University course on aerospace projects management and se complete 2017

1
A COURSE ON AEROSPACE
PROJECT MANAGEMENT, SYSTEMS ENGINEERING AND
INTEGRATED LOGISTIC SUPPORT FUNDAMENTALS
FOR
AEROSPACE ENGINEERING UNIVERSITY STUDENTS
By
Ing. Panagiotis “Panos” XEFTERIS
2018

COURSE SCOPE
The Scope of the Present Course is to provide to University Aerospace Engineering
students with a Panoramic Instruction on the Project Management (PM), System
Engineering (SE) and Integrated Logistic Support (ILS) Processes which are Fundamental
to the Success of Aerospace Projects together with some hints for Professional
Development in these Fields.
The Cource also introduces the PM, SE and ILS Basic Activities, Organizational Aspects,
Main Processes, Methods, and Procedures.
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Aerospace is the human effort in science, engineering and business to fly in the
atmosphere of Earth (AERONAUTICS) and surrounding space (ASTRONAUTICS).
Aerospace organizations/industry conduct activities such as aerospace research, design,
development, manufacturing, assembly, integration, test and operations, or maintain
aircraft systems and/or spacecraft. The Aerospace activity is very diverse, with a
multitude of commercial, industrial and military applications.
Aerospace is not the same as Airspace, which is the physical air space directly above a
location on the ground. The beginning of space and the ending of the air is considered as
100 km above the ground according to the physical explanation that the air pressure is
too low and recognized by authorities.
WHAT IS AEROSPACE ?

THE AEROSPACE TECHNOLOGY ACCUMULATES ALMOST THE ENTIRETY OF THE MOST ADVANCED
SCIENTIFIC, TECHNICAL AND MANAGERIAL HUMAN KNOWLEDGE.
MOST OF THE AEROSPACE TECHNOLOGY IS USED IN ALL OTHER HUMAN ACTIVITIES AND SOCIAL
PROCESSES IN FIELDS SUCH AS MEDICINE, INFORMATICS, CONSTRUCTION, TRANSPORTATION,
FOOD PROCESSING, INDUSTRIAL GOODS/EQUIPMENT, MARINE , COMMUNICATIONS ETC.
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SOME CATEGORIES OF AEROSPACE SYSTEMS
6
F-35 STOVL 5TH GENERATION STEALTH FIGHTER AIRCRAFT

N { X }
Ꞙ
T
Y
G
A
OP
OP
Ꞙ
X
ΣYSTEM={N,G,Ꞙ,A,X,PO,Y,T}
Where N represents the set of Environment Objects.
G:N → Ꞙ is the mapping of Environmental States
into system Inputs.
Ꞙ represents the set of Admissible System Functions.
X represents the Allowable State Space for the
system.
A: Ꞙ → X is the State Transition Function for the
system.
OP: Ꞙ X→Y is the Operational Process of the
system.
The OP as the system process structure is given by
the relation: OP:F Q → X where Q is the set of
crosscouplings between the process and the results of
the decomposition B:F Q → X and B is the
crosscoupling function.

An Integrated Aerospace System is the Physical, Functional and Operational Aggregation of
Hardware, Firmware and Software Configurations , Personnel, Logistics and Operations
Required to Accomplish a Defined Manned or Unmanned Flight Mission and/or Missions in a
prescribed Environment and over a set Life Cycle (Time) that Conforms its Intended Use.

An Aerospace System must be Integrated in the interaction of Man-Machine Systems. The Overall Systems Design
Requires the Proper Assignment of Functions to Men and Machines with Human Knowledge and Skills as a Proper
Resource Component for System Design.
ENVIRONMENT
OPERATIONAL SYSTEM
(MACHINE)
SUPPLY PROCESS CONTROL SYSTEM
(MAN)
REPAIR PROCESS
DIAGNOSIS PROCESS
(MAN-MACHINE)
THE MAIN INTERACTIONS AND INTERFACES OF AN INTEGRATED AEROSPACE SYSTEM

P.1HH HAMMERHEAD RPAS
PRIME MISSION SYSTEM
P.1HH HAMMERHEAD RPA
P.1HH HAMMERHEAD RPS
C-BAND
( In Frequency Band 5 030 – 5 091 MHz)
Air Data Terminal
(For Airborne Equipment)
C3 LINK
C3 LINK
MANAGEMENT
SYSTEM ENGINEERING
INTEGRATED LOGISTIC SUPPORT
PERSONNEL
OPERATIONS

PIAGGIO AEROSPACE P.1HH HAMMERHEAD UAS EXPERIMENTAL FLIGHT

IT IS A TIME LIMITED CYCLIC PROCESS WHERE A SYSTEM IS BORN (CONCEIVED-DESIGNED-DEVELOPED), LIVES
(PRODUCED AND OPERATED) AND DIES (FAILS-DISPOSED OR DECOMMISSIONED).

1. Development includes the activities required to evolve the system from customer
needs to product or process solutions.
2. Manufacturing/Production/Construction includes the fabrication of engineering
test models and “bread boards,” low rate initial production, full-rate production of
systems and end items, or the construction of large or unique systems or subsystems.
3. Deployment (Fielding) includes the activities necessary to initially deliver,
transport, receive, process, assemble, install, checkout, train, operate, house, store,
or field the system to achieve full operational capability.
4. Operation is the user function and includes activities necessary to satisfy defined
Mission objectives and tasks in operational environments.
5. Support includes the activities necessary to provide operations support,
maintenance, logistics, and material management.
6. Disposal includes the activities necessary to ensure that the disposal of
decommissioned, destroyed, or irreparable system components meets all applicable
regulations and directives.
7. Training includes the activities necessary to achieve and maintain the knowledge
and skill levels necessary to efficiently and effectively perform operations and
support functions.
8. Verification includes the activities necessary to evaluate progress and effectiveness
of evolving system products and processes, and to measure specification compliance.
The 8 Primary Life Cycle
Functions
AEROSPACE INTEGRATED SYSTEM 8 LIFE CYCLE FUNCTIONS

An Aerospace System Acquisition Project is a discrete set of Phased activities performed in a logical
sequence to attain a specific result. Each activity, and the entire project, has a START and END DATE. A
Typical Aerospace System Acquisition Project Main Phases and Milestones are:
SYSTEM
CONCEPT
DEFINITION
SYSTEM
REQUIREMENTS
DEFINITION
SYSTEM
DESIGN
SYSTEM DEVELOPMENT
SYSTEM
INTEGRATION,
TEST AND
QUALIFICATION
SYSTEM FULL
PRODUCTION
ACTIVATION &
ACCEPTANCE
SYSTEM
DEPLOYMENT
AND SUPPORT
SYSTEM END OF LIFE
DECOMMISSIONING
PROJECT
K.O.

University course on aerospace projects management and se complete 2017

Scope is a
definition of what
is relevant to
your project.
AEROSPACE PROJECT SCOPE DIMENSIONS
Objectives
Initiatives that implement the goal.
What is the minimum that the stakeholders
expect from the system for it to be successful?
Need
Explains why the project is
developing this system from the
stakeholders’ point of view
Assumptions
Examples:
Level of technology
Partnerships
Extensibility to other missions
Schedules
Authority and Responsibility
Who has authority for aspects of the
system development?
Operational Concepts
Imagine the operation of the future system and
document the steps of how the end-to-end system
will be used
Budgets
Constraints
External items that cannot be controlled and
that must be met, which are identified while
defining the scope
Mission
Defining and restricting the missions
will aid in identifying requirements
Goals
Broad, fundamental aim you
expect to accomplish to fulfill
need.

PIAGGIO AEROSPACE P.1HH HAMMERHEAD PROJECT SCOPE EXAMPLE
Need: Design, Develop and Produce a state-of-the-art Unmanned Aerial System (UAS) MALE for
Intelligence, Surveillance and Reconnaissance (ISR) missions
Goal: Produce and sell the best in performance, cost-effectiveness and operational characteristics UAS
MALE which will be the very top of its category in the Defense and Homeland Security markets.
Objective: Make a decisive move in the UAS MALE Military and Civilian Markets Technological and
Operational Needs.
Mission: Perform 24h/day Intelligence, Surveillance and Reconnaissance over Land and Sea around the
Globe.
Operational Concept: able to climb up to 45.000 feet, loitering quietly at low speed (135 KTAS) for an
endurance of up to 16 flight hours and dashing at very high speed (up to 395 KTAS) to target. Its
operational capabilities shall include hosting several payload combinations and to perform multiple
missions: aerial, land, coastal, maritime and offshore security, COMINT/ELINT, electronic warfare as well
as other roles.
Assumptions: All technology needs are achievable within the Schedule imposed by the Italian Air Force.
Constraints: Full Operational Introduction by 2018. Maximize Use of Italian-made components.
Authority and Responsibility: The Italian Air Force (and other Air Forces) has to carry out the Missions.

