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RECOVERI NG FROM TECHNI CAL PROBLEMS 121T a b l e 5 - 4 R e q u i r e me n t s T r a c e a b i l i t y Ma t r i x ( R T M)Unit SystemSOW/ WBS S/C SOW/ Test TestSpec Para Requirement Number Spec Para Number Para MonitorSOW4.3.1 Security 06-03-02 N/A T-0304 4.4.1 SmithSpec3.2.1 System weight 02-04-03 3.4.6 T-0045 3.4.1 Jonesshall be lessthan 10,000poundsEnsure that the RTM contains those factors associated with efficiency.Or, ifthis is a subjective evaluation, list those factors that are in question along withtheir counterparts.Increasing or decreasing one factor will have a direct impacton at least one other factor.Immediately after you have created the matrix, assess the actions and re-sources necessary to accomplish the requirements in the matrix.It is one thingto list the requirements and quite another to find the resources to get themdone.It must be understood that efficiency requirements in one regime or disci-pline or product will not be the same as the efficiency requirements in another.For example, the reliability required for a component of a lawn tractor may notnecessarily be the same as the reliability required for a component of the spaceshuttle.It is a good idea to conduct a Failure Mode Effect Analysis (FMEA alsoreferred to as FMECA-Failure Mode and Criticality Analysis see paragraph8.2.3 in Chapter 8) for components that are expected or required to have a highreliability, availability, or similar stringent requirement.Additional Resources:MIL-STD-1629; automotive standards such the SAE, AIAG or Ford MotorCompany.Relex V x.x; from Relex Software540 Pellis Road, Greensburg, PA 15601 122 BLUEPRI NT FOR PROJECT RECOVERYPhone: 724-836-8800info@relexsoftware.com52d (NO) The design does not adequately address issues that wereidentified and deferred to design at the architectural level.The design does not adequately address issues that were identified and de-ferred to design at the architectural level when those architectural elements havenot been defined or are not traceable to the design.Further, they are not ad-dressed in the appropriate Design Review or clearly identified in the design.RECOVERYIn order for the system to be complete, all the requirements must be incorpo-rated into the architecture and the design, and the data trail must be identifi-able.Frequently, at the architectural level, issues appear that are too complex tobe addressed at that level or are not defined enough to create an architecture todrive them.This is particularly true in R&D programs.As the design unfolds,these deferred items must be kept up with and referred back to the architectureelement from which they were deferred in the first place.Making additions tothe RTM, in reverse order, is a good way to accomplish this task.52e (NO) The design is not partitioned into manageable segments.The design is not partitioned into manageable segments when the segmentsare either not logical, cannot be defined, cannot be tested, cannot be scheduled,or cannot be costed.The purpose in partitioning is to create groupings for theWork Breakdown Structure (WBS) and thus distribute the workload among theresources available.If this cannot be accomplished, the task cannot be efficientlyworked if it can be worked at all.RECOVERYDecompose the requirements into logical groupings.The groupings can beby subsystem, physical grouping, functional grouping, time ordering, data flow,control flow, or some other criterion.Grouping forced by resources availablecan be used but should be the last item on the list, not the driving factor.Remember that the next step will be the allocation of requirements into the RECOVERI NG FROM TECHNI CAL PROBLEMS 123groupings you have established.In some cases, the groupings may need to beadjusted to make all the requirements fit as in Figure 5-1.F i g u r e 5 - 1 R e q u i r e me n t s A l l o c a t i o nA major rule for partitioning is to minimize interfaces across partition ele-ments.These interfaces are the most challenging technical issues on most proj-ects.Does this box belong in this tree or the other tree? You must answer thisquestion by establishing a clean line of division between both the groupingcriterion and the allocation of requirements.Don t distribute part of a groupingin one WBS box and the remainder in another box.Try not to distribute partof a requirement in one WBS box and the remainder in another.If you mustdo this, you must create a budget to allocate those parts and to documentwhere you put them.Even when the lines are clean, you may well still need tointerface one element with another.In this case, ensure that a reasonable andusable Interface Control Document (ICD) exists or is created.See Cause De-scription 51c/51c (NO) for more detail regarding ICDs.52f (NO) The design does not account for supportability, Life Cyclecost/total cost of ownership, and future expansions.The design does not account for supportability, Life Cycle Cost (LCC), totalcost of ownership, and future expansions whenever all these factors are nottaken into consideration in the design, production, implementation and opera-tions, and maintenance alternatives.RECOVERYIf you are at or near the very beginning of your project, you are in a positionto achieve the objectives of LCC, that is: Choosing the most cost-effective ap-proach to the entire life cycle/total cost of ownership system, product, or unitwithin the available resources.Sometimes this can include planned or estimatedfuture expansions as well.The analysis must cover the entire lifespan of thesystem, product, or unit.The LCC process provides a systematic methodologyfor evaluating and quantifying the cost impacts of alternative courses of action. 124 BLUEPRI NT FOR PROJECT RECOVERYIt can be used to support trade-off analyses between several product designconfigurations, or the sensitivity of a specific design to changes.The LCC can,and probably will, affect the distribution of costs between up-front design orproduction costs and field operation and maintenance costs.Care must be takento involve the entire life span of the system, product, or unit.Frequently, onlydesign or production costs are considered, leaving operation and maintenancecosts to be added later.If the specification calls for a Design To Cost approach,its result may well be different than the Life Cycle Cost.Be certain to check withthe customer regarding intent.The customer could have intended Life CycleCost but said Design To Cost or some similar term.The results will probablybe different.If you are at a point other than the very beginning of your project and areconfronted with LCC issues, you are starting a long uphill battle.The LCCprogram should be started before design is begun, indeed, before parsing of thesystem has begun [ Pobierz całość w formacie PDF ]
