System Engineered Research And Development

System Engineered Research andDevelopment ManagementSteven R. Ligon, Ph.D.Lead Systems EngineerEnergy Solutions OperationSAIC1

How can we get more from our labs with lessmoney?The Problem: Uncoordinated and duplicate workThe Result: Unconvincing justification for work andmoney expendedThe Solution: System Engineered R&D ManagementEstablish a solid trace from vision, goals and objectivesdown through the layers to the research result.Standardize reporting across all programs with metricsIncrease project transparency to stakeholders2

BackgroundHired to look at a Federal Directorate’s engineering andbusiness practicesReviewed directorate’s projects and their relationship with labsStudy compared existing practices against the FAA’s ICMM Reactions weren’t as positive as we would have hoped amongthe program managersWe don’t build, we discover!System Engineering is too rigid, it would stifle creativity!There are too many interdependencies, it would be too hard to trace!What would happen to programs that didn’t fit in? this could meandeath to them!We’re too busy to bother with all that!3

Not so fast!We don’t build, we discover!Elimination of duplication frees time todiscoverSystem Engineering is too rigid, it wouldstifle creativity!Creativity is stifled by mind numbingadministrative exercises, not asystematic approach to problemsThere are too many interdependencies, itwould be too hard to trace!Tracing, even if incomplete, exposespotential synergies and facilitatesquicker advancesWhat would happen to programs thatdidn’t fit in? this could mean death tothem!Is this such a bad thing?We’re too busy to bother with all that!Elimination of duplication frees time tomanage4

The Traditional System Engineering “Vee”DocumentationConcept Analysis& DefinitionSystem Implementation& MaintenanceConcept of OperationRequirements Definition& RefinementSystem Verification& ValidationRequirements Definition DocumentSystem V&V PlanArchitecture Design &Comparative AnalysisSystem DesignArchitectures &Integration Test PlanIntegration & TestTechnical System &Unit TestComponent Designs Test Plans5Construction/Manufacture

The Need to Tailor the “Vee” for R&DNeeds and RequirementsActivities need to be done but the level of detail may not be adequate inan R&D effortCMMI doesn’t envision the parts makers going off in their owndirections looking for a better mousetrapArchitecturesR&D Managers tend to shy away from them as a planning tool becauseof the difficulty in defining where the interdependencies areDesignsUsually associated with specifications, much too detailed forconducting researchConstruction/ManufactureActivities really don’t align well with conducting research6

The Need to Tailor the “Vee” for R&DIntegration, Test and EvaluationOften research is reported in papers, etc. Doesn’t fit well withtraditional testingPeer Reviews, Body of Knowledge Reviews fit hereVerification and ValidationNot an exact fit, but if the homework was done at concept andrequirements definition, then there is a body of requirements againstwhich research can be evaluated, and a body of growing knowledge toreview for adequacy in fulfilling stakeholder needsDeploymentFederal R&D is usually deployed by industry partners. If the conceptplan was laid out with their participation, and if the research tracesadequately to that concept, the Industry’s ability to grasp the results andrun is increased.The likelihood of implementation is greatly increased.7

The R&D “Vee”DocumentationConcept Analysis& DefinitionIndustrialDeploymentRoadmapsResearch Requirements& Obstacle DefinitionResults Verification& ValidationRequirements Definition DocumentResearch V&V PlanResearch ProgramResearch Architectures and InterfacesArchitecturesPrototype Test Plan& Comparative AnalysisResearch DesignsAcademic PapersBusiness PlansResearch ExecutionPrototype DemonstrationPeer Review8

Expect these Results!Generate transparent traceability from user-specifiedneeds to delivered researchDemonstrate how conducted research is contributingto the overall solutionInvolve the industrial partners in tailoring research toanswering their general needs in overcoming highrisk obstacles to new product delivery, and Orchestrate deployment of research into practicalapplication9

R&D Program ReviewsStageGate Management beingeffectively used at one labLarge body of literature, muchwritten by Dr. Robert G. Cooper(www.prod-dev.com)Conceptual and operationalroadmap for moving newproducts from idea to launchWidely used in industryNew Product Development has 6stages & 5 gatesRecognizing the need formodification to fit TechnicalDevelopment, Cooper et. Al. havemodified this with the StageGateTD Model.StagesGatesDiscoveryIdea Screen1-ScopingSecond Screen2-Build BusinessCaseGo toDevelopment3-DevelopmentGo to Testing4-Testing&ValidationGo to Launch5-Launch10

StageGate-TD 11

A Federal Lab’s StageGate Process12

The R&D Research PortfolioDr. Cooper suggests that “a stage-gate process focuses on oneproject at a time; by contrast, portfolio management considersall projects together.R&D needs to be evaluated in the context from which it issponsoredDoes it help answer the strategic question?Does it hold any greater potential for overcoming obstacles?Senior Directorate Managers need to get involved at this toensure that ongoing R&DMaximizes the ability of industry to overcome strategic barriersIs balanced and is effectively using available resourcesIs of a mixture aligned with current policies and goals13

In SummaryImplementation of this approach will yield immediate pay-offsin:Reduced redundancy between managers through incorporationof standard best practicesIncrease accountability of R&D program managers andresearchers towards meeting Federally defined researchobjectivesGreater understanding of the impacts of one program’sperformance vis-à-vis the overall R&D portfolio mix, andIncreased transparency of program progress to all stakeholders14

AuthorsDr. Steven (Steve) R. Ligon, Ph.D.Lead Systems EngineerEnergy Solutions OperationScience Applications International Corporation, Inc. (SAIC)8301 Greensboro Dr., M/S E-4-6McLean, Virginia, 22102-3600703-676-7810 (Office Phone)Mr. William (Bill) E. NoelSenior Program ManagerEnergy Solutions OperationScience Applications International Corporation, Inc. (SAIC)8301 Greensboro Dr., M/S E-4-6McLean, Virginia, 22102-3600703-676-2046 (Office Phone)15

Science Applications International Corporation, Inc. (SAIC) 8301 Greensboro Dr., M/S E-4-6 McLean, Virginia, 22102-3600 703-676-2046 (Office Phone) Title: Microsoft PowerPoint - 2462_1005