NASA Technical Reports Server (NTRS) 20040112055: Concurrent Engineering for the Management of Research and Development

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by  NASA Technical Reports Server (NTRS)

Concurrent Engineering for the Management of Research and
Development

Puben Del Rosario L Ken Keys
Ineragency Ccovtiraton Wangger nuts nc a uatuing gins ing
NASALahnH. Grenn Peseatar Conor ‘Slewoona Slate Unser
‘leveland, hia, US Chaclona, nko US
bonDecca Masse ace These desunha er

Senor Member AO!

Paul. Peversen Injazeb. Chen
Incas. nal Maruractring Enghesting ‘Ops. bys & Busiross Saisies
‘lovola State Unisry ‘leveled Sato Une ly
Ciavoland. Ohio, US. ‘leven, Calo US
ora tuoi da [aber Sesurtsa.ea,

Abstract: The Management of Research and Development (FAD) is facing the
chal enges of raducing tima from R&D to customer, reducing cnet of R&D. having
higher accountabiliy for results (improved queliy), and increasing focus 01
customers. Concurrent engineering {CE) hae chown great success in tha
sutomative and tochnology indysties resulting in significant decreases in cycle
lime, reduction o° tatal ‘cost, and incraases in quality and relibilty. This
Philosophy of concurrency can ave similar implvalions or berefits for the
management of RAD organizations. Sinoe most ehidies on the application of CE.
have bean parformad in manulacturing emaronments, research into the benefits of
CE into offer environments is neaded. Thie paoer presents research cor ducted
at ite NASA Glenn Research Canter (GRC) investigating the application of CC in
the management of an R&D organizat on. In particular the peper emphasizes
possible barriers and enhancers tral tis enviroment presents fo the sucoesstul
implementaticr of CE. Preliminary results and recommendations are based on a
series af intarviews and subsaquert surveys, ftom which data has bee gathered
and analyzed 2s part of tre GRC's Cortinous improvement Process,

Keywords: Systems Engineering, Project Management, Concurent Engineering,
Mar agement of R&D, Meriayerenl of Teennology.

Introduction

‘Over the past thirty plus years the importanca ard need ta manage
projacts aoross enterprise functions, such as new product development, created
‘he need for project management {Kerzne", 2003). The increasad focus on more
new prodvets on # continuous basi, faster, and bottcr, avalved from woak projact
management (ecordinator} ta strong project management {crose-cultura;, rini-
businass manager) (Keys, 19903). Sill increased pressufo on faster 19 mhavkel,
with increasing complax urextucls, in overlapping release tries, evolvod 10
simultanaous procanses and then concurrent engineering (GE) (Keys, 199).
In the mean time the management of Research and Development
‘throughout the world is being faced with te similar challenges of (1) Improvement
in ABD to customer cycle, 2} Cost reduction to aign with recused budgets, and
(8) Higher accountatalty for results wih increased focus on customer needs,
(Galdersion, 1284: Mitctol, 2000; Roberts, 1995; Roussel, 1987)

‘The philasapry of Ganeurrant Engineering (CF) has shown great suecess
in private industry, speciicaly in the auiomotive and technology industries. tis
defined by R. |. Winner (1888) a5 ".. a systematic approach to the inlegrated,
concurrent design of produets end their related processes, including marufes‘ure
and! stpport..intonded to case the developers, from tre outset, to considar all
elements of the lfecyela from coneplion througn disposal, including quality, cost,
sehedule and user requiremants.”. Traditlorally, al the activities. curing the
precuct fo had been accomplished folewing a serial or sequential approach
Reterred by many as over-the-fance encinearing the sequential spprosch a lows
specications and designs to bo ‘razen by orly engineering design decisions early
Xn the process ard thus creating sivatlons where upstream decisions wil
constrain downstream optons leading (o sub-opial performence results with
increased costs and davelopment tima ‘Kays, 1995), According to Keys (1890]
the primary motivator for ‘he emphasis on conourtency is that the product design,
‘while constituting aralativaly emall portion of the total product develepmart cost
influences up to 80% of the Iite-<yole cost

This paradigm of concurrency could have significant implications for the
management of R&D and in panicular the develoament of complex seraspace
lechnologies and systems that are developed hy Federal lebaratories and their
pariners. This new way of developing technologies will produce changes in the
ways aerospace eystems ara researched, designed, tested, produced, operated,
maintsinod, and deposed of (Del Rosario, et.al 2003),

