Facilitating Global Systems Engineering Infusion and Organizational change using PTC Integrity LM in a fortune 500 Corporation
Presented by: Teejay Momoh 11/12/2016 Authored by: Teejay Momoh & Adhik Kadam Overview . Introduction . Problem Definition . Resolution Strategy . Implementation . Success Stories . Lessons Learned and Conclusion
Insert Data Classification 2 Introduction
Insert Data Classification 3 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 Segment Insert Data Classification 4 PDFE ISD Team – Who are we? SEFE . Technical Functional Excellence – Systems Engineering Functional Excellence REFE • ISD – Integrated Systems Development Initiative TPLFE . Cummins products today are comprised of complex mechanical, chemical, electrical, and software systems. The Integrated ECFE Systems Development (ISD) initiative recognizes the challenges in delivering these products and is merging fundamental systems engineering processes and work flows into an ESW 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 OBD complex, integrated systems in a globally consistent manner.
CSR
PVFEInsert Data Classification 5 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
Insert Data Classification 7 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 Product Complexity – Workforce Complexity - Software complexity - Calibration complexity • Global product development - Sub-system interactions OBD • Younger workforce - Machine Integration SCR - Progressive damage modes DPF – Change Impact - Organizational learning curve EGR, VGT – Knowledge Retention Electronics – Cost pressures Base Engine
1985 1991 1994 2002 2007 2010 2013 Insert Data Classification 8 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 Understanding Insert Data Classification 9 Resolution Strategy
Insert Data Classification 10 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 Alignment
Insert Data Classification 11 What’s the Big Deal About Requirements Management?
Everyone knows that requirements drive success. Why Projects Fail Why Projects Succeed . Incomplete Requirements 13.1% . User involvement 15.9% . Lack of user involvement 12.4% . Management support 13.9% . Lack of resources 10.6% . Clear requirements 13.0% . Unrealistic expectations 9.9% . Proper planning 9.6% . Lack of executive support 9.3% . Realistic expectations 8.2% . Changing requirements/specs 8.7% . Smaller milestones 7.7% . Lack of planning 8.1% . Competent staff 7.2% . Didn’t need it any longer 7.5% . Ownership 5.3%
Sources: Standish Group Insert Data Classification 12 Scientific American We did Requirements but…
. Our Corporate processes did call for Requirements to be done . However, tracking requirements is a manual labor-intensive Design Marketing process with many challenges: Customer • Inconsistent storage locations TFE Management • Lack of change notifications Cost Regulations • Broken traceability REQUIREMENTS • Difficult reuse Standards Sourcing • Lack of standard requirements management structure and processes Manufacturing Product release Service • Inconsistent requirements communication between IT Finance PPT, VPI, and CPS • Local versus global requirements management processes and tools • Manual metrics calculations no leading indicators Insert Data Classification 13 The Strategy
. Reduce, Define and Manage Scope (Piece of the Pie) . Focus: Requirements Engineering . Process, People, Tools . Heavy Customer Involvement . Ownership: Engineering vs IT
Insert Data Classification 14 Implementation
Insert Data Classification 15 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. Insert Data Classification 16 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
Insert Data Classification 17 Tool Selection
. The Vehicle (insert Ferrari, plane, mercedes) – INCOSE Assessment of available tools – Forrester Assessment Done – Internal Tool assessment done
Insert Data Classification 18 INCOSE Assessment
INCOSE detailed assessment Forrester Assessment
General match with Cummins’ needs Compatibility with PTC Windchill REQUIREMENTS REQUIREMENTS Blueprint ++ Blueprint +
Ryma - Ryma -
MKS + MKS +
Polarion + Polarion +
ALM ALM IBM ++ IBM +
Microsoft + Microsoft -
MKS/PTC ++ MKS/PTC ++
Smartbear + Smartbear + Internal Assessment / Conclusion
ALM Option
General Requirements Management and and GeneralManagement Requirements
Requirements Analysis Analysis Requirements
Traceability analysis: Once the allocations allocations the Once analysis: Traceability
are complete, the user will want the willwant user the complete, are Capturing Requirements/identification (1 Requirements/identification Capturing
of 5.Incose)of Capturing system element structure. Once Once element system structure. Capturing
the requirements have been captured, the beencaptured, have requirements the Requirements Reuse (55)Reuseof Requirements
Software Test Software
Feature management management Feature
Change management management Change
Defect management Defect
Configuration Management Management Configuration
Security
Monitoring and reporting reporting and Monitoring
Workflow Workflow
Project Management Management Project
Documents and other output media output other and Documents
System Environment System User Interfaces User 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
. 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. 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
Insert Data Classification 22 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? Insert Data Classification 23 The Tipping Point Cont.
Insert Data Classification 24 SCRUM in ISD is born
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 . 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…”
Insert Data Classification 25 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
Insert Data Classification 26 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
Insert Data Classification 27 Cummins PTC (Vendor) KPIT (India) BAA/LHP
Capability transfer from high to low cost providers
. 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
Insert Data Classification 28 Success Stories
Insert Data Classification 29 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
Insert Data Classification 30 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
Insert Data Classification 31 Supported Functional Areas and Available Solution
. Change Management Solution . Configuration Management – Change Request Solution – Defects . Others . Verification Management Solution – ECM management Solution – ESW Solution – SCRUM Solution – DVP&R Solution – Test Management Solution (Test Procedure authoring and mgmt., Test execution Planning, Test Execution Management) . Release Management Solution
Insert Data Classification 32 Manifestation of Systems Engineering Vee
VOC
Verification & Validation (DVP&R) CLT
Tech Profile
Interface Agreement Req. Allocation 33 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
Insert Data Classification 34 Positive Changes Noted
• Accountability Team Engagement • Clear Ownership • Better product engineering
• More time available to fix problems Early Problem Detection • Risk assessment: Rationale for fixing problems
• Reuse= Engineering Efficiency Cost Savings • Rationale for testing
• TPL/SE/MRG up to date on product gaps • Charting/Reporting helps digest 1500 requirements Communication • Revision Control • Change Control • More cross-functional discussions Better Engineering • Increases product knowledge in young engineers • Knowledge transfer to future programs
Delivering what customers need • Better engagement with customer • Integrated system
Integrity deployment enforces good Requirements Engineering at all levels Insert Data Classification 35 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
Insert Data Classification 36 Lessons Learned and Conclusion
Insert Data Classification 37 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
Insert Data Classification 38 Integrity RM Adoption Maturity
Peak of inflated expectations . RM adoption 2014 struggle largely Plateau of 2016 productivity due to absence of a dedicated tool
2015 . Smooth adoption Slope of enlightenment for Verification, Expectations 2014 Change control Trough of disillusionment and OBD 2013 Technology Trigger Time 39 Building Systems Engineering Capability
. SE practices executed 2020 inconsistently across the . Key SE practices embedded enterprise in Integrity for consistent . Many and incapable tools global execution . Insufficient tool/process . Codes, standards, support and training regulations, other reusable requirements and test cases . Exponential complexity available in Integrity with growth drives urgency X high data quality . Many passionate people . Integration with Product helping to improve this Data tools and other critical situation Engineering tools 2014 . >90% of all programs and people using Integrity
Insert Data Classification 40 What Comes Next?
Insert Data Classification 41 Current and Near Future Integrations
IBM ClearCase
IBM FIRG Clearquest
PTC Integrity LifeCycle Manager
IDFMEA C2ST
Windchill
Insert Data Classification 42 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.
Insert Data Classification 43