3:1 [email protected]@stevens.edu, attributed copies permitted Your Class web-page:.

3:1 [email protected], attributed copies permitted

Your Class web-page: www.parshift.com/678/678-150219L3.htm Support docs & links: www.parshift.com/678/support.htm

ES/SDOE 678Reconfigurable Agile Systems and EnterprisesFundamentals of Analysis, Synthesis, and Performance

Session 3 – Requirements Analysis: Response Types, Metrics, Values

School of Systems and EnterprisesStevens Institute of Technology, USA

File

File

mailto:[email protected]

http://www.parshift.com/678/678-150219L3.htm

http://www.parshift.com/678/support.htm


• The project MUST engage everyone's passion.• Make sure the whole group is in favor of the choice, you will live with it all

week...perhaps for 10 weeks.• You must see that this system is non-trivial, has a future, and is the subject

of further development, improvement, or increased understanding.• Give time and care to producing your system statement,

as though your boss’s bosses would be interested and intrigued, not only by your choice, but also by your statement.

Task- Form into project teams- Name your team- Name your work file: Ex-teamname.ppt- Write a descriptive statement of your

agile-system project (uncertain environment, effective response)

- List strategic “response” objectives/values

Prepare two slides for brief out

FEEDBACK REVIEW



Session 1 – Overview and Introduction to Agile SystemsSession 2 – Problem Space and Solution Space

Session 3 – Response Types, Metrics, Values Session 4 – Situational Analysis and Strategy Exercise

Session 5 – Architecture and Design PrinciplesSession 6 – Design Exercise and Strategy Refinement

Session 7 – Quality: Principles, Reality, StrategySession 8 – Operations: Closure and Integrity Management

Session 9 – Culture and Proficiency DevelopmentSession 10 – The Edge of Knowledge, Projects

Integration

Fundamentals

Tools

Perspective

Analysis

Synthesis

Course Roadmap

Have You Signed The Attendance Roster?



Response Requirements

Performance metrics of: Time Cost Quality Scope

Proactive/Reactive response dimensions

Requirements-development methods/issues



Viability: The ability to meet minimum requirements of continued operation. Resilience. Ability to seize opportunity and follow another’s lead.

Leadership: The ability to shape the operating environment and set requirements of continued operation. Innovative. Marked by followers.

Agile: RA state marked by high competence at both proactive and reactive change. Typically open minded, curious, experimental, interactive, sharing, and listening.

Resilient: RA state marked by good reactive change competency, at least sufficient to be generally viable. Typically follows best-in-class practices, listens to the customer, responds well to competitive moves. Not good at leading.

Innovative: RA state marked by good proactive change competency, at least sufficient to be a market influencer. Typically introduces new technologies, services, strategies, and concepts that change the competitive rules. Not good at following.

Fragile: RA state marked by small competency at change. Insufficiently reactive to shrug off adversity. Insufficiently proactive to influence the market. Typically doesn’t interact well, poorly connected with the market, procedure driven, unresponsive, afraid of failure, non-experimental, full of punch-clock people, and managed by administration.

ProactiveInnovative/Composable

Creates OpportunityTakes Preemptive Initiative

ReactiveResilient

Seizes OpportunityCopes with Adverse Events

Reactive Proficiency

P

roac

tive

P

rofi

cien

cy

Innovative(Composable)

Agile

Fragile Resilient



DiscussionWhere would you classify these enterprises, and why?

Microsoft General MotorsGoogle

IntelAMD

al QaedaCyber security attackers

Reactive Proficiency

P

roac

tive

P

rofi

cien

cy

Innovative(Composable)

Agile

Fragile Resilient



Change Proficiency - The competency available for accomplishing a transformation.

Change Proficiency Metric - A four dimensional performance indicator that quantifies a relative competency value for change proficiency:

a) Time [t]: A measure of elapsed time to complete a change. Fairly objective.

b) Cost [c]: A measure of monetary cost incurred in change. Somewhat objective.

c) Quality [q]: A measure of prediction quality in meeting change time, cost, and specification targets robustly. Somewhat subjective.

d) Scope [s]: A measure of the latitude or range of possible change, typically bounded by mission or charter. Fairly subjective.