Research ch tha application of CE has been performed in high-pruduction
andor manufacturing ensironments, Research into the appl cabilty and benatits,
of Cz into a lnwina procuction, service, research and development, andior
government anvironment Is limited, although most experts agroe that aspects of
this philosophy should be applicable to any kind of R&D scttirg, thora ie limited
research on the subjact, a8 { enples to @ goverment M&O environmant

‘This paper initoduces @ research inifatve conducted at tha NASA Glan
Rescarch Center (GRC) investigaing the applicaion of CE in che managerrent of
ABD. Throughout the years GRC has heen involved in the development of
‘advanced aircraft technologes, gpace propulsion systams, communication
satelites, the Intematioval Space Station end ofners. Because of tho diverse
nacure of tho RED projects envelope, GRC provides an excellent modal for tais
‘ype of research

‘The study concentraley in the applicability of CE in the planning and
implomentation of experimental testing projects at this FAD facity in support of
research projacts. in parioular the research identifies possiale baniers and
ennancers that this environment presents to the successful mplomeniation of SE,
Results and recommendations are based on @ survey questionnsire comple‘ed by,
119 GRC employees from the sifferent functional areas currently invoWed in tha
performance of experimantal testing aciviies.
Concurrent Engineering

‘Ag proposed earlier the benefits claimed by tha use af CE seams to
provide an answer to the challenges that RED organizations ars facing today.
Alihoug many experts have proposed that these ucnoti's are transferable to any
industry, research in the area of FD is vorylitited

To better understand the possible impact of CC we preseni a brief synopsis.
of the his:ory of this philosophy. Traditionally all the activities of develogrnent
have been accomplished following a saquartial approach. In thls appvoach,
referred by many as over-the-ence enginossing and officially documented by
NASA in the 1980's, exparis in each step peronn thair duties and pace the
product to the expert'of the folowing step. Tris allows specifications and design
to be frozen by only engineering dasign decisions early In the orooess thus
creating situations where upstream decis ons wll constraln dowstream oplions
(Keys, 1995). As defined eafliar CE has been an attempt 19 enkence the
tlevelopment process by creating a systamatic interaction of all the funet ons anc
expett areas. Corcurrency doas not sliminate any of the stagee required for
product devclopmant but istoad it focuses on a hofetic consideration of al of
nese stages,

Systematic studies within the automoblte and leohnoloyy industies have
‘substantiated that for a succassful limplamentation of CF various entical factors of
Characte‘istics must be present (Kays, 1)¥2; Handle, 1994, Durand, 1985:
Yousetf, 1994; O'Neal, 1903; Soba, 1299; Duffy, 2000} Thege eriteal factors

1. Strong Management Commitment

2, Interdisciptinary and rult-talonted toams

3, Comprettensive training to al team mombars

4, Adequate resources and tools

6. Eatly and continuous involvernent of Custorrers and Suppliers

Also substantiated by many resaarchats ig the facl that success‘ully
implemested CE progiams will provide three main benefits, These benelits have
been summarized as: raductions in total product cost, racustions Ir cyo-e time,
and improvemant in quality and reliatilty

Our study looks into the applicabilty of CE implementation in an R&D
‘onv'ronmant.

Research Methodology

‘The study was conducied in two phases. The frst phase was exploratory
natura ard accomplished by corduetng a series of serni-siructured personal
nterviews. A total of six GRC Division laval management personnel, with @ crass-
functional view of tha operation ol research experiments, were interviewed.
Although ordinarily unstructured interviews do not utliz0 irte-viaw protocols
{Schedule}, protocols were used fo provide overall quicelina ar framawork for the
conversation, Tre mein oblecives of these intarviaws were to provide data that
helped in refining tre reeearch queetions and guiding hypocheses, and to provide
informaton that was used to develop the structured questionnaires ta be utiized
dutirg the second phase. Content analysis 1G lIham. 2000a; Kerlingsr, 1973;
Cooper and Emary, 1995) was used to analyze ‘he information gathered during
this phase and preliminary results have been previously “eported {Del Rosario a
al, 200).

