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Agile Systems 101                       --------------Active Systems-Engineering and Operational Management               ...
Objective: System X-Ray Vision  http://awespendo.us/animemangacomics/kermit-at-the-doctor/           rick.dove@parshift.co...
Please reserve questions until after the presentation.    Two moments of silence during the presentation will allow you   ...
Some Problems Needing an Agile ArchitectureQRCSecurity as agile as the adversaryDOE wants a physical-security design strat...
Problem: Aircraft Refurb QRC            (Boss 2010) Agile Aircraft Installation Architecture In a Quick Reaction Capabilit...
On the Capability Part of                 Quick Reaction Capability   This is about QRC, a misleading buzzword.   Typica...
Enabling Rapid, Low-Cost, Predictable Installation              Architectural Concept for          Reusable Installation I...
Enabling System & Process Agility                                             The aircraft installation                   ...
Background: Agile vs. Traditional Power DistributionTraditionally a breaker centralized panel distributes power to eachbox...
Background: Modular Rack CoolingCompared to wiring, air ducting is larger and more difficult to route effectively. Forthis...
Background: 10 RRS Principles (reusable/reconfigurable/scalable)Self Contained Units. Racks are self contained units that ...
Agile QRC Aircraft Installation Architecture                                                  Modules                    h...
Agile System: Class 1                Reconfigurable            necessary & sufficient architectural concept pattern:      ...
Agile System: Class 1                Reconfigurable            necessary & sufficient architectural concept pattern:      ...
Agile System: Class 1                Reconfigurable            necessary & sufficient architectural concept pattern:      ...
Agile System: Class 1                Reconfigurable            necessary & sufficient architectural concept pattern:      ...
Agile System: Class 1                Reconfigurable            necessary & sufficient architectural concept pattern:      ...
Agile System: Class 1                Reconfigurable            necessary & sufficient architectural concept pattern:      ...
Agile System: Class 1                Reconfigurable            necessary & sufficient architectural concept pattern:      ...
Agile System: Class 2                Reconfiguring          necessary & sufficient architectural concept pattern:         ...
Multi-Range UAS Testing System                                             (highly stylized architectural concept diagram)...
(Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries            Crossing Next-...
(Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries            Crossing Next-...
(Dove 2008a) Relating Agile Development to Agile Operations      Agile Software- Development                              ...
(Dove 2008a) Relating Agile Development to Agile Operations      Agile Software Development-thru-Operations Process       ...
A Moment of SilenceWrite down questions in your mind … so far         rick.dove@parshift.com, attributed copies permitted ...
Case: Silterra                               BackgroundOctober 1999 (dot.com bubbling, semiconductor slump ending)Silterra...
Opportunity                           New company:No operating culture, performance metrics, or infrastructure legacy.    ...
Guiding Concepts                                                Enterprise ITValue:        Must not dictate or limit corpo...
Refined Objectives               Supporting strategy with best-fit tools                  is enabled rather than inhibited...
Response Situation Analysis – IT Infrastructure                      Response Metrics: c=cost, t=time, q=quality, s=scopeP...
General StrategyBusiness System Analyst (BSA) Group:  Assigned to IT-assist dept managers (cross dept responsibilities) ...
Enterprise IT Infrastructure DesignMyFab       Oracle     Oracle         Adexa               People                 My    ...
Infrastructure – 10 RRS Principles AppliedEvolving Standards (Framework) - SSA group, XML, message data definitions, ETL-i...
Project Development Process – Strategy/Rules- Vendor is responsible for total solution: HW and SW- Requirements will not c...
Encapsulated Development Process    Develop                  Develop                               Manage                 ...
Development Process – 10 RRS Principles AppliedEvolving Standards (Framework) – 3-phase implementation (out-of-box, desire...
Effective PredictabilityERP on time, below budget, on spec  3 months functional ERP "best practice" (Phase 1)  3 months ...
Wish                                 Typical Imp                                Actual Imp    ERP in 12 mos total         ...
Silterra Agile ERP System – Development Process                           Components/Modules  Integrity                   ...
Silterra Agile ERP System – Operational             System examples are SOA-like instances of departmental needs          ...
A Moment of SilenceWrite down questions in your mind … so far         rick.dove@parshift.com, attributed copies permitted ...
Bow Tie Process Echo from ScienceOur work was based on observation of many real systems that exhibited agilecharacteristic...
Bow Tie Pattern in the Immune System Millions of random infection detectors generated continuously by fixed rules and modu...
Adaptable Immune System    V--D--J   V--J                           Bow-Tie Antigen-Detector Generator         Y          ...
On Passive infrastructure          …protocols are far more important … than are modules         Marie E. Csete and John C....
Defining Agility          Agility is effective response to opportunity and problem,                 within mission ... alw...
Project Management                                                                        A                   QRC Manageme...
Eight principle tools are brought to bear when             designing or analyzing a system for agility                    ...
Agile System and Project Management Design           Risk and Uncertainty Management Through:     Creation of drag-and-dr...
References and Supportive Readings(Boss 2010) Jason Boss and Rick Dove. Agile Aircraft Installation Architecture In a Quic...
System X-Ray Vision   The bones are depicted in the Architectural Concept Pattern.All truly agile systems have the same ba...
Application Workshop Exercise              An excellent example of agile project management is         (Ballard 2000) The ...
Backgroundrick.dove@parshift.com, attributed copies permitted   54
Todays Agility Interest – Origin1991 – SecDef funded project at Lehigh University to identify       next manufacturing com...
Response Situation Analysis Domains               Change Domain                                                        Gen...
Response Able System Principles – RRSSelf-Contained Units (Modules)                                         Evolving Stand...
