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The Value of Technical Performance Measures

The Value of Technical Performance Measures. Ann Lynn The Boeing Co. (314) 234-9714 ann.b.lynn@boeing.com. All Data in this pitch is Notional – for example only. Agenda. TPM Definition Typical Types of TPMs Constructing TPM Profiles Performance Thresholds Plan Over Time Uncertainty

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The Value of Technical Performance Measures

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  1. The Value of Technical Performance Measures Ann Lynn The Boeing Co. (314) 234-9714 ann.b.lynn@boeing.com All Data in this pitch is Notional – for example only

  2. Agenda • TPM Definition • Typical Types of TPMs • Constructing TPM Profiles • Performance Thresholds • Plan Over Time • Uncertainty • Management Process • Allocation of Margin • Roll-up (Parent/Child) TPMs • Value to a Program

  3. Technical Performance Measures • Represent critical technical thresholds and goals for success of the program • Should be variable and responsive to engineering changes • Usually exist in a hierarchy corresponding to the spec levels (system, subsystem, component…) • Have target values corresponding to specification values • that is, your TPM should be a parameter in a spec at some level • Are tracked and statused against their defined plan and represent the technical health of the program

  4. Typical Types of TPMs • Parameters that flow from and/or support KPPs • Key Constraints and Performance Reqmts • Weight, power, heat load • Reliability/ Maintenance parameters • System / subsystem performance • Endurance • Range • Latency • Accuracy • Efficiency • Etc • Cost (e.g. AUPC) • Parameters associated with Program Technical Risks or areas of technical challenge TPMs should represent a balanced set of key parameters; Don’t monitor something just because “you can”

  5. Example TPM Status Chart Example Monthly / Quarterly Status This view shows: •Title/Definition •Status against spec •Status Color (RYGB) •Maturity of the status

  6. Definition of Performance Thresholds(Generic) • Blue – the system exceeds requirements by more than x (and may be subject to re-allocation) • Green – the system meets all performance requirements • Yellow – the system can meet some objectives but does not meet all performance requirements • Red – the system cannot perform satisfactorily TPM margin Spec value TPM margin Note, reqmts can be negotiated/updated with corresponding updates to Specs and TPMs. Setup as shown, the parameter has to meet the spec to be green.

  7. TPM Profile Over Time This view of the TPM allows you to see history and trends in performance

  8. Profiles over time (cont.) TPM using current status, not predicted status at end of program For this TPM, performance is planned to improve over time. If actual progress >= planned, you are green, even if you haven’t achieved the end-state target (spec value)

  9. Weight Management Projected weight (projected value at end of program) includes a historical growth factor Current Projected Wt. (w/ Growth Risk) 3971.3 lb Spec NTE Weight 3850 lb TPM if using current status IPT Weight Allocations 3588 lb Current Baseline Wt. 3588.0 lb TPM if using projected status • Baseline weight reflects current configuration sized to loads at NTE weight requirement. • Projected weight includes planned design changes and X% weight maturity growth risk for post PDR design maturity. Weight TPM usually plotted per the Weight Mgmt process; Show both values, status to Projected; 9 9

  10. include an “uncertainty” bar for each reported value Spec value line TPM Profile with uncertainty bar If your project has significant Risk, or it is early in the project, TPM status can be deceiving unless uncertainty is understood

  11. TPM Management Process (Generic) In the blue: consider adjusting that parameter’s spec value and taking relief elsewhere In the green: press on! TPM margin Spec value In the yellow, or alarming trend: take a program-defined action (put on Risk Watch list, initiate reqmts/design trade, establish new risk mitigation, initiate change to design, reqmts, or plan) TPM margin In the red: take a program-defined action (establish new risk mitigation, initiate change to design, reqmts, or plan) The approach to monitor and control is predicated on correct allocations of margin

  12. Margin

  13. Definition of TPM Margins Factors to consider: • Margin may be allocated based on the amount of risk (e.g. Red Risk or low TRL subsystem gets a greater share of margin) • Margin may be allocated based on relative impact to System performance (accounts for sensitivities) • Margin may be limited by the “hard points” - those parameters that have a hard stop which prevents acceptable operation (e.g. structural limits for weight) TPM margin Spec value TPM margin Margin: How bad can it get before status goes red? How good must it be before status goes blue?