The second phase conssted of the adminisvation of stucturad
questicrnaires (surveys) to tear members of various R&D ofojects within NASA
GRC. A questonnaire was completed by 119 GRC employees from the vavious
functional groups invalved in the perlonmance of experimental testing, “che
respondents were asked to rete, based on thew experlenoe and using & Likert
scale from 1 to 7, statements relating organizational cheracteristis to elements cf
project succes (a tota of 33 statements), The data of this. structured
{Questonnaire was enalyzed using appropriate ana ytical too 2 for content validity,
reliability and statistical differentiation (Gillham, 2000b, Cooper and Emory, 1985;
ied end Parser, 1997; Cronbach, 1951; Stapleton, 1987),

Enhancers and Barrlers for Concurrent Engineering in R&D

‘As mentioned before this paper introduces possible enhancers and harriers
that 2 R&D exzronment presents to the successtul implementation of CE. Ihe
results presented are part of a systematic research that assessed and evalusted
the status of the use of the managerial tools and techniques of concurrent
engineering an the suscess of experimental testing projects of a research and
development organ zation. Although nol presented in this paper the study also
identified the patential benefits of CE in R&D. The results frora this study were
Used fo make recommendations ard to propose a plan and strategy for
strengthening the systems engineering ana project management orocesses at
NASA Glenn Nesearch Center.

‘The research presented here explored haw organizational characteristics
‘of an RD environment influence, pestively or negatively, the elements of project
success. Unique factors that enhance and/or impede the implementation of CE in
tha research ard development environment ware identified and analyzed. Tae
research questions for this area o° inforest attempted to identity. tho
characteristics that influences the project euccess. Thee features of ine project
completion were analyzed. The features are: project cycle time, project cost, and
quality and reliability of the deliverable, For the reseerch tne following research
uestions were assessed:

G1. What ate characteristics that positively influence projects to 20
ompletad ono” ahead of schedule?

Q2 What ata characteristics that positively influence projects to 26
Completed on 0: bolow budget?

23, Whet are characterstog that postvely Influence projects to resuit In
very high qualty and reliable procuets or deliverables?
G4. Wret are characterises that negatively influence the projects

schedule?

05. Wat are characteristos chat negatively influence projacts cost and
budget?

6. What are charactoristieg that negatively inftuonce oredust's quality
and reliability?

To assess these research quastions the responderts ware asked to rata
statemenls re ated to organizational characteristics using a 7-paint Likert Seale.
‘The respondent rated, with 1 rated as "Very Negative Iniluenca’ and 7 rated ae
‘Very Positive Influence’, tha infivencs thet the folowing satemente have in
projact evet ard budget, projcc: schedule, and producisidelveratles quallly and
reliability

1. Gument organizational structure

2 Collaboration amongst internat orgarizations

3 Current reward and recognition aystem

4. Procurement practices and regulations

5. NASA buxdget cycle

8 Effective usa of system engineering and project menagement
practices

7. Composition of project teame

8 Partnership with extemal euppliers af parts or aervioes

8. Organization's offactiveness in priontizing projacts and activites

1. Unique :echnotogical natura of our projects

11, Rapid changes in technotay

Research Findings

‘This section discusses the findings ftom the data obtained through the
survey questionnaires and how the data relates lo each of the research questions
of the study. As stated befove enhancers and barriors ware qualitatively analyzed
by measuring the level of poslive or negative influcnea the respondents trought
(nat curent charactoristies of a government R&D e:wironmenl have in Concurrent
Engineer.ng

Positive and Negative Influence in Cost

This area addressee the research quostions of those cherscterstics that
postively influence and those characterisics that negatively influence projects to
bbe completed on or below budget

Based on the responses there are four current sharacterisics that showed
postive influence n pinjects to be complaed on or helow budget. Tha
‘characteristics ara: {:) Collaboration amongst internal organ zaticrs, {2} Effoctive
use of systams enginesring and project managoment pracliges, (3) Composition
fof the projact teams, and (4) Partnership with exiemal supplers of pals or
services. These characterisllos cou be relaled to @ stvang team environrrent
vwithin tha GRC eutture,

‘There were five characterlstios that showed negative influence in projects
to ba completed on ot below budget, Theeo characteristics are: (1) Current
reward and recognition system, (2) Procurement practices and regulations, (8)
NASA budget cycle, (4) Organizalion's elfeciveness in prioritizing projects and
patios, andl {5) Unique technologleal nature of our projects. Out of these, most
could be related with management practices

Posttive and Negative influence in Schedule

This area addresses Ihe research questions of those characteristics that
postively Inluerce and ‘hose characierstis that negatively irfiuence projects to
bo complated cn or ahead o schedule,

