1. INCOSE 98 SYMPOSIUM
The Application of a Systems Engineering Process to the Re-engineering of an Air Defense System
Claude Y. Laporte - Process Engineering
Alain Guay - Sub-System Engineering
Jacques Tousignant - Systems Engineering

2. AGENDA Introduction Organizational Processes Re-Engineering Project
Lessons Learned
Next Steps
Conclusion

4. OERLIKON AEROSPACE System Integrator of an Air Defense System
Certified as Level 2 - Software Engineering Institute in 1997
Has also met 8 of the 17 Level 3 Goals
ISO 9001 since 1993
NATO Secret Organization
Over 120 Systems and Software Engineers

5. ORGANIZATIONAL PROCESSES
Systems & Software Engineering
Document Inspection
Configuration Management
Quality Assurance
Lessons Learned
Staffing, Performance Management
Documentation Management
Contract Management
Procurement Management

6. ENGINEERING PROCESS ASSET LIBRARY
Policies
Process Descriptions
Guides, Forms and Templates
Examples of Documents Produced
Business Cases
Proposals
Engineering Plans
Specifications
Tailored Processes
Process and Product Measures
Lessons Learned
Charter of Process Engineering Groups
Training Material
Historical Data

7. SYSTEMS ENGINEERING PROCESS (SEP)
Systems Engineering Capability Maturity Model
Generic Systems Engineering Process from Software Productivity Consortium (SPC)
The SEP activities can be performed:
Concurrently
Iteratively
Recursively

8. MANAGEMENT ACTIVITIES OF OA SEP
STEP 110
Understand
Context
STEP 120
Analyze
Risk
STEP 130
Plan Increment
Development
STEP 140
Track Increment
Development
Step Understand Context
Participants identify and review all relevant information that may influence the system definition. E.g. objectives, constraints, alternatives
Step Analyze Risks
Risks are identified, analyzed. Risk mitigation strategies are developed and stakeholder commitment is made on mitigation strategy
Step Plan Increment Development
The Systems Engineering Management Plan (SEMP) for an increment is developed taking into account risk mitigation and agreed upon objectives, constraints and alternatives
Step Track Increment Development
Main management interface with technical activities
Uses metrics and reports provided by technical activities, Series 200, to assess progress of the technical activities
Step Develop System Plan Vs Perform Increment Closure
Defines the long term plan for the development of the system in terms of increments.
Baseline system definition for the current increment
STEP 150
Perform Increment
Closure

9. MANAGEMENT ACTIVITIES OF OA SEP

10. STEP 110 - UNDERSTAND CONTEXT
SEP 111
Define Approach
SEP 112
Estimate Situation
SEP 113
Review
Context
Step Define Approach
Defines key system/increment objectives, constraints, stakeholders and alternatives
Step Estimate of the Situation
Create or update the Estimate of the Situation (EoS).
EoS defines the mission of the system, its development, the involvement of the organization, relationships with stakeholders
Step Review Context
Review the EoS with stakeholders and obtaining their commitment.
Go - No Go decision point in the project

11. VIEW OF A PROCESS STEP STEP 111 - Define Approach Inputs Outputs
System Engineering Folder (SEF)
Customer Requirements
External System Definition Ÿ
Define key system/
increment
Subsystem/Component Status
objectives
Systems Engineering Folder
(Feedback) Ÿ
Identify system/
(SEF)
User Requirements
increment
Approach Definition
constraints
Technology Base Ÿ
Identify system/
increment
System Status (Feedback)
stakeholders
Technical Release (Feedback) Ÿ
Develop
alternatives
System Context (Feedback)
Information Sources (SOW, insights,
historical data, policies, etc.
Entry
Exit
Criteria
Measures
Criteria Ÿ
Signed contract or authorisation
To Step 112
Effort Ÿ
Resources Ÿ
Increment-level objectives Ÿ
Stakeholders Ÿ
Alternatives, constraints, and Ÿ
Management authorisation
stakeholders Ÿ
Legacy inherited Ÿ
Appropriate changes

12. TECHNICAL ACTIVITIES OF OA SEP
STEP 240
Synthesize Allocated
Architecture
STEP 220
Define
Requirements
STEP 260
Verify and Validate
Work Products
STEP 210
Analyze
Needs
STEP 250
Evaluate
Alternatives
STEP 230
Define functional
STEP 270
Control Tech.
Baseline
Step 210 Analyze Needs
Determine Stakeholders
Assess problems, needs and constraints
Identify environments (for manufacturing, operating, maintaining)
Develop Informal Functionality
Step Define Requirements
Define Behavior and Performance requirements
Step Define Functional Architecture
Create a functional architecture made up of functions and interfaces
Partition requirements into function
Define lower level functions
Define functional interfaces
Step Synthesize Allocated Architecture
Uses system requirements, alternative functional architectures, knowledge of the applicable technology base to produce alternative allocated architectures
Step Evaluate Alternatives
Assess various alternatives and select a preferred solution
Step Verify and Validate Work Products
Perform ongoing evaluations
Step Release System Definition
Configuration management activities of work products

