Effective Systems Engineering and Project Management Integration. Angela Tuffley, RedBay Consulting

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2 Effective Systems Engineering and Project Management Integration Angela Tuffley, RedBay Consulting

3 Introduction The Schedule Compliance Risk Assessment Methodology (SCRAM): Minimally disruptive, independent review of complex projects Identifies the root causes of issues and risks Recommends remedial actions and mitigations Forecasts future milestone dates Integrates systems engineering and project management More than 30 different SCRAM Reviews conducted within Australia, USA and UK Application domains include: Aerospace, Maritime, Communications, Training, Satellite Ground Stations

4 Root Cause Analysis of Schedule Slippage (RCASS) Model

5 A Case Study Opportunity arose to do a SCRAM Review on a project that was an outstanding success: Delivering ahead of schedule Within budget With minimal defects found in First Of Class testing RCASS lens become the Root Cause Analysis of Schedule Success! SCRAM Review is used as a Case Study in the PMI and INCOSE Book Integrating Program Management and Systems Engineering

6 PMI and INCOSE Book Chapter 12: The Impact of Effective Integration on Program Performance Case Study: Electronic Support Upgrade for the Royal Australian Navy s Anzac Class Frigate

7 The Project CASG SEA1448 Phase 4A Purpose Upgrade the tactical Electronic Support (ES) capability for the Anzac Class frigates Chief of Navy directive Acquire a common ES system on selected ships across the Navy Require the capability as quickly as possible Exelis ES3701 system Previously selected for the Air Warfare Destroyer Decision to select the Exelis solution Challenge to adapt the solution for the Anzac Class

8 Key Stakeholders Government Chief of Navy Maritime Electronic Warfare Systems Program Office (MEWSPO) Anzac Systems Program Office (Anzac SPO) Prime Contractor Exelis (now part of Harris Corporation) Subcontractors Jenkins Engineering Defence Systems (JEDS) Ultra Electronics Avalon Systems (UEAS) Southwest Research Institute (SwRI) Three additional contractors (for installation) BAE Systems Australia Saab Australia CEA Technologies

9 Government: Chief of Navy 2 x System Program Offices Contractors: Exelis (Prime) BAE Systems Saab Australia CEA Technologies Subcontractors: JEDS Ultra Electronics SwRI Project Management Space

10 Common ES system Installation on Anzac Class Frigates AWD ES System Anzac Class Frigate Systems Engineering Space

11 SE & PM Integration through: Pre-contract Risk Workshops Secured early funding to undertake face-to-face risk reduction workshops Over a 12 month period prior to awarding the full contract Brought all the stakeholders together working as one team Focus to identify technical risk and develop strategies to address The entire team, government and contractors, stepped up to the challenge Added benefit of maintaining expertise across pre- and post-contract award All along we kept focusing on how we could get the capability onboard more quickly without sacrificing quality or safety Dan Keleher, Project Director

12 AWD ES System Anzac Class Frigate Government: Chief of Navy 2 x System Program Offices Contractors: Exelis (Prime) BAE Systems Saab Australia CEA Technologies Common ES system Subcontractors: JEDS Ultra Electronics SwRI Installation on Anzac Class Frigates Maintaining expertise across pre- and post-contract award PM & SE Space

13 Schedule for Installation Anzac Class frigates Scheduled for a rotating 12 month dry dock period to Upgrade the Anti-Ship Missile Defence (ASMD) CEA Technologies Phased Array Radar (PAR) System Conduct routine hull repairs and systems maintenance Implement a number of Engineering Change Proposals Including SEA1448 Phase 4A

14 ASMD Schedule for installation Project Management Space

15 Accelerating the Work New ES system was a high priority for Chief of Navy Adopted a fitted for but not with strategy to preinstall components before the system was fully developed Cabling, mast, equipment racks, new multifunction console Made possible by the risk reduction workshops Saved reopening ships spaces Remaining components installed without taking the ship out of operation Incurred Intentional Technical Debt Understood and managed throughout the project

16 PM & SE Space Fitted for but not with strategy Managing Technical Debt

17 Additional Opportunity to Accelerate the Work Ship originally planned for First Of Type was six months behind schedule Note: Schedule slippage was NOT caused by the ES System! Previous ship was fitted for but not with First ES system Completed integration Passed Factory Acceptance Test Available in Australia for installation Switched installation of the first system to the previous ship Completed ahead of schedule with minimal defects Meeting Chief of Navy directive

18 Switched installation of the first system to the previous ship Completed ahead of schedule with minimal defects Meeting Chief of Navy directive Technical Progression of ES System Completed integration Passed Factory Acceptance Test Available for installation Maintenance and other work six months behind schedule PM & SE Space

19 PMI / INCOSE Book Chapter 12: The Impact of Effective Integration on Program Performance

20 Three Key Measures of Effective Integration Promoting Collaborative Work Risk-reduction workshops set the stage for mutual respect and direct communication between government and contractors Two SPOs worked constructively and collaboratively Facilitated by a Project Implementation Plan with clearly defined roles and responsibilities Effective Information Sharing Risk-reduction workshops shared information about system interfaces ES System, phased-array radar and combat management system Contractors provided simulations of interfacing systems

21 Three Key Measures of Effective Integration Rapid and Effective Decision Making Ability to adapt to changing circumstances Laser-like focus on delivering the capability as early as possible We knew that Chief of Navy wanted this capability as quickly as possible. When we ran into problems, such as the first ship slipping schedule, we didn t say tough, it s not our fault. We can t install the system. Rather, we asked what can we do instead? And we did it. - SEA1448 Phase 4A Team Member

22 Summarising

23 Completing ahead of schedule with minimal defects Government: Chief of Navy 2 x System Program Offices AWD ES System Anzac Class Frigate Contractors: Exelis (Prime) BAE Systems Saab Australia CEA Technologies Common ES system Subcontractors: JEDS Ultra Electronics SwRI Installation on Anzac Class Frigates Maintaining expertise across pre- and post-contract award Fitted for but not with strategy Managing Technical Debt ASMD Schedule for installation Maintenance and other work six months behind schedule Effective SE and PM Integration Technical Progression of ES System

24 Further Questions and Discussion