Transcript Introducing QinetiQ - Royal United Services Institute

Open innovation –
A paradigm shift in defence project management?
Ryan Hood
QinetiQ Technology Leader
03 October 2007
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Overview
01 Project management and system development
02 Open innovation
03 Cisco and Lucent (and Bell Labs)
04 Analogy with Defence?
05 Innovation and projects
06 Agile project management, agile development
07 Boehm’s spiral model
08 DSDM
09 Summary
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01 Project management and system development
Enterprise
Processes
Project
Processes
System
Development
Processes
Technology
Processes
significant shared execution of life cycle processes between disciplines
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02 Open innovation
In the commercial world there is a significant shift in how businesses deliver
and evolve.
‘Open’ business models are triumphing over closed ones.
•
Markets needs are changing faster than ever before
•
Most innovation goes on external to the firm
•
Rapid ‘clock speed’ of innovation
•
Cost of technology development is increasing
•
And, innovation is hard to control.
In such circumstances organisations are becoming more agile, they are including the
user in the development process and are adopting external innovations.
Examples include: Proctor & Gamble, IBM and Cisco
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03 Cisco and Lucent Technologies (and Bell Labs)
Using an agile and open approach Cisco surpassed perhaps the finest industrial R&D establishment
in the World, without doing much fundamental research of its own.
In the fast moving network and communications market
Cisco competed with Lucent Technologies (and Bells Labs)
• By using modular design
• Investing or partnering with external companies and start-ups
• Working closely with users
• Going early to market, gaining feedback
• And rapidly iterating to fit users needs.
Cisco market value
Lucent Technologies
$200Bn
$20Bn (bought by Alcatel)
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04 Analogy with Defence?
The ‘business models’ of terrorists and insurgents are very much an
agile and open approach. They do not have thick internal R&D
establishments, and are willing to take knowledge and technologies
from anywhere to achieve their goals.
Insurgents continue to compete using
• Cells of ‘users’ and ‘technicians’
• Lessons from previous conflicts e.g. Israel
• Networks, state information, media, internet
• Weapons and commercial technology
• Rapid development through application.
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05 The link with projects
Business models, projects, risk and innovation are intertwined.
Projects deliver solutions, generally innovative solutions.
Motivation
A requirement, timeline and reward
Thus, successful innovation depends on the project management approach.
hot-bed for
innovation
Much as we did during the Cold War we need to:
• Get inside the mind of the opponent.
• Focus more on the adversary rather than “our system”.
• Match and better our project management approach.
But the adversaries approach is
• Agile
Ability
• And open to external innovation
Resources, processes, knowledge and skills
We need agile approaches.
Source: The Innovators Dilemma
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06 Agile project management, agile development
Traditional
Agile development has a number of specific techniques.
Examples are:
• Boehm’s spiral model
• DSDM
Process
focus
They value user-innovator interaction and prototyping over heavy
and formal documentation.
Other key characteristics are early delivery, iteration and adaptableLight
design.
Heavy
People and prototype
focus
Source: adapted from ‘Standards,
Agility and Engineering’, IEEE
Agile
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07 Boehm’s spiral model
Source: Cross-talk.
Spiral development is a ‘risk-driven’ approach. At a basic
level it is an OODA* loop.
Meets user needs and reduces technical risk through an iterative
approach:
• Inclusion of user in development process
• Identify risks
• Develop prototypes to reduce technical risks
• Modular design to facilitate change
• Integrate external innovations.
Requires:
• Dedicated user involvement in project team, proving facilities and
CONDO**
• Rapid integration of external technologies.
*OODA = Observe Orientate Do Analyse
**CONDO = Contractors on Deployed Operations
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07 Boehm’s spiral model
Spiral development is a ‘risk-driven’ approach. At a basic
level it is an OODA* loop.
Meets user needs and reduces technical risk through an iterative
approach:
Source: Cross-talk.
Observe
Orientate
Analyse
Do
• Inclusion of user in development process
• Identify risks
• Develop prototypes to reduce technical risks
• Modular design to facilitate change
• Integrate external innovations.
Requires:
• Dedicated user involvement in project team, proving facilities and
CONDO**
• Rapid integration of external technologies.
*OODA = Observe Orientate Do Analyse
**CONDO = Contractors on Deployed Operations
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07 Spiral model – an example
Source: Cross-talk.
[1] Requirements, development plan, other plans
[2] Identify and prioritise risks P,T,C (technical, financial etc.)
Observe
[3] Develop architecture, develop prototype, other risk reduction,
“spin in”
Orientate
13
[4] Test with select group of users, “spin-out”
[5] Incorporate feedback, review requirements and plans
9
5
1
[6] Identify and prioritise risks
[7] Develop prototype, other risk reduction, “spin in”
4
[8] Test with users, “spin out”
…
“Spin out”
12
8
Analyse
OODA = Observe Orientate Do Analyse
10
6
2
3
7
11
“Spin in”
Do
CONDO = Contractors on Deployed Operations
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08 Dynamic Systems Development Methodology (DSDM)
Like the spiral model, DSDM focuses on reducing risk through strong use-innovator interaction, early deliver and rapid
iteration. Real functionality is valued over heavy and formal documentation.
Key principles are:
• Time-boxing and Pareto 80/20 rule
• MoSCoW rules
• Modular adaptable design
Just a time-boxed OODA loop?
• Identify requirements and risk
• Prototype
• Test
• Feedback and iterate
Source: “DSDM in a nutshell”, Keith Richards
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08 DSDM – key principles
As well as user-innovator interaction and prototyping, key principles are time-boxing, the 80-20 rule and MoSCoW rule.
Timeboxing:
• Decompose into bit-size chunks, easier to manage
Prioritised requirements MoSCoW rules:
• Fixed deadline, fixed cost
•
Must have
• Minimum box includes ‘Must have’ requirements
•
Should have
• Each box must deliver usable functionality
•
Could have
•
Won’t have (but Would like in future)
80/20 rule:
• 80% functionality delivered in 20% of the time
• (Likewise, the other 20% of functionality is delivered in 80% of the
time)
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08 DSDM – an example
Joint Data Network Backbone project, a TADL IPT initiative and
DACP A3 pilot.
Approach
• Users embedded in the development team
• Focus is delivering functionality rather than documentation
• Time and cost ‘boxed’ – hard deadline
• Prioritised requirement, MoSCoW rules
• Competitive, parallel time-boxes
• Modular design
• Test with user in real operational scenario
• Feedback
• Iterate …
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09 Summary
In the commercial world and in defence, agile and ‘open’ models are
triumphing over closed ones.
To manage risk in changing scenarios, projects must :
• Value user-innovator interaction and prototyping over heavy and formal
documentation
• Utilise modular design and integrate external technologies
• Deliver early prototypes, feedback and iterate.
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