Critical Elements for Deploying Simulation Lifecycle ... Troy MI... · Critical Elements for...
Transcript of Critical Elements for Deploying Simulation Lifecycle ... Troy MI... · Critical Elements for...
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle ManagementShawn Freeman - Dassault Systèmes SIMULIA
September 2007
© Dassault Systèmes, 2007
Simulation Lifecycle Management (SLM)
SLM Means:
1. An integral part of a broad PLM strategy
• Bridge the gap in PLM for managing iterative simulation data
• Expose simulation IP outside of the product release structure
2. Leveraging Simulation IP:
• Capturing simulation know-how and related decisions
• Extracting and re-using the built-in value of simulation activity
3. Bringing Order to Simulation:
• Management of Data, Methods, Processes, and Tools
• Collaborative environment throughout the extended enterprise
4. An Open Platform to Manage and Deploy Applications:
• Workflow chaining and job submission
• Open connector architecture for 3rd party integration
© Dassault Systèmes, 2007
SLM Maturity
Data anywhereData anywhereSimulation Data
Management
Simulation Data
Management
Simulation Process
Management
Simulation Process
ManagementDecision SupportDecision Support
FilesFiles
ManagedData in Context
ManagedData in Context
ManagedProcesses
ManagedProcesses
Managed Performance
Attributes
Managed Performance
Attributes
+
+
+
Unmanaged files Traceability Automation Design to target
Program & non program data
Formal & ad-hoc
Simulation driven performance attributes
Islands of unconnected data
Simulation Lifecycle Management (SLM)
System Dashboard
Targetk � ��
Targetl �� �
Targetm � � �
SimulationProduct
MarketingRequirements
PerformanceAttributes
Target
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Why SIMULIA for SLM?
A Leading Global Provider of Realistic
Simulation Technology
The Leading Global Provider of Enterprise
PLM
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SLM Deployment Requirements and
Considerations
1. Select a mature SLM use case (don’t invent and validate simultaneously).
2. Set appropriate (attainable and realistic) goals.
3. Define “success” and how to measure it.
4. Allocate time (effort and staff) up front and separate from normal duties.
5. Select a vendor with PLM and Simulation capabilities.
6. Stage development/deployment into “bite size” chunks.
7. Engage in a “Phase 0” requirements definition effort.
8. Include stakeholders from all relevant organizations (e.g. IT, engineering, design).
9. Utilize Project Management tools and techniques throughout.
© Dassault Systèmes, 2007
What is Project Management?
Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
� Excerpt from PMBOK (2000 Edition): Project Management Institute (pmi.org)
Project Management is the proactive resolution and mitigation of conflicts that result from people being intelligent, motivated, and individualistic.
� My definition, based on past experience ;-)
© Dassault Systèmes, 2007
Typical SLM Project Phases
Identify Need
Gather Requirements
Plan
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Each phase requires sign-off before the next can begin…
© Dassault Systèmes, 2007
Key Elements
• High level definition of the scope (what you want to accomplish).
• Approximate timeframe to complete high-level milestones.
• ROI and/or other benefit estimates.
• Identify the internal stakeholders (design, engineering, IT, business).
• Identify the executive sponsor.
• Identify the internal project manager.
Create a Project Charter document to capture and communicate this information to the organization. Include in this document:
• Reasons for undertaking the project
• Objectives and constraints of the project
• Directions concerning the solution
• Identities of the main stakeholders
• Assign the authority to undertake this project to the internal PM
Identify Need
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Requirements gathering can be viewed as a small
project in its own right!
Gather Requirements
Plan
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Gather Requirements
Requirements tell us what we would like the solution to do.
Example requirements for an SLM solution:•Version controlled documents•Collaboratively share information anywhere in the world•Integrate with 3rd party simulation applications•Support corporate retention policy for simulation items•Provide impact traceability between simulation items•Simplify finding the right data quickly
Requirements are the desired characteristics of the solution being developed. Requirements are NOT application specific.
© Dassault Systèmes, 2007
Key Elements
• Utilize a “Phase 0” effort with the vendor to capture requirements for the SLM pilot.
• As a customer, focus on explaining your use cases.
• Describe what you do, and how you do it (tools, processes, environment).
