1. MBSE Workshop Out-brief Infusion Break-Out Session January 24-25, 2014 INCOSE International Workshop

2. INCOSE IW MBSE Workshop Infusing MBSE into an Organization Objective Identify effective approaches for infusion of MBSE Survey different infusion approaches into organizations Identify enables and barriers 2 Jan 25-26, 2014MBSE Workshop: Infusion Break-Out Session

3. INCOSE IW MBSE Workshop Participants BREAKOUT LEADERS –Dave Nichols: Assistant Director for Science and Engineering, JPL –Chi Lin: Engineering Development Office, Systems Engineering and Formulation Division, JPL Key Participants –Ron Carson: Boeing –Eric Berg: Procter & Gamble –George Walley: Ford Motor Co. –Chris Oster: Lockheed Martin Corp. –Louise Guise: Raytheon Missile Systems –Dan Dvorak: Principal Engineer, JPL 3 Jan 25-26, 2014MBSE Workshop: Infusion Break-Out Session

4. INCOSE IW MBSE Workshop Pre-Defined Questions 1.How do you measure infusion progress? 2.What is the nature of the organization for which your are infusing MBSE?  E.g. size, function, discipline, product 3.What enablers & barriers exist in your environment? 4.What primary MBSE value do you communicate to for your stakeholders to obtain their involvement/commitment?  Do you try to measure this value? 4 Jan 25-26, 2014MBSE Workshop: Infusion Break-Out Session

5. INCOSE IW MBSE Workshop How do you measure infusion progress? Counting metrics: # pilots, projects and programs # users, #capable practitioners, # teams trained # engagements and # deployments with programs, # licenses 4-step progress: –Initially by number of “one off” projects –Then by range of applications (product, process, …) –Then by acceptance across multiple orgs –Finally when MBSE becomes part of the formal work process Other: License usage patterns, duration, growth New review criteria for quality, format and completeness Time metric systems Adoption rate w.r.t. mandates – “50% of programs must be model-based” 5

6. INCOSE IW MBSE Workshop Nature of organization into which you are infusing MBSE Big organizations with big SE teams: Boeing, Ford, Lockheed Martin, JPL, Raytheon Matrix organizations: Line and Projects Institutional or Business Unit support as a MBSE initiative Automotive powertrain, electrical, chassis, IT Teams involved in electronics, controls, software (growing complexity) Commercial airplanes, defense, space, security and networks Big organizations with small SE teams: Procter & Gamble 100’s of engineers in product & process development for disposable consumer goods, but on many different projects; mostly mechanical, electrical, chemical engineers 6

7. INCOSE IW MBSE Workshop Enablers Corporate/Institutional Support: Top-level leadership support, strong management support Seed funding from corporate and BA and BU Corporate cross-BU collaboration and vendor relationship Having authority to change corporate processes and tools (Ford SE Council) Organizational commitment to follow-through Strategically embed MBSE-enabled engineers in projects, Forge close relationships with projects Success Stories: Culture and heritage of success Conduct pilots, small success stories, “build a little, deploy a little” Bite-sized but steady and pragmatic deployment … don’t forget still being able to do the basics Tools: Develop and deploy tooling for ease of usability Shared model repositories 7 People: Passionate practitioners Interested people (managers, engineers) New employees Customer excitement Team up young engineers with senior engineers; recruit early-career engineers User community / tech clubs for informal support Training: Tool-neutral and tool-specific process training Well-defined processes to address “now what do I do?” Codify know-how into formal repeatable methodologies Readily available and consistent training

8. INCOSE IW MBSE Workshop Barriers Barriers: “Not the way we do business”, “Show me the ROI” Conservative engineering philosophy Early negative experiences with immature tool sets Difficulty integrating with long-running legacy programs Need for “up front” funding with value realized late in the program Not invented here syndrome Scape goat syndrome (if something goes wrong, blame MBSE) Tools: Maturity of tools and their integration Tool interoperability and data exchange gaps Internal policies governing new tools Learning curve 8

9. INCOSE IW MBSE Workshop Main value communicated to stakeholders? Reduced rework, earlier visibility into risk and issues Reduced cycle time, reduce development cost, cost avoidance Better communication and more effective analysis Potential for increased re-use (product line reusability: engineering done once, reuse elsewhere) Ability to generate and regenerate current reports and work products Knowledge management (long-term and short-term) Single source of truth Competitiveness (our partners and competitors are doing it) Think about how much of an engineer’s time is spent on data management rather than critical thinking (Change that ratio! Shift the nature of my hours) 9

10. INCOSE IW MBSE Workshop Do you measure this value? We are trying, but no details yet Not trying to measure this value No attempt to measure this value, must take leap of faith No, it would be an invitation to a worthless debate Jan 25-26, 2014MBSE Workshop: Infusion Break-Out Session 10