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Agile Systems and Processes: Necessary and Sufficient Fundamental Architecture (Agile 101)

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Transcript of "Agile Systems and Processes: Necessary and Sufficient Fundamental Architecture (Agile 101)"

  1. 1. Agile Systems 101 --------------Active Systems-Engineering and Operational Management of Reconfigurable Process and Product Architecture Seminar and Tutorial/Workshop Last Updated: 2 March 2012 Rick Dove Taos County, New Mexico, dove@parshift.com, 575-586-1536 PI/CTO/CEO, Paradigm Shift International Adjunct Professor, Stevens Institute of Technology Download this seminar: www.parshift.com/s/AgileSystems-101.pdf (updated asynchronously from time-to-time) rick.dove@parshift.com, attributed copies permitted 1
  2. 2. Objective: System X-Ray Vision http://awespendo.us/animemangacomics/kermit-at-the-doctor/ rick.dove@parshift.com, attributed copies permitted 2
  3. 3. Please reserve questions until after the presentation. Two moments of silence during the presentation will allow you to write down questions for later discussion.Slides are numbered if you want to reference them in your questions. Content Example: QRC Aircraft Refurb Necessary & Sufficient Architectural Concept Pattern (ACP) Examples: Architectural Concept Patterns in Many Domains Case: Silterra Agile Enterprise-IT (ERP etc) Case: Silterra Agile Project Mgmnt/Development Process ACP echoed in biology and complex systems Agility Defined, Metrics, and Wrap Up References When seminar opens a workshop, additional activity includes: Full-Day Workshop Exercise (3-4 Hr + collaborative group brief out) Half-Day Workshop Exercise (1-2 Hr + collaborative group brief out) rick.dove@parshift.com, attributed copies permitted 3
  4. 4. Some Problems Needing an Agile ArchitectureQRCSecurity as agile as the adversaryDOE wants a physical-security design strategy delivering value for 50 yearsJTRS interoperabilitySOA value and value-delivery understandingDoD force transformationAgile Systems-Engineering (the system development life-cycle)Agile-Systems EngineeringAgile Software Development compatible with CMMIAgile Software Development that produces agile softwareAcquisition & contract policy that enables agile development processesGetting there from here (reality factors that need harmoniously addressed) • sustainable systems • resilient/survivable systems • evolving systems • proactive/innovative systems • dynamic systems of systems • self organizing systems rick.dove@parshift.com, attributed copies permitted 4
  5. 5. Problem: Aircraft Refurb QRC (Boss 2010) Agile Aircraft Installation Architecture In a Quick Reaction Capability Environment Mission system installation in military acquisition context Customer’s need for the latest technology Technology advances are creating new mission systems at an increasing rate, driving the demand for QRC. Goal is to shorten the completion time without compromising quality Mission requirements and “boxes” often change late Army wants QRC for intelligence surveillance reconnaissance (ISR) to be robust, scalable, tailorable Air Force wants QRC challenges continually met as success is measured by rapidly adapted EW rick.dove@parshift.com, attributed copies permitted 5
  6. 6. On the Capability Part of Quick Reaction Capability This is about QRC, a misleading buzzword. Typical Strategy: get it faster by relaxing requirements, reducing quality, working harder-not-smarter, costing more, increasing risk of performance short-fall. You don’t get to do it over again. An influx of compromised systems to the fleet reduces the average system-population quality. What is needed: Agile Process Architecture (CAPABILITY) for Quick Reaction Narrow focus here: Installation of heating, cooling, power, & racks rick.dove@parshift.com, attributed copies permitted 6
  7. 7. Enabling Rapid, Low-Cost, Predictable Installation Architectural Concept for Reusable Installation Infrastructure rick.dove@parshift.com, attributed copies permitted 7
  8. 8. Enabling System & Process Agility The aircraft installation infrastructure is modified… once. The SIL* has a duplicate infrastructure. “Everything” is fully integrated and tested in the SIL … before the aircraft arrives. Aircraft installation is a simple relocation of pluggable modules. Minimizes aircraft downtime and eliminates custom installation work.Parameter Nature of StandardSpace Racks shall be designed in preset widths, depths and heights.Power Each rack shall have a maximum kW equipment load rating. Racks with multiple power types (e.g. 115 VAC 400 Hz and 28 VDC) limits should be set on each type.Weight Each rack shall have a maximum equipment weight rating.Cooling Each rack shall rate the kW cooling capacity at a specified exhaust temperature.Physical Rack mounting provisions, cooling connections, and electrical connection interfacesInterfaces shall have standard locations and configurations.*SIL: System Integration Lab rick.dove@parshift.com, attributed copies permitted 8
  9. 9. Background: Agile vs. Traditional Power DistributionTraditionally a breaker centralized panel distributes power to eachbox. Each box typically requires its own circuit breaker creating aninterface for every box and many wire routing paths. Some aircraft contain over1000 boxes, and wire routing becomes a large modification effort.To reduce the number of interfaces, decrease wire routing effort, and allow rackmodularity, it is proposed that the secondary power distribution for rack mountedboxes be moved from the aircraft to within the rack itself. A single breaker wouldprovide power to the rack, and a secondary breaker panel within the rack woulddistribute power to each box. Using solid state power controllers, or SSPCs,combines the function of a relay and a circuit breaker into a single device that iscontrollable through a data bus. SSPCs be remotely operated, allow the power trippoint curve to be programmed rather than requiring a physical change to thebreaker wiring. This benefits a QRC program by simply re-programming an SSPCinstead of changing a breaker out and routing a new wire the entire lengthbetween the breaker box and the rack. rick.dove@parshift.com, attributed copies permitted 9
