackIteration Iteration LoopsLoops
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Stakeholder Expectations
Desired Product
Technical Solution Products & Technical Design Solution
Stakeholder Expectations Definition
Technical Requirements Definition
Technical Solution Definition
• Logical Decomposition• Physical Solution
Planning
Assessment
Control
DecisionAnalysis
Stakeholder Expectations Definition
Technical Requirements Definition
Technical Solution Definition
• Logical Decomposition• Physical Solution
Planning
Assessment
Control
DecisionAnalysis
Design
Planning
Assessment
Control
DecisionAnalysis
Transition
Design Realization
Product Verification
Product Validation
Planning
Assessment
Control
DecisionAnalysis
Transition
Design Realization
Product Verification
Product Validation
Product Transition
Design Realization
Product Verification
Product Validation
Realization
Layer N+1, 2, …i Products
Layer N ProductLayer N Product
Top DownSystem Design
Bottom UpProduct
Realization
System Structure
Layer N
SE “Engine” Applies Recursively