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RECOVERI NG FROM TECHNI CAL PROBLEMS 121T a b l e 5 - 4 R e q u i r e me n t s T r a c e a b i l i t y Ma t r i x ( R T M)Unit SystemSOW/ WBS S/C SOW/ Test TestSpec Para Requirement Number Spec Para Number Para MonitorSOW4.3.1 Security 06-03-02 N/A T-0304 4.4.1 SmithSpec3.2.1 System weight 02-04-03 3.4.6 T-0045 3.4.1 Jonesshall be lessthan 10,000poundsEnsure that the RTM contains those factors associated with efficiency.Or, ifthis is a subjective evaluation, list those factors that are in question along withtheir counterparts.Increasing or decreasing one factor will have a direct impacton at least one other factor.Immediately after you have created the matrix, assess the actions and re-sources necessary to accomplish the requirements in the matrix.It is one thingto list the requirements and quite another to find the resources to get themdone.It must be understood that efficiency requirements in one regime or disci-pline or product will not be the same as the efficiency requirements in another.For example, the reliability required for a component of a lawn tractor may notnecessarily be the same as the reliability required for a component of the spaceshuttle.It is a good idea to conduct a Failure Mode Effect Analysis (FMEA alsoreferred to as FMECA-Failure Mode and Criticality Analysis see paragraph8.2.3 in Chapter 8) for components that are expected or required to have a highreliability, availability, or similar stringent requirement.Additional Resources:MIL-STD-1629; automotive standards such the SAE, AIAG or Ford MotorCompany.Relex V x.x; from Relex Software540 Pellis Road, Greensburg, PA 15601 122 BLUEPRI NT FOR PROJECT RECOVERYPhone: 724-836-8800info@relexsoftware.com52d (NO) The design does not adequately address issues that wereidentified and deferred to design at the architectural level.The design does not adequately address issues that were identified and de-ferred to design at the architectural level when those architectural elements havenot been defined or are not traceable to the design.Further, they are not ad-dressed in the appropriate Design Review or clearly identified in the design.RECOVERYIn order for the system to be complete, all the requirements must be incorpo-rated into the architecture and the design, and the data trail must be identifi-able.Frequently, at the architectural level, issues appear that are too complex tobe addressed at that level or are not defined enough to create an architecture todrive them.This is particularly true in R&D programs.As the design unfolds,these deferred items must be kept up with and referred back to the architectureelement from which they were deferred in the first place.Making additions tothe RTM, in reverse order, is a good way to accomplish this task.52e (NO) The design is not partitioned into manageable segments.The design is not partitioned into manageable segments when the segmentsare either not logical, cannot be defined, cannot be tested, cannot be scheduled,or cannot be costed.The purpose in partitioning is to create groupings for theWork Breakdown Structure (WBS) and thus distribute the workload among theresources available.If this cannot be accomplished, the task cannot be efficientlyworked if it can be worked at all.RECOVERYDecompose the requirements into logical groupings.The groupings can beby subsystem, physical grouping, functional grouping, time ordering, data flow,control flow, or some other criterion.Grouping forced by resources availablecan be used but should be the last item on the list, not the driving factor.Remember that the next step will be the allocation of requirements into the RECOVERI NG FROM TECHNI CAL PROBLEMS 123groupings you have established.In some cases, the groupings may need to beadjusted to make all the requirements fit as in Figure 5-1.F i g u r e 5 - 1 R e q u i r e me n t s A l l o c a t i o nA major rule for partitioning is to minimize interfaces across partition ele-ments.These interfaces are the most challenging technical issues on most proj-ects.Does this box belong in this tree or the other tree? You must answer thisquestion by establishing a clean line of division between both the groupingcriterion and the allocation of requirements.Don t distribute part of a groupingin one WBS box and the remainder in another box.Try not to distribute partof a requirement in one WBS box and the remainder in another.If you mustdo this, you must create a budget to allocate those parts and to documentwhere you put them.Even when the lines are clean, you may well still need tointerface one element with another.In this case, ensure that a reasonable andusable Interface Control Document (ICD) exists or is created.See Cause De-scription 51c/51c (NO) for more detail regarding ICDs.52f (NO) The design does not account for supportability, Life Cyclecost/total cost of ownership, and future expansions.The design does not account for supportability, Life Cycle Cost (LCC), totalcost of ownership, and future expansions whenever all these factors are nottaken into consideration in the design, production, implementation and opera-tions, and maintenance alternatives.RECOVERYIf you are at or near the very beginning of your project, you are in a positionto achieve the objectives of LCC, that is: Choosing the most cost-effective ap-proach to the entire life cycle/total cost of ownership system, product, or unitwithin the available resources.Sometimes this can include planned or estimatedfuture expansions as well.The analysis must cover the entire lifespan of thesystem, product, or unit.The LCC process provides a systematic methodologyfor evaluating and quantifying the cost impacts of alternative courses of action. 124 BLUEPRI NT FOR PROJECT RECOVERYIt can be used to support trade-off analyses between several product designconfigurations, or the sensitivity of a specific design to changes.The LCC can,and probably will, affect the distribution of costs between up-front design orproduction costs and field operation and maintenance costs.Care must be takento involve the entire life span of the system, product, or unit.Frequently, onlydesign or production costs are considered, leaving operation and maintenancecosts to be added later.If the specification calls for a Design To Cost approach,its result may well be different than the Life Cycle Cost.Be certain to check withthe customer regarding intent.The customer could have intended Life CycleCost but said Design To Cost or some similar term.The results will probablybe different.If you are at a point other than the very beginning of your project and areconfronted with LCC issues, you are starting a long uphill battle.The LCCprogram should be started before design is begun, indeed, before parsing of thesystem has begun [ Pobierz całość w formacie PDF ]