  10. 10. Background: Modular Rack CoolingCompared to wiring, air ducting is larger and more difficult to route effectively. Forthis reason, the solution presented attempts to mitigate the rerouting effort of anyexisting aircraft ductwork. The proposed cooling architecture is really acombination of a cold air distribution subsystem that gets cold air from theaircraft source to the boxes, and a hot air exhaust subsystem that must disposeof the waste air. Although much more compact, this is similar to the hot aisle/coldaisle method used in data center design. rick.dove@parshift.com, attributed copies permitted 10
  11. 11. Background: 10 RRS Principles (reusable/reconfigurable/scalable)Self Contained Units. Racks are self contained units that can be inserted orremoved efficiently without affecting adjacent equipment or racks. Wiring andcooling is part of the rack unit. Racks can be pre-built and tested in the shop without anaircraft present.Plug Compatibility. Standardized rack interfaces allow rack modules to be removed and re-connected on multiple aircraft.Facilitated Re-Use. Minimal standards facilitate reuse of boxes and racks by streamlining theassembly and disassembly of rack configurations.Flat Interaction. Rack structure, cooling, and power is provided in parallel allowing racks tointerface the aircraft resources directly rather than through a sequential dependence.Failure or removal of one rack does not affect another.Deferred Commitment. With adjustable cooling, programmable power, and reconfigurablemounting, installation decisions can be deferred until maximum box definition is available.Distributed Control and Information. Power and cooling control is localized within eachrack, minimizing wire runs, wiring effort, ducts, and ducting effort.Self Organization. TBD, e.g., dynamic load balancing in response to cooling anomalies.Evolving Standards. Rack interface standards can evolve to incorporate new interfaces likeliquid cooling, with a continuous job responsibility of process evolution management.Redundancy and Diversity. Differences in box sizes and cooling-channel locations areaccommodated with a limited variety of standardized rack-assembly modules, which can beconfigured to structurally accommodate multiple boxes of both similar and different sizes; andto accommodate multiple boxes of both similar and different cooling entry and exhaust points.Elastic Capacity. Racks are inserted/removed as needed, and mounting space, poweravailable, and cooling available scales proportionally. Rack cooling can be matched to headload, and circuit trip points can be programmed for a range of power requirements. rick.dove@parshift.com, attributed copies permitted 11
  12. 12. Agile QRC Aircraft Installation Architecture Modules hardware boxes zones racks System Integration aircraft Integrity Labs (SILs) ManagementModule pool & mix evolution system engineerModule inventory condition material managerAssembly in SIL productionInfrastructure evolution process engineer ActiveInfrastructure Passive small upgrade tech refresh large re-fit Space use rules Power distribution rules Structural weight rules Cooling standards Physical InterfacesStandards rick.dove@parshift.com, attributed copies permitted 12
  13. 13. Agile System: Class 1 Reconfigurable necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous System Test - UAST) Drag-and-Drop Reusablepersonnel tests sensors equipment DoD ranges Components rick.dove@parshift.com, attributed copies permitted 13
  14. 14. Agile System: Class 1 Reconfigurable necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous System Test - UAST) Drag-and-Drop Reusablepersonnel tests sensors equipment DoD ranges Components Examples of Typical Reconfigurable/Scalable System Configurations Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc rick.dove@parshift.com, attributed copies permitted 14
  15. 15. Agile System: Class 1 Reconfigurable necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous System Test - UAST) Drag-and-Drop Reusablepersonnel tests sensors equipment DoD ranges Components Examples of Typical Reconfigurable/Scalable System Configurations Agile UAST Stds High Level Arch Test Procedures Plug-and-Play Evolving Security Stds Passive Infrastructure Safety Stds Rules/Standards/Principles Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc rick.dove@parshift.com, attributed copies permitted 15
  16. 16. Agile System: Class 1 Reconfigurable necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous System Test - UAST) Drag-and-Drop Reusablepersonnel tests sensors equipment DoD ranges Components Plug-and-Play System assembly: Who? Evolving Active Infrastructure Responsible-Party Designation Examples of Typical Reconfigurable/Scalable System Configurations Agile UAST Stds High Level Arch Test Procedures Plug-and-Play Evolving Security Stds Passive Infrastructure Safety Stds Rules/Standards/Principles Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc rick.dove@parshift.com, attributed copies permitted 16
  17. 17. Agile System: Class 1 Reconfigurable necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous System Test - UAST) Drag-and-Drop Reusablepersonnel tests sensors equipment DoD ranges Components Component inventory: Who? Plug-and-Play System assembly: Who? Evolving Active Infrastructure Responsible-Party Designation Examples of Typical Reconfigurable/Scalable System Configurations Agile UAST Stds High Level Arch Test Procedures Plug-and-Play Evolving Security Stds Passive Infrastructure Safety Stds Rules/Standards/Principles Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc rick.dove@parshift.com, attributed copies permitted 17
  18. 18. Agile System: Class 1 Reconfigurable necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous System Test - UAST) Drag-and-Drop Reusablepersonnel tests sensors equipment DoD ranges Components Component mix: Who? Component inventory: Who? Plug-and-Play System assembly: Who? Evolving Active Infrastructure Responsible-Party Designation Examples of Typical Reconfigurable/Scalable System Configurations Agile UAST Stds High Level Arch Test Procedures Plug-and-Play Evolving Security Stds Passive Infrastructure Safety Stds Rules/Standards/Principles Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc rick.dove@parshift.com, attributed copies permitted 18
