Slide 1

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

Session 2: Problem Space and Solution Space

School of Systems and EnterprisesStevens Institute of Technology, USA2:# rick.dove@stevens.edu, attributed copies permitted

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #Guest Speaker: Andreas RaptopoulosDrones for goodPoptech 2012, Camden, Maine, 18-20 OctoberVideo: http://poptech.org/people/andreas_raptopoulos File5.2 Andreas Raptopoulos is the founder and CEO of Matternet, building a network of unmanned aerial vehicles (UAVs) to transport medicine and goods in places with poor road infrastructure. Matternet's "drones for good" use small, electric UAVs to transport packages weighing up to 2 kilos and containing items like vaccines, medicines or blood samples, over distances of 10 kilometers at a time. By creating a new paradigm for transportation that leapfrogs roads, Matternet is helping to revolutionize transportation in both the developed and developing world.Matternet Inc. is a startup based in Palo Alto, California. The Matternet: A Flying Autonomous Delivery System For The Developing World Where Matternet is going, it doesnt need roads. But the people there need food and medicine. And these drones can bring it to them.www.fastcoexist.com/1678463/the-matternet-a-flying-autonomous-delivery-system-for-the-developing-worldThe Matternet is being developed in three stages. In the first stage, the Matternet team anticipates carrying loads of one to two kilograms. The team's prototype (pictured above) can already do this, but its autonomous capabilities have not yet been tested. During the second stage, the autonomous vehicles will carry 200 kilograms, and automated solar-powered recharging stations will be installed on the ground. In the third stage, the vehicles will be able to carry up to 1,000 kilograms--so they will be able to transport both goods and people. The prototype AAVs are quadcopters that have a range of 10 kilometers, but the technology may change as the project advances.

Also see: http://matternet.us 2:# rick.dove@stevens.edu, attributed copies permittedHow Does It Get Built?http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.htmlThe Internet rolled out by using the common global network as a starting point. It then piggybacked on public infrastructure to connect people up. Each new connection increased the value of the network. Dronet, in contrast, will emerge from peer to peer (p2p) connections as well as a few local hub and spoke delivery networks. Let me walk you through it...I set up a landing pad. You set up a landing pad. We have a delivery network with a little effort on software and routes (take off, 300 ft straight up, GPS point to point, hover over target, landing provides a beacon for landing precisely). It solves our problem. We don't go to the FAA or any government agency for permission.Then, someone develops a on-line system for registering landing pad locations and capabilities. I register my landing pad in that system. With the next iteration of the system, I actively connect my landing pad to the system via a wireless hookup. At that point, the status and capabilities of the pad are part of a global network that is forming. Soon, there are a dozen pads in my area within hoping distance. I note that a couple are at homes of friends and a local makerspace. We start to regularly deliver stuff via our network. To solve our problems, we see advances in the following areas:Drones begin to connect to the emerging online system. They do this through wireless connections via landing pads and cell phone networks. They report status -- location to speed to altitude to power level. Drones get new capabilities. Rapid swap batteries and wireless recharging capabilities. Drone payloads get modularized. Standard packaging metrics and weights. Dronet gets more detailed and real-time in its coverage of landing pad and drone activity. People write apps that allow people to coordinate drone flights and performance metrics.Small companies and coops (like the micro ISPs that we saw in the mid 90's) that provide drone landing pads and drone connectivity emerge everywhere simultaneously. They offer drone pick ups and move quickly to adopt new standards as they emerge.Soon thereafter, controls engineers jump in with a drone routing protocol based on some earlier work for a different purpose. That bare bones protocol serves as a way to route drones from point to point and across multiple hops based on real-time status data. The Dronet coops and companies begin to peer with each other, and work on establishing multi-hop systems. The local networks that grow the fastest are the ones that make easy for people to buy a pad and connect to the emerging network.

2:# rick.dove@stevens.edu, attributed copies permittedHow to Roll Out DronetJohn Robb. 06 Jan 2013. Global Guerrillas.http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.htmlHave fun inventing the world, On that note, here's a rolling drone.It will challenge your thinking about drones/bots a bit.File5.2

www.youtube.com/watch?v=KbtkpYIbuCw&feature=youtu.be 2:# rick.dove@stevens.edu, attributed copies permittedDrone Net ReferencesAn internet of airborne things. The Economist, Technology Quarterly: Q4 2012.www.economist.com/news/technology-quarterly/21567193-networking-enthusiasts-dream-building-drone-powered-internet-carry-objects

An Open Drone Network vs. Closed Logistics Network. John Robb Blog, 3Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/mxLvBfCUJ8M/an-open-drone-network-vs-closed-logistics-networks.html

What a Dronet (a more compressed spelling) Can Leverage. John Robb Blog, 3Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/-JajzPnlw8c/what-a-dronet-a-more-compressed-spelling-can-leverage-.html

DRONET How to Build It. John Robb Blog, 4Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/S8WrTS4h2c4/dronenet-how-to-build-it.html

How to Roll Out Dronet.John Robb Blog, 6Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html2:# rick.dove@stevens.edu, attributed copies permitted