Change Proficiency Issue -

1) A transformation considered of sufficient import to be included as an issue of concern that must be considered and addressed;

2) A transformation with sufficiently inadequate change proficiency that it is an issue of concern;

3) A transformation that the change proficiency metric is applied to, e.g., formation of a partnership, expansion of production capacity, replacement of a faulty supplier, changeover of a process, etc.



Scope Examples

Product

• Number of peripheral devices possible on PC

• Max load on pickup truck while still offering good unloaded family ride

• Web site hits/hr peak

• Variety of desktop technology available on the corporate network

• Working relationship defined by a contract

• Amount of learning required to use a product effectively

Process

• Economic production capacity, both upper and lower limits

• Order entry fast ramp-up limits

• Minimum economic limit on a service call

• Range in counter customers serviceable within 60 seconds

• Electricity available for delivery in the summer

• Recruitment and hiring ramp-up rate limits

Practice

• Min/max economic volume by salesperson

• Min/max effective training class size

• New knowledge and thought leadership for consulting practice

• Size of town required to support retail chain

• Business quantity needed for local presence

• Range of people productively applied to a project

People

• Effective intercorporate cultural interface range

• Vision and mission in-tune with market developments

• Likelihood that a service tech can fix whatever the problem is

• Breadth of available technology expertise to product development

• Breadth of alternate use for employees already attuned to the culture

• Effective knowledge reuse



... the ability to survive and thrive in an unpredictable and uncertain environment

Agility is Risk Management: decreasing vulnerability and risk by increasing options and predictability

The ability torespond effectively

at all times,reactively and proactively

...within mission

Reactive (Viability)

Pro

acti

ve (

Lea

der

ship

)

Fragile

Agile

Innova

tive

Resili

ent

Agility is ...



Agile Software Development is a familyof systems-engineering processes that we will

examine as an agile-system

…not a single approach to software development.

In 2001, 17 prominent figures in the field of agile development (then called “light-weight methodologies”) came together at the Snowbird ski resort in Utah to discuss ways of creating software in a lighter, faster, more people-centric way.

They created the Agile Manifesto, widely regarded as the canonical definition of agile development, and accompanying agile principles.

The publishing of the manifesto spawned a movement in the software industry known as agile software development.

In 2005, Alistair Cockburn and Jim Highsmith gathered another group of people — management experts, this time — and wrote an addendum, known as the PM Declaration of Interdependence.

http://en.wikipedia.org/wiki/PM_Declaration_of_Interdependence

From Wikipedia 5/28/07 10


http://en.wikipedia.org/wiki/PM_Declaration_of_Interdependence


Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Kent Beck James Grenning Robert C. MartinMike Beedle Jim Highsmith Steve MellorArie van Bennekum Andrew Hunt Ken SchwaberAlistair Cockburn Ron Jeffries Jeff SutherlandWard Cunningham Jon Kern Dave ThomasMartin Fowler Brian Marick

© 2001, the above authorsthis declaration may be freely copied in any form,

but only in its entirety through this notice.

http://agilemanifesto.org/

11





Principles behind the Agile Manifesto 1. Our highest priority is to satisfy the customer

through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work togetherdaily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and usersshould be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective,then tunes and adjusts its behavior accordingly.

http://agilemanifesto.org/principles.html

12





Associated/Related Agile Development Processes

Spiral – Barry Boehm (1988)Evo – (Evolutionary Project Management) – Tom Gilb (1988)RAD (Rapid Application Development) – James Martin (1991)DSDM (Dynamic Systems Development Method) – DSDM Consortium (1995) SCRUM – Ken Schwaber (1996)RUP* (Rational Unified Process) – Booch/Jacobson/Rumbaugh (1998)XP (Extreme Programming) – Kent Beck (1999)ASD (Adaptive Software Development) – Jim Highsmith (1999)FDD (Feature Driven Development) – Jeff DeLuca (1999)(Agile Manifesto – 2001)Crystal Methodologies – Alistair Cockburn (2002)Lean Software Development – Mary and Tom Poppendieck (2003)AUP (Agile Unified Process) – Scott Ambler (20??)Pipelining / Perpetual Beta – [Google is generally cited example]

Name shown is strongly associated with the concept and generally writes on its employment extensively; often, not always, is considered the “inventor/founder”