  19. 19. Agile System: Class 1 Reconfigurable necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous System Test - UAST) Drag-and-Drop Reusablepersonnel tests sensors equipment DoD ranges Components Component mix: Who? Component inventory: Who? Plug-and-Play System assembly: Who? Evolving Active Infrastructure Infrastructure evolution: Who? Responsible-Party Designation Examples of Typical Reconfigurable/Scalable System Configurations Agile UAST Stds High Level Arch Test Procedures Plug-and-Play Evolving Security Stds Passive Infrastructure Safety Stds Rules/Standards/Principles VR Immersion Stds Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc rick.dove@parshift.com, attributed copies permitted 19
  20. 20. Agile System: Class 2 Reconfiguring necessary & sufficient architectural concept pattern: actively managed drag-and-drop/plug-and-play (Example: Unmanned Autonomous Swarm System-of-System under Test) Drag-and-Drop ReusableUAS mission coordination tasks sensors Components Component mix: What? Component inventory: What? Plug-and-Play System assembly: What? Evolving Active Infrastructure Infrastructure evolution: What? Systemic Regulation Examples of Typical Reconfigurable/Scalable System Configurations Agile UASoS Stds Engagement Stds Cooperation Stds Plug-and-Play Evolving Behavior Stds InterOp Passive Infrastructure Comm Stds Rules/Standards/Principles Ethical Stds Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc rick.dove@parshift.com, attributed copies permitted 20
  21. 21. Multi-Range UAS Testing System (highly stylized architectural concept diagram) (Dove 2008b) Embedding Agile Security in Systems Architecture) As an emergent property security does not come in a separate box, e.g., personnel are security trained, sensors procedures tests personnel test equip ranges …et al. equipment is self-secure. 1 component mix: UAST Program Manager Four active responsibilities, 2 component inventory: Range Master each with embedded security 3 test sys assembly: Test Manager personnel as integrated 4 infrastructure evolution: UAST Program Manager collaborative team members.INFRASTRUCTURE active sub-sys test full system test swarm system test Test system assembly is constrained by test configuration standards passive informed by security policy. security policy 5 Security policy informs all HLA interop stds other passive infrastructure test config stds safety stds standards, and evolves UAS policy/stds simultaneously with each. indicative configurations of test varieties Security is embedded in architecture at points 1-5. Additionally, encapsulated components have internal security distrustful of other components in general. rick.dove@parshift.com, attributed copies permitted 21
  22. 22. (Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries Crossing Next-Generation Life Cycle Boundaries for Home Entertainment Technology Migration Modules Integrity amplifiers speakers signal tuners playback units video displays content sources (tape, CD, DVD) ) (TV, computer) (TIVO,P2P) ManagementComponent mix: MfgrsComponent inventory: StoresSystem assembly: User/OwnerInfrastructure evolution: Industry Assocs ActiveInfrastructure Passive Audio tape Video media Net in/out Physical connection Analog interconnect Power Video/Surround Digital/InternetRules/Standards roughly… ‘40s/’50s ‘90s ‘00s rick.dove@parshift.com, attributed copies permitted 22
  23. 23. (Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries Crossing Next-Generation Life Cycle Boundaries for Internet Protocol Migration Modules filters appliances end points, Integrity routers switches DNS Servers (eg IDS, Firewall) (eg, xml) NICs, NOMs ManagementComponent mix: Vendor CommunityComponent inventory: Vendor CommunitySystem assembly: Subnet OwnersInfrastructure evolution: Int. Eng. Task Force ActiveInfrastructure NCP IPv4 IPv6 Passive era era era NCP Wire standards TCP/IPv4 Wireless stds Optical stdsRules/Standards IPv6 rough operational start… ’70s ’80s/’90s ’00/’10s rick.dove@parshift.com, attributed copies permitted 23
  24. 24. (Dove 2008a) Relating Agile Development to Agile Operations Agile Software- Development Process Components Integrity developers/ team leaders owners/users processes tests codes/ engineers designs ManagementComponent mix Process mgrComponent inventory Team leadersSystem assembly Team leadersInfrastructure evolution Process manager ActiveInfrastructure Passive Iteration 1 Iteration 2 Iteration n Emergent requirements Iterative convergence Incremental delivery Self organizingRules/Standards Time (key core practices detailed in a process manual) 24 rick.dove@parshift.com, attributed copies permitted
  25. 25. (Dove 2008a) Relating Agile Development to Agile Operations Agile Software Development-thru-Operations Process Components Integrity developers/ team leaders owners/users processes tests codes/ engineers designs ManagementComponent mix Process mgr ???Component inventory Team leaders ???System assembly Team leaders ???Infrastructure evolution Process manager ??? ActiveInfrastructure Passive Development Migration Operation Emergent requirements Iterative convergence Incremental delivery Self organizingRules/Standards Time (key core practices detailed in a process manual) 25 rick.dove@parshift.com, attributed copies permitted
  26. 26. A Moment of SilenceWrite down questions in your mind … so far rick.dove@parshift.com, attributed copies permitted 26