Amazon unveils futuristic plan: Delivery by dronehttp://www.cbsnews.com/news/amazon-unveils-futuristic-plan-delivery-by-drone/ December 02, 2013 Amazon's secret R&D project aimed at delivering packages to your doorstep by "octocopter" mini-drones with a mere 30-minute delivery timeAmazon CEO Jeff Bezos had a big surprise for correspondent Charlie Rose this week. After their 60 Minutes interview, Bezos walked Rose into a mystery room at the Amazon offices and revealed a secret R&D project: Octocopter drones that will fly packages directly to your doorstep in 30 minutes. Its an audacious plan that Bezos says requires more safety testing and FAA approvals, but he estimates that delivery-by-drone, called Amazon Prime Air, will be available to customers in as soon as 4-5 years.The story had been in the works for months before the Amazon representatives started hinting that a new project might be revealed to 60 Minutes.I only knew that there was a surprise coming. I had no idea what it was, says 60 Minutes producer Draggan Mihailovich. They kept saying over and over again, Whatever you think it is, it isn't. Mihailovich grew skeptical when the Amazon PR team began to hype their surprise behind the scenes. How great can this be? he thought.When Rose, Mihailovich, and Sommer finally saw the drones, they were perplexed. Then Bezos played a Prime Air demo video for the 60 Minutes team that showed how his octocopters will pick up packages in small yellow buckets at Amazons fulfillment centers and whiz through the air to deliver items to individual customers 30 minutes after they hit the buy button online at Amazon.com.2:# rick.dove@stevens.edu, attributed copies permittedDHL Tests Drug-Delivery Dronehttp://slashdot.org/topic/datacenter/amazon-lags-uav-race-as-dhl-tests-drug-delivery-drone/Amazon is apparently not alone in its desire to use miniature drones to deliver packages.On the morning of Monday, Dec. 9, employees at the Bonn, Germany headquarters of package-delivery giant DHL challenged Amazons dominance of the skies by having medicine delivered from a local pharmacy via a mustard-yellow package-carrying helicopter the Germans dubbed Paketkopter.The quad-rotored mini-drone painted with the carriers logo on its trademark background of mustard-yellow flew a box of medicines from a launching point near the pharmacy, above traffic and across the Rhine River to DHLs headquarters just over a kilometer away. It made the flight in about two minutes, was unloaded quickly and returned to the launch team near the pharmacy.It made the trip a total of five times Monday but will keep flying all week (Heres the video). This first phase of DHLs experiment with drone delivery is more than a one-time demonstration; the company is considering a same-day delivery service that would small, time-sensitive packages of up to 6.6 pounds, but has no immediate plans to put it into effect, according to a DHL spokesperson quoted in The Wall Street Journal. Amazon has owned total mindshare of the still-imaginary drone-based package delivery market since CEO Jeff Bezos gushed about his plans for Amazon PrimeAir during a TV interview last week.The plan generated immediate controversy due to the negative image of drones following heavy use for surveillance and targeted anti-personnel strikes by the U.S. military in Afghanistan and Iraq. Within the United States, the FAA, FTC and a host of consumer-protection groups objected to the possibility that thousands of autonomous drones would be hovering over U.S. cities, potentially invading the privacy and endangering the lives of those who might run afoul of either cameras or rotors. Autonomous drones are virtually banned in the U.S. due to FAA concerns they would interfere with airline traffic.In Germany, drones cant take off or land in populated areas, have to be remote controlled rather than fly on their own using GPS, and cant fly higher than 50 feet above the ground meaning any battle for package-carrier air superiority will be fought out in easy view of potential customers and victims.DHL may eventually offer drone deliveries, but is using the special pharmacy deliveries to employees as a pilot test, according to Deutsche Post spokeswoman Dunja Kuhlmann.Bezos predicted Amazon could be flying packages within four or five years. No actual Amazon drones have yet made an appearance, giving DHL a lead in the market simply by having a working drone and processes in place to order and deliver products using it, even while downplaying the whole idea. Our plans are in the early stages and there are a number of scenarios were evaluating, including delivering medicine thats needed quickly, or to hard-to-reach places, Kuhlmann told the Journal.U.S.-based delivery service United Parcel Service (UPS) is also considering deliveries via drone, which it revealed a day after Bezos revelation about Amazon PrimeAir.Though the company offered no details, or even much confirmation, a spokesperson made a point of saying UPS invests more in technology than any other company in the delivery business, and were always planning for the future, according to a Dec. 3 Engadget story, which also pointed out UPS already offers edgy services, including 3D printing from some of its retail locations.

2:# rick.dove@stevens.edu, attributed copies permittedDHL drone will make deliveries to German island starting 26-Sep-2014 Regular 7.5 mile delivery to island. 2.6 poundswww.theverge.com/2014/9/24/6838443/dhl-drone-making-deliveries-to-german-island-juist DHL will use drones to deliver medical supplies to a small German island.The company's quad-rotor "parcelcopter" will transport packages to the island of Juist, home to between 1,500 and 1,700 people, and DHL claims this marks the first unmanned drone delivery service to launch in Europe. Flights will occur daily through October;Reuters says the drone will make trips when ferries and flights the typical methods of traveling to Juist aren't running.

DHL will be keeping tabs on the parcelcopter's travels, but the drone will operate entirely on autopilot for the actual fights, which should take between 15 and 30 minutes in each direction. DHL's drone can't fly over any houses, which should avoid complaints from Juist's privacy-minded inhabitants. And if the test program goes well, DHL says it could use the parcelcopter to make urgent deliveries to other areas that are "geographically difficult to access," though it's not committing to any grand plans on thesame level as Amazon's.File 1.25see: https://www.facebook.com/Dronenet2:# rick.dove@stevens.edu, attributed copies permittedIf Amazon can imagine delivering books by drones, is it too much to think that Google might be planning to one day have one of the robots hop off an automated Google Car and race to your doorstep to deliver a package? Google executives acknowledge that robotic vision is a moonshot. But it appears to be more realistic than Amazons proposed drone delivery service, which Jeff Bezos, Amazons chief executive, revealed in a television interview the evening before one of the biggest online shopping days of the year. While Google has not detailed its long-term robotics plans, Mr. Rubin said that there were both manufacturing and logistics markets that were not being served by todays robotic technologies, and that they were clear opportunities. This is not the first time that Google has strayed beyond the typical confines of a tech company. It has already shaken up the worlds automobile companies with its robot car project. Google has not yet publicly stated whether it intends to sell its own vehicles or become a supplier to other manufacturers. Speculation about Googles intentions has stretched from fleets of robotic taxis moving people in urban areas to automated delivery systems.

Andy Rubin is the engineer heading Googles robotics effort. He is the man who built the Android software for smartphones. Robots in Google Car deliver a doorstep package?4-Dec-2013. Google Puts Money on Robots, Using the Man Behind Androidwww.nytimes.com/2013/12/04/technology/google-puts-money-on-robots-using-the-man-behind-android.html Drone Net: Class 1 Agile System. Google: Class 2 Agile System2:# rick.dove@stevens.edu, attributed copies permittedRealityJust drive the package to the address. That last mile of robotic delivery to the doorstep is neither cost effective nor necessary.The $70 Egg Tray and the Last Inch of Convenience01Dec2013. John Robb. www.homefreeamerica.us/the-70-egg-tray-and-the-last-inch-of-convenience Were on the brink of an explosion in home automation. All of the technologies that make it possible are moving forward at light speed now. How will it arrive? It wont be: automation that solves the last inch of convenience. For example, heres a smart egg tray built by the company Quirky.This egg tray actively measures the weight of each egg it holds, to find rotten eggs. When it finds a rotten egg, it sends an alert to your iPhone.The big problem with this is conceptual. Its a product that automates convenience. The problem is that we are already very comfortable and the extra inch of convenience it offers the buyer is so small, its not worth even a dollar or two more than a standard egg tray. Quirky isnt alone in that. The same conceptual problem is true with nearly every other form of home automation Ive reviewed recently.We dont have a problem with convenience.

