ESE Interest Group 1 Ivan Mactaggart CEng MINCOSE MIET MSOE Lead Systems Engineer AWE PLC Chair...

ESE Interest GroupESE Interest GroupESE Interest GroupESE Interest Group1

Ivan Mactaggart CEng MINCOSE MIET MSOELead Systems Engineer AWE PLCChair INCOSE UK Advisory [email protected]@awe.co.uk

Enterprise & Systems of Systems Systems Engineering

Introduction to ESE IG Workshop21st Feb 2014

ESE Interest GroupESE Interest GroupESE Interest GroupESE Interest Group

Workshop OverviewAim: Explore the relationship between ESE and SoSContext: 1. Two streams of discourse in INCOSE, BKCASE and general literature,

with considerable overlap but no general agreement on where they differ and overlap

2. Opportunities to inform INCOSE membership and influence wider community

Method:3. Initial presentation summarising openly-available material, eg

BKCASE, ESE IG, personal research (Ivan Mactaggart)4. Open discussion (All) 5. Agree main conclusions and follow-up actions (Ivan Mactaggart)6. (Post meeting) Write up and publish on wiki (PB el al)


UK Advisory BoardCommitment to development of Systems Engineering in the UK.

The “voice of industry” for Systems Engineering.

Influence Systems Engineering in the UK

Share good practice and address common issues

Engagement with key SE points of contact within other organisations.

Copyright © 2014 INCOSE UK Ltd


Background• Why are we talking about Enterprise Systems Engineering?

– Because the products and services we build interact in complex ways with the enterprises which build and use them

– Because the organisations (enterprises) which build and use systems are becoming recognised as complex entities in their own right, and worthy of systematic study

• These dependencies have always been there, but modern trends - especially information and communications technologies - are bringing them to the surface as first-order factors in determining success, e.g. in business or military mission


Some definitions - Enterprise

• (Rebovich & White): An enterprise consists of a purposeful combination of interdependent resources (people, processes, organisations, supporting technologies and funding) that interact with:

– Each other to coordinate functions, share information, allocate funding, create workflows and make decisions; and

– Their environment to achieve business and operational goals through a complex web of interactions distributed across geography and time

• (ISO 15704 2000)*: one or more organisations sharing a definite mission, goals and objectives to offer an output such as a product or service

• (Giachetti): a complex (adaptive) socio-technical system that comprises interdependent resources of people, processes, information and technology that must interact with each other and their environment in support of a common mission

* Industrial automation systems -- Requirements for enterprise-reference architectures and methodologies


Characteristics of enterprise types

• Longevity of goals: specific time-boxed missions, or open-ended goals

• Status: operational/business enterprise or one which develops capability for others

• Organisational complexity: unitary organisations or those spanning multiple organisations/products/services; also extended enterprises, supply chains and voluntary organisations (eg INCOSE)

• Product/service type: eg IT only and mixed hardware/software• Socio-technical emphasis: techno-centric vs people-oriented

Source: Brook, P (ESE IG)


What about?

• “A loosely attached collection of entities that has been formed to deliver a specific objective, or set of objectives”

• “Enterprises as systems appear to be shaped by an “embryological process of differentiations” of people, processes, technology tools and the development of other systems according to the “genetic blueprint” conceived by the parties involved and as influenced by it’s operating environment”.

(Mactaggart, 2014 – unpublished thesis)


Examples of Enterprises• A multi-national company (eg hotel chain, car manufacturer)

• A supply chain

• A government department

• A specific programme (eg Apollo 13, London 2012)

• A military operation

• A professional society (eg INCOSE)

• A trans-national initiative, eg eradicating malaria, reducing child poverty, countering global warming

( Brook, P (ESE IG))


Overarching themes

• Transformation of material and intellectual capital into products and services to achieve desired outcomes or capabilities

• Transformation of the enterprise itself in order to achieve the above• The application of system approaches (systems engineering and systems

science) alongside other disciplines to allow these to happen in a holistic and integrated manner