• Identify any pain points or other opportunities for improvement.
• Define metrics to be used in measuring project success.
• Develop an adoption plan - gain buy-in from stakeholders, and consider training, user support, and management support.
• Have the vendor lead the Software (Solution) Requirements Specification (SRS) generation (make it a Phase 0 deliverable).
• Have the vendor map the use cases to the documented requirements.
• Iterate as needed – sign-off when complete.
• Vendor will generate a proposal for the SLM engagement.
Gather Requirements
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Gather Requirements
What the customer wanted.
How the Customer explained it.
Take away:•An SRS, as a Phase 0 deliverable, should be application neutral.•Vendor’s proposal should include a Statement of Work (SOW) describing the “to be” system (iterate on this as needed).•Create and publish adoption plan for SLM.
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Every project should have a kick-off
meeting!
Gather Requirements
Plan
© Dassault Systèmes, 2007
Initiate the project with a kick-off meeting
The kick-off meeting sets the stage for the entire project engagement
and eventual success:
• Introduce the team and their roles.
• Reiterate the objectives of this project.
• Reiterate the project scope.
• Define/agree to document templates.
• Or a timetable to do so.
• Draft a communications plan.
• How to communicate (e-mail, face2face, WebEx, …)
• When to communicate (regular meetings, specific events, …)
• Printed publications (sign-offs, press releases, minutes, …)
• Establish action items to bridge work effort to the project plan.
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Gather Requirements
Plan
© Dassault Systèmes, 2007
• At the start of this phase, a signed-off baseline plan must be completed.
• The plan should be jointly owned by the vendor and the customer.
• Tasks in the plan include both the vendor tasks and deliverables as well as those owned by the customer.
• Create a risk management plan.
• Document the change control process.
Plan (and track)
This phase of the project management process, focuses on defining
clear, discrete activities and the work needed to complete each activity within a project. Planning is an ongoing effort throughout the life of a project.
© Dassault Systèmes, 2007
• Converts the SOW into discrete tasks and assigns responsibility for each.
• Provides a detailed scheduled of when tasks and milestones are expected to be accomplished.
• Provides a means to track the progress of the SLM project.
• Example tasks (and ownership):
• Deliver sample data to team (customer)
• Validate sample data (vendor)
• Establish source management (vendor)
• Documentation review (customer)
• Test plan creation (vendor)
• Test plan review / exercise (customer)
• Provide server hardware/software requirements to IT (vendor)
• Acquire test server and install in datacenter (customer)
• Acquire RDBMS and install on test server (customer)
Plan (and track)
Why is the plan such a critical element for SLM deployment?
Forces the team to think through the tasks and their inter-dependencies.
© Dassault Systèmes, 2007
Change management:
• All proposed changes should include:
• Cost
• Impact to schedule
• Impact to functionality (will something else be dropped?)
• Changes must be agreed to and approved by the stakeholders.
• Even the changes that don’t cost
• Changes that are deferred should be tracked as Request For Enhancement (RFE) for a future project.
Change happens:
• Change itself is not a problem. Uncontrolled change is!
• Scope/feature creep.
• Use change management to document and record such changes when they occur.
Plan (and track)
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Risk management:
• Identify risks
• Score them by likelihood of occurrence.
• Score them by cost (estimate if exact cost is not known).
• Rank and categorize them.
• Deal with them, or have a plan to deal with them
• Eliminate – remove risk proactively (duplicate data).
• Mitigate – lessen extent of damage or likelihood of occurrence (backup data).
• Tolerate – also know as “accept” (we will lose data, but the probability of such an event is small).
• Transfer – assign the risk to another entity (hire Iron Mountain to safe guard data).
Plan (and track)
© Dassault Systèmes, 2007
Take away:
• Project Plan (sign off)
• Change control process (and change order templates)
• Risk Management Plan
• Issue tracking (system)
Plan (and track)
How the Project Leader understood it.
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Gather Requirements
Plan
© Dassault Systèmes, 2007
• The Design is what will ultimately be implemented as code and delivered to the customer.
• The Design may not capture all of the solution requirements.
• Document where it deviates.
• Document why it deviates.
• At this time, the customer should provide sample data and tools that will be given consideration during the design process and used for testing later.