2:# rick.dove@stevens.edu, attributed copies permittedSome Term Project Ideas(must be relevant to your professional employment)Agile Systems Integration Laboratory Architecture and OperationService Oriented Architecture (eg, supporting Agile Enterprise)Agile Aircraft Depot Maintenance HD&L OperationsJoint Tactical Radio System (eg, Interoperability)Agile Enterprise Practices for QRC ResponseAn Agile Aircraft xxx System Utilizing COTSAgile Systems-Engineering (eg, for QRC)Agile Concepts for Outsourcing SupportTeam WikiSpeed Modified for Work-Related ProcessApplying Agile Systems Concepts in the WorkplaceAgile System Integration, Verification, and Validation ProcessAn agile migration process from status quo to a more agile operationAgile Development-Infrastructure Concepts for Other-Than-Software Projects(e.g., software development uses Object-Oriented development platform)Should decide on a topic before Unit 6 For Approval2:# rick.dove@stevens.edu, attributed copies permittedSome Past Term ProjectsQuick Reliable Capable (QRC), IncorporatedConcept for Successful OutsourcingAircraft Modification Plant (Process System)Adaptive UAV ISRStrategic Innovations in TrainingAgile Approach to IPTsQuick Reaction Capability (QRC) Integrated Product Team (IPT) OrganizationRapidly configurable mission system architectureJohn Boyds Fit with Agile RAP* ConceptsLast Planner approach to System IntegrationAgile Intermediate Level Test Station Design

*RAP: Response Ability Principles2:# rick.dove@stevens.edu, attributed copies permittedcapabilitycomplexitysystemgenerationnover designedinitiallyTimesystemgenerationn+1neverquite goodenoughrequirementsestablishedfor gen n+1developcut-overrequirementsestablishedfor gen n+2effectivenessgapsituationcomplexitysysgenn+2

ROIfailureIncreasing Gap BetweenNeed and Capability2:# rick.dove@stevens.edu, attributed copies permitted13

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #Defining Agility and MigrationUsing the term as intended in the 1991 OSD funded Lehigh study and subsequent research:Agility is effective responseunder conditions of uncertainty

There are at least three components to agility:situational awareness,decisive choice making andthe ability to respondThe latter aspect is what we deal with here

Migration is the crossing of a changein basic infrastructure, be it technical, organizational or strategic. 2:# rick.dove@stevens.edu, attributed copies permitted14

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #Contemporary ContextNext-generation challenges are demandingnew architectures Force Transformation is the U.S. militarys response to next-generation warfareService Oriented Architectures is Enterpriseresponse to next-generation competition

Significant in both is the objective of a change that enables future change

Instead of perpetuating the scrap and replace cycle, an architecture is envisioned that facilitates migration through successive next generations2:# rick.dove@stevens.edu, attributed copies permitted15

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #Objective: System X-Ray Vision(the underlying architecture)

http://awespendo.us/animemangacomics/kermit-at-the-doctor/2:# rick.dove@stevens.edu, attributed copies permitted amplifiersplayback units(tape, CD, DVD) )speakersvideo displays(TV, computer)content sources(TIVO,P2P)signal tunersCase: Home Entertainment Technology MigrationOn How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf agile architecture pattern: drag-and-drop, plug-and-playDrag-and-DropReusableComponentsEncapsulated Modules2:# rick.dove@stevens.edu, attributed copies permitted17

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page # amplifiersplayback units(tape, CD, DVD) )speakersvideo displays(TV, computer)content sources(TIVO,P2P)Video mediaNet in/outAudio tapesignal tunersOn How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of TypicalReconfigurable/ScalableSystem ConfigurationsDrag-and-DropReusableComponentsCase: Home Entertainment Technology MigrationEncapsulated Modulesagile architecture pattern: drag-and-drop, plug-and-play2:# rick.dove@stevens.edu, attributed copies permitted18

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page # amplifiersplayback units(tape, CD, DVD) )speakersvideo displays(TV, computer)content sources(TIVO,P2P)Video mediaNet in/outAudio tape90sVideo/Surround Digital/Internet 40s/50s00ssignal tunersOn How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of TypicalReconfigurable/ScalableSystem ConfigurationsPlug-and-Play EvolvingPassive InfrastructureRules/Standards/PrinciplesDrag-and-DropReusableComponentsCase: Home Entertainment Technology MigrationEncapsulated Modulesagile architecture pattern: drag-and-drop, plug-and-play2:# rick.dove@stevens.edu, attributed copies permitted19

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page # amplifiersplayback units(tape, CD, DVD) )speakersvideo displays(TV, computer)content sources(TIVO,P2P)Video mediaNet in/outAudio tape90sUser/OwnerVideo/Surround Digital/Internet 40s/50s00ssignal tunersOn How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of TypicalReconfigurable/ScalableSystem ConfigurationsPlug-and-Play EvolvingActive InfrastructureResponsible-Parties Plug-and-Play EvolvingPassive InfrastructureRules/Standards/PrinciplesDrag-and-DropReusableComponentsAssemblyCase: Home Entertainment Technology MigrationEncapsulated Modulesagile architecture pattern: drag-and-drop, plug-and-play2:# rick.dove@stevens.edu, attributed copies permitted20

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page # amplifiersplayback units(tape, CD, DVD) )speakersvideo displays(TV, computer)content sources(TIVO,P2P)Video mediaNet in/outAudio tape90sUser/OwnerVideo/Surround Digital/Internet 40s/50s00ssignal tunersOn How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of TypicalReconfigurable/ScalableSystem ConfigurationsPlug-and-Play EvolvingActive InfrastructureResponsible-Parties Plug-and-Play EvolvingPassive InfrastructureRules/Standards/PrinciplesDrag-and-DropReusableComponentsAssemblyStoresReadinessCase: Home Entertainment Technology MigrationEncapsulated Modulesagile architecture pattern: drag-and-drop, plug-and-play2:# rick.dove@stevens.edu, attributed copies permitted21