• This is Enterprise Systems Engineering

• Because the challenges are complex and unprecedented, and becoming all- pervasive, addressing them may well transform the systems engineering landscape (view reinforced by INCOSE Executive Summit, Rome July)


ESE Interest GroupDashwood Consulting

Growing Dimensions of ESE

Single or Uncoupled Products/missions

Coupled Products/missions

Single Organisations/

Enterprises

TSE

TSE(+15288)

Syst

ems o

f Sys

tem

s

Prime ContractorsMultiple

Organisations(Extended

Enterprises)

Prime SystemIntegrators

Professional Bodies(BoK’s, Standards)

Prod

uct R

e-us

e

Prog

ram

me

Man

agem

ent

Proj

ect M

anag

emen

t

(Loose)Federations

Ente

rpris

e Ar

chite

ctur

eMulti-department

Simple Supply Chains

Complex Supply Chains

( Brook, P (ESE IG))

ESE Interest Group

Conceptual Foundation

Enterprise Technical Strategies

Enterprise Processes:Technical

& Management

Organisation Design &Change

Management

ComplexityScience

Project Management

BusinessStudies

Social Science

ComputerScience

SystemsEngineering

SoftwareEngineeringSoft

SystemsMethodology

ESE as an Integrating Discipline

EnterpriseArchitecture

Transformation Management Programme

Management

TechnologyManagement

FormalModelling


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Systems of System“A SoS is a set or arrangement of systems that results when

independent and useful systems are combined into a larger system that delivers capabilities not deliverable by any individual system”

(Cranfield University,2013)

ESE Interest Group13

• Cyber-physical systems: recent developments in embedded systemsnetworks and technologies have allowed closer integration with thephysical world such that these computer-based networks can monitor andinfluence physical processes.

• Ultra Large Scale (ULS) The scale of the systems drive a whole newpattern of behaviour. It is envisaged that ULS systems potentially havebillions of lines of codes, thousands of component systems and includepeople and organisations.

• Socio-technical Systems: The term also refers to the interaction betweensociety's complex infrastructures and human behaviour. In this sense,society itself, and most of its substructures, are complex socio-technicalsystems.

(© Cranfield University,2013)

Systems of System


• Emergent behaviour; An SoS is capable of tasks that the individual military systems cannot achieve. This emergent behaviour is not always predictable and can have positive or negative outcomes.

• Complexity; SoS have complex interactions and dependencies. These interactions will change depending on the SoS configuration.

• Independence; Each component military system of an SoS has it own• purpose, and can be used independently of the SoS.

• There is a tendency to geographical dispersion.

• System-of-Systems are sub optimal – each element has not been designed with the SoS purpose in mind.

Characteristics of SoS

(© Cranfield University,2013)

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A Spectrum of Systems

(Kuras and White, INCOSE, 2005)

System: An instance of a set of degrees of freedom* having relationships with one another sufficiently cohesive to distinguish the system from its

environment.**

Less complexPre-specified

More complexEvolving

**This cohesion is also called system identity*Normally grouped into subsets or elements

ESE Interest Group

• “An enterprise is not a system of systems (SoS), although at certain scales it can always momentarily rendered as such”. (Kuras & White, 2005)

• “An enterprise consists of a number of components, and it is common to use views of the enterprise that contain a selection of these components. If these views are systems then the total enterprise system is actually a system-of-systems”. (Kennedy et al, 2007)

• “A system of systems has to be a system, or else words have no meaning. That makes System of Systems Engineering a nonsense term”. (Meyer, 2012)

Is an Enterprise a System of Systems?


