1. The Value of Technical Performance Measures
Ann Lynn
The Boeing Co.
(314)
All Data in this pitch
is Notional – for example only

2. Agenda TPM Definition Typical Types of TPMs Constructing TPM Profiles
Performance Thresholds
Plan Over Time
Uncertainty
Management Process
Allocation of Margin
Roll-up (Parent/Child) TPMs
Value to a Program

3. Technical Performance Measures
Represent critical technical thresholds and goals for success of the program
Should be variable and responsive to engineering changes
Usually exist in a hierarchy corresponding to the spec levels (system, subsystem, component…)
Have target values corresponding to specification values
that is, your TPM should be a parameter in a spec at some level
Are tracked and statused against their defined plan and represent the technical health of the program

4. Typical Types of TPMs Parameters that flow from and/or support KPPs
Key Constraints and Performance Reqmts
Weight, power, heat load
Reliability/ Maintenance parameters
System / subsystem performance
Endurance
Range
Latency
Accuracy
Efficiency
Etc
Cost (e.g. AUPC)
Parameters associated with Program Technical Risks or areas of technical challenge
TPMs should represent a balanced set of key parameters;
Don’t monitor something just because “you can”

5. Example TPM Status Chart
Example Monthly / Quarterly Status
This view shows: •Title/Definition •Status against spec
•Status Color (RYGB) •Maturity of the status

6. Definition of Performance Thresholds (Generic)
Blue – the system exceeds requirements by more than x (and may be subject to re-allocation)
Green – the system meets all performance requirements
Yellow – the system can meet some objectives but does not meet all performance requirements
Red – the system cannot perform satisfactorily
TPM margin
Spec value
TPM margin
This is the standard method for defining TPMs. Note that the margin below the spec takes the paramter from “meets” (green) down to the bottom of the yellow zone. That way, when a parameter is not meeting its spec, you ask “how much margin is there?” meaning how much “yellow zone” do you have before that parameter hits red. Where yellow zone is that area where you can negotiate yoru allocated requierments to try to still achieve objectives & goals of the program. Typically setting the spec value to the “hairy edge” of needed performance is considered too risky and doesn’t’ allow the opportunity to use the TPM process Mechanisms for the yellow and red zones.
Note, reqmts can be negotiated/updated with
corresponding updates to Specs and TPMs.
Setup as shown, the parameter has to meet the spec to be green.

7. TPM Profile Over Time
This view of the TPM allows you to see history and trends in performance

8. Profiles over time (cont.)
TPM
Spec
Status
Unit Efficiency
24%
22.2%
(Meas.)
In this example, the team receives samples from the supplier and expects incremental improvement over time to eventually achieve the spec value. If each sample comes in at its target value, the TPM status should be Green. Therefore the green range changes over time in accordance with the plan. TPMs are set up as “performance to plan”. Note that this type of graph is not intended to reflect changes to spec requirements. TPMs are spec-based, so if the spec changes then the spec line would be adjusted and the threshold values redone so that spec is still the bottom of the green.
TPM using current status, not predicted status at end of program
For this TPM, performance is planned to improve over time.
If actual progress >= planned, you are green, even if you haven’t achieved the end-state target (spec value)

9. Weight Management
Projected weight (projected value at end of program)
includes a historical growth factor
Current
Projected Wt.
(w/ Growth Risk) lb
Spec
NTE Weight
3850 lb
TPM if using current status
TPM
Spec
Status
System Weight
3850
3588 (current)
IPT Weight
Allocations
3588 lb
Current
Baseline Wt. lb
TPM if using projected status
Baseline weight reflects current configuration sized to loads at NTE weight requirement.
Projected weight includes planned design changes and X% weight maturity growth risk for post PDR design maturity.
TPM
Spec
Status
System Weight
3850
3971
(projected)
Weight TPM usually plotted per the Weight Mgmt process;
Show both values, status to Projected; 9 9

10. TPM Profile with uncertainty bar
include an “uncertainty” bar for each reported value
Spec value line
If your project has significant Risk, or it is early in the project,
TPM status can be deceiving unless uncertainty is understood

11. TPM Management Process (Generic)
In the blue: consider adjusting that parameter’s spec value and taking relief elsewhere
In the green: press on!
TPM margin
Spec value
In the yellow, or alarming trend: take a program-defined action (put on Risk Watch list, initiate reqmts/design trade, establish new risk mitigation, initiate change to design, reqmts, or plan)
TPM margin
These process mechanisms allow the program to define set actions based on the severity of concern regarding the status.
In the red: take a program-defined action (establish new risk mitigation, initiate change to design, reqmts, or plan)
The approach to monitor and control is predicated on
correct allocations of margin

12. Margin

13. Definition of TPM Margins
Factors to consider:
Margin may be allocated based on the amount of risk (e.g. Red Risk or low TRL subsystem gets a greater share of margin)
Margin may be allocated based on relative impact to System performance (accounts for sensitivities)
Margin may be limited by the “hard points” - those parameters that have a hard stop which prevents acceptable operation (e.g. structural limits for weight)
TPM margin
Spec value
TPM margin
Margin: How bad can it get before status goes red?
How good must it be before status goes blue?

