8. Processes1 Agenda for Processes q1. Organization q2. Processes q3. Methods q4. Environment q5....
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8. Processes 1 Agenda for Processes 1. Organization 2. Processes 3. Methods 4. Environment 5. Tools
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Transcript of 8. Processes1 Agenda for Processes q1. Organization q2. Processes q3. Methods q4. Environment q5....
8. Processes 1
Agenda for Processes
1. Organization 2. Processes 3. Methods 4. Environment 5. Tools
8. Processes 2
1. Organization
Types Three possibilities Integrated product teams (IPTs) Integrated process teams Organization guidelines
1. Organization
8. Processes 3
Types
Large number of organization types are possible More than one type may be present on a project
at one time
1. Organization
8. Processes 4
Types of Groupings
Project -- The grouping of people to accomplish the project
Company --The grouping of people by companies Administrative -- The grouping of people within a
company for personal development
1. Organization
8. Processes 5
Types of Project Organization
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. Organization
8. Processes 6
Example 1 -- Functional Project Organization
Management
BusinessI&TSystem Engineering
Development
1. Organization
8. Processes 7
Example 2 -- Product Project Organization
Level 1Product Team
Level 2Product Team 1
Level 2Product Team 2
Level 2Product Team 3
Level 3Product Team 2
Level 3Product Team 3
1. Organization
8. Processes 8
Example 3 -- Combination Organization
Management
BusinessProcessesLevel 1
Product Team
Level 2Product Team 1
Level 2Product Team 2
Level 2Product Team 3
Level 2Product Team 2
Level 2Product Team 3
1. Organization
8. Processes 9
IPTs
Have the capability to do a turn-key job in producing a product
Have 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
1. Organization
8. Processes 10
IPT Organization
ProductManagement
BusinessSystem Engineering
Mechanical Engineering
Electrical Engineering
Conf MgtReliability ManufacturingQuality
Computer Engineering
Work Teams
Resources
1. Organization
8. Processes 11
Integrated Process Teams
Ensures that the same processes are used across multiple integrated product teams
1. Organization
8. Processes 12
Process Teams and IPTs
Level 2Product Team 1
Level 2Product Team 2
Level 2Product Team 3
System Engineering
Mechanical Engineering
System Engineering
Mechanical Engineering
1. Organization
8. Processes 13
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
1. Organization
8. Processes 14
Process Teams 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
1. Organization
8. Processes 15
Process Team Type Illustration
One process team for all
Company 1
Company 2
Location 1Location 2
Process team per company
Process team per location
1. Organization
8. Processes 16
Advantages of Single Teams
Presents a uniform picture Allows functions such as CM to span whole project Simplifies communications among product teams
1. Organization
8. Processes 17
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
1. Organization
8. Processes 18
Process Teams Reporting Options
Management
Level 1 Product
Team
Process Teams
Management
Level 1 Product
Team
Process Teams
VsIndependent
Process TeamProcess Team Integrated
with Product
1. Organization
8. Processes 19
Organization Guidelines
Organize teams in the same way as the spec tree Assign 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 product Reduce coupling between IPTs
1. Organization
8. Processes 20
Organization Limitations
Organization may be chosen for economic, personnel, or other reasons.
Organization may not be optimum for execution Regardless of the organization, the product engineers
have RAA to make the product work
1. Organization
8. Processes 21
Size of IPTs
5-20 people Ensure stakeholders satisfaction
1. Organization
8. Processes 22
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
1. Organization
8. Processes 23
2. Processes
Definition Purpose of a process Types of processes Guidelines
2. Processes
8. Processes 24
Definition
Process - a particular method of doing something
2. Processes
8. Processes 25
Purpose of Process
Bring the customer onto the project team Include customer in the process Give confidence that we know what we’re doing
Cause harmony among stakeholders Improve the use of tools & training Promote reusability from project to project Improve the way we do things
2. Processes
8. Processes 26
Types of Processes
Development -- developing an item Agreement -- agreeing on an item Change -- changing an item Phase -- completing a phase Conduct -- conducting an activity
2. Processes
8. Processes 27
Development
Define stakeholders
Agree Capture Kick-offDevelop
Examples
Development of a process
Development of requirements
Development of a design
Development of an interface
Development of a change
stakeholdersitem
agreementdocument
start
2. Processes
8. Processes 28
Agreement
Agree among team 1
stakeholders
Agree among team 2
stakeholders
Agree between points of contacts
local agreements
Examples
Document reviews
Development of interfaces
Agreement among teams involves stakeholders working out details but then directing results through the point of contact for the team
team 1 consensus
team 2 consensus
agreement
2. Processes
8. Processes 29
Change
1. Open 2. Assign
3. Hold 4. Reject
5. Define stakeholders
7. Agree 8. Capture 9. Communicate 10. Close
6. Solve
Examples
Configuration
Action items and issues
Problems
identification assignment stakeholders solution
agreement documentation messages closure
hold rejection
2. Processes
8. Processes 30
Control
Observe current state
Observe desired
state
Generate correction
Predict future
desired state
stimulus
Examples
Cost and schedule
Risk
current
desired
correctionfuture
desired
Example stimuli: periodic, degree of change, scheduled events
2. Processes
8. Processes 31
Phase
Phase processes are outlined in discussion with the specific phase
Design Acquire products Build Test Sell-off
2. Processes
8. Processes 32
Conduct
Checklists Correspond more closely to methods than to
process Example -- meetings
Purpose Type (e.g. information, brain storming,
