Agenda for processes

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Agenda for processes

• 1. Organizations
• 2. Integrated product teams (IPTs)
• 3. Integrated process teams
• 4. Processes
• 5. Process work products

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1. Organizations

• Number
• Types of groupings
• Types of project organizations
• Determining organization
• Adapting to organization

1. Organizations
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Number

• Large number of organization types are possible
• More than one type may be present on a project at
  one time

1. Organizations
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Types of groupings (1 of 3)

• 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. Organizations
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Types of groupings (2 of 3)

• Project organization advantages
• Less project cost control because people come and
  stay
• Greater probability of success because of better
  focus and ownership
• More flexibility in assigning defining tasks

1. Organizations
6
Types of groupings (3 of 3)

• Functional organization advantages
• Better project cost control because people can
  come an go
• Less probability of success because of better
  focus and ownership
• Tasks tend to be better defined
• Can support people talents better

1. Organizations
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Types of project organizations (1 of 4)

• 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. Organizations
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Types of project organizations (2 of 4)
management
system engineering
business
IT
development
Example of functional project organization
1. Organizations
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Types of project organizations (3 of 4)
level 1 product team
level 2 product team 1
level 2 product team 3
level 2 product team 2
level 3 product team 2
level 3 product team 2
Example of product project organization
1. Organizations
10
Types of project organizations (4 of 4)
management
processes
level 1 product team
business
level 2 product team 1
level 2 product team 2
level 2 product team 3
level 2 product team 2
level 2 product team 3
Example of combined project organization
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Determining organization

• Determined by forces that are often above product
  engineering
• Customer
• Teaming
• Contract
• Reuse
• Personalities

1. Organizations
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Adapting to organization

• Organization may be less than optimum
• Better to work within non-optimum organization
  than to create a virtual organization that isnt
  acknowledged by management
• Work with management objects and ensure a person
  or group is assigned RAA for each

1. Organizations
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2. Integrated product teams (IPTs)

• Definition
• IPT organization
• Organization guidelines
• Organization limitations
• Size of IPTs
• Communication among IPTs

2. Integrated product teams
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Definition

• Team responsible for product
• 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

2. Integrated product teams
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IPT organization
product management
work teams
computer engineering
electrical engineering
system engineering
mechanical engineering
business
resources
configuration management
reliability
manufacturing
quality
2. Integrated product teams
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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
• Dont give multiple IPTs RAA for a single product
• Reduce coupling between IPTs

2. Integrated product teams
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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

2. Integrated product teams
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Size of IPTs

• 5-20 people
• Ensure stakeholders satisfaction

2. Integrated product teams
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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

2. Integrated product teams
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3. Integrated process teams

• Definition
• Process teams and IPTs
• Process team domain
• Process team types
• Process team reporting options
• Sources of confusion

3. Integrated process teams
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Definition

• Team dedicated to ensure work is done in a
  correct manner
• Ensures that the same processes are used across
  multiple integrated product teams

3. Integrated process teams
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Process teams and IPTs
level 2 product team 1
level 2 product team 2
level 2 product team 3
system engineering
mechanical engineering
electrical engineering
software engineering
3. Integrated process teams
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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

3. Integrated process teams
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Process team types (1 of 4)

• 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

3. Integrated process teams
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Process team types (2 of 4)
one process team for all
process team per company
company 1
company 2
process team per location
location 1
location 2
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Process team types (3 of 4)

• Advantages of single teams
• Presents a uniform picture
• Allows functions such as CM to span whole project
• Simplifies communications among product teams

3. Integrated process teams
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Process team types (4 of 4)

• 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

3. Integrated process teams
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Process team reporting options
independent process team
process team integrated with product
Vs
management
management
level 1 product team
level 1 product team
process teams
process teams
3. Integrated process teams
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Sources of confusion

• Confusion can emerge in areas such as
• IT
• System engineering
• Configuration management
• Sharing work -- what hat am I wearing?