Concept of Operations (Con Ops)
 What is a Con Ops?: a
description of how the
system will be operated
during the mission phases in
order to meet stakeholder
expectations.
 Importance of a Con Ops:
 Provides an operational
perspective
 Stimulates requirements
development related to
the user
 Reveals requirements and
design functions as
different “use cases” are
considered
 Serves as the basis for key
operations documents
later

Con Ops – Another Example NASA Design Reference Mission

WHAT IS AN AEROSPACE SYSTEM MISSION PROFILE?
EVENT DATE & TIME (EST) MISSION TIME
Launch July 16 08:32:00 am 00:00:00
Translunar injection 11:16:16 am 02:44:16
CSM-LM docking 11:56:03 am 03:24:03
Lunar orbit insertion July 19 12:21:50 pm 75:49:50
CSM-LM separation July 20 01:11:53 pm 100:39:53
Lunar landing 03:17:40 pm 102:45:40
Begin EVA 09:39:33 pm 109:07:33
First step on surface 09:56:15 pm 109:24:15
Lunar liftoff July 21 12:54:01 pm 124:22:01
LM-CSM docking 04:34:00 pm 128:03:00
Transearth injection 11:54:42 pm 135:23:42
Splashdown July 24 11:50:35 am 195:18:35
IT IS A FLIGHT ENVELOPE OBJECTIVE(S), PRE-ESTABLISHED SO AS TO DEFINE A JOURNEY(S) BY AN AEROSPACE VEHICLE
(MANNED OR UNMANNED) WITHIN AND/OR BEYOND THE EARTH’S ATMOSPHERE, USUALLY FOR THE PURPOSES TO
SATISFY SPECIFIC OPERATIONAL NEEDS AND CONSTRAINTS. THE ANIMATED VIDEO, WHICH FOLLOWS, SHOWS THE
APOLLO 11 MISSION TO THE MOON IN 1969. THE BASIC OBJECTIVE OF THAT MISSION WAS TO PUT A MAN ON THE
MOON AND THEN MAKE HIM RETURN SAFELY TO THE EARTH. THE APOLLO 11 MISSION PROJECT STARTED IN 1961.
APOLLO 11 MISSION
PROFILE MAIN EVENTS

Aerospace industry, is a Business Entity that obtains and manages the
Life-Cycle of an Aerospace System thus designs, develops, produces, tests,
sells/delivers and supports such system that is used by institutional or
private operators for a variety of flight missions and services within and
beyond Earth’s atmosphere.

IN AN AEROSPACE PROJECT THERE ARE FOUR (4) BASIC COMPONENTS, IN TERMS OF PROCESSES, ACTIVITIES AND
ORGANIZATIONS, NAMELY:
1. AEROSPACE PROJECT MANAGEMENT
2. AEROSPACE SYSTEM ENGINEERING (INCLUDING TECHNICAL MANAGEMENT)
3. AEROSPACE INTEGRATED LOGISTICS SUPPORT(INCLUDING SUPPORT MANAGEMENT)
4. AEROSPACE INDUSTRIAL OPERATIONS (INCLUDING FUNCTIONAL MANAGEMENT)

PROJECT
CUSTOMER / SPONSOR
1. CONTRACT
2. STATEMENT OF WORK
3. USER REQUIREMENT
SPECIFICATIONS
THE MAIN STEPS AND ELEMENTS TO AN AEROSPACE PROJECT-SYSTEM ACQUISITION
ISSUES
TENDER
REQUEST FOR PRICED
PROPOSAL AND OFFER
AEROSPACE
INDUSTRY
PROPOSAL ACCEPTED/ORDER OF SYSTEM/PRODUCT
SPECIFIC PROJECT
START/ORGANIZED
PROJECT MANAGEMENT
SYSTEM ENGINEERING
INTEGRATED LOGISTIC SUPPORT
INDUSTRIAL OPERATIONS
EXECUTE
PROJECT
DELIVER SYSTEM/PRODUCT
REQUIRED TO CUSTOMER
RESPONSE TO R.F.P

WHAT DO WE NEED TO CONDUCT A SUSTAINABLE AEROSPACE PROJECT?
1) PRESENCE OF CUSTOMERS (THE MARKET NEEDS)……THUS FUNDING (MONEY)
2) STRONG EXPERTISE IN THE FIELD (KNOW-HOW)
3) APPROPRIATE INDUSTRIAL INFRASTRUCTURE AND CAPABILITY
4) ABILITY IN RISK REDUCTION AND SHARING (I.E. COOPERATION OF MANY)
5) STRONG MANAGEMENT ( INTERFACING AND INTEGRATING)
6) AVAILABILITY OF CONTINUOUS SUPPLY AND LOGISTICS CHAIN
7) FEASIBLE REQUIREMENTS AND SUSTAINABLE DEVELOPMENTS
8) STRONG HANDLING OF TECHNOLOGIES

EXAMPLE OF A COMPLEX AEROSPACE PROJECT THROUGH AN INTERNATIONAL COOPERATION
(INTERNATIONAL PROJECT WORKSHARE FOR THE PRODUCTION OF THE B-787 («DREAMLINER»)
THE COMPLEXITY AND
THE COST OF AN
AEROSPACE PROJECT
MOST OF THE TIME
LEAD TO
INTERNATIONAL
COOPERATIONS

WHAT IS MANAGEMENT?
MAN – AGIRE = Act Upon and Through MenMANAGEMENT
In other words MANAGEMENT is the Art and Science of
Getting Tasks Done on Time Through Combined Resources.

WHAT IS AEROSPACE PROJECT (OR PROGRAM) MANAGEMENT ?
AEROSPACE PROJECT MANAMENT (PM) is the business and administrative planning,
organizing, directing, coordinating, controlling, and approving actions required to
accomplish the overall Aerospace System Acquisition Project objectives within its
Phased Life-Cycle.
The primary challenge of Project Management is to achieve all of the project goals and constraints. This
information is usually described in a User or Project Requirements Specification, which is created at the
beginning of the Project. The primary constraints are scope, time, quality and budget. The secondary —
and more ambitious — challenge is to optimize the allocation of necessary inputs and integrate them to
meet pre-defined objectives.

Managing Complex Aerospace and Defense Customer Programs

THE PROJECT MANAGEMENT MAIN TASKING PENTAGON
PROJECT
MANAGEMENT

MAIN FUNCTIONS OF PROJECT MANAGEMENT
1) LEAD To inspire the participants to accomplish the goals and objectives at a level that meets or
exceeds expectations. It is the only function of project management that occurs simultaneously with the
other functions. Whether defining, planning, organizing, or controlling, the project manager uses
Leadership to execute the project efficiently and effectively.
2) DEFINE To determine the overall vision, goals, objectives, scope, responsibilities, and deliverables of
a project. A common way to capture this information is with a Statement Of Work (SOW). This is a
document that delineates the above information and is signed by all interested parties.
3) PLAN To determine the steps needed to execute a project, assign who will perform them, and
identify their start and completion dates. Planning entails activities such as constructing a Work
Breakdown Structure (WBS) and a Schedule for starting and completing of the project.
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MAIN FUNCTIONS OF PROJECT MANAGEMENT-continue
4) Organize To orchestrate the resources cost-effectively so as to execute the plan. Organizing
involves activities such as forming a team in the form of a Project Management Office (PMO) ,
allocating resources, calculating costs, assessing risk, preparing project documentation, and ensuring
good communications.
5) Control To assess how well a project meets its goals and objectives. Controlling involves
collecting and assessing status reports, managing changes to baselines, and responding to
circumstances that can negatively impact the project participants.
6) Close To conclude a project efficiently and effectively. Closing a project involves compiling
statistics, releasing people, and preparing the lessons learned document.
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AEROSPACE PROJECT
MANAGEMENT
Planning ,Organizing, Scheduling & Control
(SOW, WBS, OBS, WPDs, SCHEDULES, CPNs, CAs)
Project Wide-Programs Management
Risk Management
Production and Production Control Management
Main Contract &Subcontracts Management
Collaborative Industrial Program
Work Packages (WPs ) Management
Informatics and Data Management
Support Programs Management
Contractor / Customer Coordination
Management
THE AEROSPACE PROJECT MANAGEMENT (PM) MAIN TASKS DURING ITS LIFE CYCLE PHASES
SOW Statement of Work
WBS Work Breakdown Structure
WPD Work Package Descriptions
OBS Organizational Breakdown Structure
CPN Critical Path Networks
CA Cost Account