Most popular



Discipline Required

Incremental and IterativeRequirements influence solution evolutionSolutions influence requirements evolution

Waterfall Method Actual Designer

Problem

Solution

Analyze data

Formulate solution

Implement

Gather data

Time Since Beginning of Design Session

Wicked Problems: Naming the Pain in Organizations, E. Jeffrey Conklin & William Weil , http://kodu.ut.ee/~maarjakr/creative/wicked.pdf

Shows what the mind of

expert designers

focus on during design


http://kodu.ut.ee/~maarjakr/creative/wicked.pdf


Guest Speaker: Hamid ShojaeeIntro to Agile Scrum in Under 10 Minutes

File8.5

Video and text at: http://www.youtube.com/watch?v=XU0llRltyFM

Learn Scrum in under 10 minutes. This video is an introduction to the Scrum software development methodology. By the end of this fast-paced video, you'll practically be a scrum master. You'll know about burn down charts, team roles, product backlogs, sprints, daily scrums and more. You'll also be ready to start implementing Scrum in your own team.

For a Scrum Overview Diagram, visit: http://www.ontimenow.com/scrum

For an easy to use tool to help implement scrum, you can visit http://www.axosoft.com.

For Scrum software, visit: http://www.ontimenow.com


http://www.ontimenow.com/scrum

http://www.axosoft.com/

http://www.ontimenow.com/


The UURVE Environment Drives the Response NeedAgile systems are defined in counterpoint to their operating environments. Words used to describe the general nature of the target environment often include and combine dynamic, unpredictable, uncertain, risky, variable, and changing, with little attention to clear distinction among them. To design and develop a system that can deal effectively with changing environments it is useful to articulate the nature of changes that should be considered. Agile systems have effective situational response options, within mission, under:• Unpredictability: randomness among unknowable possibilities.• Uncertainty: randomness among known possibilities with unknowable

probabilities.• Risk: randomness among known possibilities with knowable probabilities.• Variation: randomness among knowable variables and knowable variance

ranges.• Evolution: gradual (relatively) successive developments.

The difference between risk and variation in this framework is that risk is viewed as the possible occurrence of a discrete event (a strike keeps all employees away), while variation is viewed as the intensity of a possible event (absenteeism varies with the season).



Proactive and Reactive Response Types

Proactive response domains of: Creation Improvement Migration Modification

Reactive response domains: Correction Variation Expansion Reconfiguration



Proactive responses are generally triggered internally by the application of new knowledge to generate new value. They are still proactive responses even if the values generated are not positive and even if the knowledge applied is not new – self initiation is the distinguishing feature here. A proactive change is usually one that has effect rather than mere potential; thus, it is an application of knowledge rather than the invention or possession of unapplied knowledge. Proactive change proficiency is the wellspring of leadership and innovation in system capability.

Change/Response Domains

Correction

Variation

Reconfiguration

Expansion(of Capacity)

Migration

Improvement

Modification(of Capability)

Creation(and Elimination)

Pro

acti

veR

eact

ive

Change Domain

Reactive responses are generally triggered by events which demand a response: problems that must be attended to or fixed, opportunities that must be addressed. The distinguishing feature is little choice in the matter – a reaction is required. Reactive responses often address threatening competitive or environmental dynamics, new customer demands, agility deterioration/failure, legal and regulatory disasters, product failures, market restructuring, and other non-competitor generated events. Reactive change proficiency is the foundation of resilience and sustainability in system capability.



Creation/EliminationWhat range of opportunistic situations will need modules assembled into responsive system configurations; what elements must the system create during operation that can be facilitated by modules and module pools; what situational evolution will cause obsolesce of modules which should be removed?

The distinguishing feature is the creation of something new or reincarnated that is not currently present. To note, this is not about the situation that calls for the original creation of an agile system, but rather about the evolution of the agile system during its operational period.

Situations to identify are those that require system configuration assemblies during operation, and those that require new modules for employment in those assemblies.

Agile Systems-Engineering (Project Mgmnt)• project management strategy (t);• project team (t, c); • system requirements (t, p); • system architecture (t, s); • system design (t, c, p); • development activity plans (t); • V&V/test plans (t); • team collective understanding and learning (t, p); • product development [software code, hardware build documentation] (t, c, p).



