Culture transition to CMM-I ntegrated : The gold is at the end of the rainbow. Bryan Pflug The Boeing Company

Transcription

1 Culture transition to CMM-I ntegrated : The gold is at the end of the rainbow Bryan Pflug The Boeing Company

2 Boeing Core Competencies & Values

3 diversity: Integrated Defense Systems Homeland Security and Services Missile Defense Systems Naval Systems Space & Intel Sys Air Force Systems NASA Systems Aerospace Support Army Systems Launch and Satellite Systems

4 Fairfield (120) Geographic sites (> 100 employees) Kent (2900) Fallon (250) Ogden (180) Aurora/Colorado Springs/ Pueblo (730) Wichita (2600) St. Charles/St Louis (11,100) Excludes SSG and Phantom Works Heath (670) VAFB (200) Palmdale/ Edwards (1000) Canoga Park/ West Hills/ Santa Susanna (3100) El Segundo/Torrance/ Sylmar (8400) Long Beach/Carson (7600) Seal Beach (1700) Mesa (3800) Albuquerque (260) Huntington Beach (4300) El Paso (530) Bay St Louis (235) Houston (2100) Anaheim (3100) Altus (150) Oklahoma City/ Kingsville (500) Midwest City (700) Dallas/Richardson (280) Maui (160) San Antonio (1900) Meridian (300) Ft Walton Beach (300) Wash DC Area (1700) Huntsville/ Decatur (3100) Jacksonville (134) KSC (2300) Philadelphia (4300) Charleston (150) Macon (800) Business Units Army Systems Naval Systems Air Force Systems NASA Systems Missile Defense Homeland Sec & Svcs Space & Intel Sys Launch & Satellite Sys Aerospace Support

5 What is integration? to form, coordinate, or blend into a functioning or unified whole (Source: Merriam-Websters Collegiate Dictionary)

6 Examples of interfaces to be integrated Enterprise Integrated Processes Enterprise Business Integration Processes Integrated Creation and Support Processes Program Management Processes Business and Line Strategic Processes Design and verify Network-centric Architecture Development Processes Systems and Platform Engineering Processes Engineering Management Processes Structures & Mechanical Processes Electronic Hardware Processes Software Engineering Process Design and verify software item Software Engineering Management Processes Develop Software Component Integrate and test software item Life-cycle management processes Integrate and Validate Tooling Processes Manufacturing Processes Delivery Processes Services & Support Processes Enterprise Infrastructure Support Processes

7 What does the CMMI say about integration? Organizational Process Subpractice 6 of SP 1.1-1: "Ensure that there is appropriate integration among the processes that are included in the organization's set of standard processes. Subpractice 3 addresses identification of process elements and their interfaces "among the process elements" and "with external processes. Organizational Process Focus the SG1 elaboration for IPPD says "Integrated processes that emphasize parallel rather than serial development are a cornerstone of IPPD Implementation.

8 Uses of process information Identify rules of conduct for the enterprise Facilitate understanding and communications of business and technical approaches Support program and process management Support process improvement Provision for automated guidance in performing, assuring, or assessing a process Provision for automated execution support Provide a basis for demonstrating compliance with, or benchmarking against, external frameworks

9 Opportunities for unintended variation Across discrete business element boundaries Across planning & execution In establishing & tracking schedules Across processes, methods, and tools Across product teams Across design disciplines Across stakeholders Such variation can significantly increase cost, introduce delay, and reduce a group s ability to learn and apply knowledge

10 Integrating business elements Each separate organization has it own priorities and plans This is good except where plans overlap or conflict Site 1 Site 2 Site 3 Site n Bus Devel Info Tech Lean Quality Finance Engineering Operations Prog Mgmt Site 5 Site 1 PM Finance People Site n Site 2 Eng Quality Ops other Site 4 Site 3 Lean Info Tech Bus Devel

11 Integrating planning RFP Received Functional Mgmt Plans Automated Go Plan Proposal Submitted Contract Award Draft IMP/IMS Summary WBS, SOW, Tech Rqmts, CDRL Rqmts, T&Cs, etc. Provided Define/ Extend WBS and Identify Team Structure Define Program Baseline Start Final PEP Preparation Automated PEP Develop Responsibility Assignment Matrix (RAM) Establish Program/Metrics Develop Program Schedules Identify Schedule/Cost/ Technical Risks Tailor/Document Program Processes Process Capability Database Functional Program Commitment Planning s (PPR) Team Charters Developed and Approved Team Charters Developed and Approved Final PEP Complete and Approved Process Asset Library: PEP/TEP IMP/IMS Go-Plan Functional Mgmt Plan Dedicated Process SMEs Training Program Implementation (PIR) Update PEP as as Required Develop TEPs Automated TEP

12 Integrating schedules Define Mission Requirements Concept Concept Development Preliminary Detailed Build to Package Technical and business decision-making must be integrated