CUSTOMER/STAKEHOLDERS/
PROJECT SPONSOR
PMO
PROJECT MANAGER
(PM)
1.0
PROJECT PLANNING,
SCHEDULING & CONTROL
MANAGER (PPSCM)
1.1
RISK MANAGER (RM)
CONTRACTS &
PROCUREMENT MANAGER
(C/PM)
1.2 1.3
SYSTEM ENGINEERING
MANAGER (SEM)
1.4
PRODUCTION & AITQ
MANAGER (P/AITQM)
PRODUCT ASSURANCE
MANAGER (PAM)
1.5 1.6
1.7
SYSTEM OPERATIONS AND
ILS MANAGER (ILS-SM)
TYPICAL PROJECT MANAGEMENT OFFICE (PMO) ORGANIZATIONAL STRUCTURE-LEVEL 1
INTERFACE AND
REPORTING

1. SETTING UP AND
ORGANIZING THE
PROJECT
2. PLANNING
AND INITIATING
THE PROJECT
3. MANAGING
RISKS
4. MANAGING
COSTS
SCHEDULE
AND ACTIONS
5. PROJECT
MONITORING
AND CONTROL
6. REPORTING
7. MANAGING
COORDINATION
8. MANAGING
THE
DELIVERABLES
9. CLOSING
THE PROJECT
PROJECT MANAGEMENT
INITIATION AND
LAUNCH
PROJECT CLOSURE
PROJECT OBS- WBS
WBS-WPD
SCHEDULES PLANS & CHANGES
CONFIGURATION &
DATA
MANAGEMENT
PROJECT
DETAILED PLANS
COST & SCHEDULE DASHBOARD
STATUS REPORTING
PROJECT PERFORMANCE
STATUS
RESOURCES NEEDS
SKILL NEEDS
MANAGEMENT PLANS & CHANGES
PROCUREMENT NEEDS
ENGINEERING
TECHNICAL
PLANS
TECH. WBS & SCHEDULE
TECHNICAL PACKAGE
TECH. REPORTING
QUALITY
ASSURANCE
PROJECT
MANAGER
ACTIONS
REPORTS &
REVIEWS
QUALITY STATUS
ITEM ACCEPTED
DELIVERABLES
EVOLUTION
MANAGEMENT ACTIONS
CLOSURE PROJECT DATABASE
THE OVERALL
PROJECT
MANAGEMENT
PROCESS LOGIC
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A NSA PROJECT
AA PRIME MISSION
SYSTEM
AB PROGRAM
MANAGEMENT
AC SYSTEM
ENGINEERING
AD INTEGRATED
LOGISTIC SUPPORT
AF SYSTEM
ACTIVATION&
DEPLOYMENT
AE SYSTEM TEST
EVALUATION AND
QUALIFICATION
AAA
AIRFRAME
AAB POWER
PLANT
AAC DYNAMIC
& FLIGHT
CONTROL S/S
AAD
AVIONICS S/S
AAE NAV &
GUIDANCE S/S
AAF MISSION
& DATA
HANDLING S/S
AAG AUXILIARY
EQUIPMENT
AAH PMS
INTEGRATION
& ASSEMBLY
ABA PLANNING
&
ORGANIZING
ABB PROJECT
WIDE
PROGRAMS MGT
ABC SUPPORT
PROGRAMS MGT
ABD
COORDINATION
MANAGEMENT
ACA PLANNING
&
ORGANIZING
ACB PMS
SYSTEM ENGR
ACC ILS
SYSTEM ENGR
ACD SPECIALTY
SYSTEM ENGR
ADA
OPS SUPPORT
CENTERS
ADB
TRAINING
ADC
LINE SUPPORT
CAPABILITY
ADD
SUPPORT
TOOLS &
EQUIPMENT
ADE SUPPLY
SUPPORT
ADF
DATA
ADG SUPPORT
FACILITIES
ADH
PERSONNEL
AEA PMS
T.E.Q.
AEB SUPPORT
SYSTEM T.E.Q.
AEC FLIGHT
TESTING
AED MOCKUPS
& SIMULATORS
AEE T.E.Q.
SUPPORT
AEF T.E.Q.
FACILITIES
AFA INTERIM
SUPPORT
AFB NSA-SHIP
INTERFACE
AFC
OPERATIONAL
FACILITIES
AFD
OPS/SUPPORT
UNITS
ACTIVATION
AFE EXISTING
SYSTEMS
DE-ACTIVATION
NSA PROJECT W.B.S.
Levels 1,2, & 3
WBS- An Example of Work Breakdown Structure (WBS)-AW101 Helicopter Integrated System

WBS USE-The First Task to Do When Starting a Project
The WBS is a Project Management Tool. It provides a
framework for specifying the technical aspects of the
project by defining the project in terms of hierarchically-
related, product-oriented elements and the work
processes required for each element's completion. Each
element of the WBS provides logical summary points for
assessing technical accomplishments, and for measuring
cost and schedule performance.
1) technical management
2) work identification and assignment
3) schedule management
4) cost management
5) performance measurement

THE PROJECT SCHEDULE
 Provides a framework of time-phased and coordinated activities which
represent the plan for completing the project within established constraints.
 Used:
 To integrate all elements of a project as a function of time and flow
 As a communication tool across the project team
 As a basis for assessing project status
 For project management control
 Key inputs:
 The work breakdown structure (WBS)
 External constraints (such as imposed System Delivery for Flight date)
 Required milestones (such as technical reviews)
 Major deliverables
 Imposed funding profiles

Project Scheduling Approaches
Gantt Chart: A graphic portrayal of a project which shows the activities to be completed and the time
to complete represented by horizontal lines drawn in proportion to the duration of the activity.
Milestone Chart: A graphic portrayal of a project that shows the events to be completed on a
timeline.
Network Scheduling
• Critical Path Method (CPM): A graphical technique that aids understanding of the dependency of
events in a project and the time required to complete them.
• Program Evaluation and Review Technique (PERT): A technique based on constructing a network
model of integrated activities and events. Difference from CPM: uses statistical theory and
probability to make a determination of duration time for each task and the likelihood of an event
being on schedule.

Gantt & Milestone Charts (Pros and Cons)
ADVANTAGES
1) Simple to prepare and update,
2) Information portrayed in easily understood format,
3) Relatively inexpensive to prepare using software
tools,
4) Relate activities and calendar dates,
5) Easy to roll up information into summary form,
6) Useful first step for preparation of more complex
type schedules
7) Reliable estimates can be developed when the work
is repetitive and when the product is easy to
measure quantitatively.
DISADVANTAGES
1) Difficult to use for detailed schedule analysis
2) Do not show the effects of late or early activity
starts,
3) Do not represent dependencies among activities
as well as other scheduling methods
4) Do not reflect the uncertainty in the planned
activity duration or event date
5) Only as reliable as the estimates on which they
are based; looking at the chart doesn’t indicate
which estimates are the most reliable
6) Do not allow quick or easy exploration of the
consequences of alternative actions.

CARGO TRANSPORT RPAS R&D PROJECT MASTER SCHEDULE (GANTT CHART )-EXAMPLE
Gantt and milestone charts are best
used for displaying the planned
activities and events of a project and
the progress in meeting them. This
makes them very useful for
presenting schedule and program
status information in a concise
simple format at such things as
program or activity reviews.
Because of its simplicity and ease of
interpretation, it is a particularly
good tool for communicating to
higher management when
information must be presented
quickly and efficiently.

Network Schedule (Example)
In this example, the lines represent project activities A through H;
the nodes represent the events associated with the beginning and
end of the activities. The network shows the following constraints
among the activities: activity A must be completed before
activities B, C, or D can begin; B must be completed before E can
begin; F cannot begin until D is completed; G cannot begin until C
and E are done, and H cannot begin until F and G are completed.
In addition to showing this type of sequencing constraints,
network schedules can also show the time and resources planned
for each activity and thus provide managers with a mechanism to
monitor and control the project.
H
Network schedule data consists of:
 Activities
 Dependencies between activities
 Milestones that occur as a result of
one or more activities
 Duration of each activity

Network Schedule
Network schedule data consists of:
Activities
Dependencies between activities
Milestones that occur as a result of one or more activities
Duration of each activity
Program
Start
Program
Complete
D : 5 days
F : 14 days G : 6 days
Activity Legend:
 A - Build raised floor
 B - Build air conditioning vents
 C - Bring special power source
to computer room
 D - Install wiring and connect
to power source
 E - Install air conditioning
 F - Await delivery of computer
 G - Install computer

Example: Critical Path and Float
Critical Path is the sequence of activities that will take the longest to accomplish. Any delay on this
path will delay the project.
 Example: 14 days,
 Activities that are not on the critical path have a certain amount of time that they can be delayed until
they, too are on the critical path. This time is called float (or slack).
 Example, Path 1: 9 days => 5 days of float +
 Example, Path 2: 13 days => 1 day of float +
Program
Start
Program
Complete
D : 5 days
F : 14 days G : 6 days

Time Estimates Used in PERT
Three estimates are required:
• Most Likely, m
• Optimistic, a
• Pessimistic, b
 Expected completion time, or mean time
te = a+4m+b
6
ma b
Beta Probability Distribution
Using PERT, it is possible to determine an expected time for completion of a project and the likelihood (probability) that
this expected completion time will be met. Projects best suited for PERT are one-of-a-kind complex programs that
involve new technology or processes and research and development.

