INCOSE Russian Chapter Approach to Enabling System of Systems Engineering

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Keynote talk at Systems of Systems Workshop (ICUMT2010, 18-Oct-10, Moscow)

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INCOSE Russian Chapter Approach to Enabling System of Systems Engineering

  1. 1. INCSOSE Russian Chapter Approach to Enabling System of Systems Engineering<br />Anatoly Levenchuk<br />INCOSE Russian chapter, presidentTechInvestLab.ru, president<br />18th October 2010<br />Special Session on System of Systems (SoS’10) at ICUMT2010<br />
  2. 2. INCOSE Russian Chapter and SoS<br />INCOSE Russian chapter meeting «System of Systems Paradigm» (11-Aug-10)<br />Systems Engineering Challenges Workshop (RuSEC2010, 23-24-Sep-2010): 3 speakers mentioned SoS:<br />Industrial parts catalog case, <br />Smart Grid case<br />General list of SE challenges<br />Possible theme of RuSEC2011<br />2<br />
  3. 3. ISO 15288<br />Enabling System (of Systems)<br />http://www.econlib.org/library/Essays/rdPncl1.html<br />3<br />
  4. 4. Enabling Systems are Organizations<br />4<br />Оrganizationsare SoS at any level<br />
  5. 5. Sources of Ideas for Enabling SoS Engineering<br />Future: SoS engineering will give ideas for otherdisciplines.<br />5<br />SoS engineering borrow from other disciplines<br /><ul><li>Politics, economics, conflictology
  6. 6. Organizational studies
  7. 7. Software engineering (programming-in-the-large) </li></ul>with paraphrase to SoS slang («systems», «evolution»)<br />Current state-of-the-art of traditional “idea donors” insufficient in dealing with SoS complexity <br />
  8. 8. Enabling SoS Engineering of Enabling SoS Engineering = method engineering<br />Enabling SoS-1 (workers) supports system-of-interest<br />Enabling SoS-2 (organization managers) supports enabling system-1 <br />ESoS-3 (organizational development consultants, methodologists) supports ESoS-2 that supports ESoS-1<br />Traditional systems engineering<br />Two organizational modes (Habermas, MMC etc.):<br /><ul><li>Actual work
  9. 9. Discourse (negotiations) and reorganization (evolution) – organizational engineering</li></ul>We are here<br />Discourse and evolution methods engineering and invocation: engineering of organizational engineering<br />6<br />
  10. 10. One-method-not-fit-all: methods in enterprise, program, project managementHow to compare? How to integrate?<br />7<br /> * Activity-based costing<br /> * Activity value analysis<br /> * Adaptive enterprises<br /> * Artificial intelligence<br /> * Attention management<br /> * Balanced scorecard<br /> * Benchmarking<br /> * Brainstorming<br /> * Brand management<br /> * Business modeling<br /> * Cannibalization<br /> * Centralization/decentralization<br /> * Change management<br /> * Chaos/complexity<br /> * Competitive intelligence<br /> * Complex adaptive systems<br /> * Concurrent engineering<br /> * Conglomeration<br /> * Continuous improvement<br /> * Co-opetition<br /> * Core capabilities<br /> * Core competence<br /> * Corporate culture<br /> * Cost-benefit analysis<br /> * Creative destruction<br /> * Crisis management<br /> * Critical-path analysis<br /> * Cross-selling<br /> * Customer relationship management<br /> * Customer satisfaction<br /> * De-layering<br /> * Decision trees<br /> * Diversification<br /> * Double-loop learning<br /> * Downsizing<br /> * e-Commerce<br /> * e-Marketplaces<br /> * Economic value analysis (EVA)<br /> * Economies of scale/scope<br /> * Electronic data interchange (EDI)<br /> * Empowerment<br /> * Enterprise systems<br /> * Entrepreneurship<br /> * Evolutionary modelling<br /> * Excellence<br /> * Experience curves<br /> * Experience economy<br /> * Five forces analysis<br /> * Flat organizations<br /> * Franchising<br /> * Game theory<br /> * Globalization<br /> * Growth/share matrix<br /> * Hawthorne effect<br /> * Hierarchy of needs<br /> * Horizontal organization<br /> * Information ecology<br /> * Information management<br /> * Intellectual capitalism<br /> * Intellectual property management<br /> * Interorganizational systems<br /> * Intrapreneurship<br /> * Just-in-time delivery<br /> * Keiretsu<br /> * Knowledge management<br /> * Lead user analysis<br /> * Leadership<br /> * Lean production<br /> * Learning organizations<br /> * Lifetime customer value<br /> * Loyalty management<br /> * Management by objectives<br /> * Management by walking around<br /> * Managerial grid<br /> * Marketing myopia<br /> * Mass customization<br /> * Mass production<br /> * Matrix management<br /> * Mentoring<br /> * Mission statements<br /> * One-minute managing<br /> * Open-book management<br /> * Operations research<br /> * Organizational ecology<br /> * Outsourcing<br /> * Paradigms<br /> * Pay-for-performance<br /> * Permission marketing<br /> * Portfolio analysis<br /> * Portfolio management<br /> * Process improvement<br /> * Product life cycles<br /> * Profit pools<br /> * Prototyping<br /> * Quality circles<br /> * Quality of work life<br /> * Real options<br /> * Reengineering<br /> * Resource-based strategy<br /> * Restructuring<br /> * S-curves<br /> * Satisficing<br /> * Scenario planning<br /> * Scientific management<br /> * Scientific retailing<br /> * Segmentation<br /> * Services<br /> * Seven S model<br /> * Simulation<br /> * Six Sigma<br /> * Social capital<br /> * Sociotechnical systems<br /> * Spans of control<br /> * Strategic alignment<br /> * Strategic business units<br /> * Strategic planning<br /> * Strengths, weaknesses, opportunities, threats (SWOT) analysis<br /> * Succession planning<br /> * Supply chain management<br /> * Synergy<br /> * Systems dynamics<br /> * T groups<br /> * Teams<br /> * Technology transfer<br /> * Theories X and Y<br /> * Theory Z<br /> * Time-based competition<br /> * Total quality management (TQM)<br /> * Unbundling<br /> * Value chain<br /> * Value disciplines<br /> * Value migration<br /> * Value proposition<br /> * Vertical/horizontal integration<br /> * Virtual organizations<br /> * Vision<br /> * War for talent<br /> * Wellness<br /> * Yield management<br /> * Zero-based budgeting <br />140 organisational fashions and fads, 2003.Thomas H.Davenport, Laurence Prusak, "What's the Big Idea?: Creating and Capitalizing in the Best Management Thinking" <br />
  11. 11. Situational Method Engineering<br />8<br />Industrial Parts catalogue: pick parts for your situational system-of-interest!<br />What is «parts of method system» (methodology)?!<br />ISO 24744 metamodel<br />
  12. 12. Model-based systems engineering<br />9<br />ISO 42010<br />Provide systems visibility: address stakeholders concerns!<br />Visibility to:<br /><ul><li>Architecture
  13. 13. Organizations
  14. 14. Methods
  15. 15. Systems
  16. 16. Systems of Systems</li></li></ul><li>How to integrate all these meta(models)/(meta)data?<br />10<br />From FutureModels presentation<br />
  17. 17. 11<br />Data model pyramid of ISO15926<br />DouglasLenat:«blue-collar philosophers»<br />role, entity, individual<br />Ontology<br />ISO 15926-2<br />201 categories and concepts<br />General engineering concepts: connection, detail,flow...<br />10 ths.items: requirement, pump, heat exchanger<br />Reference data library<br />Taxonomy<br />ISO 15926-4<br />100 ths.<br />1 ml.<br />Rules for addition<br />ISO 15926-7,8<br />10 ml.<br />Process/method ontology almost non-existent in current RDLISO 15926 !!!<br />
  18. 18. PraxOS<br />PraxOS is method component catalog for organizational managers.<br />Supported by TechInvestLab<br />http://community.livejournal.com/praxos/ (currently 64 subscribers)<br />Roadmap:<br />ISO 24744  ISO 15926<br />Method Composer Software<br />Coding (in form of RDL development) methods for Enabling System-of-Systems engineering<br />12<br />
  19. 19. Questions?<br />Anatoly Levenchuk<br />http://levenchuk.com<br />ailev@asmp.msk.su<br />Russian blog: http://ailev.ru<br />INCOSE Russian chapter: http://community.livejournal.com/incose_ru/<br />13<br />

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