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
Digital Wave Publishing