46
Network Schedules
ADVANTAGES
1) Provide graphical portrayal of project activities and
relationships/constraints
2) Force communications among team members in
identifying activities
3) Organize what would otherwise be confusing
material, making it easier for managers to make
tradeoffs and develop alternative plans
4) Give managers more control over activities/events
and schedules
5) Facilitate “what if” exercises
6) Provide the basis for Gantt and milestone chart
information
DISADVANTAGES
1) Network construction can be difficult and time
consuming.
2) Only as sound as the activity time and resource
estimates.
3) Sometimes difficult to portray graphically—too many
lines, nodes and intersections.
4) Not particularly good for conveying information in
briefings/reviews.
5) Complex networks, once sketched out on a large wall
chart, tend to become the focus of management
attention when, in fact, a manager should be paying
attention to factors not on the chart, such as
management/ labor relations.

Schedule Preparation
A five-step process for schedule preparation that is commonly used in project
management includes:
1. Activity definition - what has to be accomplished?
2. Activity sequencing - what has to occur first, second…?
3. Activity duration estimation - how long does activity take?
4. Schedule development - what are realistic start & finish dates?
5. Schedule control - how to manage changes & track performance?
Risk is inherent in all programs, and scheduling is one element of risk. Uncertainty introduced in
estimating the duration of each activity causes most schedule risk. Project managers must assess
the likelihood of failing to meet schedule plans and the impact of that failure. Probabilistic
techniques have proven to be very useful in conducting these assessments.

32 876
Resource Loaded Schedules
Important to do:
Assure no resource conflicts
Staff being assigned efficiently
Minimize gaps for engineering
personnel (EPs)
1 4 5 9 11 12 13 14 15 16
Schedule
1) Eng EPs
-- Act A
-- Act B
-- Act C
-- Act D
-- Act E
-- Act F
-- Act G
-- Act H
2) Mfg/Test EPs
-- Act A
-- Act B
-- Act C
-- Act D
-- Act E
-- Act F
-- Act G
-- Act H
3) Test Facilities
-- Act A
-- Act B
-- Act C
-- Act D
-- Act E
-- Act F
-- Act G
-- Act H
10
3
3
-
-
-
-
-
-
-
1
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
3
-
-
-
-
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1
1
-
-
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-
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5
-
3
-
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2
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2
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1
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1
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-
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5
-
3
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2
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2
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1
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1
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-
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3
-
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2
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1
-
1
2
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7
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5
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3
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2
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1
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12
-
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7
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5
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3
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2
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1
10
-
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7
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3
1
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1
2
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1
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1
7
-
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4
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3
2
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1
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1
1
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1
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4
-
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4
-
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1
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1
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1
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1
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4
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4
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1
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1
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1
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1
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4
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4
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1
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1
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1
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1
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4
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1
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E
D
H
C
G
A
F
B
Project
Complete
Months
Resources Required
Number of resources required
defined for each activity, each
month
Activity C requires:
2 Eng EPs
7 Mfg/Test EPs
0 Test Facilities

Additional topics if you are interested in adding to the lecture:
Earned Value Management (EVM)
A tool for measuring and assessing project performance through the integration of technical scope with
schedule and cost objectives during the execution of the project. EVM provides quantification of
technical progress, enabling management to gain insight into project status and project completion costs
and schedules.
Schedule Software Tools, such as
a) Microsoft Project
b) Primavera
Additional Schedule Topics

50
Managing Interfaces – Interface Control Working Group (ICWG)
Purpose and role
 Focus on solution interfaces - both external and
internal
 Participating partners on the ICWG
 Under change management authority
 Conflict resolution
 Maintain interface integrity - synchronization of
changes with documentation
Managing Interface Agreements
 Documenting the interface is critical
 Agreement between the partners is essential
 May include many interfaces
 Evaluate the impacts of proposed changes
 Closely manage the agreement – it is a contract
between the interfacing parties

ACTIVITY RESPONSIBLE
RISK MANAGER
RISK OWNER
QUALITY ASSURANCE
MANAGER
ESTABLISH RISK
MANAGEMENT PLAN
FOR THE ACTIVITY
IDENTIFY
PRELIMINARY RISKS
IMPLEMENT AN
ACTION PLAN
IDENTIFY & ASSESS THE
RISKS RELATED TO THE
ACTIVITY
EVALUATE THE RISK
ASSOCIATED WITH
THE ACTIVITY
CRITICAL ITEMS LIST
MONITOR RISK & ACTION
DEVELOPMENT STATUS
REPORT &
COMMUNICATE RISK
STATUS
MONITORING OF RISKS
RISK STATUS
SCALES OF VALUES
OBJECTIVES
ACTIVITY RISK
MANAGEMENT PLAN
LIST OF PRELIMINARY
RISKS
LIST OF RISKS
CRITICAL ITEMS
LIST OF
CONSOLIDATED
RISKS
STATUS OF RISK
MITIGATION ACTIONS
RISK MITIGATION ACTION
PLAN
CONSOLIDATED LIST OF
UNACCEPTABLE RISKS
CONSOLIDATED LIST OF
ACCEPTABLE RISKS
RISK CONTROL INDICATOR
LIST OF RISKS UNACCEPTABLE TO THE ACTIVITY &
ASSOCIATED RISK DESCRIPTION SHEETS
RISK
MANAGEMENT
PLAN
PROJECT RISK MANAGEMENT PROCESS

PMO
REVIEW CHAIRMAN
PMO PAM
REVIEW
ORGANIZATION
DOCUMENTATION
AVAILABILITY
ANSWERING
THE REVIEW
ITEM
DISCREPANCY
ANALYSIS OF THE
RECOMMENDATIONS
CONCLUSION
PREPARATION
OF THE REVIEW
CONFIRMATION
OF THE REVIEW
PRESENTATION
MEETING
DOCUMENTATION
ANALYSIS &
STUDY OF
PROBLEMS
EDITING THE
REVIEW REPORT
DECISION OF
THE REVIEW
BOARD (RB)
DETECTION OF
PROCESS
IMPROVEMENT
ORGANIZATION
REPORT
LIST OF DOCUMENTS
TO PROVIDE
REVIEW PACKAGE
CONVOCATION TO THE REVIEW
 REVIEW CONFIRMATION NOTE
 REVIEW ORGANIZATION NOTE
REVIEW ITEM
DISCRFEPANCY
REVIEW ITEM
DISCREPANCY
COMPLETED
PRESENTATION OF THE REVIEW
 STATUS OF THE REVIEW ITEM DISCREPANCY
 RECOMMENDATIONS
 ACTIONS TAKEN INTO ACCOUNT
REVIEW REPORT
RECOMMENDATIONS
TAKEN INTO ACCOUNT
LIST
REPORT FROM RB
PROCESS IMPROVEMENT ACTION
STATUS OF REVIEW
ACTIONS
INITIALIZATION
OF THE REVIEW
TYPICAL AEROSPACE
PROJECT REVIEW
PROCESS LOGIC

….SO IN PRACTICE
HOW I BECOME A
PROJECT MANAGER?

What is Systems Engineering?
Systems Engineering is a robust approach to the design, creation, and operation of
systems. The approach consists of:
• identification and quantification of system goals
• creation of alternative system design concepts
• performance of design trades
• selection and implementation of the best design
• verification that the design is properly built and integrated, and
• assessment of how well the system meets the goals
This approach is iterative, with several increases in the resolution of the system baselines (which contain
requirements, design details, verification plans and cost and performance estimates).

