Systems Engineering Presented at Stevens New Jersey Community College Strategic Partnership 27 th September, 2005 Dr. Rashmi Jain Associate Professor Systems Engineering and Engineering Management 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 1
Engineering Challenges Engineering Challenges that Demand an Academic Response» Compressed delivery schedules/time-to-market» Increasing emphasis on recapitalization of existing systems and assets» Increasing use of Reusable Parts, Common Platforms, and Commercial Off the Shelf (COTS) system elements» Extremely high cost of errors, failures, and rework» Increasing emphasis on capabilities that require extended architectures and implementation of System of Systems concepts and interoperability» Increasing emphasis on multiple partner and contractor teams 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 2
Challenges: Compressed Time-to-Market Knowledge of Environment Trade offs Scope of Change Cost of Change Robustness of Change Time to Change Converging Design Decisions Stakeholders buy-in Requirements Concept Architect Design 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 3
Challenges: Recapitalization of Existing Assets Results from survey of organizations conducted in March 2003 on Recapitalization of Legacy assets. 29% 36% 11% 24% We are considering our options We are still accessing our legacy systems the same way we always have We are using middleware products to leverage the value of our legacy apps We have ported most of our legacy apps to another platform 0 50 100 Years 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 4
Challenges: Reusable Parts, Common Platforms, and COTS Only one third of 300,000 projects were developed from scratch. Two thirds of the projects were developed using reusable parts and COTS. Purchased application & performed no modifications Purchased components & assembled the application Purchased application & modified extensively Developed some components & purchased others Developed from scratch using an object model Purchased application & modified Developed from scratch using traditional languages and methods 0% 5% 10% 15% 20% 25% 30% 35% CHAOS: A Recipe for Success, The Standish Group International, Inc, 1999 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 5
Challenges: High Cost of Errors/Failures/Rework What do defect rates really mean? Is there any significance to them? To demonstrate the real impact of defects, let's consider the following: Would you consider it acceptable for the following processes to be 99.9% reliable? Each 0.1% defect rate would result in an additional: 1 hour per month of contaminated drinking water. 16,000 letters lost every day by the US Postal Service. 2 accidents per month at O'Hare International Airport. 20,000 erroneous drug prescriptions each year. 50 babies dropped on the delivery room floor each hour. 22,000 checks drawn from the wrong account per hour. 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 6
Challenges: High Cost of Errors/Failures/Rework Longer a defect remains undetected - More expensive it becomes to correct. The savings potential from early defect detection is huge. About 60 percent of all defects usually exist by design time (Gilb, 1988). Normal module development $500 to $1000 per function point Error-prone module development» $2000 to $4000 per function point (McConnell, 1996) * Source: Steve McConnell, Software Quality at Top Speed, 1996 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 7
Challenges: Extended Architectures/SoS Capabilities Company A Company B System 1 Syste m 3 Syste m 2 EAI Translate Route System 1 EAI System 2 Exchange Site Rules Company C System 1 Syste m 2 EAI System 1 Syste m 3 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 8
Challenges: Evolution towards Systems Integration Model Evolution of Enterprise Solutions Increasing Role of middleware Increasing Role of Systems Integrators Traditional Sequential Approach Proposed COTS Simultaneous Approach Step 1 Step 2 Step 3 Marketplace System Context Architecture & Design Implementation Stakeholder Needs/ Business Processes Simultaneous Definition and Tradeoffs Architecture/Design Programmatics/Risk Key to building solutions simultaneously define and make tradeoffs among the above shown spheres of influence. 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 9
Challenges: Multiple Contractor and Partner Teams - Airbus International co-operation and partnerships with major companies all over the world and a network of:» 1500 suppliers in 30 countries.» 46,000 employees in China, France, Germany, Japan, North America, Spain, and UK,» Spare parts centers in Toulouse, Miami and Beijing and 120 field service officers around the world. Airbus A380 industrial work share AIRBUS FRANCE AIRBUS DEUTSCHLAND AIRBUS UNITED KINGDOM Belairbus AIRBUS ESPANA Rolls Royce or Engine Alliance engines Cabin Interior (AIRBUS DEUTSCHLAND) not shown 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 10