  14. High Sensitivity Lower sensitivities *System Parameter* Tree *System Parameter* Power Consumption Energy Collection SPC efficiency Propulsion Consumption Subsys Pwr Consump Energy Storage VMS / MS Prop efficiency AV Weight Cruise consump Subsys Z Aero efficiency VMS maneuvers ESS RT efficiency Subsys Z ESS components Drag A components ESS degradation Stability ESS B components ESS param Power Distribution Subsys A Subsys B EPD efficiency Propulsion PPX efficiency Subsys X Convertor efficiency This diagram maps the subsystem parameters that contribute to the system-level parameter; Sensitivities are noted. Wiring efficiency

  15. High Sensitivity Lower sensitivities Associated Risks *Sys Parameter* Power Consumption Energy Collection 46-xxx SPC efficiency Propulsion Consumption Avionics & PSS Consump 24-xxx Energy Storage VMS Prop efficiency 1-xxx AV Weight Cruise consump Subsys Z Aero efficiency VMS 57-xxxx maneuvers ESS RT efficiency 41 - xxx Subsys Z ESS components Drag 54-xxx 7-xxx 18-xxx A components ESS degradation 51-xxx Stability ESS 6-xxx B components 50-xxx ESS param Power Distribution Subsys A 2-xxx Shows Risk #, Title, and current level (RYG) Subsys B EPD efficiency Propulsion 56-xxxx PPX efficiency Subsys X 56-xxxx Convertor efficiency Subsys x param Wiring efficiency This diagram maps Risk to the subsystem parameters. Helps show where margin is needed.

  16. Interdependent TPMs • Competing for their share of the overall margin • Their performance needs to be monitored as a group • Change (re-allocation of margin, spec adjustment) has to be managed for the group

  17. KPPs and TPMs KPPs Time of Year at which Energy balance is closed TPMs System level Sub- System & Cmpnt level *System Parameter* (AV Efficiency at End of Mission, AV Performance) AV Weight AV Power Consumption • Propulsion eff • ESS round trip eff • PPX eff • SPC eff • AV Aero eff • Propulsion Power consump • VMS Power consump • Airframe Power consump • ESS Power consump • Subsys A Power consump • Subsys Z Power consump • VMS weight • Propulsion weight • -Airframe weight • ESS weight • PPX weight • Subsys A weight • -Subsys Z weight KPPs represent customer operational objectives; TPMs shown represent measurable design parameters that contribute to the KPP

  18. Example: Command Latency <= 160 ms If supplier specs are more stringent, that means margin is held at subsystem level above supplier Spreadsheets can help account for values and margins at each level Many PMs prefer to monitor Supplier-owned TPMs when available Relationship of System and subsystem TPMs System margin Weapon Lnchr SMS MC PVI 25 5 25 25 50 30 PVI CMPNT1 Spec = 35 ms Weapon Spec = 20 ms Launcher Spec = 5 ms PVI CMPNT2 Spec = 15 ms

  19. Example parent/child TPMs (1 of 3) System TPM can be green even when child (subsystem) TPM is red; in this case because of margin held at system level

  20. Example parent/child TPMs (2 of 3) System TPM status can be green if child (subsystem) TPMs balance out

  21. Example parent/child TPMs (3 of 3) • Example: Command Latency <= 160 ms System margin Weapon Lnchr SMS MC PVI 25 5 25 25 50 30 35 20 Weapon Spec = 25 ms Launcher Spec = 5 ms 35 Over time, System TPM margin may need to be re-allocated to compensate for subsystem over target Subsystem TPM in the blue range may have spec adjusted and “give back” margin to the System level or to another subsystem

  22. TPMs - Takeaways • Create a balanced set of key parameters • Ensure the full Profile is understood by program technical leadership, even if only the stoplight format is used for periodic reviews • Profile over time current vs projected status • Basis for margin  maturity / uncertainty • Assess the risk and sensitivity of parameters to support appropriate margin allocation • Know where your margin is … and isn’t, so you can react to changes in reqmts or in design status • TPMs can be used as a predictor of success … and failure

  23. The Value of TPMs • Track the “right” things • Make sure your TPMs correlate to key technical parameters • Track technical progress compared to planned • Your monitoring system is only as good as the plan & thresholds you set it up with • Spend the time upfront to set up correctly! • Your monitoring system is no more accurate than the data you put in • maturity / uncertainty of reported data must be evaluated • Conisder plotting uncertainty bars on data points to avoid false sense of security

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