for the benefit of Large Infrastructure Projects Alan Knott - PowerPoint PPT Presentation

Applying Systems Engineering Practices for the benefit of Large Infrastructure Projects Alan Knott Technical Director, Parsons Brinckerhoff Member INCOSE Infrastructure Working Group

Objective and Agenda Can Systems Engineering Practices help Large Infrastructure Projects (LIPs) become more successful?  Background – me, my company and the professional society I represent  Guide for the Application of Systems Engineering in Large Infrastructure Projects  Case Studies- UK NATS, Heathrow T5, East London Line

Parsons Brinckerhoff – A Global Leader in Infrastructure Engineering Professional Services PB Major Presence PB offices PB in country projects

Infrastructure Engineering Consultancy

Systems Engineering Solutions to Complex Problems Systems engineering is an interdisciplinary approach and means to enable the realization of successful systems . It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, and then proceeding with design synthesis and system validation while considering the complete problem : operations, performance, test, manufacturing, cost & schedule, training & support, and disposal. 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 .

Recognising the Need Major Projects Association With advances in technology, major projects have become hugely complex. Great engineers of the past like Stephenson and Brunel could conduct an entire project with a manageable “ headfull ” of information. This is no longer possible: modern projects are made up of a network of interoperating systems with a multiplicity of functions, technology and commercial imperatives. The complexities of interfaces and tradeoffs have to be carefully managed, together with risk, over the project’s entire life cycle. Disciplined Systems Integration techniques provide the key to managing complexity across a broad range of industries and offer additional benefits when implementing organizational systems and process changes in today’s multi -owner, multi-stakeholder environment. Text taken from an MPA Meeting at the Royal college of Pathologists in London May 2002.

Recognising the Need The Royal Academy of Engineering 2007

Recognising the Need The Royal Academy of Engineering 2007 Three levels of complexity Level 1: A sub-system, substantially within one engineering discipline and one organisation. Examples include a PC motherboard, a car gearbox, a sand filter for water treatment, air conditioning, the antenna for an aircraft radio and a secure encryption terminal. Level 2: A system that involves two or more engineering disciplines and/or requires two or more organisations to design, build, operate or maintain it. Examples include an electricity power station, railway signalling, a car, a waste water treatment plant, a hotel and a fighter aircraft. Level 3: A system of systems that impacts, or is impacted by, many disciplines and economic, social or environmental factors. Examples include the national rail and roads network, the NHS, military command and control, the telephone network and electricity supply. Six principles for integrated system design The parts have to be integrated into the whole – we use the term “Integrated System Design” to emphasise that this is more than just conceiving and building a part. Integrated system design encompasses a wide range of disciplines, skills and ideas. We have grouped them as six principles. These are not just theory; they have been pragmatically derived by experienced engineers with a long history of successful (and some unsuccessful) system projects. The six principles provide a pervasive framework for understanding the challenges of a system design problem and for educating engineers to rise to those challenges: 1. Debate, define, revise and pursue the purpose 2. Think holistic 3. Follow a systematic procedure 4. Be creative 5. Take account of the people 6. Manage the project and the relationships. Extracted from ‘Creating systems that work: A publication of the Royal Academy of Engineering 2007.

Business Case for SE Investment Project Cost Project Time

International Council on Systems Engineering (INCOSE) The International Council on Systems Engineering (INCOSE) is a not- for-profit membership organization founded to advance the art and practice of systems engineering by helping individuals and enterprises turn complexity into competitive advantage . The Council is committed to shaping a future where systems approaches are preferred and valued in solving problems , whether providing solutions for product development or enabling holistic solutions to global challenges. www.incose.org

INCOSE Overview • Started in August 1990 by 35 senior technical managers • Incorporated as nonprofit technical society in January 1992 • Charter expanded to International status in 1995 • 8,000+ members, Regional Chapters • Networking – International Symposia, Workshops, Interest Groups, Local Groups • Products – Handbook, Body of Knowledge, Competency Framework • Technical Operations – Infrastructure, Transportation, In-Service Systems Working Groups • Memoranda of Understanding with other Professional Bodies e.g. PMI & IET