Design
Design a system that will satisfy the given requirements to the
extent possible.
Take this opportunity to mock up potential solutions and iterate between the vendor and customer.
Some suggestions may require change management, others may need to be deferred to a future project (log both into the issue tracking system).
© Dassault Systèmes, 2007
Take away:
• Functional Design Document (user facing – sign off)
• Detailed Design Document (developer facing)
• Draft Acceptance Test Plan (based on SOW use cases)
• Draft Documentation
Design
How the Analyst designed it.
Are we there yet!??When do we actually start to implement the SLM solution?
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Gather Requirements
Plan
20%
40%
40%
© Dassault Systèmes, 2007
This is why…
When candy giant Hershey Foods former CEO and Chairman Kenneth L. Wolfe told Wall Street analysts during a conference call in September 1999 that the company was having problems with its new order-taking
and distribution computer system, a $112 million combination of software from ERP maker SAP, CRM provider Siebel and supply chain software from Manugistics, he didn’t offer any details. He did say,
however, that the problems were going to keep Hershey from delivering $100 million worth of Kisses and Jolly Ranchers for Halloween that year.
Here’s what former CEO Wolfe (he retired in 2001) should have said in 1999: Enterprise software is hard. It takes a long time. It’s hard to get people to change the ways they work so that the system will function correctly. But they eventually adapt. And you will have problems in your business at first because enterprise software isn’t just software. It requires changing the way you do business.
���� Excerpts from www.CIO.com article (2002): Supply Chain: Hershey's Bittersweet Lesson
© Dassault Systèmes, 2007
Elements of the Construct phase:
• Setup and configure test environment (if not already done)
• At the vendor and the customer site
• Codify the design
• Customization
• Configuration (roles, lifecycle, security, application integrations).
• Utilize Source Code Management (SCM)
• Track progress against the plan
• Regular reviews
• Vendor – code level
• Customer and Vendor – functionality
• Unit test
Construct
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Take away:
• Regular progress demonstrations
• Iterative code review
• Change control documents
• Enhancement requests
• Alpha system
• Acceptance Test Plan & Documentation updated
Construct
How the Programmer wrote it.
How the project was documented.
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Gather Requirements
Plan
© Dassault Systèmes, 2007
Test
System/component testing ongoing through Construct phase and
demonstrated at regular status reviews (e.g. over WebEx if needed).
Alpha
• “Code complete” and ready for early validation.
• First “official” deployment to customer test server.
• Buggy � Log and track issues using the issue tracking system.
Beta N
• Mid-stage Beta suitable for training and documentation finalization.
• Late-stage Beta suitable for Acceptance Testing to determine production readiness.
© Dassault Systèmes, 2007
Test
Take away:
• Open issues log
• Enhancement requests
• Deployment ready system
• Acceptance Test Plan (updated signed off)
• Documentation (updated and signed off)
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Maintain
Internal
Phase 0
Implement
M&S
Gather Requirements
Plan
© Dassault Systèmes, 2007
Deploy to production:
• Move/install system to production environment.
• Re-validate.
• Review project history:
• Lessons learned
• Open issues
• Enhancement requests
• Sign-off on closure.
• Maintenance proposal, if not already covered in original proposal
• Possible RFP and Proposal for next phase…
Deploy & Close
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Deploy & Close
Take away:
• Open issues (errata)
• Enhancement requests
• Production (pilot) ready system
• Project Closure (sign-off)
• Execute Adoption PlanWhat Operations installed.
© Dassault Systèmes, 2007
Project Phases
Identify Need
Design
Construct
Test
Deploy
Internal
Phase 0
Implement
M&S Maintain
Gather Requirements
Plan
© Dassault Systèmes, 2007
Maintain
M & S:
• Ongoing maintenance to fix errors (deviations from the original design intent).
• Support for migration and upgrades (of the system, 3rd party apps, OS).
• Try to avoid adding new functionality under maintenance agreement.
• Better to establish separate projects for feature additions.
• Establish a parallel validation environment for testing of patches before production deployment.
• Have a data/system migration plan.
• Have a backup plan and schedule.
How it was supported.
© Dassault Systèmes, 2007
Thank you!