  27. 27. Case: Silterra BackgroundOctober 1999 (dot.com bubbling, semiconductor slump ending)Silterra is a start-up semiconductor foundry in Malaysia,with interim USA top management and ex-pat process expertsFunded mainly by government designated sourcesMixed Cultures: 60% Malay, 30% Chinese, 10% IndianFew employees have built or run such a company, and have littleidea about what they will need or want in business processes.CEO has a vision for a preemptive modern-day competitor...Goal: Build a uniquely superior foundry businessStrategy: Best practices + Agile IT infrastructureCIO (interim exec) is writing book on systems agility...Goal: Meet CEOs goals with Agile Systems design principlesStrategy: Design a differentiation strategy and apply principles (Dove 2005) Fundamental Principles for Agile Systems Engineering. rick.dove@parshift.com, attributed copies permitted 27
  28. 28. Opportunity New company:No operating culture, performance metrics, or infrastructure legacy. + New technology: Internet. Broadband. PDAs. XML. Enterprise IT. eBusiness. + New environment:More uncertain, connected, knowledgeable. Faster. Always changing. + New customer expectations: Personal attention. Immediate response. Self service. Lots of information. = New Opportunity to design a company fit to the new and changing environment, and focused on new values rick.dove@parshift.com, attributed copies permitted 28
  29. 29. Guiding Concepts Enterprise ITValue: Must not dictate or limit corporate capability Remove the ERP/Technology lock-in Provide freedom to use best tools Enable fast use of new technology in support of business strategyValue: Must exploit new electronic connectivity opportunities Real-time visibility of all enterprise activity and information Everyone wired for immediate self-service Dashboards and "agents" to bring focus on desired information Assist and structure key management processes Quick connections to information-sharing partnersAttitude: InfoTech shifts from financial reporting to enterprise infrastructure View as a logistics service, not as a financial function Distribute control and responsibility to the users ERP: Enterprise Resource Planning rick.dove@parshift.com, attributed copies permitted 29
  30. 30. Refined Objectives Supporting strategy with best-fit tools is enabled rather than inhibited Switching/upgrading to new technology and applications is enabled rather than inhibited. Accommodating custom electronic "partner" relationships is enabled rather than inhibited. Integrating new plants, facilities, mergers, and acquisitions is enabled rather than inhibited. All information is accessible electronically to those authorized to see it.Electronic "dashboards" will provide real-time vision and monitoring of operational and strategic activities. Provide competitive advantage through enterprise visibility, adaptability, and technology rick.dove@parshift.com, attributed copies permitted 30
  31. 31. Response Situation Analysis – IT Infrastructure Response Metrics: c=cost, t=time, q=quality, s=scopeProactive Dynamics  Creating new customer/supplier/partner business net-link [t,q,s]  Creating acquisition business net-link [t,q,s]  Creating interface to a new application [t,c,s]  Improvement of interface performance [t,s]  Migration to NT and COM/DCOM [c,q]  Addition of new foundry facility [q,s]  Addition of new customer/supplier/partner data interface [t,s]  Addition of new industry data-standards [t,s]  Replacing the bus vendor [c,t,s]Reactive Dynamics  Correcting an interface bug that surfaces later in time (original engineer gone) [t,q]  Variation in quality of data from production MES system [t]  Variation in competency/availability of infrastructure operating personnel [t,s]  Variation in real-time on-line availability of applications [t,s].  Expand the number of interfaced applications and business net-links [s]  Reconfiguration of an interface for an application upgrade/change [t,c,q,s] rick.dove@parshift.com, attributed copies permitted 31
  32. 32. General StrategyBusiness System Analyst (BSA) Group:  Assigned to IT-assist dept managers (cross dept responsibilities)  Business Process IT application configuration/evolution  IT tool selection/acquisitionStrategic System Analyst (SSA) Group:  Evolution of infrastructure framework  Enforcing infrastructure usage rulesUser Collaboration:  Mandatory Response Situation Analysis (agility-tool)COTS Applications: No customization of purchased softwareIT Internal Responsibilities – not to be outsourced:  Infrastructure architecture design and evolution  Management of installation/integration projects  Configuration of applications rick.dove@parshift.com, attributed copies permitted 32
  33. 33. Enterprise IT Infrastructure DesignMyFab Oracle Oracle Adexa People My Other Other 11i Apps ERP dB Planner Soft Apps Projects Apps dBases XML Enterprise Bus A&T = Fab = Assembly & Test Plant Foundry Plant Fab #1 Fab #n A&T #1 A&T #n • = Bus Interface Module (BIM) • = ETL Interface Modules • MyProjects = Web-accessible strategic-project portfolio manager • MyFab = Web-accessible operations transparency www.parshift.com/Files/PsiDocs/Rkd050324CserPaper.pdf rick.dove@parshift.com, attributed copies permitted 33
  34. 34. Infrastructure – 10 RRS Principles AppliedEvolving Standards (Framework) - SSA group, XML, message data definitions, ETL-interface specs, ETL template spec, BMI spec.Encapsulated Modules - Applications, data bases, ETLs, bus-interface modules (BIMs),bus, BSAs, SSAs.Facilitated Plug Compatibility - XML, message-data definitions, BIM spec, ETL-interfacespec, rule on COTS.Facilitated Module Reuse - BSA group, business process maps, ETL templates, mandatoryrule on COTS.Redundancy and Diversity - Multiple app versions, multiple bus paths, replicated apps ateach physical locations, ERP multiple-vendor apps, rule on mandatory user collaboration,cross-trained BSA departmental responsibilities.Elastic Capacity - Virtually unlimited bus extension and capacity with compartmentedparallelism.Distributed Control and Information - Separate apps and data bases at each physicallocation, BSA independence and team collaboration, SSA/BSA separation, rule on mandatoryuser collaboration.Facilitated Deferred Commitment - Publish subscribe asynchronicity, ETL created after appis stable, rule that response-requirements be developed before solutions considered.Flat Interaction - Direct app-to-app dialog, BSA group user/management access and teamcollaboration.Self-Organization - BSA autonomy, BSA teaming, SSA autonomous control, publish-subscribe options to pull information as needed. ETL=extract/transform/load, BSA=business systems analyst, SSA=strategic systems analyst, BIM=bus interface module, COTS=common off the shelf. rick.dove@parshift.com, attributed copies permitted 34
