1. Modeling Kanban Scheduling in Systems of Systems Alexey Tregubov, Jo Ann Lane

2. Outline 2  Problem statement  Research approach: Kanban process  Overview of KSS Network  Benefits of KSS  Simulation model  Simulation results  Health care example  Complex example  Future work

3. Problem statement 3 In SoS environments the following problems observed:  Lack of visibility:  What is going on at the project level?  What is the current status of SoS capabilities?  How to expedite certain urgent capabilities?  Everything is critical but nothing is done  Every constituent team establish their own priorities

4. Research approach: Kanban process 4  Kanban in manufacturing industry:  It is a system to control the logistical supply/demand chain. Toyota,1953.  Kanban as part of lean concept:  “Pull” instead of “push” in demand  Kanban is part of Just in time (JIT) delivery approach  Kanban in a software engineering (as a process):  Visualized work flow – kanban boards  Limit WIP  Feedback and collaboration to improve the flow  Kanban in System of System environments:  Kanban scheduling in work prioritization  Value based work prioritization based on SoS capabilities, balanced with single system needs  Visualization

5. Overview of KSS Network 5

6. Benefits of using KSS 6  Eliminate waste  Minimize context switching  Limit work in progress  Make process more visible and transparent  Kanban boards  Increased value delivered earlier  Value-based work prioritization  Reduce governance overhead

7. Cost context switching in multitasking 7

8. Simulation model 8 Discrete event simulation:  Inputs:  Event scenario: a sequence of events that describes how network evolves over course of their execution  Team configuration: structure of teams, resource/specialties allocation  Simulation configuration: stop condition  Outputs:  Sequence of network states  Analysis: various indicators of effectiveness

9. Simulation model: Kanban scheduling 9  All work items (WI) prioritized according to their business value  Every WI has a class of service: Standard, Important, Date Certain, Critical Expedite  Limiting work in progress: work in progress is never interrupted unless  new work has a Critical class of service  work is suspended by prerequisites  Visualization: kanban boards for each team.

10. Health care example of KSS Network 10

11. Example: capabilities to requirements to products 11

12. Example: capabilities to requirements to products 12 Value = 60Value = 20Value = 10

13. Example: capabilities to requirements to products 13 Value = 60Value = 20Value = 10 20 50 20 40 10

14. Example: network structure & scenario 14

15. Example: outputs 15

16. Example: simple scenario 16 Value : Time

17. Example 2: complex scenario 17  10 teams (20 members each) + system engineering team.  20 new capabilities at start.  Each capability unfolds into 30 requirements on average  Each requirement unfolds into 9 tasks on average.  Each tasks takes 3-15 days.  There are 5 expedite tasks that cause blocked work (blocked tasks)

18. Example 2: value comparison 18

19. Example 2: number of suspended tasks 19

20. Example 2: work items in progress 20

21. Example 2: total time spent (schedule) 21

22. Example 2: total effort 22 Effort required if there are interruptions

23. Example 2: context switching 23

24. Conclusion: future work 24  Pilot the Kanban scheduling with several organizations  Fine-tune the simulator using empirical data and organizations’ feedback  Scale up the cases we run through the simulator  Refine and calibrate cost models

25. Questions & answers 25

26. References 26  Waldner, Jean-Baptiste (September 1992). Principles of Computer-Integrated Manufacturing. London: John Wiley. pp. 128–132. ISBN 0-471-93450-X.  "Kanban". Random House Dictionary. Dictionary.com. 2011. Retrieved April 12, 2011.  Ohno, Taiichi (June 1988). Toyota Production System - beyond large-scale production. Productivity Press. p. 29. ISBN 0-915299-14-3.  Richard Turner, Jo Ann Lane, Goal-question-Kanban: Applying Lean Concepts to Coordinate Multi-level Systems Engineering in Large Enterprises, Procedia Computer Science, Volume 16, 2013, Pages 512-521, ISSN 1877-0509, (http://www.sciencedirect.com/science/article/pii/S1877050913000550)  Torgeir Dingsøyr, Sridhar Nerur, VenuGopal Balijepally, Nils Brede Moe, A decade of agile methodologies: Towards explaining agile software development, Journal of Systems and Software, Volume 85, Issue 6, June 2012, Pages 1213-1221, ISSN 0164- 1212, (http://www.sciencedirect.com/science/article/pii/S0164121212000532)  Woods D. Why Lean And Agile Go Together : [Digital document], (http://www.forbes.com/2010/01/11/software-lean-manufacturing-technology-cio- network-agile.html). Verified on 7/7/2013.  Gerald Weinberg, Quality Software Management: Vol1. Systems Thinking. 1991