Special thanks to:
Dan Turk – Honda R&D N.A.
John Kerins – Kimberly-Clark
Lou Long – Actano
Mike Patterson – General Dynamics Land Systems
Fred Merceron, Bruce Hart, and Mike Ricci of Dassault Systèmes SIMULIA
© Dassault Systèmes, 2007
Simple tools can help – Earned Value Management:
Images taken from Wikipedia.org
Plan (and track)
© Dassault Systèmes, 2007
Simple tools can help - Poor Man’s Hierarchy:
1
0
3
2
4
Score
0
1
1
1
Replication
4th1000Replication
5th000Federation
2nd110Docs
3rd100API
1st111Doc
Mgmt
RankFederationDocsAPIDoc
Mgmt
Gather Requirements
© Dassault Systèmes, 2007
Tools (software) to help
There is a large and varied collection of project management tools available to help you along.
Commercial tools often include training, support, and easier setup/install. Many offer free trial periods so that you can determine if the tool is right for you.
Free/Open Source Software tools sometimes offer training and support. They are usually harder to install, but are “free” to use and modify.
© Dassault Systèmes, 2007
Tools (Commercial)
ENOVIA MatrixOne Program Central and Specification Central
http://www.matrixone.com/matrixonesolutions/programcentral.html
IBM’s Rational suite
http://www-306.ibm.com/software/rational
Microsoft Project and Project Server
http://office.microsoft.com/en-us/project
Actano RPlan (project planning, resource management, project control, time recording and reporting)
http://www.actano.com
© Dassault Systèmes, 2007
Tools (FOSS)
Requirements/Test planning/Use cases
• OSRTM (http://www.osrmt.com)
Source Code Management (SCM)
• SubVersion (http://subversion.tigris.com)
• Git (http://git.or.cz)
Issues (defects and enhancements)
• Double Choco Latte (http://dcl.sourceforge.net)
• Bugzilla (http://www.bugzilla.org)
Project Planning
• Open Workbench (http://www.openworkbench.org)
All-in-one
• dotProject (http://www.dotproject.net)
• Tutos (http://www.tutos.org)
Check here for more:http://en.wikipedia.orghttp://sourceforge.net
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Establish SMART goals for the pilot
• S = Specific
• M = Measurable
• A = Attainable
• R = Realistic
• T = Timely
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Be specific
• What do wish to accomplish from this effort?
• For example:
• Evaluate candidate vendor’s knowledge of PLM within a Simulation context.
• Plan for a production ready deployment for the product X development team.
• Validate that the product feature set and roadmap is in alignment with specific business and technical requirements.
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Be specific
• Why is this important to the organization?
• For example:
• Need to move from design to final product 6 months quicker.
• Government/legal/other rules and regulations requirements must be met (EAR/ITAR, FMVSS, NCAP, RoHS).
• Lack of cohesion in product development process causing significant added cost of $5/part.
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Be specific
• How are these goals to be accomplished?
• For example:
• Stream-line data transfer to remove 5 days from cycle time.
• Implement access and retention policy to ensure that the right people have access to the right data.
• Improve communication through instant messaging technology.
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Be specific
• Avoid generalizations where possible.
• Reduce cost vs. Reduce part cost by $5.
• Get to market quicker vs. Trim 6 months off of development.
• Improve quality vs. Maintain >99.95 uptime per 24 hour window.
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Select measurable goals
• Lose weight by the holidays vs. Lose 5 pounds by the New Year.
• Set intermediate goals to collect “wins” and build confidence.
• Lose 2 pounds by July 4th.
• Track them over time
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Goals must be attainable and realistic.
• Achieve CAFE of 55 mpg by 2009.
• Attainable (sell only golf carts).
• Realistic?
• Achieve CAFE of 33 mpg by 2009.
• Realistic (hybrid technology, other).
• Attainable (probably not by 2009).
© Dassault Systèmes, 2007
Critical Elements for Deploying
Simulation Lifecycle Management
• Timely
• Establish a time frame (schedule) with intermediate milestones.
• Must be attainable and realistic, but should also satisfy business requirements.
• Consider reducing scope or increasing the schedule where needed.
• Track success against schedule.
• Be honest with slippage and communicate appropriately.