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Visual modeling using projective analysis (pan)
The document discusses visual modeling through Projective Analysis (PAN) and its application in governance frameworks for effective interoperability and supplier alignment in wildland fire management. It outlines the 'double challenge' of synchronizing governance across complex operational contexts and building agility to respond to dynamic demands. The framework utilizes five layers of analysis, addressing physical, situational, and effects-based responses to demands, ultimately striving to mitigate interoperability risks through careful modeling.
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Visual modeling using projective analysis (pan)
- 1. Visual Modeling using projectiveanalysis (PAN) Philip Boxer April 20th 2007 Copyright © BRL 2007 1
- 2. The ‘double challenge’space Copyright © BRL 2007 2
- 3. A Governance FrameworkOrganizes Structural Issues These correspond to different levels of supplier alignment… Multiple Enterprises: the activities related to the operation of a system of systems within the context of its uses and users. Single Enterprise: the activities related to the management of one agency in the context of other agencies. Single Task Systems: the technologies (and the technical activities to select and apply them) that create and maintain interoperable task systems. … and to different agency relationships: Between multiple agencies and their multiple task systems. Within single agencies and their multiple task systems*. Within single task systems If we consider interoperability from the point of view of Wildland Fuels and Fire Management, we can stratify different levels of interoperability between suppliers within this environment: Stratification of levels: 6. Effects environment 5. Mission environment 4. Deployed Force 3. Operationally ready capabilities 2. Field-able capabilities 1. Equipment and bought- in capabilities * Depends on Deployed Force Command structure Copyright © BRL 2007 3
- 4. Three Views OrganizeDemand Responses Service- driven Solution- driven Driven by the anticipated longer term consequences-on-the- ground I - Physical View How do we get the equipment and people with all the relevant support in the right place at the right time and keep it there? How do we get all the services working together in such a way that the right capabilities and information can be put in front of the right decision-makers at the right time? II – Situational View* * Note that ‘situation’ here is defined with respect to the fire manager with command authority, and is in support of their recognition of the present situation…. III – Effects-based View How do we draw upon the other two views in support of generating desired operational effects. Copyright © BRL 2007 4
- 5. A Grid OrganizesGovernance to Demand View of Response to Demand Physical (service- driven) Situational (solution- driven) Effects-based (experience- driven) Supplier Alignment Single Task System Single Enterprise (containing multiple task systems) Multiple Enterprises (containing multiple task systems) The ‘comfort zone’ of a single agency facing known demands Disruption due to the challenge to supplier alignment arising from the multi-agency context Disruption due to emergent demands arising from dynamic contexts-of- use SoS Target Copyright © BRL 2007 5
- 6. Revealing a DoubleChallenge Supplier Alignment Nature of Response to Demand Physical (product- driven) Situat’nal (solution- driven) Effects-based (experience- driven) Single Task System Single Enterprise (containing multiple task systems) Multiple Enterprises (containing multiple task systems) The second challenge: Building the agility to respond to the wildland fire effects environment? The first challenge: Synchronizing the governance framework across a complex operational context. Copyright © BRL 2007 6
- 7. … requiring usto address the whole space. Hierarchy layer Structure-function and trace layers Synchronisation layer 321 654 987 Demand layer Supplier Alignment Nature of Response to Demand Physical (product- driven) Situat’nal (solution- driven) Effects-based (experience- driven) Single Task System Single Enterprise (containing multiple task systems) Multiple Enterprises (containing multiple task systems) The way visual PAN models the relationships between a number of layers offers one way of seeking to model this space as a whole Copyright © BRL 2007 7
- 8. Where does thetechnology fit in?! Copyright © BRL 2007 8
- 9. The role ofthe Models and Tools Model ‘Push’ The models and tools are developed one-by-one around particular problems and challenges, with varying degrees of adoption and take-up. The Systems-of-Systems double challenge involves approaching this problem from the point-of- view of effects ‘pull’ Effects ‘Pull’ Operational Effects Situational Awareness Materiel & Technology Organisational learning, Personnel & Culture Edge Organisation Leadership & Education Force Recruitment & Collective Training Facilities & Infrastructure Doctrine & Concepts ‘Pull’ Operational Effects Situational Awareness Materiel & Technology Organisational learning, Personnel & Culture Edge Organisation Leadership & Education Force Recruitment & Collective Training Facilities & Infrastructure Doctrine & Concepts Copyright © BRL 2007 9