The System Engineering Process is given by the mapping:
SE : N F
𝑮∗𝑾 𝑺
WS where N and F are the Environmental and Resource Inputs respectively and WSis
the entire Process. The Objective Function for the whole system GWS is expressed by GWS = g [ G (SCHEDULE
CONTROL; G ( OPERATIONAL SYSTEM); G (SUPPORT SYSTEM). An Optimal Value for an Systems Engineering
Problem is given by the Functional:
G*WS = minMSE { 𝒕𝟎
𝒕𝟏
𝒈𝐬c (X𝐬c, MSE, N) dt} + max MOS, MSS { E|L (XOS, XSS, MOS, MSS, N, U) (tf-tc)}
Where gSC is the Performance Function for Schedule Control (SC), xsc represents the trajectory of SC, MSE are
the Model Outcomes from SE. The second term in the above functional relation represents the measure of the
System Cost-Effectiveness.
55

AEROSPACE SYSTEM ENGINEERING MAIN ACTIVITIES
Totally Integrated
System-Systems Engineering
(TIAS-SE)
System Engineering
Management ( SEM )
Prime Mission System
System Engineering
(PMS-SE)
Integrated Logistics Support
System Engineering
(ILS-SE)
Specialty
System Engineering
(SP-SE)

SYSTEM ENGINEERING MANAGEMENT ACTIVITIES BREAKDOWN
System Engineering
Management (SEM)
System Engineering is a standardized, disciplined management process for development of system solutions that provides
a constant approach to system development in an environment of change and uncertainty. System Engineering
Management ensures that the correct technical tasks get done during development through planning, tracking, and
coordinating. Responsibilities of Systems Engineering Managers include:
 Development of a total system design solution that balances
cost, schedule, performance, and risk,
 Development and tracking of technical information needed for
decision making,
 Verification that technical solutions satisfy customer
requirements,
 Development of a system that can be produced economically
and supported throughout the life cycle,
 Development and monitoring of internal and external interface
compatibility of the system and subsystems using an open
systems approach,
 Establishment of baselines and configuration control, and
 Proper focus and structure for system and major sub-system
level design

Systems Engineering Management is accomplished
by integrating three major activities:
 Development phasing that controls the design
process and provides baselines that coordinate
design efforts;
 A systems engineering process that provides a
structure for solving design problems and tracking
requirements flow through the design effort; and
 Life cycle integration that involves customers in the
design process and ensures that the system
developed is viable throughout its life.
THREE (3) ACTIVITIES OF SYSTEM ENGINEERING MANAGEMENT

SYSTEM ENGINEERING ACTIVITIES BREAKDOWN-Continue
Prime Mission System
System Engineering (PMS-SE)
 PMS Structural Integrity Program
 PMS Environmental Engineering Program
 PMS Electrical Power Engineering Program
 PMS Survivability and Vulnerability Program
 PMS Weight Control Engineering
 PMS Thermal Control Engineering
 PMS EMP/EMC Program
 PMS Antenna Engineering
 PMS Electronics Engineering
 PMS Software Engineering
 PMS Payload Engineering

 Engineering Development Program
 Airworthiness and System Safety
 Human Engineering
 Reliability, Availability, and Maintainability (RAM)
 Product Assurance Program
 Proof of Compliance Program
 Qualification Program
 Value Engineering Program
 Configuration Management Program
 Assembly, Integration and Test Engineering
 System Deployment Program
 Production Engineering Program
 Parts Control and Standardization Program
 Security Engineering
 Facilities/Infrastructure Engineering
 Network Engineering
 Mission and Operations Engineering
Specialty System
Engineering (SP-SE)

Integrated Logistics Support
System Engineering (ILS-SE)
ILS Determination Program
ILS Verification Program
ILS Validation Program

To Be a Systems Engineer You
Must Be a Systems Thinker …
 See the forest and not only the trees
 View from different perspectives
 Look for interdependencies
 Understand different models
 Think long term
 “Go wide” in thinking about cause and effect relationships
 Think about potential benefits (opportunities) as well as about unintended consequences (risks)
Focus on problem solving, not finding blame

PROJECT TEAMWORK
A major difference between university studies and the work world: Transition from Individual Work
Performance to Team Work Performance.
Systems Engineering Relies on Teamwork
 A multidisciplinary team is system engineer’s most powerful tool.
 Often called Integrated Product Team (IPT) or Integrated Product Development Team (IPDT).
 Team led by systems engineer, with all significant technical disciplines represented.
 Reasons / Value of this approach:
1) No one individual has all the required knowledge.
2) Diverse team interaction encourages ingenuity and creativity.
3) Reduces engineering design time.
4) Enables fewer problems in transition from engineering to manufacturing to operations.
5) Identifies and resolves technical subsystem conflicts early.

 Today’s challenge: “Team of teams”
• Team members are dispersed geographically
• Different culture basis
• Different process approaches
• Your team’s performance depends on a sub-team or supplier’s performance
 Goal: Creating a culture of collaboration
• Explicitly reward collaboration traits
• Honesty, integrity, sharing, receptivity, consistency, respect
• Build trust
• Individual involvement in planning, creating, strategizing, structuring
DEVELOPING A TEAM
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

The Job of an Aerospace Engineer

An Aerospace System Acquisition Project is a discrete set of Phased activities performed in a logical sequence
to attain a specific result. Each activity, and the entire project, has a START and END DATE. A Typical
Aerospace System Acquisition Project Main Phases and Milestones where Systems Engineers are involved:
SYSTEM
CONCEPT
DEFINITION
SYSTEM
REQUIREMENTS
DEFINITION
SYSTEM
DESIGN
SYSTEM DEVELOPMENT
SYSTEM
INTEGRATION,
TEST AND
QUALIFICATION
SYSTEM FULL
PRODUCTION
ACTIVATION &
ACCEPTANCE
SYSTEM
DEPLOYMENT
AND SUPPORT
SYSTEM END OF LIFE
DECOMMISSIONING
PROJECT
K.O.

SYSTEM ENGINEERING PROCESS V-DIAGRAM

1. Establish evaluation criteria
2. Establish relative importance of evaluation criteria
3. Develop alternative concepts that meet objectives and top-level requirements
4. Evaluate alternatives relative to the established evaluation criteria
5. The alternative that best satisfies the evaluation criteria represents the tentative concept choice
6. Tentative concept choice is evaluated in more detail to identify any unforeseen drawbacks
7. In light of the information gained from the more detailed study, the decision is finalized or the
decision maker returns to Step 3
Basic Steps in the Decision Making Process

NEED
DEFINE
PROBLEM
DEFINE UTILITY
CRITERIA
POSSIBLE
OPERATING
ENVIRONMENTS
SYNTHESIZE
SOLUTIONS
PROCESS
DATA
DATABASE
MODELING
OUTPUTS
ESTIMATE
UTILITY
REVISE
PROBABILITIES
SELECTION
OBTAIN
DATA
IMPLEMENT
REAL
WORLD
ILLUSTRATION OF THE DECISION – MAKING PROCESS IN SYSTEMS ENGINEERING

The Performance Function G of a Controlled Integrated System is expressed in the following three (3) cases of
interest:
1) CONTINUOUS CONTROL
G 𝒕 = 𝒎𝒂𝒙 𝒎(𝒕) 𝒕𝟏
𝒕𝒇
𝒈 𝒙, 𝒏, 𝒚, 𝒎, 𝒕 𝒅𝒕
2) DISCRETE CONTROL (e.g. policy iteration, dynamic programming, game theory)
G(r)= 𝒎𝒂𝒙 𝒎(𝒓){Gmax (r-1) + g(r) (x,n,u,m,r)}
3) OPTIMAL DESIGN (e.g. Multivariable search in automation and control engineering)
G = 𝒎𝒂𝒙 𝒎{E(x,n,u,m,t) | L (x,m,t) } generally E(.) is for System Effectiveness and L(.) is for the
System Cost
In Systems Engineering, the Entire System is characterized by four (4) types of Functional Systems:
1) Operational System, 2) Maintenance System, 3) Transport System, and 4) Procurement System.
THE PERFORMANCE FUNCTION OF A CONTROLLED INTEGRATED SYSTEM

STATE
OF ART
DESIGN
CONCEPT
STATE
OF
NATURE
RESOURCES
DEVELOPMENT
DESIGN
VARIABLES
INTEREST
RATES
COST
MODEL
PERFORMANCE
DESIGN
RELIABILITY
DESIGN
MAINTENANCE
DESIGN
SAFETY DESIGN
LOGISTICS
DESIGN
CAPABILITY
DEPENDABILITY
AVAILABILITY
COST
EFFECTIVENESS
EFFECTIVENESS
71

What Is a System Architecture?
A system Architecture is the link between needs analysis, project scoping and functional analysis and the first
descriptions of the system structure.
Creating a system architecture is the beginning of
the system design process and establishes the link
between requirements and design. The typical
architecture development sequence is:
1. Establish initial system requirements by needs
analysis, project scoping, and the development
of the concept of operations (Con Ops).
2. Define the external boundaries, constraints,
scope, context, environment and assumptions.
3. Develop candidate system architectures as part
of an iterative process using these initial
requirements.
4. For each architecture, compare the benefits,
costs, risks and the requirements that drive their
salient features and consider modifying (with
stakeholder involvement) their Con Ops, system
performance and even their system functions to
improve the solution-problem proposition.

