facilitating global systems engineering infusion … · facilitating global systems engineering...

Facilitating Global Systems Engineering Infusion and Organizational change using PTC Integrity LM in a fortune 500 Corporation

Presented by: Teejay Momoh

11/12/2016Authored by:

Teejay Momoh & Adhik Kadam

Overview

Introduction

Problem Definition

Resolution Strategy

Implementation

Success Stories

Lessons Learned and Conclusion

2Insert Data Classification

Introduction


Cummins Inc - Who are we?

Founded in 1919, Cummins is a global power leader that

designs, manufactures, sells and services Internal

Combustion Engines from 2.8 to 95liters.

Global Company spanning 190 Countries and 55000

employees world wide

Four Segments:

– Engine Segment

– Power systems Segment

– Components Segment

– Distribution Segment4Insert Data Classification

ISD Team – Who are we?

Technical Functional Excellence

– Systems Engineering Functional Excellence

• ISD – Integrated Systems Development Initiative

Cummins products today are comprised of complex mechanical, chemical, electrical, and software systems. The Integrated Systems Development (ISD) initiative recognizes the challenges in delivering these products and is merging fundamental systems engineering processes and work flows into an enterprise wide tool suite. This tool suite integrates and enables an array of requirements management and verification processes critical to effective and efficient development of complex, integrated systems in a globally consistent manner.


PDFE

REFE

SEFE

TPLFE

PVFE

ECFE

ESW

CSR

OBD

What will ISD program deliver? A single, enterprise Systems Engineering solution comprised of

Processes, Tools and Training to support New Product development (PPT, VPI) as well as Current Product Support (CPS) activities.

Problem Definition


Systems Engineering @ Cummins

NPD Processes and others like DFSS

Cummins began really looking at Systems

Engineering in 2005

Emissions and Regulation became Technology

drivers

– Product Complexity

– Workforce Complexity

• Global product development

• Younger workforce

– Change Impact

– Knowledge Retention

– Cost pressures

8Insert Data Classification1985 1991 1994 2002 2007 2010 2013

OBD

SCR

DPF

EGR, VGT

Electronics

Base Engine

Product Complexity

- Software complexity

- Calibration complexity

- Sub-system interactions

- Machine Integration

- Progressive damage modes

- Organizational learning curve

Systems Engineering @ Cummins Why, How and What?

Several Tries to Succeed

– Scope

– Silos of Excellence

– Process Focus

– Tool Focus

– Quantifying the Business Case

– Lack of Understanding9

Insert Data Classification

Resolution Strategy


A low Hanging Fruit

2011 - How do we not fail?

Systems Engineering is a Cultural Shift

– “…Design in quality over Test in quality…”

Requirements Engineering

– Development

– Management

– Retention and ReUse

– Single Source

Organizational Alignment11Insert Data Classification

What’s the Big Deal About Requirements Management?


Why Projects Fail

Incomplete Requirements 13.1%

Lack of user involvement 12.4%

Lack of resources 10.6%

Unrealistic expectations 9.9%

Lack of executive support 9.3%

Changing requirements/specs 8.7%

Lack of planning 8.1%

Didn’t need it any longer 7.5%

Why Projects Succeed

User involvement 15.9%

Management support 13.9%

Clear requirements 13.0%

Proper planning 9.6%

Realistic expectations 8.2%

Smaller milestones 7.7%

Competent staff 7.2%

Ownership 5.3%

Sources: Standish Group

Scientific American

Everyone knows that requirements drive success.

We did Requirements but…

Our Corporate processes did call for Requirements to be

done

However, tracking requirements is a manual labor-intensive

process with many challenges:

• Inconsistent storage locations

• Lack of change notifications

• Broken traceability

• Difficult reuse

• Lack of standard requirements management structure

and processes

• Inconsistent requirements communication between

PPT, VPI, and CPS

• Local versus global requirements management

processes and tools

• Manual metrics calculations no leading indicators


REQUIREMENTS

Customer

Design

Cost

Management

Marketing

Regulations

Sourcing

Manufacturing

Finance

Product release Service

Standards

IT

TFE

The Strategy

Reduce, Define and Manage

Scope (Piece of the Pie)