- 10. There tends tobe a hole-in-the-middle between these two approaches. Model ‘Push’ Effects ‘Pull’ basic capability keeping it working deploying it insufficient demand leverage insufficient governance leverage doing the business maintaining operational effectiveness through-life sustainment The hole-in-the-middle Supplier Alignment Nature of Response to Demand Physical (product- driven) Situat’nal (solution- driven) Effects-based (experience- driven) Single Task System Single Enterprise (containing multiple task systems) Multiple Enterprises (containing multiple task systems) Integrating it The hole-in-the- middle The aim is to bridge the hole by developing risk mitigation strategies. Copyright © BRL 2007 10
- 11. The ‘I’ positionfrom which a PAN model is built Copyright © BRL 2007 11
- 12. The domain ofinterest White: how we must do what we do Blue: what we do Internal External Red: particular demands Black: the contexts from which the demands emerge The way things work What determines shape The ‘who for whom’: Whose demands are we satisfying? The ‘why’: Will we produce the effect that we intend? The ‘what’: How do things work? The ‘how’: How are they organised? Identifying key actors and influences The goal is to establish who the key actors are, and how they influence each other in determining the performance of the whole: Copyright © BRL 2007 12
- 13. Moving from InfluenceMapping into Projective ANalysis B: (influence maps) hierarchy layer C1: (actor-centric PAN) + synchronisation, structure-function & trace layers C2: (demand-centric PAN) + demand layer D: (zones of interoperability) landscapes & risk identification E: (zone metrics) + behavior/deontics Actors, world views x ontologies (4-colours), issues, time-lines Any currently available material on how the organisation works Scenarios, ladders, event sequences, orchestration/composition Stratification, slicing, landscapes and risk identification e.g. the interface to other M&S approaches Process itself A: consulting team’s pre-work These layers can all be described as topologies These require the addition of behaviours/ deontics to the topologies Copyright © BRL 2007 13
- 14. The modelling framework Copyright© BRL 2007 14
- 15. Modelling Interoperability The approachto modeling interoperability is Projective ANalysis (PAN), designed to describe the technology within its contexts-of-use. This is done in terms of 5 layers of analysis: – Structure/Function: The physical structure and functioning of resources and capabilities. – Trace: The digital processes and software that interact with the physical processes. – Hierarchy: The formal hierarchies under which the uses made of both the physical and the digital are held accountable. – Synchronization: The lateral relations of synchronisation and coordination within and between Agencies and the services they provide ‘on the ground’. – Demand: the nature of the environment giving rise to demands on the way the operations are organised to deliver effective and timely services. These 5 layers combine to form a model of the operational space as a whole, within which Systems of Systems interoperate in relation to particular forms of demand. Copyright © BRL 2007 15
- 16. Identifying what underliesthe relationships The actors influencing different aspects of the whole are influencing the interoperation of the constituent elements. Hierarchy: The formal hierarchies under which the uses made of both the physical and digital are held accountable. Demand: the nature of the environment giving rise to demands on the way the operations are organised to deliver effective and timely services. Synchronisation: The lateral relations of synchronisation and coordination within and between Agencies and the services they provide ‘on the ground’. Structure/Function: The physical structure and functioning of resources and capabilities. Trace: The digital processes and software that interact with the physical processes. Actors The actors within the circle are identified with the interoperating constituent elements outside the circle Constituent Elements of PAN Model White: how we must do what we do Blue: what we do Internal External Red: particular demands Black: the contexts from which the demands emerge The way things work What determines shape Copyright © BRL 2007 16
- 17. Synchronisation Trace Structure-Function Hierarchy Demand CombinedOperational Space PAN modelling PAN modelling then fills in the relationships between these constituent elements Copyright © BRL 2007 17
- 18. …which describes theunderlying models from which composite capabilities are generated, represented in the form of a stratification. 1 0 1b 22b1c 3b 4b 3 4 5 6 5b sfo How are ‘complex objects’ formed? Copyright © BRL 2007 18