  35. 35. Project Development Process – Strategy/Rules- Vendor is responsible for total solution: HW and SW- Requirements will not change during implementation- No expedient customization allowed- Three Phase Implementation Sequence: P1: Out-of-box best-practice from vendor – supporting the company Vendors configure the applications P2: BSA-developed business process rules Vendors + BSAs configure the applications P3: Refined business processes BSAs configure the applications- No violation of infrastructure rules (repeatedly invoked)- Dont say it cant be done, tell what is needed to do it (repeatedly invoked) rick.dove@parshift.com, attributed copies permitted 35
  36. 36. Encapsulated Development Process Develop Develop Manage Conduct Architecture Business Rules Outsourced Testing and and Design and Specs Development User Training 3-Phases Days Days Template 0-90 V2 …….. V2 60-90 V3 …….. V3 ssa bsa 120 days bsa 60 days bsa 91-180 150-180 Alpha Prog. Proj. …….. V2 bsa V2 bsa …….. V3 IT V3 IT bsa bsa Mgr Mgrssa ssa 181-270 240-270 bsa bsa Beta bsa …….. bsa IT ……..IT bsa V2 V2 V3 V3 - Designed to Accommodate Requirements Evolution - www.parshift.com/Files/PsiDocs/Rkd050324CserPaper.pdf rick.dove@parshift.com, attributed copies permitted 36
  37. 37. Development Process – 10 RRS Principles AppliedEvolving Standards (Framework) – 3-phase implementation (out-of-box, desired, refined), 90-day phases max, no spec/requirement changes once phase begins, internal total infrastructuredesign responsibility, vendor total application responsibility (HW/SW).Encapsulated Modules – Bus vendor (BEA), ERP app vendors (Oracle, PeopleSoft, Adexa),database vendor (Oracle), app requirements (BSAs), infrastructure requirements (SSAs),infrastructure imp (IT).Facilitated Plug Compatibility – vendor rules clear, agreed in advance, and managed.Facilitated Module Reuse - BSA group, business process development system.Redundancy and Diversity - Cross-trained BSA dept responsibilities, mixed outsource/insourceresources and expertise.Elastic Capacity – Outsource implementers managed by small internal group.Distributed Control and Information - BSA business rule development autonomy, SSAinfrastructure rules/design autonomy, vendor implementation autonomy.Facilitated Deferred Commitment – Implementation doesnt begin until requirements are firm.Flat Interaction – All vendors are peers, BSAs have direct access to everyone.Self-Organization - BSA team relationships and assignments. ERP=enterprise resource planning, BSA=business systems analyst, SSA=strategic systems analyst, HW/SW=hardware/software rick.dove@parshift.com, attributed copies permitted 37
  38. 38. Effective PredictabilityERP on time, below budget, on spec  3 months functional ERP "best practice" (Phase 1)  3 months later preferred business processes (Phase 2)  3 months later refined business processes (Phase 3)HRM modularized andadded below time, on budget, on specAdexa planneradded on time/budget/specExisting Time and Attendance systemmodularized and integrated on time/budget/spec rick.dove@parshift.com, attributed copies permitted 38
  39. 39. Wish Typical Imp Actual Imp ERP in 12 mos total 24-36 mos 121,2 75% of license budget 200-300% 75% $10 Million (5 + 5) $15-25 Million $9 Million HRM in 6 mos 12-18 mos 5 mos HOW?? Principle-based installation/integration methodology and management Adherence to methodology (ie, effective management) BSAs utilizing MBW tool to develop and capture business processes BSAs taking responsibility for integrating ERP with users Bus architecture connecting ERP with HRM Experienced outsource to help integrate ERP/CIM2,3 (did it before) Expertise in agile system design and implementation Notes: 1) 12 months = 3 mo concept design and vendor selection + 9 mo implementation, time included infrastructure bus/ETL/BMI implementation, but not shop floor (CIM) integration (+6) 2) New Oracle 11i ERP with typical bugs and lack of documentation of new systems 3) Additional 6 mos due to independent CIM system shake out rick.dove@parshift.com, attributed copies permitted 39
  40. 40. Silterra Agile ERP System – Development Process Components/Modules Integrity BSAs SSAs Departments Contractors COTS ETLs & BIMs Apps ManagementModule mix BSAsModule inventory Proj MgrSystem assembly Dept UserInfrastructure evolution Prog Mgr ActiveInfrastructure Passive Phase 1: Out of Box Phase 2: Desired Phase 3: refinedFixed reqs during phases No change to COTS Bus XML comm only Internal integ. mgt. Contractor peers ETL TemplateRules/Standards rick.dove@parshift.com, attributed copies permitted 40
  41. 41. Silterra Agile ERP System – Operational System examples are SOA-like instances of departmental needs Components/Modules Integrity COTS COTS Custom App Data Custom ERP Apps Other Apps Other Apps ETLs Bases ERP Apps ManagementModule mix BSAsModule inventory BSAsSystem assembly Dept Users & BSAsInfrastructure evolution SSAs ActiveInfrastructure Passive EOM Financial Rpt Customer MyFab Planning/Scheduling Enterprise bus BMI XML protocol ETL templateRules/Standards rick.dove@parshift.com, attributed copies permitted 41
  42. 42. A Moment of SilenceWrite down questions in your mind … so far rick.dove@parshift.com, attributed copies permitted 42
  43. 43. Bow Tie Process Echo from ScienceOur work was based on observation of many real systems that exhibited agilecharacteristics in a large variety of enterprise domains.Since then, we have discovered a body of science behind the architecture,with work carried out by collaborators:• John Doyle, John G Braun Professor of Control & Dynamical Systems, Electrical Engineering, and BioEngineering at Caltech• Jean Carlson, Department of Physics, UC Santa Barbara• Marie Csete, (now) Staff Physician at UC San Diego Anesthesiology modules passive infrastructure system variety http://en.wikipedia.org/wiki/Bow_tie_(biology) rick.dove@parshift.com, attributed copies permitted 43