Focus: Requirements

Engineering

Process, People, Tools

Heavy Customer Involvement

Ownership: Engineering vs IT


Implementation


Setting the Stage

Internal System Engineering

Conferences

– Communicate and Validate Direction

– Solicit more stakeholder needs

Consolidate Lessons Learned from

past efforts

Select a Capable tool

Benchmarking – Requirements

experts

Formation of Cross functional teams

around key Process areas.16Insert Data Classification

Crossfunctional Process Teams

Define the processes

– Drive some stake and Sense of

ownership

Touch Point with Rest of

Organization

Define user cases for respective

functional areas and Solutions

Validate the Solutions


Tool Selection

The Vehicle (insert Ferrari, plane,

mercedes)

– INCOSE Assessment of available tools

– Forrester Assessment Done

– Internal Tool assessment done


INCOSE Assessment

INCOSE detailed

assessment

Forrester Assessment

IBM

Microsoft

MKS/PTC

Smartbear

Blueprint

Ryma

MKS

Polarion

++

+

++

+

++

-

+

+

REQUIREMENTS

ALM

IBM

Microsoft

MKS/PTC

Smartbear

Blueprint

Ryma

MKS

Polarion

+

-

++

+

+

-

+

+

REQUIREMENTS

ALM

General match with Cummins’ needs Compatibility with PTC Windchill

Internal Assessment / Conclusion

Based on Cross-BU 6S Project, External Forrester Evaluation, 3 Demos, INCOSE comparisons, and large vendor evaluation exercise PTC Integrity was chosen as ALM Platform for Cummins.

ALM Option

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Weight 10% 25% 20% 15% 15% 15% 20% 20% 20% 30% 10% 30% 30% 40% 40% 20% 40% 100

IBM Embedded 3 9 9 3 3 3 9 9 9 3 3 3 3 3 9 3 3 558

PTC/Integrity Embedded 9 9 9 3 3 3 9 9 9 3 9 3 9 3 9 3 9 675

Microsoft embedded 1 3 1 3 1 3 3 9 9 3 3 9 9 3 3 1 9 410

Proof of Concept

While PTC Integrity had Passed the Paper Test

True Business Buy in will be achieved through a

controlled POC.

– A List of 20 Success Criteria defined by the business

– Conference Room pilot/demo

– Cummins Validation


Tipping Point

Cummins Internal Integrity Admins identified and trained by PTC

First Prototype RM Solution Delivered Dec 2012

2017 HMLD Programs will begin adopting Integrity RM Q4 2013

Extreme Budget Cuts

Are we going to meet a Q3 RM Delivery?

– How do we know?23Insert Data Classification

The Tipping Point Cont.


Task Name Start Finish

Integrated Systems Development

Program (Phase 1) Wed 4/25/12 Mon 8/19/13

Charter (M0) Wed 4/25/12 Tue 5/15/12

Concept (M1) Tue 5/15/12 Fri 12/7/12

Design (M2) Mon 10/8/12 Tue 3/12/13

Verify (M3) Wed 3/13/13 Tue 4/16/13

Validate (M4) Wed 4/17/13 Fri 5/17/13

Launch (M5) Mon 5/20/13 Tue 8/6/13

Project Closure or "Wrap-up" (M6) Wed 8/7/13 Mon 8/12/13

SCRUM in ISD is born


How do we meet such Stringent Timeline?

What is the definition of the Base Solution?

Have you heard of SCRUM?

– “If the plan isn’t working, change the plan…”

Integrated Systems Development SCRUM Process

Why SCRUM?

– Maximize Speed

– Understand Capacity

– Maximize Predictability

– 80/20 rule: What is the Base Solution

– Maximize Team Communication and Collaboration

– Integrated Customer Engagements


ISD SCRUM Process Generate and Prioritize Approved Backlog

– Weekly Change Review Board Meetings

• Prioritized Unapproved Backlog

• Approved Backlog

2 week Sprints– BI-Weekly Sprint Planning

– BI-Weekly Sprint Retrospectives

– Weekly Change Implementation Board Meetings

Sprint Execution– Daily Standup

– Weekly Assessment Reviews Meeting

– Weekly Design Reviews

– Implementation freeze and Validation

Monthly Release Reviews and Releases


Reduce and eliminate high

cost vendor services

Internalize at Cummins

what we need for long term

support of SE processes

Outsource transient and

non-strategic support

28

PTC (Vendor)Cummins

BAA/LHPKPIT (India)