- 19. The Outputs Stratification analysesthe different levels of interoperability* from the point of view of the demands being placed on the system of systems by the environment. — It enables the constructive risks associated with constituent systems to be separated out from the interoperability risks arising from their orchestration and composition. Landscape — The outputs of the analysis provide a way of identifying o the root causes of interoperability risks and the means of their mitigation. o The succession logics of the underlying models supply-side constructive risks demand-side interoperability risks 6. Effects environment 5. Mission environment 4. Deployed Force 3. Operationally ready capabilities 2. Field-able capabilities 1. Equipment and bought-in capabilities * Stratification: — It enables topological characteristics of the system of systems to be represented in the form of landscapes, describing interoperability ‘hotspots’ (peaks) as well as risks (gaps between peaks). Why do gaps matter? Copyright © BRL 2007 19
- 20. The visual syntax Copyright© BRL 2007 20
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- 22. The visual PANsyntaxStructure- Function capabil ity kno w- how event process outcom e A physical process A capability determining the behaviour of another capability or of a process An event generated by a process An outcome generated by a process, and capable of being contained by a customer situation or party to the satisfaction of a customer situation. Know-how that can alter the way in which other know-how and capabilities determine behaviour. Can be party to satisfying customer situations. Trace system trace dproces s desi gn A digital process i.e. a software process A digital system that can determine the behaviour of another system, a digital process or a physical process Design that can alter the way in which other designs and systems determine behaviour. Can be party to satisfying customer situations. A digital event created by a process or a digital process Hierarchy unit A unit of vertical accountability over all the entities it controls. (Also represents their state). Synchronisation order The framing of a horizontal synchronisation of the entities it includes dorder The digital framing of a horizontal synchronisation of the events and traces it includes Demand customer situation problem domain demand situation driver The place from which the ‘I’ of the client system is formulating its demands A particular context-of-use A particular customer situation within a context- of-use representing a particular formulation of a demand within that context. (Also represents the state of the demand). A driver determining the nature of the satisfaction demanded by a customer situation How are legal relations defined? Copyright © BRL 2007 22
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- 24. activity/ trace chains contains contains contains drives demand organisation Relations betweensymbols determines determines determines controlscontrols controls contains controls ddetermines ddetermines ddetermines frames determines supplies Used to represent the sourcing of infrastructure & know-how dsupplies state data dframes dframes controls situational data dsupplies dsupplies dsupplies dsupplies frames satisfies An outcome that can satisfy must be accompanied by know-how The super-ordinate unit is a supply-side actor supplies supplies supplies Copyright © BRL 2007 24
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- 26. Why these symbols? Copyright© BRL 2007 26
- 27. What the modellermodels boundary perimeter 3rd order 2nd order deterministic structure- determined reactive* structure- determined passive* Process* edge deterministic structure- determining* organisation- determined reactive organisation- determined passive non-deterministic deterministic organisation- determining governance- determined reactive non-deterministic stakeholder governance- determining driver non-deterministic On the supply-side, the stakeholder is represented as the top of a hierarchy closures 1st order Modeller’s model of the system-of-interest: How does this relate to DoDAF? stakeholder Copyright © BRL 2007 27
- 28. The visual PANlayers structure- determined reactive structure- determined passive structure- determining process structure-function/ trace layers demand-side stakeholder governance- determining driver governance- determined reactive demand layerhierarchy/ synchronisation layers organisation- determining organisation- determined reactive organisation- determined passive supply-side stakeholders implicit in the ‘top’ of the hierarchy Projective Analysis Reflective Analysis Copyright © BRL 2007 28
- 29. What is thestratification? Copyright © BRL 2007 29