13. TECHNICAL ACTIVITIES OF OA SEP

14. OVERVIEW OF LAUNCHER CONTROL UNIT
Coordinates operation of sensors
Radar, FLIR,TV, wind sensor.
Controls missile launch and guidance
Guides missile flight with laser beam
Tracks missile with infrared detectors
Tracks targets
Controls turret servo systems
Interfaces with other sub-systems (consoles)

15. MAIN OPERATOR CONSOLES FUNCTIONS
Radar console display and controls:
Radar Operation
C3 Network Management
Electro-optical console display and controls:
Optical Sensors (FLIR, TV)
Missile Launch/Guidance

16. RE-ENGINEERING PROJECTS Divided in Two Increments
Increment One: System Definition Increment
Output:
System Requirement Specifications
Increment Two: Sw/Hw Development Increment
Outputs:
Set of Design and Equipment Specifications
Qualified Pre-Production Unit

17. Step 110 - Understand Context
Sub Step Define the Approach
Activity 1 - Define Objectives of the Increment
Reduce production, life-cycle costs and part obsolescence
Improve growth potential (e.g. graceful degradation)
Activity 2 - Identify Project Constraints
Interface with existing components (e.g. missile, e-o)
HCI conflicting requirements from users/customers
Activity 3 - Identify Project Stakeholders
Current customer representatives and Current users
Marketing and business development
Senior management and Team members
Activity 3
To provide tangible support and meaningful inputs
Participate to reviews

18. Step 110 - Understand Context
Sub Step Define the Approach
Activity 4 - Develop Project Alternatives
Rehost functions on new hardware or incorporate new requirements
Select a development life-cycle
V ee (Forsberg)
Conduct Pilot project
Select Alternative Technologies (e.g. trade-off analysis)
Identify COTS
communication bus
processors
displays

19. Step 110 - Understand Context Sub Step 112 - Estimate the Situation
Put project knowledge together by documenting assumptions, decisions and their rationale
Sub Step Review Context
Review estimate of the situation with stakeholders
Obtain commitment to go ahead
Go - No Go decision point
Agree on strategy
Commit resource allocation

20. Step 120 - Analyze Risks Risk Management Plan
Risk Descriptions and Impacts
Budget overrun, schedule delays, integration risks due to concurrency, new technologies
Documented, updated and stored in a database
Mitigation Strategies
Pilot projects, engineering models, mock-ups
Analyses
Component and subsystem modeling
Training
Reviews with stakeholders

21. Step 130 - Plan Increment Development
Systems Engineering Management Plan (SEMP)
Revision of alternative solutions
Definition of TPMs, requirement management approach, training plan, CM,QA, technical and project reviews.
Description of the increment, e.g. reverse engineering
Look ahead of next increment, e.g. forward engineering
Problems, needs and constraints (SEP 210)
Function definition (SEP 220, 230)
Functional allocation (SEP 240)
Definition of system (SEP 250)
Development of the Organizational Breakdown Structure (OBS)
Development of the Work Breakdown Structure (WBS)
On-going execution of risk aversion

22. Step 140 - Track Increment Development
Formal reviews
Update the SEMP
Step Perform Increment Closure
On-going capture of work products (e.g. developmental configuration management)
Capture Lessons learned from the increment
Baseline work products

23. Step 200 - Technical Activities Step 210 - Analyze Needs
Legacy system requirements were known
Comments, suggestions, deficiencies were captured
Potential customer’s requirements were captured
Compile, analyze, prioritize
Operational scenarios and environment re-assessed
Review with stakeholders in parallel with Risk Management Plan
Steps Define Requirements, Define Functional Architecture, Synthesize Allocated Architecture and 250 -Evaluate Alternatives
Performed iteratively
Step Verify and Validate Work Products
Requirements and verification requirements, stored in a database

24. A SEP INCREMENT (THE REAL LIFE)
3 major blocks of activities in the increment:
Purple : Plan the increment (110,120,130,210)
more or less sequential in nature
Green : Perform the increment (140, 220, 230, 240, 250)
more or less iterative in nature
the number of iterations is per the sound judgement of the technical leader
Pink: Verify the increment (150, 260, 270)
more or less continuous in nature

25. LESSONS LEARNED Use Pilot Projects to Mitigate Risk Size of Increments
Members of Pilots projects have a Safety Net for ¨mistakes¨
Selection of participants that knew the system process
Other participants were coached
Success of Pilots facilitates adoption of technologies
Size of Increments
Manageable length so to be able to assess progress.
Well identified deliverables: % of completion can be assessed.
Experienced Project Manager
First time use of an incremental process
Series 100 steps were performed in sequence while series 200 steps were performed in multiple iterations

26. NEXT STEPS
Integrate SEP with Project Management Process and Software Development Process (e.g. risk management)
Define Project Metrics and Process Tailoring Guidelines
Apply SEP to detailed design & development phase
Map SEP to CORE® Systems Engineering Tool
Conclusion
Process was found very useful in planning activities, collecting and managing technical information
Pilot projects helped in better understanding the SEP
Experienced project managers are still required
The systems engineering process cannot be followed blindly