Multi-enterprise view in BKCASE

© BKCASE


Systems Relationships

System Enterprise

Mega -System

Complex (Adaptive) System

System of Systems

(adapted from System Definitions Diagram from Kuras and White, INCOSE, 2005)


Systems Relationships

System Enterprise

Mega -System

Complex (Adaptive) System

System of Systems

(Mactaggart , 2014, adapted from Kuras and White, INCOSE, 2005)


Ivan Mactaggart CEng MINCOSE MIET MSOELead Systems Engineer AWE PLCChair INCOSE UK Advisory [email protected]@awe.co.uk

Additional Information


(Cranfield University,2013)


Levels and Types of ActivityEnterprise Programme Project

OrganisedStrategic Portfolio

Management

ChangeManagement

Programme Management

(eg MSP)

‘Conventional’ PM(eg PRINCE)

SystemicEnterpriseStrategy

Formulation &Problem Solving

Problem Definition for complex

developments

Scoping single developments

SystematicOrganisation Design

& Analysis

Strategic Technical Approaches (eg EA)

Systems of Systems Engineering

‘Conventional’ SE(eg INCOSE Handbook)

KeyHigh maturity

Medium maturity

Low maturitySource: Brook, Bryant & Knowles (ESE IG)


Spectrum of responses

TraditionalSystems Engineering

(TSE)

Radical Paradigm Shift‘Cyber socio-systems’

Late 20th C Mid-21st C ?

Shaping the future

Borrowing from the past

Transitional(ESE)

Source: Brook, P ESE Tutorial, ASEC 12


Organising

Systematic(Turning requirements into practical solutions)

Systemic(Holistic approachesto complex problems)

Management

Syste

ms Engin

eerin

gSystems Thinking

(Managing, leading, deciding)

Scop

ing P

robl

ems

& Dec

idin

g App

roac

hes

Risks, Reviews

& Resources

Conceptual SolutionDevelopment

A triangle of concerns in ESE

Source: Brook, Bryant & Knowles (ESE IG)


Possible areas for further investigation

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Topic Area Possible Research/Investigation Potential Collaborators

1. Conceptual Foundation

Further development and publication of characteristic models, leading to rationalisation

Understanding types of complexity experienced in ESE, and relationship to other areas of complexity science

Application of modelling tools (in conjunction with one or more of tasks below) – possibly including ‘multi-methods’ spanning the hard/soft divide

Schools of Complexity ScienceSystems Science CommunityINCOSE Systems Science WG

2. Enterprise Technical Strategies

Practical extensions and usage of EA for mixed IT/hardware environments Architectural Patterns for specific domains (eg defence) Multi-level architectures Integration of SE and Road-mapping for management of strategic capability Strategies for multi-project Information Management

EA Community (eg BCS)Federation of EA Professionals (FEAP)NATO

3. EnterpriseProcesses

Linking SE with Project & Programme Management Scaling SE for very large projects & programmes Novel Governance techniques, eg adaptive and evolutionary Collaborative working Distributed decision-support Integration of EA with TSE

PMI, APMSchools of (Project) Management

4. Enterprise Design and Transformation

Tools for organisational design (using systems principles) Leadership issues in transformation Classification and testing of transformation theories, and techniques for assessing

success Sociology of change Knowledge retention in large (technical) enterprises Education strategies to support transformation

Business Schools

Source: Brook P, Literature Survey – Cranfield University


A generic model of an Enterpriseas dynamic and evolving system

(from BKCASE)

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An enterprise transforming inputs (drivers) into outcomes - using work processes ;It may also change its state: - both in order to do so and as a result of doing so

Source Rouse 2009


A process view

Source: BKCASE


Creating Capabilities: Organisational, System & Operational

Developed for BKCASE ESE Chapter


General Principles of Enterprise Management*

1. The primary task of management is to manage the boundary conditions of the enterprise

2. The goals or purposes of the enterprise can be understood only as special forms of interdependence between an enterprise and its environment

3. An enterprise can achieve a steady state only when there is a) Consistency of direction, andb) The organisation maintains a rate of progress towards it which is within tolerable limits

4. The task of management is governed by the need to match constantly the actual and potential requirements of the enterprise to the actual and potential requirements of the environment

5. In a human organisation, the requirements of steady state and unidirectionality and progress can only be achieved by leadership and commitment

6. An enterprise can only achieve the conditions for a steady state if it allows its human members a measure of autonomy and selective interdependence

*Source Systems Thinking, F E Emery (Ed), Penguin 1972

ESE Interest Group 1 Ivan Mactaggart CEng MINCOSE MIET MSOE Lead Systems Engineer AWE PLC Chair...

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