Architecture vs. Design
A system architecture creates the conceptual structure within which subsequent system design occurs.
Developing a system architecture and developing a system design are systems engineering functions
that support system synthesis, but they have different uses.
System architecture is used:
• To establish the framework for subsequent system design
• To support make-buy decisions
• To discriminate between alternative solutions
• To ‘discover’ the true requirements or the ‘true’ priorities
System design is used:
• To develop system components that meet functional and performance requirements and constraints
• To build the system
• To understand the system-wide ripple effects of configuration changes

PHASE I
CONCEPT AND
PERFORMANCE
REQUIREMENTS
DETERMINATION
PHASE II
DESIGN
REQUIREMENTS
DEFINITION
PHASE III
DESIGN
DEVELOPMENT AND
QUALIFICATION
TESTING
PERFORMANCE
PHASE IV
SYSTEM
BECOMES / IS
OPERATIONAL
(DEPLOYMENT)
CONCEPT
DETERMINATION
SYSTEM
DEFINITION
SYSTEM
DEVELOPMENT
SYSTEM
PRODUCTION &
OPERATIONAL
DETERMINED DEFINED DERIVED
ESTABLISHED
& MAINTAINED
SYSTEM CONFIGURATION BASELINES AND THEIR EVOLUTION DURING THE PROJECT LIFE-CYCLE
A system baseline is a complete system description including the latest requirements, designs, constraints,
assumptions, interfaces, resource allocations and team responsibilities at the time the baseline is created.

75
Artifacts
Organizations
&
People
Configuration Management-Change “The One Constant” Process in a Project
Concept
Studies
Concept &
Technology
Development
Preliminary
Design & Tech
Completion
Final Design
& Fabrication
System
Assembly , Int &
Test, Launch
Operations &
Sustainment
Problems
Concepts
Expecta-
tions
User
CONOPS
System
Reqmts.
Validation
Plan
Concept
Verificat’n
Plan
Design-to
Specs
Form, Fit,
& Function
Build-to
Specs
Verificat’n
Procedures
Changes Changes Changes Changes Changes
As-
deployed
As-
operated
As-built
As-verified
Anomalies
A Space Project Example

SYSTEM
DETAILED
CONCEPT
DEFINITION
SYSTEM
DETAILED
REQUIREMENTS
DEFINITION
SYSTEM DETAILED
DESIGN SYSTEM DEVELOPMENT
SYSTEM A.I.T.Q
SYSTEM ACTIVATION,
SUPPORT AND TRIAL
OPERATIONS
DOMAIN OF SYSTEM DESIGN
DOMAIN OF SYSTEM OF BUILDS
DOMAIN OF SYSTEM OF OPERATIONAL
PROOF
SCR PDR CDR
STRR ATRR SCA ORR
FUNCTIONAL
& ALLOCATED
BASELINES
PRODUCT
BASELINE
SYSTEM AS-BUILT BASELINE SYSTEM OPERATIONAL
BASELINE
SCR System Concept Review
PDR Preliminary Design Review
CDR Critical Design Review
STRR System Test Readiness Review
ATRR Acceptance Test Readiness Review
SCA System Configuration Audit
ORR Operational Readiness Review
CONCEPTUAL
BASELINE
SYSTEM BASELINES VS REVIEWS

Design Process - Overview
Steps in the design process:
 Establish the need
 Define mission scope
 Establish evaluation criteria
 Generate feasible alternatives
 Evaluate alternatives
 Down select to baseline mission
 Detailed design

Some Words about Requirements
What is a Requirement?
Requirement is a Statement of some THINGS you
want or need
OR
A characteristic of some THINGS you want or need
A requirement is also…
• A Contractually Binding Statement
• Documentation of Need Domains
• The Means We Use to Communicate in a Project
Mutual
Understanding
Requirements Come:
From the Future User/Customer of the System
From Project Stakeholders/Sponsor(s)
From Organizational Standards and Government Regulations
By Virtue of Project Life Cycle Needs, Trade-offs and Necessary Evolutions

Functional - Requirements which define
what an item must do.
Performance - Requirements which
define and quantify how well an item
must accomplish a particular function.
Constraints - Requirements that capture
operational, environmental, safety or
regulatory constraints.
Verification - Requirements capture how
confidence will be established that the
system will perform in its intended
environment.
Types of Requirements

SYSTEM ENGINEERING DESIGN PROCESS

SYSTEM MISSION
REQUIREMENTS
USER REQUIREMENTS
CONSTRAINTS
DEFINE AND VALIDATE
SYSTEM CONCEPT
SYSTEM
OPERATIONAL
ENVIROMENT
SYSTEM
REQUIREMENTS
VALIDATED SYSTEM AND
OPERATIONS DETAILED
CONCEPT
DEFINE DETAILED
SYSTEM
REQUIREMENTS
 SYSTEM DETAILED MANAGEMENT PLANS
 SYSTEM PERFORMANCE VERIFICATION PLAN
SYSTEM ILS PLAN
SYSTEM INNOVATION
TECHNOLOGY
DEFINE SYSTEM
SUB-SYSTEMS
DETAILED
REQUIREMENTS
DEVELOP SUB-
SYSTEMS
DESIGN
SYSTEM DETAILED SUB-SYSTEM
REQUIREMENTS
SYSTEM
FUNCTIONAL
BASELINE
SYSTEM DESIGN
DEVELOPMENT
SYSTEM DETAILED
DESIGN BASELINE
SYSTEM DESIGN
SUB-SYSTEM
DESIGN
SYSTEM COST
CONSIDERATIONS
 SYSTEM IMPLEMENTATION PLANS
 SYSTEM PERFORMANCE MODEL
 SYSTEM TEST PLANS
 SYSTEM OPERATIONS PLANS
THE SYSTEM DEFINITION AND DESIGN PROCESS LOGIC

Requirements are decomposed via three methods, namely flow-down, allocation and derivation.
1. Requirement flow-down is a direct transfer since a subsystem provides the capability.
2. Allocation is a quantitative apportionment from a higher level to a lower level and for which the unit of measure
remains the same. Examples include mass, power, or pointing.
3. Requirement derivation is an apportionment that depends on the specific implementation.
Requirements are Decomposed Following the Functional Architecture
Level 1
Level 2
Level 3
Level 1 Level 2… Level 3
Total
Solution
Reqt 1.0
Reqt 2.0
Reqt 3.0
Reqt 2.1
Reqt 2.2
Reqt 2.3
Reqt 2.3.1
Reqt 2.3.2
Reqt 3.1
Reqt 3.1.1
Reqt 3.1.2
Reqt 3.1.3
Reqt 3.1.4
…
…
…

CARGO
TRANSPORT RPAS
INTEGRATED
LOGISTIC SUPPORT
REQUIREMENTS
SPECIFICATION
(ILSRS)
CARGO TRANSPORT
RPAS SYSTEM
ENGINEERING
REQUIREMENTS
SPECIFICATION
(SERS)
CARGO
TRANSPORT
RPAS PROJECT
MANAGEMENT
REQUIREMENTS
SPECIFICATION
(PMRS)
CARGO
TRANSPORT
RPAS USER
REQUIREMENTS
DOCUMENT
(URD)
AN EXAMPLE OF A CARGO TRANSPORT RPAS PROJECT MAIN REQUIREMENTS TYPES OF DOCUMENTATION
CARGO TRANSPORT
RPAS R&D PROJECT
MANAGEMENT PLAN
(PMP)
CARGO TRANSPORT
RPAS R&D PROJECT
SYSTEM ENGINEERING
MANAGEMENT PLAN
(SEMP)
CARGO TRANSPORT
RPAS R&D PROJECT
ILS MANAGEMENT
PLAN (ILSMP)
CARGO TRANSPORT
RPAS R&D PROJECT
IMPLEMENTATION
PLAN
CARGO TRANSPORT
RPAS R&D PROJECT
TOTAL REQUIREMENTS
CARGO TRANSPORT
RPAS R&D PROJECT
MASTER PLANNING
WHAT IS
NEEDED
WHAT, WHO,
HOW AND WHEN
WILL BE DONE
CARGO TRANSPORT
RPAS R&D PROJECT
STATEMENT OF
WORK
(S.O.W.)
WHAT IS EXPECTED (WORK/DELIVERABLES)
HOW IS EXPECTED (STANDARDS)
WHEN IS EXPECTED (SCHEDULE)
HOW IS WORK ACCEPTED (ACCEPTANCE CRITERIA)
HOW MUCH/WHEN (PAYMENT PLAN)
UNDER WHAT (CONTRACT)

 Functional analysis is the systematic process
of identifying, describing, and relating the
functions a system must perform in order to
be successful. It does not address how these
functions will be performed.
 In the early phases of the project life cycle,
functional analysis deals with:
• The top-level functions that need to be
performed by the system;
• Where theses functions need to be
performed;
• How often they need to be performed; and
• Under what operational concept and
environmental conditions.
 Later in these early phases, functional
analysis proceeds to lower levels of the
system decomposition to define the system
functional design and interfaces.
System Functional Analysis

