41HEH Sept. 2002AEROELASTIC CONSIDERATIONS AILERON REVERSAL / FLEX-TO-RIGID RATIO 42HEH Sept. 2002 4344HEH Sept. 2002HEH Sept. 2002 45Structural Loads Control The Digital Flight Control is Very Effective in Controlling Structural Loads • Control Wing/Pylon Loads With Heavy Stores • Control Wing-Fold and Wing-Root Bending Loads • Redistribute Loads by Scheduling Control Surfaces • Limit Loads by Scheduling Maximum Control Deflection • Limit Maximum Load Factor - Pilot Over-Ride HEH Sept. 2002 46HEH Sept. 2002 4748HEH Sept. 2002Discussion of F/A-18 Flight Control System Next Topic • Systems Engineering • Integrated Product Team 49F/A-18E/F Development A Brief Discussion on Systems Engineering From the Integrated Product Development Team Perspective What is Systems Engineering ? “Systems Engineering integrates all the disciplines and specialty groups into a team effort forming a structured development process that proceeds from concept to production to operation. Systems Engineering considers both the business and the technical needs of all customers with the goal of providing a quality product that meets the user needs”. Reference: International Council On Systems Engineering 50 IPT TEAM LEADERS MUST MANAGE: • • COST AND SCHEDULE HEH Sept. 2003 SYSTEM DESIGN AND DEVELOPMENTFlight Controls and Flying Qualities Team Example of Level 4 IPT Multidiscipline Flight Controls Team HEH Sept. 2003 51Before IPT - Functional Organizations Engineering Technology Program Manager Engineering Manager Level 1 Level 2 Level 3 Aircraft Engineering Engineering Test & Evaluation Avionics Aerodynamics Structures Guidance & Cont. Mechanics Loads Armament Matl. & Processes Crew Station Propulsion Electrical R & M Fuel Thermodynamics Hydraulics Strength Landing Gear Structural Dyn. Mfg. Engr. Electronic Sys. Ground Test Radar Flight Test Communication Flight Safety Navigation Electronics Lab. Ground Support HEH Sept. 2003 52Before IPT - Functional Organizations Engineering Technology Aircraft Engineering Engineering Test & Evaluation Avionics Aerodynamics * Guidance & Cont. * Structures Mechanics Electronic Sys. * Radar Ground Test Flight Test Loads Armament Communication Flight Safety * Matl. & Processes Crew Station Navigation * Propulsion Electrical Electronics Lab.* R & M * Fuel Ground Support Thermodynamics Hydraulics * Strength Landing Gear Structural Dyn. Mfg. Engr. Note: • Before IPT Cost and Schedule Was Allocated to Functional Groups • The ( * ) Indicates Groups Represented in the Flight Controls & Flying Qualities IPT HEH Sept. 2003 53Flight Controls and Flying Qualities IPT Major Products • Flying Qualities Requirements • Flight Control System Requirements • System Design and Analysis Documents • System/ Subsystem Interface Documents • Flight Control Computer and Sensor Hardware • System Software Design, Code, and Testing • System Integration Test Requirements and Testing • Coordination of FCS Integration Team HEH Sept. 2003 54HEH Sept. 2003 Flight Control System Integration Team THIS IS NOT A FORMAL IPT ! • luded Support of FCS Integration Tasks • Purpose - Horizontal Integration Across Program IPTs IPT Charters IncAll Teams Concur With FCS Development Plan 55Integrated Product Team (IPT) Responsibility • Product Delivery • Customer Supplier Relationship • Processes • Trades/Design Decisions Accountability • Technical Performance Measurands (TPM) •Cost • Schedule •Risks Authority • Management of Multi-Disciplined Team • Budget • Performance Appraisals Program Management Structure Needed to Support Systems Engineering and IPTs HEH Sept. 2003 56F/A-18E/F Management Processes to Support IPT • Requirements Flow Down • Budget • Allocated to IPT • Management Reserve - Held at Program Manager Level • Integrate Schedules • Weekly Earned Value • DOD Cost & Schedule Control Systems Criteria (C/SCSC) • Weekly Program Managers Meeting •Cost • Schedule •TPM • Problems / Issues • Risk Management • Likelihood / Consequence • Mitigation - Plan of Action and Milestones • Help Needed 57 IPT Organization and Management Processes Are Critical to Completing a Program on Schedule and Cost HEH Sept. 2003IPT Tasks for Development of a New System What We Don’t Know We Don’t Know • Pop-Up Risks • Development Testing • Risk Reduction Tasks • Management Reserve What We Know • Planned and Scheduled Tasks What We Know We Don’t Know • Contractor • Suppliers IPT Budget Should Include Management Reserve Funds 58Risk Management Status • Assess Likelihood That Risk Will Happen (1=not Likely, 5=near Certainty) • Assess Consequence of Risk Being Realized (1=min. Impact, 5=unacceptable) • Determine Type of Risk: Schedule, Cost, or Technical Place X in One Cell Risk Type (Check one) 5 4 Green = Low Risk Schedule Yellow = Medium Risk3Cost Red = High Risk Technical / 2 Quality 1 Likelihood 1 2 3 4 5 Consequence HEH Sept. 2003 • • • Each Risk Must Have a Mitigation Plan Statement of Risk Plan of Action Milestone Schedule 59What is Earned Value Management ? BCWS = Budgeted Cost of Work Scheduled ACWP = Actual Cost of Work Performed BCWP = Budgeted Cost of Work Performed Cost Variance = BCWP - ACWP Schedule Variance = BCWP - BCWS Reference:Office of the Under Secretary of Defense Acquisition Resources & Analysis, www.acq.osd.mil/pm/ HEH Sept. 2003