13 Integrating processes and tools Data Exchange Preliminary Process Architecture Tool Architecture Data Architecture Mission Analysis Detailed Development Process Define Mission Requirements First Article Concept ion Concept Development Ops/Support Data Access Electronic Workflow Virtual Environment Architectural Principles Dimensional Management Interoperability / Plug & Play Electronic Delivery to the Floor Single Source of Data Simplified Drawings Engineering Design Tied to Line Flows Solid Model Master Authority Build-To-Package Portability Mono-Detail (Part Number Control) Single Bill of Material Critical Feature Inspection Maximize Visualization in Work Instructions Concurrent Release

14 Mission Analysis MCR Define Mission Requirements Integrating Teams Concept Concept Development Preliminary Detail ACR SRR SDR PDR CDR Program Life Cycle First Article FRR /PRR Produc -tion ORR Ops Support DR 1 SYSTEM RA FA SYN IFC STD SA F&A SI VVT PRD/DPLY O&S 2 SEGMENT or PRODUCT RA FA SYN IFC STD SA F&A SI VVT Integrated Teams 3 SUBSYSTEM or CHUNK PRODUCT DEVELOPMENT SCRIPTS RA PRODUCT DEVELOPMENT Requirements Established SCRIPTS FA RA Concepts Requirements Traded Established and Selected SYN FA Configuration Concepts Traded Developed and Selected IFC SYN Configuration Configuration Interfaces Developed Controlled STD IFC Configuration Configuration Testing Interfaces Defined Controlled SA STD Lifecycle Configuration Analyzed Testing Defined F&A SA Fabricated Lifecycle Analyzed & Assembled SI F&A Integrated Fabricated & Assembled VVT SI Verified,Validated Integrated &Tested PRD/DPLY VVT Verified,Validated Produced & Deployed &Tested SPT PRD/DPLY Operated Produced & Supported & Deployed SPT Operated & Supported Risk Reduction Activities (if required) RA FA SYN IFC STD SA F&A SI VVT 4 ELEMENT or ASSEMBLY RA FA SYN IFC STD SA F&A SI VVT 5 COMPONENT RA FA SYN STD SA F&ASI VVT Iterative Development Process PROJECT MANAGEMENT SCRIPTS PLN PROJECT Project MANAGEMENT Planning & Organization SCRIPTS PMC PLN Project Project Monitoring Planning and & Organization Control DSC PMC Disciplines Project Monitoring Integrated and Control SM DSC Supplier Disciplines Management Integrated RM SM Risk Supplier Management Management CM RM Configuration Risk Management Management QM CM Quality Configuration Management Management QM Quality Management PROGRAM EVENTS / MILESTONES MCR PROGRAM Mission EVENTS Concept / MILESTONES ACR MCR Alternative Mission Concept Concept SRR ACR System Alternative Requirements Concept SDR SRR System System Design Requirements PDR SDR Preliminary System Design Design CDR PDR Critical Preliminary Design Design FRR CDR Flight Critical Readiness Design PRR FRR ion Flight Readiness Readiness ORR PRR Operational ion Readiness Readiness DR ORR Decommissioning Operational Readiness DR Decommissioning

15 Integrating Design Disciplines PROCESS MANAGEMENT SYSTEMS ENGINEERING & INTEGRATION FLIGHT SYSTEMS DESIGN & ANALYSIS SOFTWARE & SIMULATION STRUCTURAL DESIGN & ANALYSIS PROP/FLUID/ MECH DESIGN & ANALYSIS AVIONICS DESIGN & ANALYSIS TEST & EVALUATION Mission Analysis Req Analysis System Architect Test Detailed Design Test Detailed Design Coding Test Analysis Design Test Analysis Design Test Analysis Design Test Analysis Test 1 SYSTEM Integrated 2 SEGMENT or PRODUCT Teams 3 SUBSYSTEM or CHUNK Program Life Cycle (ACQUISITION + PROJECT MANAGEMENT + IPPD PROCESSES) 4 ELEMENT or ASSEMBLY Development Process (includes ENGINEERING PROCESSES) Development Process Development Process 5 COMPONENT Development Process Development Process Iterative Development Process ORGANIZATIONAL SUPPORT & BUSINESS MANAGEMENT (SUPPORT PROCESSES)

16 Integrating decision-making across stakeholders View Generation IPTs Tools Business sys Design Authoring Process Authoring Simulations Collaboration Updates Baselines info Synthesis Analyses & metrics Design detail Assembly Installation Allocation Screen Management Suppliers Change Mgmt Integration/ Build Plans Screen Centers of Excellence Config Mgmt Workflow On Demand Views Single source of process data Status information Inventory management Screen Assessment teams Data Set Exchange Customers

17 Summary The key to realizing business results with CMMI is in successfully accomplishing integration across many dimensions Integration is a core competency of Boeing s Integrated Defense Systems organization Our CMMI investments provide a complement to existing integration activities which are being leveraged throughout our businesses