ImprovementWhat improvements in system response performance will be expected over the system’s operational life? The distinguishing feature is performance of existing response capability, not the addition of new capability. Situations to identify are generally those involving competencies and performance factors, and are often the focus of continual, open-ended campaigns.

Agile Systems-Engineering (Project Mgmnt)• activity effort estimating (p); • activity completion to plan (t, c, p); • reducing uncertainty and risk (t, p, s).



MigrationWhat evolving technologies and opportunities might require future changes to the infrastructure? The distinguishing feature is a need to change the nature of the plug-and-play infrastructure, not the addition of new modules. Situations to identify are generally those that enable the transition to possible and potential next generation capabilities.

Agile Systems-Engineering (Project Mgmnt)• compelling new technology availability (t, c, s);• project scope change (s);• lean process principles (p).



Modification (of capability)What evolving technologies and opportunities might require modification of the available modules and roster of module pools? The distinguishing feature is a necessary change in available module capabilities. Situations are generally those that require something unlike anything already present, or the upgrade or change to something that does exist.

Agile Systems-Engineering (Project Mgmnt)• new added team member unfamiliar/uncomfortable with management strategy (t); • new environmental dynamics (t, c, p, s).



JIT Assembly Systems(t = time of change, c = cost of change, q = quality of change, s = scope of change)

Key Proactive Issues

Creation

• Designing (50-100/year) short-run assembly lines for new parts that come with long-run tooling [t]

Improvement

• Productivity of limited space while increasing part variety [s]

Migration

• Production of non-GM parts with non-GM tooling [qs]

Modification

• Absorb employees from closed GM plants with different union work rules into cross-trained Production Team Member positions [ts]

Key Reactive Issues

Correction

• Union refusals to accommodate necessary work rule changes [cs]

Variation

• High part production variety [s]• Time available for new line

design [t]• New parts to accommodate

with the JIT system [s]

Expansion

• Absorb growing part variety [s]• Absorb growing inventory of

tooling [s]

Reconfiguration

• Short-run assembly line construction/tear-down [t]

Weld Tips

Controllers

Production TeamMembers (PTMs)

Hemmers

Roller Tables

StandingPlatforms

MasticTables

Racks

Components

System Examples

* * * * * *Ctrl Programs

* *

Assem Areas• • •

P41 Deck Lid System

• Area BA47 FenderSystem

• Area A

(Old-Form Agile Architecture Pattern)

Integrity ManagementModule Evolution: Component teamModule Readiness: Component teamAssembly: Production teamsInfrastructure Evolution: Configuration team



Reactive responses are generally triggered by events which demand a response: problems that must be attended to or fixed, opportunities that must be addressed. The distinguishing feature is little choice in the matter – a reaction is required. Reactive responses often address threatening competitive or environmental dynamics, new customer demands, equipment malfunctions, legal and regulatory disasters, product failures, market restructuring, and other non-competitor generated events. Reactive change proficiency is the foundation of resilience and sustainability in system capability.

Proactive responses are generally triggered internally by the application of new knowledge to generate new value. They are still proactive responses even if the values generated are not positive and even if the knowledge applied is not new – self initiation is the distinguishing feature here. A proactive change is usually one that has effect rather than mere potential; thus, it is an application of knowledge rather than the invention or possession of unapplied knowledge. Proactive change proficiency is the wellspring of leadership and innovation in system capability.

Change/Response Domains

Correction

Variation

Reconfiguration

Expansion(of Capacity)

Migration

Improvement

Modification(of Capability)

Creation(and Elimination)

Pro

acti

veR

eact

ive

Change Domain



CorrectionWhat types of response activities might fail in operation and need correction? The distinguishing feature is a dysfunction or inadequacy during attempted response. Situations to identify are those that require a recovery from response malfunction, recovery from unacceptable side effects of a response, and inability to assemble an effective response.

Agile Systems-Engineering (Project Mgmnt)• wrong requirement (t); • inadequate developer (t); • failed V&V/test (t, c); • non-compliant supplier (t, c).



VariationWhat aspects of operational conditions and resources vary over what range when response capabilities must be assembled? The distinguishing feature is predictable but uncertain variance. Situations to identify are those that manifest as variances in module availability, module performance, and module interactions.