consensus building) Agenda Time keeper and agenda enforcement Documentation and propagation of decisions
2. Processes
8. Processes 33
Guidelines
Problem Barriers to process acceptance Methods for overcoming barriers Methods for embedding process Expense
2. Processes
8. Processes 34
Problem
Ignore
Active use
Process
On the shelf
2. Processes
8. Processes 35
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
2. Processes
8. Processes 36
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
2. Processes
8. Processes 37
Methods for Embedding Process
Incorporate process into the use of a tool Enforce process by committees Incorporate process steps into schedule
2. Processes
8. Processes 38
Problems
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
2. Processes
8. Processes 39
3. Methods
Definitions Examples Heuristics
3. Methods
8. Processes 40
Definitions
Methods are techniques for doing a process step
3. Methods
8. Processes 41
Examples
Requirements management TPMs Risk management Reviews
3. Methods
8. Processes 42
Heuristics
Definitions Examples
3. Methods
8. Processes 43
Heuristic Definition
Rules of thumb
3. Methods
8. Processes 44
Rule of Thumb Definition
A rule based on practical experience without reference to scientific principals
May have widespread validity, but may not always be true
3. Methods
8. Processes 45
Example 1 -- People
Good people are number one priority Better to have good people and bad process than
good process and bad people
3. Methods
8. Processes 46
Example 2 -- Planning
Plan the work and work the plan Develop requirements as if they were going to be
implemented by another company Don’t confuse requirements and design
3. Methods
8. Processes 47
Example 3 -- Hierarchy
Don’t confuse requirements and levels of Hierarchy RAA for a product should rest with only one IPT
3. Methods
8. Processes 48
Example 4 -- Order of Tasks
Parallel is good; serial is bad
3. Methods
8. Processes 49
Example 5 -- Partitioning
Maximize cohesion and minimize coupling
3. Methods
8. Processes 50
Example 6 -- Control
Push control to the lowest level
3. Methods
8. Processes 51
Example 7 -- Optimization
Work first; optimize last Simplify
3. Methods
8. Processes 52
4. Environment
Environment was discussed earlier in connection with management
4. Environment
8. Processes 53
5. Tools
Definition Intranet Requirements Design Build and test
5. Tools
8. Processes 54
Intranet
Familiarity Flexibility Input Navigation Output Quality
5. Tools
8. Processes 55
Familiarity
Familiar to engineers because the Intranet Many hardware and software solutions available A powerful & cost savings communications tool
5. Tools
8. Processes 56
Flexibility
Can be used on simple & complex networks Allows many tools including
CM Quality checking Mail Scheduling Data management
Allows grouping data the way program is organized
5. Tools
8. Processes 57
Intranet Inputs
Allows entering data in the format of the tool that generated the data
Avoids converting from tool format to data base format More spontaneously adaptation than data base
5. Tools
8. Processes 58
Data Base Inputs
People use reports from data bases rather having to learn the data base
Data base difficult to learn and slow in creating large reports
5. Tools
8. Processes 59
Navigation
Intuitive big picture needing minimum training Graphics and formatting Access from PCs, Sun workstations, and Macintoshes Same look from different platforms URLs point to information Hierarchical organization of page
5. Tools
8. Processes 60
Output
Document generation with HTML & hyperlinks Design documents as collection of files Independent authors Office tools support of HTML generation
5. Tools
8. Processes 61
Quality
RAA Organization Consistent themes Current links Garbage collection Search engines
5. Tools
8. Processes 62
RAA
Each page should have an RAA owner Quality checking is important regardless of the
tool used to maintain the library Poor quality irritates the users Poor quality leads to distrust of the information Quality checking should be frequent
5. Tools
8. Processes 63
Organization
Team Product Function Hybrid
5. Tools
8. Processes 64
Team
Separate home page for each team Each team places product and administrative
information on home page Works well if teams organized in same way as
products are organized A stable approach because teams assume
ownership
5. Tools
8. Processes 65
Product
Separate home page for each product Owner assigned for each product Especially useful if teams aren’t organized in
same way products are organized Easier to navigate for descriptions of product Takes more work to maintain than team
organization
5. Tools
8. Processes 66
Function
Useful for information that doesn’t align on product or team boundaries
Examples are common processes and procedures, reference documents, and phone numbers
5. Tools
8. Processes 67
Hybrid
A combination of all three methods plus others Intranet allows this flexibility
5. Tools
8. Processes 68
Consistent themes
Helpful to a have a librarian with RAA for themes Navigation improved by seeing similar
organization across teams and products Look and feel improved by consistent use of
color, fonts, symbology, and graphics A difficult concept to enforce
5. Tools
8. Processes 69
Current links (1 of 2)
URLs point to files Links can be broken by several means
File can be deleted Name of file can change Case of file name can change as a result of tool used
to update the file
5. Tools
8. Processes 70
Current links (2 of 2)
Desirable to give any file being pointed to a fixed name and then not change it.
Desirable that only one person have RAA for a file
Tools exist to automatically report broken links
5. Tools
8. Processes 71
Garbage collection
Keeping data current is often forgotten task Review based on the age of each file
5. Tools
8. Processes 72
Page Organization
Primary means of navigation
5. Tools
8. Processes 73
Search engines
Powerful but require a lot of memory
5. Tools
8. Processes 74
Requirements
See INCOSE tools discussed with requirements activity
5. Tools
8. Processes 75
Design
Can use many of the INCOSE tools Depends heavily on special analysis and drawing
tools
5. Tools
8. Processes 76
Build and Test
Depends heavily on special tools Tracking Scheduling Analysis
5. Tools