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #ModuleEvolution amplifiersplayback units(tape, CD, DVD) )speakersvideo displays(TV, computer)content sources(TIVO,P2P)Video mediaNet in/outAudio tape90sUser/OwnerVideo/Surround Digital/Internet 40s/50s00ssignal tunersOn How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of TypicalReconfigurable/ScalableSystem ConfigurationsPlug-and-Play EvolvingActive InfrastructureResponsible-Parties Plug-and-Play EvolvingPassive InfrastructureRules/Standards/PrinciplesDrag-and-DropReusableComponentsAssemblyStoresReadinessMfgrsCase: Home Entertainment Technology MigrationEncapsulated Modulesagile architecture pattern: drag-and-drop, plug-and-play2:# rick.dove@stevens.edu, attributed copies permitted22

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #ModuleEvolution amplifiersplayback units(tape, CD, DVD) )speakersvideo displays(TV, computer)content sources(TIVO,P2P)Video mediaNet in/outAudio tape90sIndustry AssocsUser/OwnerMfgrsStoresVideo/Surround Digital/Internet 40s/50s00ssignal tunersOn How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Examples of TypicalReconfigurable/ScalableSystem ConfigurationsPlug-and-Play EvolvingActive InfrastructureResponsible-Parties Plug-and-Play EvolvingPassive InfrastructureRules/Standards/PrinciplesDrag-and-DropReusableComponentsAssemblyReadinessInfrastructureEvolutionCase: Home Entertainment Technology MigrationEncapsulated Modulesagile architecture pattern: drag-and-drop, plug-and-play2:# rick.dove@stevens.edu, attributed copies permitted23

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page # routersDNS Serversswitchesend points,NICs, NOMsappliances(eg, xml)Infrastructure evolution:System assembly:Component evolution:Component readiness:Wire standards NCP InfrastructureIPv6eraModulesRules/StandardsIntegrityManagementActivePassive80s/90sSubnet OwnersVendor CommunityVendor CommunityInt. Eng. Task ForceTCP/IPv4 70s00/10srough operational startfilters(eg IDS, Firewall)Optical stds IPv4eraNCPeraWireless stds Crossing Next-Generation Life Cycle Boundariesfor Internet Protocol Migration(Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle BoundariesIPv6 2:# rick.dove@stevens.edu, attributed copies permitted24

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #ModuleEvolution type Atype Dtype B. . . . . . .type nType 2Type 3Type 1Encapsulated ModulesWho?Who?Who?Who?Generation 2 Generation 3 type CExamples of TypicalReconfigurable/ScalableSystem ConfigurationsPlug-and-Play EvolvingActive InfrastructureResponsible-Parties Plug-and-Play EvolvingPassive InfrastructureRules/Standards/PrinciplesDrag-and-DropReusableComponentsAssemblyReadinessInfrastructureEvolutionType 1-2-3 examples depict a range of different system-assembly possibilitiesFundamental ConceptReusable modules Reconfigurable in a Scalable architecture (RRS) agile architecture pattern: drag-and-drop, plug-and-play2:# rick.dove@stevens.edu, attributed copies permitted25

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #Who/What is Accountable Sustainability & EffectivenessModule Mix Evolution:Who (or what process) is responsible for ensuring that existing modules are upgraded, new modules are added, and inadequate modules are removed, in time to satisfy response needs?

Module Readiness :Who (or what process) is responsible for ensuring that sufficient modules are ready for deployment at unpredictable times?

System Assembly/Reconfiguration: Who (or what process) assembles new system configurations when new situations require something different in capability?

Infrastructure Evolution:Who (or what process) is responsible for evolving the passive and active infrastructures as new rules and standards become appropriate to enable next generation capability.

The passive parts of the infrastructure are the interoperability standardsThe active parts of the infrastructure2:# rick.dove@stevens.edu, attributed copies permittedSystem X-Ray Vision

http://awespendo.us/animemangacomics/kermit-at-the-doctor/The bones are depicted in the Agile Architecture Pattern.All truly agile systems have the same basic structure and strategy.Knowing this will change the way you see and evaluate a system.

2:# rick.dove@stevens.edu, attributed copies permitted

Heres a Box of Bones2:# rick.dove@stevens.edu, attributed copies permittedMotorsGears/PulleysInfrastructure evolutionSystem assemblyModule mix evolutionModule readinessInfrastructureHelicopterMobile RadarPlaneModules/ComponentsIntegrityManagementActivePassiveProduct ManagerOwner/BuilderProduct System Eng.Retail Distribution Process

Wheels

Structural Material

Joiners, Axles,Small Parts

Tools

Agile Architecture Pattern (AAP)Notional Concept: System Response-Construction KitDetails in www.parshift.com/s/140630IS14-AgileSystemsEngineering-Part1&2.pdf Rules/StandardsRadio Control StandardsControl ProtocolParts Interconnect Standards

SocketsSignalsSecuritySafetyService(None)Harm-Proofing StandardsProcess Rules & ConOps2:# rick.dove@stevens.edu, attributed copies permitted

TinkerToy

Bendables

Marble Run

SnapBlocks

Woodbuilders

BristleBlocks

Log BuilderConstruction (response) architecture different from system functional architecture.Response architecture is a domain-focused engineering architecture

Straws andConnectors

LegoDesign theArchitecture of Your Construction Set

ErectorSet2:# rick.dove@stevens.edu, attributed copies permittedDeliveryTimeDevelopmentPerceivedEffectiveness100%Gen 2 OperationGen 1 Operationagile systemInfrastructureMigrationModule MixModificationsDeliveryTimeDevelopmentPerceivedEffectivenesslife-cycle endAgile system would continue ROI,but does age, and can sufferstrategy-lapse integrity failure100%In-agile systemOperationDevelopmentRelating Agile Development to Agile Operations www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf Agile Systems Gracefully Migrate Across Next-Generation Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf 2:# rick.dove@stevens.edu, attributed copies permitted31