11. Unedited Notes

12. INCOSE IW MBSE Workshop Discussion (1 of 2) - unedited Can’t sustain 6-9-month development cycle using the old ways; when you make this decision, here is who it impacts; “we have to innovate the way we innovate”; can’t have untraceable requirements Diaper production: 2/3 cost, 20% speedup, tradespace examined and decided How do you justify the substantial cost? P&G uses a methodology, not a particular tool; embedded into lifecycle management; “this requirement is met by this subsystem”; not detailed Measure quality improvement through defect rates Point of no return? There is always an off-ramp Analogy to CAD, when ME handed velum drawing to a CAD modeler; that’s where we’re at with MBSE Knowledge transfer is a big part of the value (moving from tribal knowledge to institutional knowledge) What about customers handing a model across the contract boundary as part of the spec? It will happen; it has happened already in some limited cases. 12

13. INCOSE IW MBSE Workshop Discussion (2 of 2) - unedited Did you have to change review process? We still generate documents from models; we mapped M-B process into our standard process; still a mixed mode; challenge is to present the right views to them. Systems work on a project is same number of engineers, but do it MB Challenges grasping notion of system model? Yes, absolutely, mostly people see stuff done in system model as something they have to redo in another tool No formal plan for training, more grass-roots Cater to first-followers more than early adopters Systems/software integration? State machines in system model, but now down to level of software components 13

14. INCOSE IW MBSE Workshop Enablers – unedited Corporate/Institutional Support: Top-level leadership support, strong management support Seed funding from corporate and BA and BU Corporate cross-BU collaboration and vendor relationship Training: Training! Tool-neutral and tool-specific process training People: Passionate practitioners Peer pressure: our partners and competitors are doing it Need to make lean orgs more productive, and the intuitive nature of MBSE over “ad hoc requirements management” Conduct pilots, small success stories, “build a little, deploy a little” Form specialized working groups Forge close relationships with projects Develop and deploy tooling for ease of usability Codify know-how into formal repeatable methodologies Culture and heritage of success Metrics/trends Customer excitement (NASA customer) Interested people (managers, engineers) Having authority for architecture decisions across programs and platforms Having authority to change corporate processes and tools (Ford SE Council) Bite-sized but steady and pragmatic deployment … don’t forget still being able o do the basics (FMEAs, boundary diagrams, interface matrices, etc) First-follower focus – encourage and protect first adopters New employees Frustrated but passionate employees Shared model repositories User community / tech clubs for informal support Readily available and consistent training Well-defined processes to address “now what do I do?” Organizational commitment to follow-through Team up young engineers with senior engineers; recruit early-career engineers Partner with other institutional activities Partner with universities, industry and professional socienties Innovative engineers Long development cycles Organizational combo of systems and software engineering Work with line organizations to take ownership Strategically embed MBSE-enabled engineers in projects 14

15. INCOSE IW MBSE Workshop Barriers – unedited “Not the way we do business”, “show me the ROI”, early experiences with immature tool sets, lack of modeling competencies, difficulty integrating with long-running legacy programs, need for “up front” funding with value realized late in the program, difficulty in reusing modeled resources from one discipline or activity in next steps Not invented here syndrome Scape goat syndrome Incremental headcount is off the table (cannot hire SE staff) Discussion: Perception that cost of getting to the benefit is too great People forget that modeling already is more precise, without even looking farther down the road Don’t ask for too much money initially, for pilot activities Never ask a PM if he/she want MBSE; all our infusion is through systems engineers who can show better efficiency Organizational structure Legacy data, people and past failed/perceived failed attempts Too much other modeling experience Functions as a starting point for physical parts and assemblies Lack of granularity, traceability, or documented existence of requirements and architectural decisions for existing system Mix of in-house and supplier-delivered solutions How much of an engineer’s time spent on data management rather than critical thinking (change that ratio! Shift the nature of my hours) People barriers Conservative engineering philosophy due to unforgiving nature of space missions Large learning curve 15

16. INCOSE IW MBSE Workshop Main value communicated to stakeholders? Unedited notes: Reduced cycle time, reduce development cost Reduced rework due to early identification of errors and disconnects due to better communication and more effective analysis Potential for increased re-use Productivity, reducing waste and rework, rate of innovation and transparency Cost reductions /cost avoidance Quality improvement Customer buy-in Increased Pwin Being able to quickly generate and regenerate current reports and work products Able to generate and seed known values into these work products progressively New views/reports previously too hard or slow to be valuable Improved feature compatibility assessments earlier in development to spend time testing functionality not basic integration compatibility (without simply having to talk to everyone you can find) Reduced rework, earlier visibility into risk and issues Product line reusability: engineering done once, reuse elsewhere Knowledge management (long-term and short-term) Single source of truth Improved ability to communicate design Easier to find defects Competitiveness (our partners and competitors are doing it) 16