Based on the responses tere ere four current craracterisics that shovad

positive inluanee in projects to be completes. on ar schedule. The characteristics
‘ayer (1) Collaboration amongst interna organizaions, (2) Eifecive use of sys-oins
engineering anc projeel management pract ces, (3] Campasition of tha project
toams, and (a) Pannership with external suppliers of parts or services. Tas
Characteritles could be related fo a strong tearm environmont within the GRC
culture.
‘There wore five charaeteristcs thet showed negaive Influence n pro.ects to bo
completed on or below budgst. Tnes> chamactetisics are: (1) Currant
‘organizational stucturs, (2) Current reward and recogrition system. (31
Procurement praciicas and regulations, (4) NASA budget cycle, and (5) Unique
technological nature of our projets. Also in this case most of those coutd be
rolated with management praciioes,

Positive and Negative influence Quality and Reliability

This area acdresses the research questions of tose cnaractaristios ‘hat
positively influence and those characteristics that nagativaly influence the qualty
and reliability ofthe products andor deliverables.

Based on the responses there are seven current characteristics that
showed pesitive influence in the quality and reliability of the products aeufur
deliverable, ‘The characteristics are: (1) Current organizational sinucture, (2)
Collaboration amongst internal organizations, (3) Effective usa of systems
englreering and project management practices, (4) Comaositan of the projact
teers. (3) Parhrership with external suppiers of paris or sarvieas, (6) Unique
technological nature of our projects, and (7) Fapie changas in technology.

Thete were two characteristics chat showed ogative influence in the
tually and relabilty of the products andor delivereblas. Those craractarlstlcn
are: (1} Procurement practices and regulations, and (2) NASA budget cycle
Final Observations

Table 1 summarizes the perceived influence that each characteristic of the
‘organizat on has in Cycle Time (echecule), Cost foudget) and Quality andl
Ficlablty. The letter "N' in this table refers “0 neutrality inthe sense ‘hat no
statistical difference was obtaired petween the rrean of the responses and the
‘central velue of the seale, A postive sign (4) re‘ers to perceived positive
Influencs and a negative sign (-)} re'ers toa pereeived negative influence.

Tablet: Summary of Findings

CumentCharacteratios | Cycle time | Coat _| Quatty
aneoanon or ream + + +
Famers wih Sater + + 7
fai Techy range N ol y
Fergani Sructe = ol +
[creo nats Fees = 7
[Pecive Panton o = "
‘Rend Rocarion Sem = a
‘recianes Repitatans = =

asa suns es = = ;

‘As a general obsarvation it was observed that some charac‘erelioy are
present as pasitiva or negative for all threa elements ol project success. The
orgarizational characteristics of current collaboration amorgst organization. the
effoctive uso of systems engineering and project managermenl practices,
composition of projart teams, and partnerships with extemal suppliers seems to
be positiva influence across al elements of project siocess, Ihese findings are
consistant with otter findings of the research which seeme to suggest that
strong Systams Engineering and Project Management culture exats within this
NASA organization

(On the czher hand, the regulatory characterises uf procurement prectices
and regulations, and tha NASA budget cycle seem to present a negerive influence
for all elements of project success, [hese characierisics seem to bo
impediments that must be aderessed in order to minirze their impact on projcct
sucoess,

‘OF intorost is that although the charactoriate of current organization
structure seers ta positively influence the quality of te praducts and deliverable,
it alyo seems to negatively influence che scheduic of the projac. Another
characteristic with mixed effects is the unique techrological nature of NASA
GRC's projects. Although this characteristic is seen as having postive influanca
in the quality of the defverables, itis also sean as having negative influence on
cust and schedulo.. These mixec impacts suggest that eaution must be exercised
hen addressing sithar of thege organizational charactorats,

‘As conclusion it should be noted that 1 order 10 effectively implement a
‘Concurrent Enginearing program special emphasis is needed in acklressing t16se
characteristics perce'ved as having a negative Impacl on project succass. The
reality is that some of the segatively perceived characteristics aro dificult 1
iniuence. Howava’ systematic training on how to work concurroncy within the
boundatios of these characteristics, such as the NASA Budget Cyelo, eauld have
postive outcomes. & recommendation of systematic training tailored 10 the
findings of tho studies is being developed for implementation,

Acknowledgements: The authors want 10 ackeowledge all :ha NASA GHC
‘employees that have taken the time ta share their experiences ether through the
personal interviews or 2y completing the lengthy questionaire. We would also
Sike to express our appreciation to the GAC management who has opened their
doors farts study,

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