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #In-Class Tool ApplicationsClass Warm-upsTeam TrialsTeam ProjectUnit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10ConOps: ObjectivesReactive/ProactiveRS AnalysisFramework/ModulesRRS + IntegrityRS AnalysisRRS AnalysisIntegrityReality Factors: CaseRS Analysis: CaseRRS Analysis: CaseReality + ActivitiesClosureAAP Analysis: Case2:# rick.dove@stevens.edu, attributed copies permittedThree Nested Agile SystemsNFLTeamGame

Modules

PassiveInfrastructureModuleMix

ModuleInventory

SystemAssembly

InfrastructureEvolutionTeamsConferencesDivisionsOffensive playersDefensive playersSp Teams playersPlayer lineupRefereesPlaysSchedulesContractsSalary capPlay bookCode of conductUniformRulesGame planLeagueGen mgrCoaching staffLeagueScoutsMedical staffOwnersOwnersHead coachOwnersOwnerRules committeeComposite from multiple classes2:# rick.dove@stevens.edu, attributed copies permittedProblem Space and Solution SpaceAgile Architecture Pattern as framework4 response effectiveness metrics8 reactive and proactive response domains10 response enabling design principles3 design quality principlesStrategy activity diagramsSystems operational and integrity managementClosure matrix 2:# rick.dove@stevens.edu, attributed copies permittedBasic DefinitionsSystemA group of modules sharing a common interaction framework and serving a common purpose.FrameworkA set of standardsconstraining and enabling the interactionsof compatible system modules.ModuleA separable system sub-unitwith a self-contained capability/purpose/identity, and capable of interaction with other modules.Company of DivisionsTeam of PeopleCell of WorkstationsPractice of ProceduresStereo System of ComponentsChain of SuppliersThe reconfigurability of component systems is familiar to us from the ease with which we can add, change, or upgrade units in our home stereo and entertainment centers, even when different brand names are involved. We call any organization of common-purpose interacting modules a system: an entertainment center of components, a team of people, a cell of workstations, a network of controllers, a chain of suppliers, a corporation of functional departments, even a contract of clauses. 2:# rick.dove@stevens.edu, attributed copies permittedModular But Not Agile

Art: KPMG2:# rick.dove@stevens.edu, attributed copies permittedCluster MachineDepiction of Precision 5000 Family from Applied Materials Inc.

Material Interface ModuleRobotic Transfer ArmVariety of Process ModulesCommon Utility BaseCustomizable User ControlReusableMaterial interfaces, transfer robots, process modules, utility bases, docking modules, and user controls are independent units.Common human, mechanical, electrical, gas, and hydraulic framework.A growing variety of processing modules may be mixed or matched within a cluster.ReconfigurableWafer path determined in real-time by availability of appropriate process modules.New process modules may be added when new capability is required, and not before.Clusters may begin as 4 sequential processes and evolve to a single 4-unit process as product demand grows.Process-specific control is contained within the process module, traveling with it when redeployed.User control modules are custom configurable for proprietary processing.ScalableWithin a cluster 1 to 4 process modules may be installed.Clusters may be interconnected into larger super-clusters using docking modules in place of process modules.Clusters and super-clusters can be interconnected without limit.Response AbilityTest & Introduce new process modules incrementally.Custom process individual wafers and prototype runs.Repair/replace faulty module while cluster operates.Add modules and machine clusters as/when needed.Reconfigure clusters and redeploy process modulesas product-line demand cycle changes.Create super-clusters as contaminant sensitivity requires. 2:# rick.dove@stevens.edu, attributed copies permittedScalable Machine ClustersClean-Environment Inter-Cluster Transport BayUsing standardized docking modules to replace a process module allows multiple cluster machines to be assembled into larger, constant vacuum, clusters. This has particular value when a process sequence is sensitive to contamination, which is most likely to occur when wafers make the transition between the vacuum environment of the cluster machines and the atmospheric pressure of the inter-cluster transport bay. Process modules may be mixed or matched within a cluster.Interface ModuleProcess ModuleDocking ModuleTransfer Module2:# rick.dove@stevens.edu, attributed copies permittedProduction Cell

Response AbilityInstall and set up a new cell in 4-8 weeks.Reconfigure a cell for entirely new part in 1-4 weeks.Duplicate cell functionality in another cell in 1-2 days.Add/calibrate machine in 1-2 days while cell operates.Remove or service machine without cell disruption.JIT part program download.Insert prototypes seamlessly. Concept Based on LeBlond Makino A55 Cells at Kelsey-HayesWSSWSSA1A3A5A2A4A6A7A8ReusableMachines, work setting stations, pallet changers, fixtures are all standard, independent units.Common human, mechanical, electrical, and coolant framework.Machines do not require excavated pits or special foundations, and are relatively light and easy to move from one cell to another.

ReconfigurableCell control dynamically changes work routing as machines are removed or added, on the fly.Autonomous part machining, non-sequential.Machines and material scheduled by cell control software in real time per current cell status.Part programs downloaded when needed.Machines history stays with its controller.Machines ask for appropriate work when ready.

ScalableCell may have any number of machines and up to four work setting stations.Cells may have multiple unit instances in operation.Machines capable of duplicate work functionality.Utility services and vehicle tracks can be extended without restrictions imposed by the cell or its units.2:# rick.dove@stevens.edu, attributed copies permittedProduction Cells in a Reconfigurable EnvironmentC2F2F4F6C3C1F1F3F5WSSWSSWSSWSSB4B2B6E2E4E6B3B1B5E1E3E5WSSWSSWSSWSSA4A2A6D2D4A3A1A5D1D3WSSWSSWSSWSSWorkSetupStationsLeBlondMakinoA55sAGV(This central AGV linenot actually present inKelsey Hayse plants)Cell 1Cell 2Cell 3Cell 4Cell 5Cell 6These horizontal machining centers do not require that pits be dug underneath the machines for delivery of cooling fluids and removal of scrap, or that special rigid foundations be constructed, so they are readily movable. A cell can increase or decrease its machining capacity in the space of a day. This is facilitated by a plant infrastructure that provides common utility, coolant, mechanical, and human interfaces that provide a framework for reconfiguring modules easily.2:# rick.dove@stevens.edu, attributed copies permittedConfigurable ResourcesReusableIndividual in/outsource resources are configured on a bid-per-order basis.Order fulfillment configurations are bid and assembled by Hong Kong group.Common network interface at each resource provides enterprise integration and real-time management. Can be relocated as resources come and go.Network-accessible production data can be downloaded to multiple locationsReconfigurableCommon resource interface and real-time order process status enables mid-order reconfiguration of prod. chain.Insource and outsource resources are interchangeable for equivalent processing technology.ScalableNo limits on the number or mix of insource and outsource resources.Hong Kong management group qualifies new and existing resources as needed to maintain sufficient resource pool.Response AbilityProduction chain assembled, scheduled, working within 24 hours.Resources added any time for extra capacity or quicker fulfillment.Real-time status & issue-resolution for quick problem correction.Net-wide data enables coordinated system-wide order changes....DesignWafer ProcessDesignWafer Process......DesignWafer ProcessTest andSortDiceLead andPackageDesignWafer ProcessTest andSortDiceLead andPackage............Test andSortTest andSort...InsourceOutsourceModeled AfterLSI Logic (1998)A Semiconductor Foundry