3. Integrated process teams
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4. Processes

• Definition
• Purpose of a process
• Types of processes
• Problems

4. Processes
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Definition

• Process - a particular method of doing something

4. Processes
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Purpose of Process

• Bring the customer onto the project team
• Include customer in the process
• Give confidence that we know what were doing
• Cause harmony among stakeholders
• Improve the use of tools training
• Promote reusability from project to project
• Improve the way we do things

4. Processes
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Types of processes (1 of 8)

• Basic process
• Development -- developing an item
• Agreement -- agreeing on an item
• Change -- changing an item
• Control -- controlling state
• Phase -- completing a phase
• Conduct -- conducting an activity

4. Processes
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Types of processes (2 of 8)
control
understand
design
acquire
do
verify
sell off
Basic process All processes can be model as
done in product development
4. Processes
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Types of processes (3 of 8)
stakeholders
agreement
start
item
document
define stakeholders
kick-off
develop
agree
capture
Development process Development involves
defining stakeholders developing an item,
agreement on and capture of the development,
and then agreement to start using what was
developed. The development process might be
used to create a process, develop requirements,
create a design, or make a change
4. Processes
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Types of processes (4 of 8)
agree among team 1 stakeholders
team 1 consensus
stakeholders points of contact
define stakeholders points of contact
agree between points of contacts
agreement
local agreements
agree among team 2 stakeholders
stakeholders points of contact
team 2 consensus
Agreement process Agreement among teams
involves stakeholders working out details but
then directing results through the point of
contact for the team. This process is used in
tasks such as document reviews, and development
of interface
4. Processes
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Types of processes (5 of 8)
identification
assignment
stakeholders
solution
5. define stakeholders
1. open
2. assign
6. solve
hold
reject
3. hold
4. reject
agreement
documentation
messages
closure
7. agree
8. capture
9. communicate
10. close
Change sub-process This sub-process is used to
modify an agreement. It might be used to update
the configuration or to process action items
4. Processes
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Types of processes (6 of 8)
current
future desired
observe current state
generate correction
correction
predict future desired state
stimulus
observe desired state
desired
Example stimuli periodic, degree of change,
scheduled events
Control sub-process This process is used to
force the current state to the desired state.
It might be used to control cost, schedule, and
risk
4. Processes
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Types of processes (7 of 8)

• Phase processes are outlined in discussion with
  the specific phase
• Design
• Acquire products
• Build
• Test
• Sell-off

Phase processes These processes are specific
to the corresponding PBDA activities
4. Processes
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Types of processes (8 of 8)

• Checklists
• Corresponds more 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

Conduct sub-processes These are often
checklists
4. Processes
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Problems (1 of 5)
active use
ignore
process
on the shelf
4. Processes
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Problems (2 of 5)

• Barriers to process acceptance
• Management doesnt support a process
• People dont know that a process has been started
• Process doesnt match what people do
• Process steps cost more than the value they bring
• Process doesnt have measurable steps
• Theres no incentive to execute the process

4. Processes
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Problems (3 of 5)

• 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

4. Processes
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Problems (4 of 5)

• Methods for embedding process
• Incorporate process into the use of a tool
• Enforce process by committees
• Incorporate process steps into schedule

4. Processes
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Problems (5 of 5)

• Expense
• 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

4. Processes
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5. Process work products

• Process
• Minutes
• Metrics
• Improvements

5. Process work products
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Process

• Processes are discussed in this modules
• Directives give enterprise directions
• Plans give design and schedule for procedure
• Procedure provide repeatable steps

5. Process work products
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Minutes

• ISO-9000 requirement
• Provide history
• Provide indirect objective evidence

5. Process work products
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Metrics

• Define completion
• May point to improvements

5. Process work products
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Improvements

• Making products better and less expensive
• Captured in enterprise process assets library

5. Process work products