Transcript Slide 1

Enterprise & Systems of Systems
Systems Engineering
Introduction to ESE IG Workshop
21st Feb 2014
Ivan Mactaggart CEng MINCOSE MIET MSOE
Lead Systems Engineer AWE PLC
Chair INCOSE UK Advisory Board
[email protected]
[email protected]
ESE Interest Group
1
Workshop Overview
Aim: Explore the relationship between ESE and SoS
Context:
1.
2.
Two streams of discourse in INCOSE, BKCASE and general literature,
with considerable overlap but no general agreement on where they
differ and overlap
Opportunities to inform INCOSE membership and influence wider
community
Method:
1.
2.
3.
4.
Initial presentation summarising openly-available material, eg
BKCASE, ESE IG, personal research (Ivan Mactaggart)
Open discussion (All)
Agree main conclusions and follow-up actions (Ivan Mactaggart)
(Post meeting) Write up and publish on wiki (PB el al)
ESE Interest Group
UK Advisory Board
Commitment 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.
Interest
Copyright ESE
© 2014
INCOSE Group
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
ESE Interest Group
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 enterprisereference architectures and methodologies
ESE Interest Group
Characteristics of enterprise types
• Longevity of goals: specific time-boxed missions, or openended 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)
ESE Interest Group
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)
ESE Interest Group
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))
ESE Interest Group
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 allpervasive, addressing them may well transform the systems engineering
landscape (view reinforced by INCOSE Executive Summit, Rome July)
Source: Brook, P (ESE IG)
ESE Interest Group
Growing Dimensions of ESE
Professional Bodies
(BoK’s, Standards)
Programme Management
TSE
Product Re-use
Simple Supply Chains
Complex Supply Chains
Systems of Systems
Prime Contractors
Enterprise
Architecture
Single
Organisations/
Enterprises
(Loose)
Federations
Project Management
Multiple
Organisations
(Extended
Enterprises)
TSE
(+15288)
Prime System
Integrators
Multi-department
Single or Uncoupled Products/
missions
Coupled Products/
missions
( Brook, P (ESE IG))
ESE as an Integrating Discipline
Source: Brook, P (ESE IG)
Complexity
Science
Conceptual
Foundation
Social
Science
Formal
Modelling
Organisation
Design &
Change
Management
Computer
Science
Enterprise
Technical
Strategies
Software
Engineering
Soft
Systems
Methodology
Systems
Engineering
Transformation
Management
Enterprise
Architecture
Technology
Management
Programme
Management
Project
Management
Enterprise
Processes:
Technical
& Management
Business
Studies
ESE Interest Group
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 Group
Systems of System
• Cyber-physical systems: recent developments in embedded systems
networks and technologies have allowed closer integration with the
physical world such that these computer-based networks can monitor and
influence physical processes.
• Ultra Large Scale (ULS) The scale of the systems drive a whole new
pattern of behaviour. It is envisaged that ULS systems potentially have
billions of lines of codes, thousands of component systems and include
people and organisations.
• Socio-technical Systems: The term also refers to the interaction between
society's complex infrastructures and human behaviour. In this sense,
society itself, and most of its substructures, are complex socio-technical
systems.
(© Cranfield University,2013)
ESE Interest Group
13
Characteristics of SoS
• 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.
(© Cranfield University,2013)
ESE Interest Group
14
A Spectrum of Systems
System: An instance of a set of degrees of freedom* having relationships
with one another sufficiently cohesive to distinguish the system from its
environment.**
*Normally grouped into subsets or elements
Less complex
Pre-specified
**This cohesion is also called system identity
More complex
Evolving
(Kuras and White, INCOSE, 2005)
ESE Interest Group
A Spectrum of Systems
System: An instance of a set of degrees of freedom* having relationships
with one another sufficiently cohesive to distinguish the system from its
environment.**
*Normally grouped into subsets or elements
Less complex
Pre-specified
**This cohesion is also called system identity
More complex
Evolving
(Kuras and White, INCOSE, 2005)
ESE Interest Group
Is an Enterprise a System of Systems?
•
“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-ofsystems”. (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)
ESE Interest Group
Multi-enterprise view in BKCASE
© BKCASE
ESE Interest Group
18
Systems Relationships
Complex (Adaptive) System
System
Enterprise
System of Systems
Mega -System
(adapted from System Definitions Diagram from Kuras and White, INCOSE, 2005)
ESE Interest Group
19
Systems Relationships
Complex (Adaptive) System
System
Enterprise
System of Systems
Mega -System
(Mactaggart , 2014, adapted from Kuras and White, INCOSE, 2005)
ESE Interest Group
20
Additional Information
Ivan Mactaggart CEng MINCOSE MIET MSOE
Lead Systems Engineer AWE PLC
Chair INCOSE UK Advisory Board
[email protected]
[email protected]
ESE Interest Group
21
(Cranfield University,2013)
ESE Interest Group
Levels and Types of Activity
Enterprise
Organised
Strategic Portfolio
Management
Change
Management
Systemic
Systematic
Enterprise
Strategy
Formulation &
Problem Solving
Organisation Design
& Analysis
Strategic Technical
Approaches (eg EA)
Programme
Project
Programme
Management
(eg MSP)
‘Conventional’ PM
(eg PRINCE)
Problem Definition for
complex
developments
Scoping single
developments
Systems of Systems
Engineering
‘Conventional’ SE
(eg INCOSE
Handbook)
Key
Source: Brook, Bryant & Knowles (ESE IG)
High maturity
Medium maturity
Low maturity
Dashwood
ESE Interest
Consulting
Group
Spectrum of responses
Late 20th C
Mid-21st C ?
Shaping the future
Borrowing from the past
Traditional
Systems Engineering
(TSE)
Transitional
(ESE)
Radical Paradigm Shift
‘Cyber socio-systems’
Source: Brook, P ESE Tutorial, ASEC 12
Dashwood
ESE Interest
Consulting
Group
A triangle of concerns in ESE
Organising
(Managing, leading, deciding)
Management
Systemic
(Holistic approaches
to complex problems)
Conceptual Solution
Development
Systematic
(Turning requirements
into practical solutions)
Source: Brook, Bryant & Knowles (ESE IG)
Dashwood
ESE Interest
Consulting
Group
Topic Area
1. Conceptual
Foundation
Possible Research/Investigation
Potential
Possible areas
for further investigation Collaborators



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
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
3. Enterprise
Processes









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
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
4. Enterprise
Design and
Transformation



Schools of Complexity
Science
Systems Science
Community
INCOSE Systems
Science WG
EA Community (eg
BCS)
Federation of EA
Professionals (FEAP)
NATO
PMI, APM
Schools of (Project)
Management
Business Schools
Source: Brook P, Literature Survey – Cranfield University
Dashwood
ESE Interest
Consulting
Group
26
A generic model of an Enterprise
as dynamic and evolving system
(from BKCASE)
Source Rouse 2009
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
Dashwood
ESE Interest
Consulting
Group
27
A process view
Source: BKCASE
ESE Interest Group
Creating Capabilities: Organisational, System &
Operational
Developed for BKCASE ESE Chapter
ESE Interest Group
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)
b)
Consistency of direction, and
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