OUTPUTS
 SYSTEM Functional Architecture and Supporting Detail
INPUTS
 SYSTEM Requirements Analysis Outputs
ENABLERS
 SE SYSTEM Integrated Team
 Decision Database
 Tools and Modelling ( Functional Flow Block Diagrams,
Requirements Allocation Sheet, Timelines, Data Flow Diagrams,
State/Mode Diagrams, Behaviour Diagrams
CONTROLS
 Constraints, Re-usable SW
 SYSTEM Concept and Subsystem Choices
 Organizational Procedures
ACTIVITIES
 SYSTEM States and Modes Definition
 SYSTEM Functions and External Interfaces Definition
 SYSTEM Functional Interfaces Definition
 SYSTEM Performance Requirements to Functions Allocation
 SYSTEM Performance Analysis
 Timing and Resources Analysis
 Failure Mode Effects and Criticality Analysis (FMECA)
 Fault Detection and Recovery Behaviour Definition
 SYSTEM Functions Integration
FUNCTIONAL
ANALYSIS AND
ALLOCATION
Controls
Enablers
Outputs
Inputs
SYSTEM FUNCTIONAL ANALYSIS AND ALLOCATION
PROCESS CHECKLIST

 System synthesis, also known as system design,
translates the system functional architecture into
a physical architecture. It creates a ‘how’ for
every ‘what’ and ‘how well’.
 For each functional subsystem, alternative
physical solutions are considered, trade studies
are performed and a preferred solution picked.
 System synthesis is an iterative process - namely,
as different physical architectures are considered
functional or performance allocation may be
changed to create a ‘balanced’ solution.
 A ‘balanced’ solution means that there is
consideration of the overall system risk, cost,
technical maturity and robustness for each
combination of subsystems.
 The products of system synthesis include a
physical architecture baseline (the ‘design-to’
baseline) and the subsystem trade study results.
System Design Synthesis

OUTPUTS
 SYSTEM Physical Architecture (Product Elements & Software Code
Decision IS Database
INPUTS
 SYSTEM Functional Architecture
ENABLERS
 SE SYSTEM Integrated Team
 Decision IS Database
 Automated Tools and Models
CONTROLS
 Constraints, Re-usable SW
 SYSTEM Concept and Subsystem Choices
 Organizational Procedures
ACTIVITIES
 Functional Allocation and Constraints to SYSTEM elements
 SYSTEM Element Alternatives Synthesis
 SYSTEM Technology Alternatives Assessment
 SYSTEM Physical Interfaces Definition
 SYSTEM Product Tree Definition
 Life-Cycle Techniques and Procedures Development
 SYSTEM Elements Integration
 Preferred SYSTEM Design Selection
DESIGN
SYNTHESIS
Controls
Enablers
OutputsInputs
SYSTEM DESIGN SYNTHESIS
PROCESS CHECKLIST

Interface Specifications (IS) and Interface Control Documents (ICD):
Firm agreement between two parties
Need an IS or ICD for each external partner and often for internal
partners
Each IS or ICD may specify multiple interface requirements
PROJECT
PMO
PROJECT
PARTNER
Managing Technical Interfaces

SYSTEM DESIGN TRADE-OFF STUDY PROCESS

JOINT SYSTEMS ENGINEERING AND OPERATIONS ACTIVITY PROCESS
 SYSTEM DEVELOPMENTAL PRODUCTION AND PROTOTYPING
 SYSTEM TEST, EVALUATION, VALIDATION AND QUALIFICATION
SYSTEM ACCEPTANCE AND DATA PROCESSING

EXISTING
SYSTEM AND
PROCURED
DESIGN
SYSTEM
FUNCTIONAL
BASELINE
SYSTEM
DESIGN
BASELINE
PREPARE SYSTEM
PROCUREMENT
SPECIFICATIONS
PROCUREMENT
SPECIFICATIONS
SYSTEM ILS, AITQ &
USER
DOCUMENTATION
PROCURE AND
INSTALL CIs
HUMAN SE
REQUIREMENTS
SYSTEM
DESIGN DATA
BASE
DEFINITION
SYSTEM DATA BASE DESIGN
DEVELOP
SYSTEM SW ,
HW & DATA
BASE CIs
SWCI
HWCI
DATA BASE CI
PRODUCTION
SYSTEM HWCIs
DEVELOP
OPERATIONAL
PROCEDURES
SYSTEM
OPERATIONS
PROCEDURES
PRODUCED
SYSTEM
HWCIs
PROCURED
SYSTEM CIs
USER SYSTEM
INTERFACE
DESIGN
SYSTEM
DEVELOPMENT
FACILITIES
DEFINITION
DEVELOPMENT FACILITIES
REQUIREMENTS
SELECT SUITABLE
FACILITY SITE(S)
SELECTED SITE(S) SITE
PREPARATION
PREPARED
SITE
INSTALLATION &
TURNOVER PLAN
DEVELOP SYSTEM
AITQ & SUPPORT
ITEMS
91
THE SYSTEM DEVELOPMENT PROCESS LOGIC–PART 1

SYSTEM ASSEMBLY, INTEGRATION AND ASSY
VERIFICATION TESTING -AT SEGMENT LEVEL
SYSTEM INTEGRATION AND VERIFICATION
TESTING- AT SYSTEM LEVEL
SYSTEM AND OPERATIONAL SUPPORT
SYSTEM QUALIFICATION
SYSTEM SEGMENT
LEVEL ASSEMBLY,
INTEGRATION AND
VERIFICATION TESTS
SYSTEM SUB-
ASSEMBLY LEVEL
ASSEMBLY,
INTEGRATION AND
VERIFICATION TESTS
SYSTEM
ASSEMBLY AND
VERIFICATION
TESTS
SYSTEM
INTEGRATION AND
VERIFICATION
TESTS
TESTED CIs
SYSTEM SEGMENTS
ASSEMBLY AND
INTEGRATION TEST
REPORT
SYSTEM ASSEMBLY &
VERIFICATION TEST
REPORT
SYSTEM
ASSEMBLED
SYSTEM SUB-ASSEMBLY
ASSY AND INTEGRATION
TEST REPORT
SYSTEM SUB-
ASSEMBLY A.I.T.Q PLAN
SYSTEM
SEGMENT A.I.T.Q
PLAN
SYSTEM
ACCEPTABILITY
DEMONSTRATION
SYSTEM FULLY
INTEGRATED SYSTEM
SYSTEM OPERATIONS
SUPPORT PLAN
SYSTEM A.I.T.Q PLAN
SYSTEM
QUALIFICATION
ACCEPTED FOR
QUALIFICATION
SYSTEM
SYSTEM ILS
SYSTEM
DEMONSTRATION
SYSTEM SUPPORT
SYSTEM
QUALIFICATION
MODIFIED
SYSTEM
SYSTEM
DEMONSTRATED
SUPPORT SYSTEM
SYSTEM
SUPPORTABILITY
VERIFICATION PLAN
MODIFIED SYSTEM
SYSTEM
OPERATIONAL
92
THE SYSTEM DEVELOPMENT PROCESS LOGIC –PART 2

PROTOTYPE 1
PROTOTYPE 2
PROTOTYPE 3
OPERATIONALLY
QUALIFIED PROTOTYPES
PRIME MISSION
SYSTEM
INITIAL SUPPORT
SYSTEM
PROTOTYPES
OPERATIONAL
ACTIVATION AND
FIELD TRIALS PLAN
FIELD TRIALS FOR DATA
RECEIVING, ELABORATION, AND
STORAGE
FIELD ATTITUDE AND PERFORMANCE
TRIALS
FIELD TRIALS FOR DATA
RECEIVING AND TRANSMITTING
FIELD OPERATION TRIALS
THROUGH EMERGENCY
SIMULATIONS
SYSTEM
VALIDATION
TRASMITTED
DATA
USER DATA
SERVICES/OPS
REQUIREMENTS
FIELD DATA
INTERPRETATION
AND ELABORATION
TRIALS
USER DATA
PRODUCTION &
MANAGEMENT
USER DATA
FIELD
MAINTENANCE AND
INTERVENTION
PLANNING
DATABASE
USER EXISTING SERVICES DATABASE
COMMERCIAL USER SERVICES VIABILITY VALIDATED
DATABASE
DATABASE
VALIDATION
TO USER FOR FINAL
EVALUATION
&ACCEPTANCE
SW
VALIDATED
MODULE
SW ACCEPTED BY CUSTOMER
USER EVALUATED AND
ACCEPTED
THE SYSTEM DEVELOPMENT PROCESS LOGIC –PART 3

MANAGEMENT
CONTROLS
QUALITY
CONTROLS
TECHNICAL
CONTROLS
SYSTEM SOFTWARE DEVELOPMENT PROCESS LOGIC
CUSTOMER
RQUIREMENTS
TECHNICAL (PRIME MISSION
SYSTEM AND SUPPORT)
REQUIREMENTS
MANAGEMENT REQUIREMENTS
QUALITY TOOLS
QUALITY DOCUMENTATION
QUALITY MEASUREMENTS
PRODUCTIVITY MEASUREMENTS
94
INTERFACE REQUIREMENTS