  44. 44. Bow Tie Pattern in the Immune System Millions of random infection detectors generated continuously by fixed rules and modules in the “knot” (Dove 2010). Pattern Qualifications and Examples of Next-Generation Agile System-Security Strategies.Speculative generation and mutation of detectors recognizes new attacks like a biological immune system (Dove 2011a) Patterns of Self-Organizing Agile Security for Resilient Network Situational Awareness and Sensemaking rick.dove@parshift.com, attributed copies permitted 44
  45. 45. Adaptable Immune System V--D--J V--J Bow-Tie Antigen-Detector Generator Y detector antibody B-Cell cell Modules Integrity random 123 V segments 27 D segments 6 J segments nucleotides ManagementModule pools and mix evolution genetic evolutionModule inventory condition massive redundancyDetector assembly bone marrow and thymusInfrastructure evolution genetic evolution Active long short long short long short chain chain chain chain chain chainInfrastructure Passive detector sequence n detector sequence n+1 detector sequence n+2 Use one each V-J Use one each V-D-J Add random nucleotides Combine two assembliesAssembly Rules (Dove 2010) Pattern Qualifications and Examples of Next-Generation Agile System-Security Strategies rick.dove@parshift.com, attributed copies permitted 45
  46. 46. On Passive infrastructure …protocols are far more important … than are modules Marie E. Csete and John C. Doyle. 2002. Reverse Engineering of Biological Complexity. Vol 295 SCIENCE, 1 March. www.cds.caltech.edu/~doyle/CmplxNets/CseteDoyle.pdfConsider the ubiquitous Lego toy system. The signature feature of Lego is thepatented snap connection for easy but stable assembly of components. The snapis the basic Lego protocol, and Lego bricks are its basic modules.We claim that protocols are far more important to biologic complexity than aremodules. They are complementary and intertwined but are important todistinguish. In everyday usage, protocols are rules designed to managerelationships and processes smoothly and effectively.If modules are ingredients, parts, components, subsystems, and players, thenprotocols describe the corresponding recipes, architectures, rules, interfaces,etiquettes, and codes of conduct.Protocols here are rules that prescribe allowed interfaces between modules,permitting system functions that could not be achieved by isolated modules.Protocols also facilitate the addition of new protocols and organization intocollections of mutually supportive protocol suites.Like modules, they simplify modeling and abstraction, and as such may often belargely “in the eye of the beholder.”A good protocol is one that supplies both robustness and evolvability. rick.dove@parshift.com, attributed copies permitted 46
  47. 47. Defining Agility Agility is effective response to opportunity and problem, within mission ... always … no matter what.An effective response is one that is: Metric timely (fast enough to deliver value), time affordable (at a cost that leaves room for an ROI), cost predictable (can be counted on to meet expectations), quality comprehensive (anything/everything within mission boundary). scopeAn ineffective response is failure - there is zero tolerance for failure today.You can think of Agility as Requisite Variety.You can think of Agility as Proactive Risk Management.You can think of Agility as Innovative Response in unpredictable situations.You can think of Agility as Life Cycle Extension. The trick is understanding the nature of agile-enabling concepts, and how they can be applied to any type of system. Domain Independent rick.dove@parshift.com, attributed copies permitted 47
  48. 48. Project Management A QRC Management Resilient Agile Mission Management A Resilient Agile B Resilient Agile Fragile C Innovative B C B C Fragile Innovative Fragile Innovative Comparing Companies A, B, C. A Assessment/Evaluation 4 Response Proficiency Maturity Model Metric Working Competitive Development 3 Stages Focus Knowledge Proactive ReactiveReactive 0 Accidental Pass/Fail Examples Lucky None 2 1 Repeatable Time Concepts Creation Correction 2 Defined Cost Metrics Improvement Variation 1 3 Managed Quality Rules Migration Expansion 4 Mastered Scope Principles Modification Reconfigtion 0 0 1 2 3 4 Maturity has been observed to progress sequentially Proactive (Dove 1996) An Agile Enterprise Reference Model – with a case study of Remmele Engineering rick.dove@parshift.com, attributed copies permitted 48
  49. 49. Eight principle tools are brought to bear when designing or analyzing a system for agility Projected Operational Story Architectural This Quality Concept Presentation Evaluation & Integrity Focus Closure Response with a Matrix Situation bit of Design Analysis this Reality RRS and a Factors Principles bit of Identified Synthesis thisIt is suggested that new ConOpsinitiates begin at 12 o’clock Objectivesand move clockwise & Activities rick.dove@parshift.com, attributed copies permitted 49
  50. 50. Agile System and Project Management Design Risk and Uncertainty Management Through:  Creation of drag-and-drop response options  Enabling effective plug-and-play use of options  Agility management through active infrastructure responsibility that constantly evolves the system and keeps it currently effectiveArchitecture here is Structure and Strategy…depicting ConOps What are the pieces and what are their relationships that enable and constrain response under uncertainty rick.dove@parshift.com, attributed copies permitted 50