Loosely coupled resourcesbid for order-fulfillment roleon a per-order basis.LSI had practices to nurture and manage a loosely coupled mixture of in- and outsources as a coherent entity. The management operational center was in Hong Kong, which built and maintained the pool of outsources, and configured all resources for specific customer orders. Resources bid on jobs - with price and schedule. A production resource path was then assembled from the best bids. Insources were not given preferred status.2:# rick.dove@stevens.edu, attributed copies permittedFrameworkActivities Module MgmntFramework MgmntInventory MgmntResponse Mgmnt

Resource ManagementModule PoolReusable Modules Reconfigurablewithin a Scalable FrameworkApplieds Machines

ComponentsPhysics UnitsRobotic TransferUser Controls

FrameworkStandardizedUtility Base

Kelsey-Hayes Cells

ComponentsMachinesSetup StationsPallet Changers

FrameworkAGV Network GridCell Layout StandardsCommon Machines

LSIs Production Chains

ComponentsIn-side ResourcesOut-side ResourcesPartner Interfaces

FrameworkEnterprise NetworkQualification StandardsHigh Concept:Agility is Deployed as an Assembly-Line Processwww.parshift.com/Essays/essay005.htm 2:# rick.dove@stevens.edu, attributed copies permitted

Agile Data-Center Location, Capability, CapacityAirWaterPowerNetworkAir standardsWater stdsPower stdsNetwork stds

Drag and Drop ModulesPlug and Play InfrastructureType AType B

Type BType BType AType CType CNew Orleans

Type B

Type B(Classified)New YorkDenverSeattleFollowing SUNs Black BoxRackables Concentro A modern data center that breaks records for density and energy efficiency, problems that keep CIOs up at night: running out of floor space and operating budget (sky-high power bills to run all the gear AND cool it).Rather than spend three years building massive new buildings and hiring armies of techies to buy, install and operate gear from scads of different tech suppliers, companies (or Universities, or Army divisions) could simply roll a Concentro into the parking lot.And when the innards become obsolete, it could literally be driven to a recycling center and dis-assembled for parts. [Edited excerpt: Rackable Goes Mobile. Does Two Make a Trend? Peter Burrows, Business Week, March 26, 2007]

2:# rick.dove@stevens.edu, attributed copies permittedFrameworks/Infrastructures: Three construction system types1 Dee Hock (Visa Corp) coined the word chaord for organisms, organizations, and systems which harmoniously exhibit characteristics of both order and chaos.OrderedChaordic1ChaoticLegoLegoLegoLegoGlueModelLegoErector Set2:# rick.dove@stevens.edu, attributed copies permittedReconfigurableResponse Able System Principles RRS Peer-Peer InteractionEncapsulated ModulesDistributed Control and InformationEvolving Infrastructure Standards ScalableReusableFacilitated Interfacing (Pluggable)Facilitated Reuse Redundancy and DiversityElastic CapacityDeferred CommitmentSelf-Organization2:# rick.dove@stevens.edu, attributed copies permitted8 Response-Requirement Domains for Response Situation Analysis (RSA)CorrectionVariationReconfigurationExpansion (of Capacity)MigrationImprovementModification (of Capability)Creation (and Elimination)ProactiveReactiveChange DomainProactive

Innovative/ComposableCreates OpportunityTakes Preemptive Initiative

Reactive

ResilientSeizes OpportunityCopes with Adverse EventsGeneral CharacteristicReactive Proficiency Proactive ProficiencyInnovative(Composable)AgileFragileResilient2:# rick.dove@stevens.edu, attributed copies permittedChange MetricsOn-Time, On-Budget, On-Spec

Predictability100%0%Elapsed TimeTotalCost$$$$$$Activity Based Change-CostingTimeCostScopeQualityOK StretchOK StretchSufficient Economic Range?LatitudeGoodRangeMissionBoundaryBadTimeCostQualityScope2:# rick.dove@stevens.edu, attributed copies permittedConcepts That Enable Agilityto have awarenessto take actionAgilitySystemResponseArchitectureKnowledgeManagementChangeProficiencyReusable principles ofReconfigurableFlatInteractionDeferredCommitmentSelfOrganizationDistributedCont & Infoprinciples of principles ofScalableModularityFacilitatedReusePlugCompatibilityEvolvingFrameworkRedundancy& DiversityElasticCapacity with domains of with domains ofProActiveChangeCreationImprovementMigrationModificationReActiveChangeCorrectionVariationExpansionReconfigurationwith domains ofChangeMetricsTimeCostQualityScope with molded by language ofValuePropositioningconsists of practices and processes forResponseAbilityChangeManagement to enable change withto select actions678 Focus2:# rick.dove@stevens.edu, attributed copies permittedPorter on Strategy

