Professional Documents
Culture Documents
and
Process Synchronization
• Architecting
– Architecting composability vs. decomposition (Meilich 2006)
– Net-friendly vs. hierarchical (Meilich 2006)
• Prototypes/experimentation/tradeoffs
– Early tradeoffs/evaluations of alternatives (Finley 2006)
– Intense concept phase analysis followed by continuous anticipation;
aided by ongoing experimentation (USAF 2005)
– Modeling and simulation, in particular to better understand
“emergent behaviors” (Finley 2006)
– First order tradeoffs above the component systems level (e.g.,
more optimal at the SoS level, instead of at the component system
level) (Garber 2006)
– Discovery and application of convergence protocols (USAF 2005)
Monitoring
Monitoring
Monitoring
&&assessing Large role of
assessing
&changes
assessing
changes external influences
changes
External Environment
• For the SoS, the life cycle model and associated processes need to
– Identify and respond to change quickly
– Combine both rigor and agility to provide needed SoS capabilities in
the needed timeframe
– Provide for extensive modeling and simulation early on to
• Investigate alternatives and potential new technologies
• Understand potential SoS emergent behaviors
– Provide flexibility to handle the asynchronous nature of constituent
system upgrades and evolution
• For the constituent systems, the life cycle model and associate
processes need to
– Accommodate the expanding number of stakeholders as the system
becomes part of one or more SoSs
– Attempt to synchronize (to the extent possible) the implementation of
their part of SoS capabilities with other constituent systems
2. Agile E-services Low 1 – 30 Low-Med Good; Agile-ready Skip Valuation , Architecting phases Scrum plus agile methods of choice <= 1 day;
in place Med-high 2-6 weeks
3. Architected Business data Med 1 – 10 Med-High Good; Agile-ready Combine Valuation, Architecting phases. Architecture-based Scrum of Scrums 2-4 weeks;
Agile processing most in place Med-high Complete NDI preparation 2-6 months
4. Formal Security kernel; Low 0.3 Extra High None Strong formal Precise formal specification Formally-based programming language; 1-5 days;
Methods Safety-critical LSI methods formal verification 1-4 weeks
chip experience
5. HW component Multi-sensor Low 0.3 – 1 Med-Very Good; Experienced; Concurrent HW/SW engineering. CDR- IOC Development, LRIP, FRP. SW: 1-5 days;
with embedded control device High In place med-high level ICM DCR Concurrent Version N+1 engineering Market-driven
SW
6. Indivisible IOC Complete vehicle Med – High 0.3 – 1 High-Very Some in place Experienced; Determine minimum-IOC likely, Drop deferrable features to meet SW: 2-6 weeks;
platform High med-high conservative cost. Add deferrable SW conservative cost. Strong award fee for Platform: 6-18
features as risk reserve features not dropped months
7. NDI- Intensive Supply Chain Med – High 0.3 – 3 Med- Very NDI-driven NDI-experienced; Thorough NDI-suite life cycle cost-benefit Pro-active NDI evolution influencing, NDI SW: 1-4 weeks;
Management High architecture Med-high analysis, selection, concurrent upgrade synchronization System: 6-18
requirements/ architecture definition months
8. Hybrid agile / C4ISR Med – Very Mixed Mixed parts; Mixed parts Mixed parts Full ICM; encapsulated agile in high Full ICM ,three-team incremental 1-2 months;
plan-driven system High parts: Med-Very change, low-medium criticality parts (Often development, concurrent V&V, next- 9-18 months
1 – 10 High HMI, external interfaces) increment rebaselining
9. Multi-owner Net-centric military Very High Mixed Very High Many NDIs; some Related Full ICM; extensive multi-owner team Full ICM; large ongoing system/software 2-4 months; 18-
system of systems operations; Global parts: in place experience, med- building, negotiation engineering effort 24 months
Supply Chains 1 – 10 high
10. Family of Medical Device Med – Very 1–3 Med – Very Some in place Related Full ICM; Full stakeholder participation in Full ICM. Extra resources for first system, 1-2 months; 9-18
systems Product Line High High experience, med product line scoping. Strong business case version control, multi-stakeholder support months
– high
C4ISR: Command, Control, Computing, Communications, Intelligence, Surveillance, Reconnaissance. CDR: Critical Design Review.
DCR: Development Commitment Review. FRP: Full-Rate Production. HMI: Human-Machine Interface. HW: Hard ware.
IOC: Initial Operational Capability. LRIP: Low-Rate Initial Production. NDI: Non-Development Item. SW: Software
Lane: SoSE and Process © USC CSSE 2008 11
Synchronization
Case 9: Multi-Owner SoS
• Biggest risks: all those of Case 8 plus
– Large scale, high complexity, rapid change, mixed high/low criticality, partial NDI
support, mixed personnel capability (same as Case 8-Hybrid Agile/Plan-Driven)
– Need to synchronize/integrate separately-managed, independently-evolving systems
– Extremely large-scale; deep supplier hierarchies
– Rapid adaptation to change extremely difficult
• Examples: Net-centric military operations and global supply chains
• Size/complexity: Very high
• Anticipated change rate (% per month): Mixed parts; 1-10%
• Criticality: Very high
• NDI support: Many NDIs; some in place
• Organization and personnel capability: Related experience, medium to high
• Key Stage I activities: Full ICM; extensive multi-owner teambuilding,
negotiation
• Key Stage II activities: Full ICM; large ongoing system/software engineering
effort
• Time/build: 2-4 months Time/increment:18-24 months
Lane: SoSE and Process © USC CSSE 2008 12
Synchronization
SoSE Synchronization Points
Rebaseline/
ACR1 Adjustment ACR1 DCR1 OCR1 OCR2
Accept changes
Formulate, analyze options
Handle in context of other changes
Accepted Recommend deferrals to future increments
Increment-N
changes Discuss, resolve deferrals to
future increments