Capability transfer from high to low cost providers


Success Stories


Current State of Systems Engineering

3000+ trained users

– USA, India and China

7 Solutions Configured and Integrated

All 2017 and later Programs

100+ programs across 6 Business Units


Supported Functional Areas and Available Solution


Requirement Management Solution

– Value Package Profile

– Technical Profiles

– Interface Agreement Solution

– Platform Requirement Management Solution

– CSR Solution

– OBD Solution

Supported Functional Areas and Available Solution

Change Management Solution

– Change Request

– Defects

Verification Management Solution

– ESW Solution

– DVP&R Solution

– Test Management Solution (Test Procedure authoring and mgmt., Test execution Planning, Test Execution Management)

Release Management Solution

Configuration Management Solution

Others

– ECM management Solution

– SCRUM Solution


Manifestation of Systems Engineering Vee

33

VOC

CLT

Tech Profile

Req. AllocationInterface Agreement

Verification & Validation (DVP&R)

High level Value Capture

High integrity and quality Products (PPT, VPI and

CPS)

Single Source of truth

Integrated NPD Eco System

Comprehensive Impact analysis

Accountability and Transparency

Behavioral Change Enabler through data Trends


Positive Changes Noted

35

Team Engagement

Early Problem Detection

Cost Savings

Communication

Better Engineering

Delivering what customers need

• Accountability

• Clear Ownership

• Better product engineering

• More time available to fix problems

• Risk assessment: Rationale for fixing problems

• Reuse= Engineering Efficiency

• Rationale for testing

• TPL/SE/MRG up to date on product gaps

• Charting/Reporting helps digest 1500 requirements

• Revision Control

• Change Control

• More cross-functional discussions

• Increases product knowledge in young engineers

• Knowledge transfer to future programs

• Better engagement with customer

• Integrated system

Integrity deployment enforces

good Requirements Engineering at all levels Insert Data Classification

Key Facilitators

Facilitating Global Systems Engineering Infusion and Organizational change using PTC Integrity LM in a fortune 500 Corporation

– Embedded workflow and Approvals

– Transparency and Accountability

– Traceability

– Metrics and Measures

– Data Trending


Lessons Learned and Conclusion


Lessons Learned - What worked

Committed Leader and Clear Vision

Distributed Champions at all levels

Dedicated Support Team

Dedicated Training resources

Strategic Communication (Why, What and How as well WIIFM)

Organic Growth through Value

Agile Change and Defect Response

Choosing the right Vehicle

80/20 feature rule (Right Solution Right Now)

On – going Customer Engagement


Integrity RM Adoption Maturity

RM adoption

struggle largely

due to absence of

a dedicated tool

Smooth adoption

for Verification,

Change control

and OBD

39

Expecta

tions

Time

Technology

Trigger

Peak of inflated

expectations

Trough of

disillusionment

Slope of

enlightenment

Plateau of

productivity

2013

2014

2014

2015

2016

Building Systems Engineering Capability

40

SE practices executed

inconsistently across the

enterprise

Many and incapable tools

Insufficient tool/process

support and training

Exponential complexity

growth drives urgency

Many passionate people

helping to improve this

situation

Key SE practices embedded

in Integrity for consistent

global execution

Codes, standards,

regulations, other reusable

requirements and test cases

available in Integrity with

high data quality

Integration with Product

Data tools and other critical

Engineering tools

>90% of all programs and

people using Integrity

2020

2014

X


What Comes Next?


Current and Near Future Integrations


PTC Integrity LifeCycleManager

IBM ClearCase

IBM Clearquest

Windchill

C2STIDFMEA

FIRG

Model Based Product Line Engineering

MBSE

– SYSML

OVM – Orthogonal Variability

Modelling– “Bridging the Gap: A Plan for Adopting Model-Based

Product Line Engineering using an Agile Methodology”

By Matt Sease

– 1.30PM in Room D

Thank You.


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