Agile Systems-Engineering (Project Mgmnt)• expertise and skill levels among team members (p); • grace period on schedule (t, c); • deliverable performance range (p); • availability, interaction, and expertise of customer involvement (s).



What are the upper and lower bounds of response capacity needs? The distinguishing feature is capacity scalability. Situations to identify are those that can be satisfied with planned capacity bounds, as well as those that have indeterminate and unbounded capacity needs.

Expansion/Contraction

Agile Systems-Engineering (Project Management)• 2x project scope change (t, c, p, s); • team-size changes of x-y engineers distributed across n-m locations (t, s).



ReconfigurationWhat types of situations will require system reconfiguration in order to respond effectively? The distinguishing feature is the configuration and employment of available modules for new or reincarnated response needs. Situations to identify are those that are within the system mission boundaries, and that may require a reconfiguration of an existing system assembly, perhaps augment with removal of modules or addition of available modules.

Agile Systems-Engineering (Project Mgmnt)• unanticipated expertise requirement (t); • development activity-sequence priority change (t).



Wikispeed’s Modular CarsDetroit Auto Show, 11Jan2011

File5

Modular design – Development is rapid because the design of the car is modular. The engine is able to be switched from a gasoline to an electric engine in about the time it takes to change a tire. The car body can be switched to a pickup truck. Modular design enables Wikispeed to make changes and develop quickly. Simplicity and modularity reduce costs in making changes, in tooling, in machinery and in complexity.

Accelerating the response to problems – Wikispeed has steadily increased its velocity in resolving issues. For instance, on one occasion, within hours of getting a video back from a side impact test, the team realized that there was four inches of penetration into the cabin. It was still survivable, and still road-legal, but it wasn’t the five star crash rating that the team wanted. So within hours, they had a volunteer team update the side impact crash structure and bolt it onto the car. The first time Wikispeed did a safety iteration like this, it took many weeks. Now they are able to accomplish it within a seven day sprint cycle.

Video and text at: www.youtube.com/watch?v=tTDCQMjbc40

(Eight Modules)


http://www.youtube.com/watch?v=tTDCQMjbc40

http://blogs-images.forbes.com/stevedenning/files/2012/08/wikispeed-modularity.jpg

http://blogs-images.forbes.com/stevedenning/files/2012/08/wikispeed-modularity.jpg


JIT Assembly Systems(t = time of change, c = cost of change, q = quality of change, s = scope of change)


Creation

• Designing short-run assembly lines for new parts that come with long-run tooling [t]

Improvement

• Productivity of limited space while increasing part variety [s]

Migration

• Production of non-GM parts with non-GM tooling [qs]

Modification

• Absorb employees from closed GM plants with different union work rules into cross-trained Production Team Member positions [ts]

Key Reactive Issues

Correction

• Union refusals to accommodate necessary work rule changes [cs]

Variation

• High part production variety [s]• Time available for new line

design [t]• New parts to accommodate

with the JIT system [s]

Expansion

• Absorb growing part variety [s]• Absorb growing inventory of

tooling [s]

Reconfiguration

• Short-run assembly line construction/tear-down [t]

Integrity ManagementModule Evolution: Component teamModule Readiness: Component teamAssembly: Production teamsInfrastructure Evolution: Configuration team

Weld Tips

Controllers

Production TeamMembers (PTMs)

Hemmers

Roller Tables

StandingPlatforms

MasticTables

Racks

Components

System Examples

* * * * * *Ctrl Programs

* *

Assem Areas• • •

P41 Deck Lid System

• Area BA47 FenderSystem

• Area A




Infrastructure evolution:

System assembly:

Module evolution:

Module readiness:

Union Contract Hemmer Standards

Allen Bradley Controls

Infrastructure

Drag & Drop Components

Plug & Play Standards

IntegrityManagement

Active

Passive

Configuration-Process Team

Production Teams

Component Team

Component Team

TDA Buddies Flexibility Culture

P41 Deck Lid System

• Area B

A47 Fender

A47 Fender System

• Area A

Hemmers

Weld Tips

Roller Tables Racks

Controllers

ProductionTeam

Members

StandingPlatformsMastic

Tables

* * * * * *Ctrl Programs Assem Areas• • •Turn

Tables

Agile JIT Assembly Line Construction at GM Plantfor Low-Volume High-Variety After-Market Body Parts

