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System Engineering INCOSE Presentation Nader Kameli Manager, Software Engineering Guidant Cardiac Rhythm Management.

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Presentation on theme: "System Engineering INCOSE Presentation Nader Kameli Manager, Software Engineering Guidant Cardiac Rhythm Management."— Presentation transcript:

1 System Engineering INCOSE Presentation Nader Kameli Manager, Software Engineering Guidant Cardiac Rhythm Management

2 Desire zSpeed up the product development process zCommissioned by management team zMembers of management team

3 First Step zBefore speeding up the process … zNeed to understand the current speed … zAnalysis of past projects

4 Analysis zProblem: Did not complete projects on plan zCompleted project on Plan - Completed project on time, with budget, effort and functionality identified in the functional plan at the time of contract.

5 Assumption Validation zAssumption: yLoosely defined system definition at the start of contract causes resource/schedule impact downstream zMethodology ySurvey cross functional areas for input

6 Department Dependencies Marketing, Regulatory, SW/HW Design, SW IRV, SAM, Research, Technology Advanced Tools, IC Design, Hybrid Design, Reliability Quality System Services, AEG, Supplier Development, AME/Test Eng, Clinicals, Manufacturing System Design Components, Manufacturing Process, or Schedule System Requirements

7 Survey Results zUnstable System Definition At Start ySystem not well defined at start yLate Requirements Changes yLate Design Changes yImpact of New Process Technologies not well defined yImpact of New Component Technologies not well defined z Project Management Constraints yProof of concept Prototyping not completed yExperienced Technical Staff not Available yLow Confidence Schedules yNeeded Resources are not available on time yShifting Project Priorities zResponses to top 3 issues affecting your plan

8 Survey Conclusion zAssumption: yLoosely defined system definition at the start of contract causes resource/schedule impact downstream zTwo Major Impactors y System Definition y Project Management zAssumption validated

9 Industry Best Practices zPurpose yTo identify challenges with RNPD outside Guidant zMethodology yLiterature Search zIndustries ySoftware intensive systems yMission-critical systems yComplex systems

10 Lessons Learned by NASA zMistakes that have been repeated yLack of clear definition of requirements early in system design phase: xStarting design before requirements were known xVague Specifications xDesign from the bottom-up rather than top-down xIncomplete documentation of requirements xLack of early and Thorough requirements analysis prior to the start of a design NASA Space Engineering Lessons Learned, Nov 1989

11 Lessons from NASA …if the expenditures on the system design phase (up to and including the preliminary design phase) is less than 5% of the estimated cost of the project, vast cost (and schedule) overrun can be expected… NASA System Engineering Handbook, 1995 Up to 15% of the estimated total development cost may need to be spent on project definition in order to reduce risk. System Engineering Management Guide, Defense System Management College, 1993

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13 UK Civil Software-based System Development zStudy on over organizations showed: y80-90% of the systems did not meet their goals yAround 40% of the developments failed or were abandoned yLess than 25% fully integrated business and technology objectives yOnly 10-20% met their success criteria Critical System Thinking and Information Systems Development, 1997

14 Standish Groups Research in US zStandish group is a research and advisory organization specializing in mission-critical software intensive systems zResearch of 365 US organizations covering some 8380 applications grouped projects in 3 categories:

15 Standish Groups Project Outcomes Categories

16 Standish Groups Success-Potential Metric

17 Recommendation for Success zFor Practitioners: yIt is imperative to understand what is needed by all stakeholders yThe user focus must be captured in a clear, traceable and testable set of requirements yAttention to interface definition and management is vital for project success System Engineering and Evaluation Center, 2000

18 Recommendation for Success zFor planners: yAdherence to systems engineering principles and processes across organization will save money. yInsufficient investment in the early design phases (5 to 15%) is likely to lead to project cost overrun of between 50% and 100% for both hardware and software projects. System Engineering and Evaluation Center, 2000

19 Typical Process

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22 zReceived High Level Support zPiloted on a project zLearned and improved zStandardize the Process Application

23 zBetter system definition zHigher confidence & Less Risk plan zLess chance of overrun zLower cost of rework zImprove organizations marketing and planning zWill increase resource availability for redeployment to other projects Conclusion

24 Questions and Answers


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