SYSTEM
REQUIREMENTS &
DESIGN
SPECIFICATIONS
SYSTEM
DETAILED
SOFTWARE
REQUIREMENTS
DEFINITION
SYSTEM REQUIREMENTS
ALLOCATED TO SOFTWARE
SYSTEM
SOFTWARE
REQUIREMENTS
SYSTEM
SOFTWARE
DESIGN
DEFINITION
SYSTEM
SOFTWARE BUILD
IMPLEMENTATION
SYSTEM
SOFTWARE
BUILD TESTING
SYSTEM
BUILD TEST
PLANS
SYSTEM
SOFTWARE
BUILD PLAN
SYSTEM
SOFTWARE
DESIGN
SPECIFICATIONS
SYSTEM SOFTWARE
IMPLEMENTED BUILD
SYSTEM
SOFTWARE
TESTED BUILD
SYSTEM SOFTWARE
TESTED BUILD OF
RELEASE
SYSTEM SW DESIGN AND DEVELOPMENT LOGIC

DETAILED
LOGICAL DATA
DESIGN
PHYSICAL DATA
DESIGN
DETAILED
CONVERSION
PLAN
DETAILED TEST
CRITERIA AND
PLANS
IMPLEMENT AND
TEST DATA BASE
SYSTEM AND
OPERATIONS
CONCEPT PLAN DATA
BASE SE
EFFORT
DATA SE PLANS
AND STANDARDS
DEFINE DATA
REQUIREMENTS
SECURITY,
INTEGRITY, AND
RECOVERY
REQUIREMENTS
HIGH-LEVEL
LOGICAL DATA
MODEL
DESIGN DATA
ARCHITECTURE
MAINTAIN DATA
BASEIMPLEMENT TESTED
DATA BASE
MODELLING AND
BENCHMARKING RESULTS
HIGH-LEVEL
CONVERSION
PLAN
DATA DISTRIBUTION
STRATEGY
SELECTED DATA
ARCHITECTURE
 SYSTEM AND USER INTERFACE REQUIREMENTS
 TRANSITION DEFINITION AND REQUIREMENTS
 BACKUP DATA
 MONITORING RESULTS
 ARCHIVED DATA
 ORGANIZED DATA BASE
SY-IS
PROJECT SE DATA HANDLING PROCESS LOGIC

SYSTEM BUILD IMPLEMENTATION PROCESS LOGIC
IMPLEMENT SYSTEM
PROTOTYPE BUILD
TEST SYSTEM
PROTOTYPE BUILD
WORK ORDERS
REWORK
WORK
TESTED SYSTEM PROTOTYPE
COMPONENTS
DEFINE
TARGET
PROCESS
COMPARE
PERFORMANCE
WITH
EXPECTATIONS
MAINTAIN QUALITY
AND PRODUCTIVITY
PERFORMANCE
BASELINE
IDENTIFY
PROCESS
IMPROVEMENTS
PERFORMANCE
EXPECTATIONS
PERFORMANCE
DATA
CORRECTIVE
ACTIONS
DEFINED PROCESS
CANDIDATE PROCESS
SYSTEM PERFORMANCE
BASELINE
CORRECTIVE
ACTIONS
SYSTEM
PERFORMANCE DATA
QPE INITIATIVES
PAMP AND QPE
PLAN
SYSTEM
PROTOTYPE NEW
TECHNOLOGYSYSTEM PERFORMANCE
BASELINE
PMO TEAM SUGGESTIONS

WHAT IS AEROSPACE INTEGRATED LOGISTIC SUPPORT (ILS)?

THE AEROSPACE ILS
MANAGEMENT
PROCESS

ILS GUARANTEES THE SYSTEM’s AVAILABILITY DURING ITS LIFE-CYCLE. THUS, IT IS VERY IMPORTANT THAT SYSTEM
SUPPORTABILITY, RELIABILITY, AVAILABILITY AND MAINTAINABILITY REQUIREMENTS ARE EMBEDDED INTO THE
SYSTEM FROM THE START OF THE PROJECT. SO ACQUISITION AND LOGISTICS MUST SPEAK THE SAME LANGUAGE
DURING THE PROJECT……ALSO BECAUSE 72% OF THE TOTAL LIFE CYCLE COSTS OF AN AEROSPACE SYSTEM IS IN
OPERATIONS AND SUPPORT.

SYSTEM ENGINEERING
AND ILS DESIGN
INTEGRATION
IMPORTANCE IN SPACE
OPERATIONS

Aerospace Logistics in Northrop Grumman

WHAT IS AEROSPACE INDUSTRIAL OPERATIONS ?
Aerospace Industrial Operations is the Process that Combines the
Management and Direct Industrial Activities on Aerospace Systems
Developmental and Steady-State Manufacturing, Assembly, Integration, Test,
Production Support and Delivery. As such, mainly comprises the:
Production (Manufacturing, Assembly and Production Testing)
Production Engineering
Production Management (including Production Control and Planning)
Industrial Engineering
Industrial Support
Industrial Facilities
Supply Chain
Quality Control

 PRODUCTION PLANNING PACKAGE INVESTMENT PLAN
PRODUCTION INFRASTRUCTURE
NEEDS
 PRODUCT DATA
 SUPPLY
SCHEDULING/PROGRAMMING
SCHEDULE & PRODUCTION
MANAGE
TECHNICAL
PROCESS
ENGR TASKS
ROADMAP
INDUSTRIAL ENGR PLAN
ENGINEERING
OPS & INSPECTION FILES
SAVE, ARCHIVE,
STORE & RESTORE
MANAGE
INDUSTRIAL
PROCUREMENT
PREPARE
PRODUCTION
AIT PLANS, PRODUCTION &
INSPECTION FLOWCHART
LAUNCH & DISPATH
PRODUCTION
INDUSTRIAL
PROCUREMENT
TECH. OPERATIONS
PRODUCTIONPLANNING
&SCHEDULING
TECH. TASKING
DEFINITION
INFORMATION
SYSTEM(IS)
AUTHORIZATION
TO SUPPLY
DEFINITION
PERFORM
PRODUCTION
PRODUCTION
MANAGEMENT
FIRM PLANNED
ORDERS
PROCUREMENT NEEDS
PRODUCTION INSPECTION
FILES
CONTROL FILES
 PRODUCTION PROCEDURES
 AIT PROCUDURES
 WORKSHOP FILES
VALIDATED PRODUCTION
SCHEDULE
PRODUCTION
PROGRESS
REPORT
 INTERMEDIATE PLANS
 COMPLETED WORKSHOP FILES
QA INSPECTION
PRODUCT
CONFORMANCE
PRODUCT
ANOMALIES
INSPECTION REPORTING
THE
PRODUCTION
MANAGEMENT
PROCESS LOGIC
PRODUCTION OPERATIONS MANAGEMENT
PRODUCTION
OPERATIONS MANAGER

F-35 JSF
MANUFACTURING
SEQUENCE FLOW

AN EXAMPLE OF
AEROSPACE INDUSTRIAL
OPERATIONS
(THE FINAL ASSEMBLY OF
THE AIRBUS A340-600
AIRLINER)

… BUT DON’T BE DISCOURAGED !
YOUR PROJECTS WILL BE ALWAYS A
SUCCESS IF YOU GET ALWAYS UPDATED
AND DEDICATED TO YOUR JOB
SOMETIMES HAPPENS ALSO THIS IN A PROJECT !!!!!...

Usual Interview Questions for an Aerospace Engineering Job-Young Engineers
BASIC AEROSPACE ENGINEERING JOB REQUIREMENTS
 University Degree and Specialization Field
 Mandatory English Language, French (Desirable)
 Well Written CV (EU Format)
 Present yourself with Best Appearance
INTERVIEW BASIC QUESTIONS
 Present Yourself Together with your Academic Qualifications and Specific Job you are interested in the
Aerospace Field
 What are your strong points ? (Personal Qualities that maybe useful to the job)
 What are your failures or weak points? (Lessons Learned-Be positive also when you fail)
 Where do you locate yourself in a Team? (show that cooperation is your drive to any location)
 What are your motivations for this job? (Most of it is in the CV but give details on your aspirations)
 Why did you choose our Company? (Show that you know very well the achievements and future prospects
of that Company
 Why did you choose this position? ( explain shortly the job position attractiveness to you)
 What is your future object? (explain shortly what would be your future objective through the chosen job)

What is The Future of Aerospace?

SOME NEAR FUTURE TOTALLY INTEGRATED AEROSPACE SYSTEM THAT YOU MIGHT WORK ON

Thank You For Your Kind Attention
FOR ANY INFORMATION
WRITE TO:
END OF THE COURSE
panagiotis.xefteris@yahoo.it

University course on aerospace projects management and se complete 2017

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University course on aerospace projects management and se complete 2017