All differences in cost or price derive from hundreds of activities required to create, produce, sell, and deliver.Activities are the basic units of competitive advantage.Overall advantage or disadvantage results from all of a companys activities, not only a few.Strategic positioning means performing different activities from rivals or performing similar activities in different ways."What is Strategy?", Michael Porter, Harvard Business Review, Nov-Dec '96 2:# rick.dove@stevens.edu, attributed copies permittedSouthwest Airlines(Concept of Operations)LimitedPassengerServiceHighAircraftUtilizationLean, HighlyProductiveGround andGate Crews Very LowTicketPricesShort HaulPoint-to-PointMid-sized CitiesSecondaryAirportsFrequent,ReliableDeparturesFlexibleunioncontractHighemployeestockownership"Southwestthe low-fareairline"HighemployeepayAutomaticticketingmachinesLimiteduse oftravelagentsNo seatassignmentsNomeals15 minutegateturnaroundStandard737 fleetNoconnectionswith otherairlinesNo baggagetransfersStrategic ObjectivesKey Activities2:# rick.dove@stevens.edu, attributed copies permittedCustomerCompatibleStrategyDeliveryMgmnt CulturalEngineeringMgmntLeadershipServiceTransparentITInfrastruct.MgmntReliableServiceInteractionMgmntMix andCapacityMgmntStrategyDevel'mentMgmntTalentRelationshipMgmntTrustworthyProcessDevel'mentMgmntBestValueCustomerSatisfactionMgmntProductionMasteryMgmntITAdaptationMgmntAgileSystemsMgmntSecurityEvolutionMgmntStrategy strengthcomes from activityinteractionSemiconductor Foundry

Lines show synergisticdependencies- Strategic Objectives- Agile Activities Initial- Agile Activities - LaterStrategic Activity ConOps WebInspired by Porters Activity WebEmphasizes Process Activityand Response Objectives2:# rick.dove@stevens.edu, attributed copies permitted Activities (Functions) Establish personal values1 Analyze external case for ideas2 Analyze local case for principles3 Design a business practice4 Package as response ability models5 Rotate student / mentor roles6 Review and select for quality7Self Contained UnitsPlug CompatibilityFacilitated Re-UseFlat InteractionDeferred CommitmentDistributed Control & InfoSelf OrganizationElastic CapacityRedundancy & DiversityEvolving StandardsPrinciple-Based Activities, and Issues Served ReactiveProactiveIssues (Requirements)RRS Principles Capturing hidden tacit knowledge3567353565733763337 Creating student interest and value1241111212412411 Improving knowledge accuracy36763376337 Improving knowledge effectiveness1245 452454511252 Migrating the knowledge focus247274247247447 Accommodating different student types(all)2563472123451172 Injecting fresh outside knowledge262626262 Finding and fixing incorrect knowledge36777336337 Excising poor value knowledge2357773322335257Allowing flexible student schedules34343434 Accommodating any size group2345234523422534234 Reinterpret rules for new applications23457 275235723457Details: http://www.parshift.com/Essays/essay039.htm (Case: An Insight Development System)Closure Matrix Where Deep Design Begins2:# rick.dove@stevens.edu, attributed copies permittedProduct ManagementStrategy ManagementProactiveAssessment/Evaluation0123443210InnovativeAgileResilientFragileACBInnovativeAgileResilientFragileACBProject Management InnovativeAgileResilientFragileACBComparing Companies A, B, C.Metric WorkingCompetitive Development StagesFocusKnowledgeProactiveReactive0 AccidentalPass/FailExamplesLuckyNone1 RepeatableTimeConceptsCreationCorrection2 DefinedCostMetricsImprovementVariation3 ManagedQualityRulesMigrationExpansion4 MasteredScopePrinciplesModificationReconfig'tionResilientAgileInnovativeFragileReactiveResponse Proficiency Maturity ModelMaturity has been observed to progress sequentially2:# rick.dove@stevens.edu, attributed copies permittedBREAK2:# rick.dove@stevens.edu, attributed copies permittedClassic CaseOn-Demand Response GM after-market auto-body production.High variety small lot.

~500 different metal body assemblies250 units average production lot size230 average pieces per hour28 minute average die change$30 fender world market price

Fenders, Hoods, Lids, Sides, Doors

Operations include:Press: die change, stampAssembly: bend/form, weld, glue

Maybe a hundrednew assemblies per year

Art: Boris Artzybasheffwww.animationarchive.org/bio/2006/01/artzybasheff-boris.html

Agile AUTOnomy Skateboard Architectureinterchangeable bodies, drive-by-wire, plug-and-play Case: GM+2:# rick.dove@stevens.edu, attributed copies permittedJIT Assembly Systems (part 1 of 2)(t = time of change, c = cost of change, q = quality of change, s = scope of change)Key Proactive IssuesCreation 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 IssuesCorrection 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]Systems Integrity ManagementModule Evolution: Component teamModule Readiness: Component teamAssembly: Production teamsInfrastructure Evolution: Configuration teamWeld TipsControllersProduction TeamMembers (PTMs)HemmersRoller TablesStandingPlatformsMasticTablesRacksComponentsSystem Examples* * * * * *Ctrl Programs**Assem Areas P41 Deck Lid System Area BA47 FenderSystem Area A(Old-Form Agile Architecture Pattern)2:# rick.dove@stevens.edu, attributed copies permittedPeer-Peer Interaction PTMs free to make real time process changes Communication encouraged among tradesmen, engineers, supervisors, and customers

Deferred CommitmentAssembly lines configured just-in-time for productionNew-part acquisition/transfer team is not designated until a transfer opportunity requires an action. Encapsulated Modules Hemmers Racks PTMs Areas Roller tables Weld tips Racks Mastic tables Controllers ProgramsFacilitated Interfacing (Pluggable)Everything carry/roll/fork portable, common piping/wiring, quick disconnect fittings, no integrated controllers, standard controller interface/programs.

Facilitated Reuse Management and Union manage PTM cross-training Component team manages all other components Production teams manage system configurationsDistributed Control and Information PTMs make real time decisions on process configuration improvements and changes. Operation sequence sheet attached to hemmer

Self-OrganizationPeople take initiative in solving problems and making operating improvements because risk is encouraged and failure expected/accepted. Evolving Infrastructure StandardsThe framework configuration team eventually decided to strip un-used legacy items from hemmers, and to add TDA lifters to Area A utility grid.

Unit Redundancy and Diversity8 identical controllers, cross-trained production team, diversity in roller/mastic tables, weld guns, standing platforms, racks, weld tips, and assembly areas.

