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Course Introduction

IS IS NOTA management course. Deeply technical course.

A lecture with examples plus opportunities tolearn from fellow students.

A cookbook of answers.

Led by a successful manager sharing valuablelessons learned.

Led by a ‘know it all’.

Providing a customer perspective. Ignorant of contractor perspective.Providing hands-on, real-life experiences. Deeply theoretical.

Providing resources and ideas for developingsolutions to tough problems.

In denial.

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Background

• Highlights (which hopefully will give useful insights to course topics):

• Career has been backwards!– Started with reverse engineering and currently

leading basic science.

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Background

• Analyzed Soviet missile telemetry to determine guidance law of ICBMs. – Goal - assess accuracy.– Telemetry from their test program.

• RF signal containing sampled engineering parameters.

– They made many launches.• Would there be so many today? Why/ why not?

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Background

• Test director for AAR-34 improvement program– F-111 tail mounted IR detector of aircraft and AAMs.

– Numerous false alarms rendered it useless in Vietnam.

– Contractor/PO needed to test improvements.• (Reminder draw picture).

• Safety issues (reason not done right originally).

• Once safety resolved, 20+ sensors piggy-backed.

• Fired 120 missiles (Would that happen today?).

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Background • SGEMP experimenter.

– Basic research.– Info for spacecraft design using vacuum tank and

idealized models of spacecraft shapes.– Note sometimes only the gov’t can afford to get the

needed engineering info, market dependent.• Unless security issues, info is freely available.

• AFOTEC operations analyst.– Operational test planning.– From the very beginning!

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Background

• Director of GPS user equipment test program.– Gathered data for the Air Force to use in it’s

Milestone 2 (B) decision.– Instrument approaches, bombing, surveying etc.– Doubter’s chair.– Circular error probable (CEP).

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Background

• System engineer for equipment for a spacecraft’s handling and testing.– So big only the shuttle could launch it.– Extreme reliability.– Needed testing in space environment. – Think about the difference in the test

requirements compared to GPS user’s equipment.

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Background

• I&T manager for “special” program.– Involved from the beginning.– Major contributor to specification.

• “If you can’t readily imagine a verification technique it’s not a good specification!”

– System Integration lab is a crummy place to find interface issues caused by poor communication during the design process. Sources of poor com?

• However, the fully assembled, ultimate system, is a much worse place!!

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Background • Contracting Officers Representative (COR) for “special”

program.– Good system engineers are very hard to find.– Engineers revert to their roots.

• Therefore perhaps best if roots are SE?

– Even with the best of intentions there is never enough time for testing.

• Design issues eat into test time and the delivery date doesn’t change.

• Decision? Bad (or untried) system vs. late system!

– Integrated test and product teams work well.

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Overview and Chapter 1

Government Perspective Contractor Perspective

Buyer SellerBang for the buck Maximum profitQuick response Meet contractWant sources to be therewhen needed

Eliminate competition

The contractor isn’t openabout test results

The gov’t jumps toconclusions too quickly

Contractor is a crook Government wantssomething for nothing

Defend nation Defend nation

• Goal is to appreciate and understand the different perspectives!

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Overview and Chapter 1

• I&T are integral and essential aspects of systems engineering. As such a foundational understanding of SE is essential to the understanding of the subject.

• We are going to survey the process of systems engineering, however:– Always thinking about the effect on I&T and T&E– Bottom line: These so-called “tail-end” functions aren’t

really - thinking, planning and occasionally executing are from the beginning.

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Overview

• Notion of integration and interoperability getting blurred.– Integration implies within a system.

– Interoperability implies between systems.

– With systems of systems becoming more common the difference in the words shrinks.

• Interoperability is a user driven requirement.– Especially in the defense and banking industries.

Integration vs. Interoperability

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Overview

What does it mean to integrate.– Data and data storage have a shared

understanding.– Control: single string of control.– Presentation to the user - seamless and “feels”

like it’s designed by one person.

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Overview

• Integration– Property of a relationship i.e. 2 or more entities.– Done well - a users perspective.– Done easily - an engineers perspective.

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Overview

• Interoperability– Much more than data and data exchange.– More will be required shortly after completion.– When a component evolves the interoperability

of the whole must be maintained.

• Can’t the same be said within a system?– If so what’s the difference in the two words?– Interoperability = cooperation = integration

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Chapter 1

• Design Integration– The process that results in a design that appropriately

includes the suitability (“ilities”) factors and assures that the various components of a system will work together synergistically and cooperatively.