14. *System Parameter* Tree
Power Consumption
Energy Collection
SPC efficiency
Propulsion Consumption
Subsys Pwr Consump
Energy Storage
VMS / MS
Prop efficiency
AV Weight
Cruise consump
Subsys Z
Aero efficiency
VMS
ESS RT efficiency
maneuvers
Subsys Z
ESS components
Drag
A components
ESS degradation
Stability
ESS
B components
ESS param
Power Distribution
Subsys A
Subsys B
EPD efficiency
Propulsion
PPX efficiency
Subsys X
Convertor efficiency
High Sensitivity
Lower sensitivities
This diagram maps the subsystem parameters
that contribute to the system-level parameter;
Sensitivities are noted.
Wiring efficiency

15. Associated Risks *Sys Parameter* This diagram maps Risk to
Power Consumption
Energy Collection
46-xxx
SPC efficiency
Propulsion Consumption
Avionics & PSS Consump
24-xxx
Energy Storage
VMS
Prop efficiency
1-xxx
AV Weight
Cruise consump
Subsys Z
Aero efficiency
VMS
57-xxxx
ESS RT efficiency
41 - xxx
maneuvers
Subsys Z
ESS components
Drag
54-xxx
7-xxx
18-xxx
A components
ESS degradation
51-xxx
Stability
ESS
6-xxx
B components
50-xxx
ESS param
Power Distribution
Subsys A
2-xxx
Subsys B
Shows Risk #, Title, and current level (RYG)
EPD efficiency
Propulsion
56-xxxx
PPX efficiency
Subsys X
56-xxxx
Convertor efficiency
High Sensitivity
Lower sensitivities
Subsys x param
Wiring efficiency
This diagram maps Risk to
the subsystem parameters.
Helps show where margin is needed.

16. Interdependent TPMs Competing for their share of the overall margin
Their performance needs to be monitored as a group
Change (re-allocation of margin, spec adjustment) has to be managed for the group

17. KPPs and TPMs KPPs TPMs System level Sub- & Cmpnt
Time of Year
at which Energy balance
is closed
TPMs
System
level
Sub-
&
Cmpnt
*System Parameter*
(AV Efficiency
at End of Mission,
AV Performance)
AV Weight
AV Power Consumption
Propulsion eff
ESS round trip eff
PPX eff
SPC eff
AV Aero eff
Propulsion Power consump
VMS Power consump
Airframe Power consump
ESS Power consump
Subsys A Power consump
Subsys Z Power consump
VMS weight
Propulsion weight
-Airframe weight
ESS weight
PPX weight
Subsys A weight
-Subsys Z weight
KPPs represent customer operational objectives;
TPMs shown represent measurable design parameters that contribute to the KPP

18. Relationship of System and subsystem TPMs
Example: Command Latency <= 160 ms
If supplier specs are more stringent, that means margin is held at subsystem level above supplier
Spreadsheets can help account for values and margins at each level
Many PMs prefer to monitor Supplier-owned TPMs when available
System
margin
Weapon
Lnchr
SMS MC
PVI 25 5 25 25 50 30
PVI CMPNT1
Spec =
35 ms
Weapon
Spec =
20 ms
Launcher
Spec =
5 ms
PVI CMPNT2
Spec =
15 ms

19. Example parent/child TPMs (1 of 3)
Owner
TPM Title
Spec Value
Current Status CE
System Command Latency
160 ms
136 ms
Dsplys
^PVI Cmd Latency
50 ms
Msn Cmptr
^MC Cmd Latency
25 ms
Stores
^SMS Cmd Latency
^Lnchr Cmd Latency
5 ms
^Weapon Cmd Latency
31 ms
System TPM can be green even when child (subsystem) TPM is red;
in this case because of margin held at system level

20. Example parent/child TPMs (2 of 3)
Owner
TPM Title
Spec Value
Current Status CE
System Command Latency
160 ms
121 ms
Dsplys
^PVI Cmd Latency
50 ms
35 ms
Msn Cmptr
^MC Cmd Latency
25 ms
Stores
^SMS Cmd Latency
^Lnchr Cmd Latency
5 ms
^Weapon Cmd Latency
31 ms
System TPM status can be green if child (subsystem) TPMs balance out

21. Example parent/child TPMs (3 of 3)
Example: Command Latency <= 160 ms
System
margin
Weapon
Lnchr
SMS MC
PVI 25 5 25 25 50 30 35 20
Weapon
Spec =
25 ms
Launcher
Spec =
5 ms 35
Over time, System TPM margin may need to be re-allocated
to compensate for subsystem over target
Subsystem TPM in the blue range may have spec adjusted and
“give back” margin to the System level or to another subsystem

22. TPMs - Takeaways Create a balanced set of key parameters
Ensure the full Profile is understood by program technical leadership, even if only the stoplight format is used for periodic reviews
Profile over time current vs projected status
Basis for margin  maturity / uncertainty
Assess the risk and sensitivity of parameters to support appropriate margin allocation
Know where your margin is … and isn’t, so you can react to changes in reqmts or in design status
TPMs can be used as a predictor of success … and failure

23. The Value of TPMs Track the “right” things
Make sure your TPMs correlate to key technical parameters
Track technical progress compared to planned
Your monitoring system is only as good as the plan & thresholds you set it up with
Spend the time upfront to set up correctly!
Your monitoring system is no more accurate than the data you put in
maturity / uncertainty of reported data must be evaluated
Conisder plotting uncertainty bars on data points to avoid false sense of security