- 30. 1c super- structure e.g. it wing Contexts-of-use 5b 5 composition of orchestrated constituent capabilities Underlying infrastructures Stratificationis not independent of context-of-use Composition with context-of-use Self-Synchronisation of orchestrated services with demands arising from context-of-use constituent capabilities e.g. comms interoperability 3b 3 7 drivers e.g. joint ops 7b problem domains e.g. out-of-area operations 6 demand situations e.g. crisis response mission situations e.g. aew capability 1b direct organisation e.g. ops wing, data management 0processes e.g. change notifications, iff events e.g. nav output, identity tracks 1services e.g. display consoles, mission planning know-how e.g. programmers, test design What is the relationship to DoTMLPF? Effects Ladders 2b 2outcomes e.g. certified mods, on station Design control over customisation of constituent services orchestrations of constituent capabilities e.g. of datalink, esm 4b 4 6b data platforms e.g. mission record Activity Chains Governance of constituent capabilities Situational data fusion Copyright © BRL 2007 30
- 31. Transaction and Governancecosts 7 7b 6 5b 54b 4 2b 3b 2 3 1c 1b 0 1 6b Governance Output Transactions Operational Capability Force package Mission Environment 1 2 3 Equipmentto requirement 2 3 4 Equipment availability 3 4 5 Capability availability 4 5 6 Mission availability Effects Environment Equipment Fielded equipment 5 6 JointOps availability 1 2 Supplyto specification ‘smart’ ‘TLAM’ TLCM TLCM+Trad’l Collaboration 4-5 TLCM Supply chain management 2-3 SCM Market inputs 0-1 COTS Production 1-2 Synchronization 5-6 TLCM+ Costs 5 Synchronization 4 Collaboration Economies of alignment (3rd) Customization 3- 4 TLAM Transaction cost approach Economies of scale (1st) 1 Production 0 Market inputs Economies of scope (2nd) 3 Customization 2 SCM Relating the asymmetries, colours etc Copyright © BRL 2007 31
- 32. END Copyright © BRL2007 32
- 33. order/B (designkhow)/Z csitn/Y unit/A outcome/X Complexobject - Unit_orchn Which units have a demand-side relationship to customer situations? satisfies synchronisessynchronises controls controls determining Copyright © BRL 2007 33
- 34. Overlapping constituent parts Why do‘Gaps’ matter? a ‘gap’ = lack of overlapping parts enabling synchronisation across services in a way that relates to the demand as a whole service four service one ‘traffic’ around the gap as each service tries to solve what it can a whole demandA ‘whole’ demand service one service two service three service four service five service six Services needing to be involved ‘service’ could be at the level of (e.g.) an organisational unit or at the level of a software object. ‘overlap’ could be defined as (e.g.) liaison people at one level or as shared data at another. collaborative SoS service one service two service three service four service five service six ‘horizontal’ process of collaboration in response to the whole demand. The challenge: The problem: Solutions: service one service two service three service four service five service six directed SoS ‘vertical’ separation of the whole demand into deconflicted parts Copyright © BRL 2007 34
- 35. Visual PAN Syntax Copyright© BRL 2007 35
- 36. The DLoDs/DoTMLPF Command Copyright ©BRL 2007 36
- 37. Mapping the differentschemas 6-level stratification 1st 2nd 3rd WHO/M WHY HOW WHAT Four colours/ causes 7 6 5 4 3 2 1 0 8-level stratification The Three Asymmetries: the three forms of asymmetry forming the basis of competitive advantage – 3rd – the demand is not the experience, 2nd – the business is not the solution, and 1st – the technology is not the product. Copyright © BRL 2007 37
- 38. modelling contexts contexts-of- governance contexts- of-use modalities of reality The ZachmanConnection SCOPE (Competitive context) Planning BUSINESS MODEL (Conceptual) Owning SYSTEM MODEL (Logical) Designing TECHNOLOGY MODEL (Physical) Building DETAILED REPRESENTATIONS (out-of-modelling-context) Subcontracting DATA (WHAT) e.g. data MOTIVATION (WHY) e.g. strategy TIME (WHEN) e.g. schedule PEOPLE (WHO) e.g. organisation NETWORK (WHERE) e.g. network FUNCTION (HOW) e.g. function SCOPE (Competitive context) Planning BUSINESS MODEL (Conceptual) Owning SYSTEM MODEL (Logical) Designing TECHNOLOGY MODEL (Physical) Building DETAILED REPRESENTATIONS (out-of-modelling-context) Subcontracting DATA (WHAT) e.g. data MOTIVATION (WHY) e.g. strategy TIME (WHEN) e.g. schedule PEOPLE (WHO) e.g. organisation NETWORK (WHERE) e.g. network FUNCTION (HOW) e.g. function USE CONTEXT (WHO for WHOM) e.g. particular client USE CONTEXT (WHO for WHOM) e.g. particular client EVENT (WHAT) e.g. things done EVENT (WHAT) e.g. things done COLLABORATIVE MODEL (Pragmatic) Governing COLLABORATIVE MODEL (Pragmatic) Governing Copyright © BRL 2007 38
- 39. Source of colouredsquares: Zachman Framework, www.zifa.com SCOPE (Competitive context) Planning BUSINESS MODEL (Conceptual) Owning SYSTEM MODEL (Logical) Designing TECHNOLOGY MODEL (Physical) Building DETAILED REPRESENTATIONS (out-of-modelling-context) Subcontracting DATA (WHAT) e.g. data MOTIVATION (WHY) e.g. strategy TIME (WHEN) e.g. schedule PEOPLE (WHO) e.g. organisation NETWORK (WHERE) e.g. network FUNCTION (HOW) e.g. function USE CONTEXT (WHO for WHOM) e.g. particular client EVENT (WHAT) e.g. things done COLLABORATIVE MODEL (Pragmatic) Governing The WHAT The WHYThe WHO/MThe HOW Copyright © BRL 2007 39