Page 86: of Maritime Reporter Magazine (September 1997)

PROPULSION GUIDE engine room product model has not matured to the point where all needs are fulfilled. Limitations of the software can have a significant impact on schedule adherence.

Management must realize this fact when undertaking such a task.

Coupled with the software restraints, personnel capabilities are an essential element. The cross-training of the CAD team in the different software packages as well as in such disciplines as pip- ing, structure, library parts, plot- ting, data extraction, and ship design and construction is essen- tial to the project success. In addi- tion, the CAD team must capture their processes and procedures in

CAD standards and update them concurrently as improvements are developed. The payoff will be real- ized down the road by reducing model discrepancies as the product model matures.

An active interface between CAD designer and system engineer is essential to the development of the product model that will require a minimum of rework. - Regular product model reviews by the sys- tem engineers on the CAD system are essential. This enhances the design process and helps to pre- vent design flaws that could prove disastrous downstream.

Metrics Lessons Learned

The need for process metrics was established during the team's training in the Strategic Design

Method. However, the reality is that in-process metrics related to design team performance are extremely hard to devise and implement. Contrastingly, it was relatively easy to identify and apply metrics to measure success at the end of the project.

Product metrics were also a struggle during SSD#1. A struggle between what the team considered to be a realistic approach and what the Steering Committee felt should be a piece/part count resulted in a stalemate with the result that product metrics were not applied during SSD#1.

The concept of metrics is a diffi- cult concept to apply and is a sig- nificant burden to place on a team in the first phase of project devel- opment.

Allowing the team the time to develop realistic metrics that can be accepted by all parties without the need to simultaneously devel- op the product was deemed neces- sary.

Stay tuned for the remaining installments on the ERAM project.

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AUTHORS

Richard DeVries — ERAM

Team Leader — Designers &

Planners, Inc.

Rusty DuPont — CAD

Designer — Infotech, Inc.

Ben Kassel — Navy MIS

Manager - David Taylor Model

Basin

Paul Rakow — System

Engineer — Designers & Planners

Jake Robinson — CAD

Designer — Designers & Planners

Nancy Russell — CAD

Designer — David Taylor Model

Basin

Ronald Selvidge — Technology

Assessment Consultant — A&T /

Vector Research

Michael Wade — Ship

Producibility Branch Manager —

David Taylor Model Basin 86 Maritime Reporter/Engineering News