  51. 51. References and Supportive Readings(Boss 2010) Jason Boss and Rick Dove. Agile Aircraft Installation Architecture In a Quick Reaction Capability Environment. INCOSE International Symposium 14Jul2010, Chicago. www.parshift.com/Files/PsiDocs/Pap100712IS10-AgileAircraftInstallationArchitecture.pdf(Ballard 2000) Herman Ballard. The Last Planner System of Production Control. PhD Thesis at Birmingham University. www.leanconstruction.org/pdf/ballard2000-dissertation.pdf(Csete 2002) Marie E. Csete and John C. Doyle. Reverse Engineering of Biological Complexity. Vol 295 SCIENCE, 1 March. www.cds.caltech.edu/~doyle2/wiki/images/7/7a/Science1664-2002.pdf(Csete 2004) Marie Csete and John Doyle. Bow Ties, Metabolism and Disease. TRENDS in Biotechnology 22(9), September. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.173.3019&rep=rep1&type=pdf(Dove 1996) Rick Dove, Sue Hartman and Steve Benson. An Agile Enterprise Reference Model – with a case study of Remmele Engineering. Agility Forum, Report AR96-04. http://www.parshift.com/Files/PsiDocs/AerModAll.pdf(Dove 2001a) Rick Dove. Response Ability – The Language, Structure and Culture of the Agile Enterprise. Wiley.(Dove 2001b) Rick Dove. Design Principles for Highly Adaptable Business Systems, With Tangible Manufacturing Examples. Book chapter in Maynards Industrial Handbook, McGraw Hill. http://www.parshift.com/Files/PsiDocs/Rkd8Art3.pdf(Dove 2005) Rick Dove. Fundamental Principles for Agile Systems Engineering. Conference on Systems Engineering Research (CSER), Stevens Institute of Technology, Hoboken, NJ, March. http://www.parshift.com/Files/PsiDocs/Rkd05032(Dove 2006) Rick Dove. Engineering Agile Systems: Creative-Guidance Frameworks for Requirements and Design. 4th Annual Conference on Systems Engineering Research (CSER), Los Angeles, CA, Apr 7-8. http://www.parshift.com/Files/PsiDocs/Rkd060407CserEngineeringAgileSystems.pdf(Dove 2008a) Rick Dove and Garry Turkington. Relating Agile Development to Agile Operations. Conference on Systems Engineering Research (CSER), Redondo Beach, CA, April. www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf(Dove 2008b). Rick Dove. Embedding Agile Security in Systems Architecture. INSIGHT 12(2):14-17, INCOSE. www.parshift.com/Files/PsiDocs/Pap090701Incose-EmbeddingAgileSecurityInSystemArchitecture.pdf(Dove 2009) Rick Dove and Garry Turkington. On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries. Global Journal of Flexible Systems Management, Vol 10, No 1, pp 17-26, 2009. www.parshift.com/Files/PsiDocs/Pap080614GloGift08- LifeCycleMigration.pdf(Dove 2010) Rick Dove. Pattern Qualifications and Examples of Next-Generation Agile System-Security Strategies. IEEE International Carnahan Conference on Security Technology (ICCST), San Jose, CA, 5-8 Oct. www.parshift.com/Files/PsiDocs/PatternQualificationsForAgileSecurity.pdf(Dove 2011a) Rick Dove. Patterns of Self-Organizing Agile Security for Resilient Network Situational Awareness and Sensemaking. 2011 Eighth International Conference on Information Technology: New Generations. www.parshift.com/s/110411PatternsForSORNS.pdf(Dove 2011b) Rick Dove. Self-Organizing Resilient Network Sensing (SornS) with Very Large Scale Anomaly Detection. IEEE International Conference on Technologies for Homeland Security, Waltham, MA, 15-17Nov. www.parshift.com/s/111115VeryLargeScaleAnomalyDetection.pdf(Schumacher 2011) Col. Ludwig J. Schumacher. Dual Status Command for No Notice Events Integrating Military Response to Domestic Disasters. Homeland Security Affairs, Vol 7, Feb. www.hsaj.org/?download&mode=dl&h&w&drm=resources/volume7/issue1/pdfs/&f=7.1.4.pdf(Wolf 2004) Gene Wolf. The Point-and-Click Substation Matures. Transmission and Distribution World. Nov 1. http://tdworld.com/mag/power_pointandclick_substation_matures/index.html with companion agile-system analysis at http://www.parshift.com/Files/Essays/Essay069.pdf rick.dove@parshift.com, attributed copies permitted 51
  52. 52. System X-Ray Vision The bones are depicted in the Architectural Concept Pattern.All truly agile systems have the same basic structure and strategy.Knowing this will change the way you “see” and evaluate a system. http://awespendo.us/animemangacomics/kermit-at-the-doctor/ rick.dove@parshift.com, attributed copies permitted 52
  53. 53. Application Workshop Exercise An excellent example of agile project management is (Ballard 2000) The Last Planner System of Production ControlCreates options to fully employ all resources all of the time on necessary tasks that advance complex-project completion – regardless of whether scheduled events occur as originally planned. Workshop Exercise: Read (Ballard 2000), depict the Architectural Concept Pattern (ACP) or Exercise: Read (Schumacher 2011), depict ACP and write 1-2 page evaluation rick.dove@parshift.com, attributed copies permitted 53
  54. 54. Backgroundrick.dove@parshift.com, attributed copies permitted 54
  55. 55. Todays Agility Interest – Origin1991 – SecDef funded project at Lehigh University to identify next manufacturing competitive focus beyond Lean – 13 companies participated full-time in 3-month workshop – 2 vol report: 21st Century Manufacturing Enterprise Strategy – Problem/opportunity defined (for manufacturing enterprises)1992 – Agile Manufacturing Enterprise Forum founded at Lehigh, funded by Texas Instruments and General Motors – Purpose: Identify nature of Agile solution – Method: Industry collaborative workshop groups1994 – DARPA/NSF establish $5 Million x 5 year funding – Name changed to Agility Forum (any kind of enterprise) – Research steering group and agenda established – 250+ orgs, 1000+ participants in focused workshop groups – Conferences, papers, reference base, tools, reference model1998 – Mission accomplished, Agility Forum dissolved – Agility pursuit by industry and IT vendors entrenched rick.dove@parshift.com, attributed copies permitted 55
  56. 56. Response Situation Analysis Domains Change Domain General Characteristic Creation (and Elimination) ProactiveProactive Improvement Innovative Migration Creates Opportunity Takes Preemptive Initiative Modification (of Capability) Correction ReactiveReactive Variation Resilient Expansion (of Capacity) Seizes Opportunity Copes with Adverse Events Reconfiguration rick.dove@parshift.com, attributed copies permitted 56
  57. 57. Response Able System Principles – RRSSelf-Contained Units (Modules) Evolving Standards (Framework) Reusable Scalable Plug Compatibility Redundancy and Diversity Facilitated Reuse Elastic Capacity Reconfigurable Flat Interaction Distributed Control and Information Deferred Commitment Self-Organization rick.dove@parshift.com, attributed copies permitted 57
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