Agile Architectural Pattern Diagram(format to be used in Term Projects)

(New-Form Agile Architectural Pattern Diagram)




Creation

• Create a new broad product family approximately every three years [tcs]

Improvement

• Manufacturing cost [s]

• Machine calibration time [s]

• Customer yield curve [s]

Migration

• Develop expertise in a new generation of science/ technology approximately every three years [ts]

Modification

• Include new process capabilities in a machine when it becomes available [s]

System Examples

Systems Integrity Management

Module Evolution: EngineeringModule Readiness: Product managerAssembly: Installation crew Infrastructure Evolution: Product manager

A A

A

D E

BD

A

BA

D C

BA EAA BB E

D C

Dedicated ParallelProcessing Step

Variable Steps UnderConstant Vacuum

ControlPanels

TransferRobots

ProcessChambers

UtilityBases

DockingModules

Material Interfaces

Modules Key Reactive Issues

Correction

• Time to return malfunctioning equipment to service, and effect that equipment outage has on total throughput [t]

Variation

• Equipment configurations and process options [cs]

Expansion

• Selectively expand/contract process-step capacity to meet (relative) long term product mix changes [ts]

Reconfiguration

• Optional assembly procedures must meet local content needs of international contracts [qs]

Cluster Machine (Metric focus legend: t = time of change, c = cost of change, q = quality of change, s = scope of change)

Note: Analysis is sparse mix of both supplier and user needs




Production Cell(t = time of change, c = cost of change, q = quality of change, s = scope of change)


Creation

• Design/install new-part production capability frequently and quickly [tcq]

Improvement

• Customers are demanding a reduction in short run costs [t]

Migration

• Moving from transfer line technology to next generation flexible machines brings different concepts [cs]

Modification

• Higher product change frequency requires production process modification rather than replacement [tcs]

System Examples

Systems Integrity Management

Module Evolution: Operations managerModule Readiness: Operations managerAssembly: Customer account engineer Infrastructure Evolution: General manager

Components

#

#

#

#

###

#

PalletChangers Work Setup Stations

Loader/Unloaders

GuidedVehicles

Rail Sections

Work Setters

FlexibleMachines

3 Station Cell6-8 Station Seasonal Cell

Key Reactive Issues

Correction

• Cost of lost production due to equipment malfunction and repair time [tc]

Variation

• Prototype runs are more frequent, and require more varied machining options [tcs]

Expansion

• Expansion and contraction of production capacity must accommodate unforecastable demand [tcs]

Reconfiguration

• Salvage and reuse old production stages in new production configurations [cs](Old-Form Agile Architecture Pattern)



DeliveryTime

Development

PerceivedEffectiveness100%

Gen 2 OperationGen 1 Operation

agile system

InfrastructureMigration

Module MixModifications

DeliveryTime

Development

PerceivedEffectiveness

life-cycle end

Agile system would continue ROI,but does age, and

can suffer integrity failure

100%

In-agile system

Operation

www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf

Did your Objectives recognize next generation migrations?

If they should have … correct that.


http://www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf

http://www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf


BREAK



Typical Integrated System Management

Art: Jamcracker



Case: Greenfield Semiconductor Foundry

Background

October 1999 (dot.com bubbling, semi-slump ending)

Silterra is a start-up semiconductor foundry in Malaysia, with interim USA top management and ex-pat process experts

Funded mainly by government designated sources

Mixed Cultures: 60% Malay, 30% Chinese, 10% Indian

CEO has a vision for a preemptive modern-day competitor...Goal: Build a uniquely superior foundry businessStrategy: Best practices + Agile IT infrastructure under logistics

CIO (interim exec) is writing book on systems agility... Goal: Meet CEO's goals with Agile Systems design principlesStrategy: Design a differentiation strategy and apply principles



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 Opportunityto design a company IT support system

fit to the new and changing environment,and focused on new values



Guiding ConceptsEnterprise IT

Value: 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 strategy

Value: 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 partners

Attitude: 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



Refined ObjectivesSupporting strategy with best-fit tools

is enabled rather than inhibited

Switching/upgrading to new technology and applicationsis enabled rather than inhibited.

Accommodating custom electronic "partner" relationshipsis enabled rather than inhibited.