Elastic CapacityFrequently used components are pooled locally, with separate warehousing available for unlimited inventory growth and rarely used components.ScalableReusableReconfigurableJIT Assembly Systems (part 2 of 2)2:# rick.dove@stevens.edu, attributed copies permittedClass 1 Agile Systems are Reconfigurable

Useful Metaphors:Plug-and-Play Drag-and-Drop

Reconfigurable Machine ClustersAdaptable Production CellsConfigurable ResourcesOn-Demand Assembly LinesData-Centers Anywhere Anytime AnykindAgile (Software) Development Processes and many others

some we will look at2:# rick.dove@stevens.edu, attributed copies permitted

What Does Dragon Drop Mean?

In Real Time:Something is available to drag and drop.Something accepts the things that are dropped.Somebody doesthe dragging and dropping and connecting.

In Some Other Time:Somebody maintains and improves the draggable things.Somebody maintains and improves the drag-and-drop capabilitySomebody maintains and improves the accepting infrastructure.

Drag-and-Drop

In real time:Something is available to drag and drop.Something accepts the things that are dropped.Somebody does the dragging and dropping and connecting.

In all time:Somebody maintains and improves the draggable things.Somebody maintains and improves the drag-and-drop capabilitySomebody maintains and improves the accepting infrastructure.

Class 1: Drag-and-DropCase: Agile Aircraft Installation2:# rick.dove@stevens.edu, attributed copies permitted"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 FullerQuality 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 ProjectedOperationalStoryArchitecturalConcept& IntegrityResponseSituation AnalysisRRSPrinciples SynthesisConOpsObjectives& ActivitiesReality FactorsIdentifiedClosureMatrixDesignQualityEvaluationRAPTools & ProcessWe discussed the yellow boxes.All lectures will show what has been discussed like this.2:# rick.dove@stevens.edu, attributed copies permittedIn-Class Tool ApplicationsClass Warm-upsTeam TrialsTeam ProjectUnit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10ConOps: ObjectivesReactive/ProactiveRS AnalysisFramework/ModulesRRS + IntegrityRS AnalysisRRS AnalysisIntegrityReality Factors: CaseRS Analysis: CaseRRS Analysis: CaseReality + ActivitiesClosureAAP Analysis: Case2:# rick.dove@stevens.edu, attributed copies permittedThe project MUST engage everyone's passion.Make sure the whole group is in favor of the choice, you will live with it through all sessions.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 bosss bosses would be interested and intrigued, not only by your choice, but also by your statement. EXERCISETask- 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 Have an initial title slide with team name and team-member names listed.Prepare 1-2 slides for brief out2:# rick.dove@stevens.edu, attributed copies permittedTeam: Sky RidersSystem:Airborne Reconnaissance Sensor Testbed (ARST)Strategic Values/ObjectivesRapid ConfigurabilityMultiple Simultaneous Sensor TestsFull Airborne Sensor TestRisk ReductionHigh UtilizationInexpensiveHigh AvailabilityDescriptive StatementThe ARST is an airborne platform designed to provide the ability for reconnaissance sensor system developers to test their products in a realistic environment. Sensors may be rapidly installed onto the ARST for either standalone testing or side-by-side comparisons with legacy sensors. The ARST can also serve as a research and development platform to develop future sensor technologies.

Note: This is an example of form, with no endorsement of contentTeam members: John Miller, Rita Kitridge, Jack Stack, Janice Goodrich. 2:# rick.dove@stevens.edu, attributed copies permitted

2002 Paradigm Shift International, www.parshift.com, 505-586-1536. Attributed copies permitted.Page #Team: __________________________System:__________________________Strategic Values/Objectives??????Descriptive Statement?Team members: ?????. 2:# rick.dove@stevens.edu, attributed copies permittedTeam WIKISPEED uses methods developed by the fastest-moving software companies. In fact, in many ways we have more in common with Google or Twitter than with GM or Toyota. Manufacturing and old-thought software teams gather requirements, design the solution, build the solution, test the solution, then deliver the solution. In existing automotive companies, the design portion of that process alone takes three to twelve years, and then the vehicle design is built for five to fourteen years. This means it is possible to buy a brand new car from a dealer and that car represents the engineering team's understanding of what the customer might have wanted twenty-four years ago! Team WIKISPEED follows the model of Agile software teams, compressing the entire development cycle into one-week "sprints." We iterate the entire car every seven days, meaning that every seven days we reevaluate each part of the car and reinvent the highest-priority aspects, instead of waiting ten to twenty-four years to upgrade. This process enables a completely different pace of development.Our process:Video: http://bcove.me/zcryseb7 90 minsGuest Speaker: Joe JusticeUsing Agile, Lean and Scrum - The Team Wikispeed ProcessSeattle16-18 May 2011The closing keynote of the 2011 Global Scrum Gathering brought together by the Scrum Alliance. Joe talks about managing a collaborative multi-national team using agile, lean, and scrum, and how that allowed them to do revolutionary work like build a 100 mpg car in 3 monthsPart1 File63 Part2 File53

Before Tomorrow Class Starts2:# rick.dove@stevens.edu, attributed copies permitted

Task Backlog Buffer

Infrastructure evolution:Task assembly:Task elements:Task readiness:InfrastructureStandardsIntegrityManagementActivePassiveLast Planner Process ManagerSupes/ForemanProject ManagerSupes/Foremen/ExpeditersLast Planner Agile Project Managementwww.parshift.com/s/130624Last Planner.pdfActive management of the anticipated schedule and work flow to ensure there isalways a buffer of quality jobs ready to work on and matched with resources.mastersched

CPMtasksmaterialstoolsAgile architecture Pattern based on:(Ballard 1997) Lookahead Planning: the Missing Link in Production Control(Ballard 1998) Shielding Production: an Essential Step in Production Control(Ballard 1999) Improving Work Flow Reliability(Ballard 2000) The Last Planner System of Production Control-PhD Thesisequipment

productionunits

activitydefinitionsKey Practices:Rules 1-2-3 and LookaheadMake readyLearn & Correct

Work Task

Task Lookahead Windowweekweekweekweekweekweek654321

ComponentsTask Soundness/Sequence/SizeTask Definitions Physical Site SecurityConstruction Safety Standards/RegsMaster Sched, Learning, R1-2-3SocketsSignalsSecuritySafetyServiceMS Learning Change If time permitsCase Study2:# rick.dove@stevens.edu, attributed copies permitted