• I&T– A process of assembly of hardware and/or software

components to create a system. The checking of the results (during the build-up) and fixing of problems is included.

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Chapter 1

• Test– A form of verification that that gets data which

can be used to demonstrate whether a certain parameter meets or could potentially meet it’s requirement.

• Evaluation– The process of using data to determine whether a

requirement has been met. May suggest areas to “fix” to bring the system into compliance.

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Chapter 1

• What are systems?

• Why are they so complex?

• How do we handle complexity?

• What is a “systems” approach?

• What is a bottoms-up vs. top-down design approach?

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Chapter 1

• What is ‘driving’ the need for more and better SE? See Fig 1.1

– Market (Changing requirements, competition etc)• Deliver now- fix it later

– Complexity (Systems full of what were formerly systems, world-wide suppliers and customers)

• How do we deal with complexity? – Subsystems

• What process becomes harder with more complexity? I&T

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Chapter 1

• What historically bad practices does SE attempt to change? Why? M.E.s? E.E.s?

• What is the most expensive time in a systems life cycle for making changes?– Later is almost always significantly worse.

Fig 1.2 and 1.5.

• Look at Fig 1.4. What are the most often forgotten aspects of a system?

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Chapter 1

• Look at Fig 1.7. Do you include these items when thinking of a system?

• System life cycle.– From idea, to creation, to use, to disposal!– All phases contain consideration for SE!– Surprisingly all phases require I&T

consideration too!

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Chapter 1

• System engineering identifying qualities.– Top down - viewing system as a whole.– Life cycle view.– “Complete” effort to identify system

requirements “up-front”.– Interdisciplinary team approach.

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Chapter 1

• Note the three perspectives in Fig 1.18. – Parallels from both sides of the V.

Note Figure 1.19. – Although says for software I believe it’s really

a system diagram i.e. substitute design engineering in place of software engineering.

– Note how I&T considerations apply to every block.

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Chapter 1

• DOD 5000 version of Fig 1.26.

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Chapter 1

• Evolutionary development DOD.

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Chapter 1

• Why evolutionary development?– Complexity– Changing technology

• Improvements

• Obsolescence

• What are the implications to I&T?– Anticipation!

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Chapter 1

• Should SE be the overall program management?

• SE management responsibilities.– Communication with the customer.

– Develop the SEMP.

– Develop the TEMP.

– Plan/schedule design reviews.

– Conduct ongoing performance assessment and validation.

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Chapter 1

• Why is system I&T so important yet so underrated?

• How/why has increasing complexity increased the need for more/better SE especially in the form of I&T competence?

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Chapter 1

• What are some key enablers to successful I&T?– Good interface definitions.– Good configuration management.– Well written i.e. verifiable specifications.– Enough time planned into program for adequate

and early testing.

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Chapter 1

• Let’s look at some of the questions at the end of Chapter 1.

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Projects

• System to be selected from the A Specs on website.

• I’m your customer.

• You will define all the steps and documents.

– Define and selectively develop program schedule, system, documents.

– Emphasis is on all integration aspects and appropriate testing along the way to customer acceptance.

• Each student will develop a SEMP and a Master Test Plan (aka TEMP).

• Each student will prepare a PowerPoint summary of their SEMP and TEMP.

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Instructions

• Develop a “mini” (10 pages each) SEMP and a Master Test Plan– Include engineering organization with roles and responsibilities.

• Use IPTs.

– Summarize written documents in a PowerPoint presentation of approximately 25 slides.

– These (SEMP, TEMP, Powerpoint summary) must be postmarked no later than 16 April. (On-campus students may deliver to the EMIS office Ms. Tammy Sherwood - your choice)

– Send via USPS (no FEDEX or UPS) first class mail to

Dr. W.D. Bell

Box 283

Casanova, VA 20139

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Systems for Projects

• Spacecraft:– Mercury mapper.– Both IR and radar.– Directed subcontractors for the sensors.– 3 year on-station life.– Uses existing ground stations. – 3 years to launch from shuttle in orbit.

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Systems for Projects

• Automobile:– Seats 5 -220 lb, 6’5’’ adults.– 0-60 mph in 6 sec.– Accelerates as quickly as it stops.– Has auto-steer and auto-trip capability:

• New capability that uses GPS and obstruction sensing to navigate safely from place to place.

– 2 years to IOC.