2007 Issue 2 - Raytheon

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Resources New IPDS Version Delivers a Streamlined Process Foundation IPDS — we love it, we hate it. We follow its precepts (usually) and get the desired, predictable results that our customers expect from our products and services. But how rewarding (or painful) was the journey through that process? Or more importantly, was the process rigorous and flexible enough to achieve performance excellence without sacrificing agility and speed? The Need for Change There’s a fine line between maintaining process discipline and allowing freedom to operate unencumbered — a line that must be held tight to achieve real business success. On one hand, when discipline is not maintained, processes are loosely followed or not documented, which in turn results in cost overruns, poor performance history, diminished customer confidence and reduced profit margin. On the other hand, when the process becomes too unwieldy and restrictive, the results can be just as detrimental, including: • A process that is open to many interpretations • Sub-processes that are not easily understood or followed • A process that’s difficult to navigate and find what you need • Redundant task descriptors that often overlap A New Approach With the release of IPDS version 3.2, a major focus has been to transform the Integrated Product Development Process (IPDP) into a concise, integrated common 34 2007 ISSUE 2 RAYTHEON TECHNOLOGY TODAY process. This can be achieved by implementing the following: • A common, tailorable process across all businesses describing what is required to capture, execute and support any program • A focus on clarity of direction vs. verbose narrative process descriptions • A focus on integrating essential “whats” from sub-processes • A more useful set of results of IPDP tailoring for program planning Additionally, the Process Asset Library (PAL) will promote more commonality while acknowledging business preferences. The PAL consists of common and businessunique assets describing how IPDP tasks are executed within programs. All assets share a common framework and are associated with the tasks they intend to help execute. The Benefits So how will version 3.2 make a difference? The improvements will be evident in a more streamlined, user-friendly IPDS that performs these functions: • Makes it easier for users to see what needs to be done and how it fits into the flow of a program • Facilitates building an Integrated Master Schedule and identifies the enablers that implement tasks • Allows programs to see an integrated flow of tasks as the program progresses • Eliminates redundancy, speeds tailoring and supports key work products • Makes related processes available without cluttering the IPDP layer with redundant content Governance One of the most significant changes to complement IPDS version 3.2 is the implementation of a new governance model. The need for a new model was underscored by IPDS Governance Model as of IPDS v3.2 Key Functional Non-Engineering Representation Stage/Key Function Representation IPDP Content Team Council CCBs Engineering Business Development Supply Chain Management Operations • • • Full Representation some specific inadequacies in the current process. A few of these inadequacies included lack of sufficient stakeholder involvement on process changes, confused responsibilities for shared content, difficulties with maintaining configuration control, and difficulties committing and retaining development resources. The new model addresses existing concerns by keeping the IPDP and the PAL process materials under the control of the IPDS
Vision/Direction Architecture/Style Guidance Approved Changes Implement Review Review Control Integrated Product Development Process Configuration Control Board (CCB), corporate-level council CCBs, or business CCBs. Endorsement of the IPDP will be given by consensus of the business CCBs. Likewise, PAL common content endorsement will come from business CCBs on an asset-byasset basis. The real value of the new governance model comes from allowing business endorsements to provide insight into the ROI of “common assets,” which will help Engineering & Technology Council Business Process Leads IPDS Steering Committee IPDS CCBs Control Tasks Activities Process Asset Library Engineering Common Assets Business Development Common Assets Supply Chain Common Assets Operations Common Assets • • • IDS Assets IIS Assets MS Assets NCS Assets RTSC Assets SAS Assets Integrated Product Development System IPDS Reqs & Arch Team Change Requests Approved Changes Control Endorse direct our council process activities. It also lets us identify and cull uncontrolled assets, while still allowing users to submit potential council or business assets for inclusion in the PAL. Finally, this model will drive more efficient implementation of approved changes. Moving Forward Each of our Raytheon businesses is making plans for the implementation of IPDS version 3.2 as a part of its overall process Implement Business Representation Users Architecture Use Cases Designs IPDS System Team Endorse Business CCBs IDS IIS MS NCS RTSC SAS definition and deployment over the next few months. In parallel, key roles will be filled by subject matter experts across the businesses for the improvement and governance of the IPDP and the IPDS/PAL system as a whole. These are critical steps on our path to deploy a potent combination of common and business-specific processes for the benefit of Raytheon programs and customers. • Eric Ziegler ejziegler@raytheon.com RAYTHEON TECHNOLOGY TODAY 2007 ISSUE 2 35
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