Integrating new plants, facilities, mergers, and acquisitionsis enabled rather than inhibited.

All information is accessible electronicallyto those authorized to see it.

Electronic "dashboards" will provide real-time vision and monitoringof operational and strategic activities.

Provide competitive advantage throughenterprise visibility, adaptability, and latest technology



Rules of Engagement

Get the best plans and designs and technologies possible, wherever they may be found.

For implementation and evolution,employ internal and local resources whenever possible,

else transfer responsibility to local resources as fast as possible.

Build internal spec/test/management/operating capability,and outsource implementation projects (locally).

Make up the rules as you go along,and refine them until they work.



General StrategyBusiness System Analyst (BSA) Group:

Assigned to IT-assist dept managers (cross dept responsibilities) Business Process IT application configuration/evolution IT tool selection/acquisition

Strategic System Analyst (SSA) Group: Evolution of infrastructure framework Enforcing infrastructure usage rules

User Collaboration: Mandatory response-requirements analysis

COTS Applications Only: No customization of purchased software

IT Internal Responsibilities – not to be outsourced: Infrastructure architecture design and evolution Management of integration projects Configuration of applications



Response Requirements – IT InfrastructureResponse Metrics: c=cost, t=time, q=quality, s=scope

Proactive 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]



file

www.datacenterknowledge.com/inside-the-box-container-video-tours/ www.datacenterknowledge.com/archives/2010/08/11/the-blackbox-lives-or-at-least-is-not-dead/

www.zdnet.com/blog/datacenter/suns-datacenter-container-forgotten-but-not-gone/398


http://www.datacenterknowledge.com/inside-the-box-container-video-tours/

http://www.datacenterknowledge.com/archives/2010/08/11/the-blackbox-lives-or-at-least-is-not-dead/

http://www.zdnet.com/blog/datacenter/suns-datacenter-container-forgotten-but-not-gone/398


Modular Data Centers

Correction

Variation

Reconfig-uration

Expansion(Capacity)

Migration

Improve-ment

Modification(Capability)

Creation

Pro

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Response Type Response Situations

What performance characteristics will the system be expected to improve during operational life cycle?• Power efficiency (c)• Processing boxWhat major events coming down the road will require a change in the system infrastructure?• Solar/hydrogen powered (s)• Wireless

What modifications/evolutions in modules might be needed during the operational life cycle?• Power generation modules • Cross brand platforms (t, c, q, s)What can go wrong that will need an automatic systemic detection and response?• Damage and theft• Hack attack

What process variables will range across what values and need accommodation?• Ambient temperature/humidity• Local power reliability and natureWhat are “quantity-based” elastic-capacity needs on resources/output/activity/other?• Infinite scalability of modules• Internal storage• What types of resource relationship configurations will need changed during operation?• What box is where

What must the system be creating or eliminating in the course of its operational activity?• Create IT capacity anytime anywhere (q)

120315L3

Modular Data Systems Deployment and Operational Life Cycle

• Environmental exposure risk• Remote component failure

• Interface options

• ?

• ?

• Box size and amount of content

• Follow-the-sun power economics• Distributed data center

• Processing capacity per volume

• ?



Tassimo Beverage SystemDrag-and-Drop – Plug-and-Play

BRAUN - http://www.tassimodirect.com/tassimo/

File



In-Class Tool Applications

Class Warm-ups Team Trials Team ProjectUnit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10

ConOps: Objectives

Reactive/Proactive

RS Analysis

Framework/Modules

RRS + Integrity

RS Analysis

RRS Analysis

Integrity

Reality Factors

RS Analysis: Case

RRS Analysis: Case

Reality + Activities

Closure

Tassimo

AAP Analysis: Case



Response IssuesTassimo Beverage System

Response Situations (Amalgam)

Correction

Variation

Reconfig-uration

Expansion(Capacity)

Migration

Improve-ment


Creation

Pro

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Response Type• Hot beverages• New recipe creation• New T-disk creation• Make better tasting stuff• Faster• Easier cleaning• Travel mug accommodation• User custom-recipes• Other mfg’ers disks• Other kinds of drinks (eg cocktails)• Other kinds of stuff (eg soups)• Add features (eg Auto-start timer)• Bar-code reader failure• Power failure (graceful recovery)• Fluid overflow• Taste preferences• Volume variation per cup• Seasonal changes in market tastes?• Number of process steps• Two cups simultaneously

• Process steps per disk• Homemade disk inserts• Multi-disk recipes

x Battery for camping

x Night lightx Wrong-size-cup detector

(these change framework, not modules)

maybe modification migration or

Correction

Variation

Reconfig-uration

Expansion(Capacity)

Migration

Improve-ment


Creation

Pro

acti

veR

eact

ive

Response Type Response SituationsWhat must the system be creating in the course of its operational activity?• ?• ?