A Product Scope The whole product requires the integrated contribution of numerous technical and non-technical disciplines throughout the life cycle of the product, albeit to different degrees at different times. Industrial Design Computer Eng. Electrical Eng. Mechanical Eng. Aesthetics Ergonomics Packaging Eng. Technical Writing Graphic Design PCB Design Reliability Software Engineering Sales Eng. Mechanical Eng. Marketing Manufacturing Eng. Please note: Product model-technology mix changes from product to product. 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 11
RIEE The Total Design Spine Create and implement a framework within the design spine which will enable students to practice total design. Total design is the systematic activity necessary from the identification of the market/user need, to the selling of the successful product to satisfy that need an activity that encompasses product, process, people and organization. Focus on product/system development process» how design is practiced in a context» subscribe to a common methodology» systems thinking» higher thinking skills in young adults Market Specification Conceptual design Preliminary design Detail design Manufacture Sell 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 12
Total Design Educational Objectives 1. The graduates will be able to interact with customers and stakeholders, understand their needs and translate them into systems requirements. 2. The graduates will be innovative and creative in formulating and evaluating different concepts of design. 3. The graduates will be thoroughly aware of, and sensitive to environmental, social, ethical and economic impacts of the systems they will design throughout their lifecycles. 4. The graduates will have the technical competencies and the breadth of knowledge needed to design, build and manage complex systems. 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 13
Systems Engineering Systems engineering is a process that transforms an operational need or market opportunity into a system description to support detail design, its development, production, maintenance, retirement and obsolescence Production/Manufacturing Maintenance Retirement/Obsolescence Functional Deficiency Operational Deficiency Technology Fusion Technology Breakthrough Behavior Analysis Accidental Discovery Operational Model Detail Design Total Design Dr. Rashmi Jain 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 14
Systems Engineering vs. Total Design Systems Engineering» The design, production and maintenance of trustworthy systems within cost and time constraints A.P. Sage» Systems Engineering is a robust approach to the design, creation ad operation of systems NASA Design Systems Engineering Total Design Product Product Production Total Design» Total design is the systematic activity necessary from the identification of a market/user need, to the selling of the successful product/process/service to satisfy that need an activity that encompasses product, process, people and organization S. Pugh Process Retirement Realization Market/User Need Organization People Maintenance Dr. Rashmi Jain 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 15
Systems Engineering Process Total Design Need / Market Opportunity Stakeholder Identification Requirements Gathering and Analysis Concept Generation, Evaluation and Selection Operational Scenarios Iterative Concurrent Testing and Integration Total Design Develop / Build Detail Design System Functionalities System Model Physical Realization Operations Maintenance Retirement/Obsolesce 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 16
Simplified view of systems engineering process involving Total Design Need/ Opportunity Identification Conceptual System Design Preliminary System Design Detail Design & Development Functional Need Preferred Design Concept Preferred System Architecture and Configuration 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 17 17
Systems Engineering and Integration Systems Engineering And Integration 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 18
Systems Engineering and Integration: Business Process and Operational Assessment y Support Customers/Stakeholders in Identification of Business & Operational Shortfalls Systems Engineering And Integration y Elicit, Gather, & Confirm Business and Mission Intent and Requirements y Translate Shortfalls (Business and Mission Requirements) into Solution/System Requirements y Generate, assess, and evaluate system concepts and technologies y Identify and Manage System Operational, and Functional Baselines y Identify what is Achievable within the Cost and Schedule Envelope 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 19
Systems Engineering and Integration: System/Solution/Test Architecture Development y Identify Preferred Implementation Approach y Implementation Approach Trade-Offs vis-àvis Business/Mission Requirements y Develop System, Solution and Test Architectures s em And st Sy ng i er n io ne at gi gr En te In y Adhere to Open Architecture Guidelines to Ensure Scalability, Modularity, and Future Upgrades and Enhancements y Adhere to Consistent Solution Testing, Validation and Verification Approach y Determine and Manage Impact to Currently Fielded Solutions y Plan and Manage Systems Integration Issues y Manage and optimize interfaces 2005 Stevens Institute of Technology, Dr. Rashmi Jain, rjain1@stevens.edu 20