INCOSE Infrastructure Working Group The Infrastructure WG Charter is to bring together designers, builders and operators of economic and physical infrastructure systems to advance the application of Systems Engineering. Chair: Alain Kouassi Co-Chairs: Mike deLamare; Neil Snyder Formed: 2006 INCOSE Connect address: https://connect.incose.org/tb/infra INCOSE Web page: http://www.incose.org/practice/techactivities/wg/infra Number of Members: 50+ (10-12 active)

INCOSE IWG Guide Guide for the Application of Systems Engineering in Large Infrastructure Projects Developed by the INCOSE Infrastructure Working Group Status Draft Version 3.0, 30 March 2012 Infrastructure Working Group ( IWG) members involved in the production & review of the Guide from: • Australia • USA • UK • The Netherlands • Singapore • Taiwan

INCOSE IWG Guide The purpose of this Guide is to reposition traditional SE practices , as it has been successfully developed and applied in the defense, aerospace, manufacturing and telecommunications industries, into the context of the construction industry and thereby provide professionals engaged on LIPs a convenient and comprehensive access to the relevant parts of the system engineer‟s toolkit . The Guide is not an introduction to, or textbook on, SE and it is assumed that the user will have either some understanding of good engineering practices or take the time to access the references highlighted throughout the Guide. 1 INTRODUCTION (1) 2 THE CASE FOR APPLYING SE PRACTICES TO LIPS (3) 3 THE SYSTEMS VIEW OF A LARGE INFRASTRUCTURE PROJECT (5) 4 APPLYING SE PRACTICES TO THE CONSTRUCTION PROCESS (8) 5 SUMMARY (2) APPENDIX A - GLOSSARY OF SYSTEMS ENGINEERING TERMS AND ABBREVIATIONS (2) APPENDIX B – ORGANIZATIONS ASSOCIATED WITH SYSTEMS ENGINEERING IN LARGE INFRASTRUCTURE PROJECTS (5) APPENDIX C - ADDITIONAL SUPPORTING MATERIAL (16) APPENDIX D - NOTES AND REFERENCES (4) APPENDIX E - FEEDBACK FORM (1)

Body of the IWG Guide 2 THE CASE FOR APPLYING SE PRACTICES TO LIPS 2.1 C HARACTERISTICS OF A LIP 2.2 R ELATIONSHIP B ETWEEN LIPS AND SE P ROJECTS 2.3 A DDRESSING C OMPLEXITY 2.4 A DDRESSING U NIQUENESS 2.5 A DDRESSING U NCERTAINTY 2.6 M OTIVATION 3 THE SYSTEMS VIEW OF A LARGE INFRASTRUCTURE PROJECT 3.1 T HE P RODUCT OF THE P ROJECT 3.2 T HE L IFECYCLE OF THE P ROJECT 3.3 C ONTROLLING THE P ROJECT D YNAMICS 3.4 M EASURING S UCCESSFUL D ELIVERY 3.5 C ONSIDERING THE P ROJECT AND P OST – P ROJECT C ONDITIONS 4 APPLYING SE PRACTICES TO THE CONSTRUCTION PROCESS 4.1 P ROCUREMENT AND C ONSTRUCTION P ROCESS O VERVIEW 4.2 P ROCESS I NPUTS - Contracting Strategy, Design Solution 4.3 P ROCESS O UTPUTS Handover and Takeover of the System, Transition into Service 4.4 P ROCESS C ONTROLS AND E NABLERS - Risk Management, Managing Change / Configuration Control, Controlling the System Build Configuration, Process Verification and Validation, Regulatory Permits and Certification

LIP & SE Lifecycles Design / Operation & Procurement & Stakeholder Specifications Engineer Maintenance Construction Requirements

Controlling the Project Dynamics The Project Management Triangle project quality

Related Breakdown Structures System Breakdown Structure (SBS) Level 1 - Railway System Infra- Level 2 - Trains System Entities structure Level 3 - Track Stations Engine Sub-System Project Director Planning Project Mobilise Configuration Requirements Baseline Project Quality Manager Manager Start IT Systems Establish Office Engineering Construction Safety Manager Manager Manager Furniture Work Breakdown Structure (WBS) Organizational Breakdown Structure (OBS)

Measuring Successful Delivery Large Infrastructure Project All New Assets and Assets that have changed Assets that haven‟t changed Current System Build Intermediate Required System Configuration System Build Build Configuration Configurations (RSBC)