What performance characteristics will the system be expected to improve over time?• ?• ?What major event coming down the road will require a change in the system infrastructure?• ?• ?What modifications/evolutions in modules might be needed during the operational life

cycle?• ?• ?• What can go wrong that will need an automatic systemic detection and response?• ?• ?

What process variables will range across what values and need accommodation?• ?• ?What are “quantity-based” elastic-capacity needs on resources/output/activity/other?• ?• ?• What types of resource relationship configurations will need changed during operation?• ?



Getting it Right

Requirements shall statements define

exactly what must be accomplished.

If you miss even one you could have a dysfunctional result.

For Response Situation Analysis…

you do not need to develop a comprehensive list of shall statements,

but rather a sufficient list of response capabilities –

which if accomplished,

will stretch the envelope of agile response capability

to encompass all necessary response needs,

even if they were not on the list.



crea

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migrationexpansion

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migration

correction

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modification

crea

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migration

correction

improvement

modification

Variation

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migrationexpansion

correction

improvement

modification

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migrationexpansion

correction

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crea

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migrationexpansion

correction

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migrationexpansion

correction

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migrationexpansion

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crea

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migrationexpansion

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crea

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migrationexpansion

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migrationexpansion

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crea

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migrationexpansion

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crea

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migrationexpansion

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crea

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migrationexpansion

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"When I am working on a problem,I never think about beauty, but when I have finished, if the solution is not beautiful, I know it is wrong."-- R. Buckminster Fuller

“Quality is practical, and factories and airlines and hospital labs must be practical. But it is also moral and aesthetic. And it is also perceptual and subjective.”-- Tom Peters

ProjectedOperational

Story

ArchitecturalConcept

& Integrity

ResponseSituation Analysis

RRSPrinciples Synthesis

ConOpsObjectives& Activities

Reality Factors

Identified

ClosureMatrixDesign

QualityEvaluation

RAPTools & Process



In-Class Tool Applications

Class Warm-ups Team Trials Team ProjectUnit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10

ConOps: Objectives

Reactive/Proactive

RS Analysis

Framework/Modules

RRS + Integrity

RS Analysis

RRS Analysis

Integrity

Reality Factors

RS Analysis: Case

RRS Analysis: Case

Reality + Activities

Closure

AAP Analysis: Case



EXERCISE

1. Incorporate review feedback into project (rewrite project statement)2. Establish general reactive and proactive response requirements

(don’t break them down any finer into change domains)

Get Exercise Templates at:www.parshift.com/678/support.htm (preferred)

or on the supplied CD

Prepare one new slide and update old slide for brief out

1. AssembleDiverse Team

3. BrainstormGeneral Issues

ProActive

ReActive

2. Define Edgeof Analysis Subject


http://www.parshift.com/678/support.htm


Proactive – Further Clarification

Proactive – Originally coined by the psychiatrist Victor Frankl in his 1946 book Man's Search for Meaning to describe a person who took responsibility for his or her life, rather than looking for causes in outside circumstances or other people.The term was popularized in the business press in Stephen Covey's 7 Habits of Highly Effective People. Though he used the word in Frankl's original sense, the word has come to mean…

"to act before a situation becomes a source of confrontation or crisis"

vs.after the fact.

It is frequently misused to mean simply “active” …the opposite of passive.

[Wikipedia – 070915]


http://en.wikipedia.org/wiki/Man's_Search_for_Meaning


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General Issues

•

•

System: __________________________


3:1 [email protected]@stevens.edu, attributed copies permitted Your Class web-page:.

Documents

Transcript of 3:1 [email protected]@stevens.edu, attributed copies permitted Your Class web-page:.